Dr. Vijay Pendakur: Key Notes from the Keynote

Pam Sornson, JD on November 11, 2021

Pam Sornson, JD

Working. Workers. Workplace. According to Pasadena City College’s (PCC) President/Superintendent Dr. Erika Endrijonas, these three occupational tenets comprise one of the college’s two primary missions: developing a workforce that can respond to the evolving contours of today’s tumultuous economic climate. Adding complexity to the process is the growing demand for a more equitable and fair employment experience. The concepts of diversity, equity, and inclusion (DEI) are becoming more critical for achieving corporate success, so companies are looking to improve their DEI metrics as a means of maintaining competitiveness.

California’s community colleges are working to meet these sweeping evolutions by revising existing systems to meet emerging needs. One way to learn about those needs (and potential responses) is to talk about them, which the hosts and guest speakers were doing at PCC’s third annual Future of Work conference, held virtually Tuesday, November 9th. (Listen to the replay here.) For attendees, the morning was filled with information and insights about how DEI leaders have approached these issues in the past, and ideas about how to view and address them in the future.

 

Starting the conversation was keynote speaker Dr. Vijay Pendakur, Chief Diversity, Equity, and Inclusion Officer and Global HR Leader for Zynga. This digital gaming company produces numerous globally popular social games such as ‘Words with Friends.’

Insights Inform Actions

Having twenty years of experience studying and working on DEI issues in the higher education sector, Dr. Pendakur shared his perceptions of today’s contorted workplace and how it poses both challenges and benefits to today’s workers. (He also spoke with PCC’s EWD – hear that chat here.)

On the positive side, pressure to provide more flexibility in the employment environment was rising even before the onset of the COVID-19 pandemic.

The past decade’s explosion of devices and programming has decimated the concept of the old-style ‘office,’ and more workers than ever were working remotely without losing productivity.

The COVID crisis only enhanced this phenomenon, launching millions of employees into a fully remote work situation. Companies that had the resources were able to acquiesce to the shift, and it seems that both employers and employees are enjoying the opportunity to find a better balance between work and home/community.

Now, workers in one geographical area can work in another, which disperses talent across a wider swath of industry.

In addition, ‘hybrid’ working conditions, where workers split their time between their home and employer’s offices, are becoming ubiquitous, too, providing precisely the fluid work environment that many workers need. (Hybrid work situations generate their own concerns, however. See below … .)

On the negative side, Dr. Pendakur recognizes that much of the same technology that facilitates remote working is also eliminating many jobs altogether as companies engage robots to perform the routine tasks formerly done by humans. Moreover, because so much of that tech is new and emerging, people simply don’t know if their jobs are about to become obsolete, nor do they know what they’d do without them.

Pendakur used the acronym “VUCA” to describe how all these factors impact today’s work environments: they are increasingly volatile, uncertain, complex, and ambiguous, creating fear and tension for both employers and employees. The situation makes it even more difficult for systems to address DEI initiatives while contemplating responsive activities.

 

Assess Before Starting

Fortunately, Pendakur also offers a theory that facilitates appropriate evaluation of the evolving work world and strategies to use to implement needed changes. He suggests leaders look at the impacts of three fundamental realities emerging in today’s workforce sector, and consider how managing them will affect the organization as a whole:

1. The phenomenon of Skill Extinction

‘Skill extinction’ occurs when the nature of work changes and prior skills are no longer relevant. Workers whose jobs are overtaken by technology or other workplace evolutions often find their skills no longer meet the needs of any employer. One study suggests that up to 20 million jobs (and their requisite skills) will be obsolete by 2030.

Pendakur urges employers to encourage their workforce to develop ‘learning agility’ while on the job. Essentially, providing employees with opportunities to develop new job skills and abilities within their current occupation reduces their risk of becoming obsolete. It also reduces employee turnover, making the policy a win-win for the company.

2. The Hybrid Worker phenomenon

While a hybrid work arrangement offers many pluses, management must also address several drawbacks:

People who work both from home and at an office must manage inconsistent work conditions. The home office situation may be impacted by family needs, technological challenges, and even security concerns that are not evident to most employers.

‘Work from Home’ (WFH) employees also miss out on those informal ‘water cooler’ chats where ‘aha!’ moments frequently happen. Pendakur refers to this as a ‘loss of serendipity.’

WFH talent is also often invisible to on-site managers, who may lose track of their effort and contributions. The ‘invisibility might also lead to

‘Proximity bias,’ where leadership offers rewards like promotions and special projects to those workers who are physically on-site more often.

Ironically, Pendakur suggests using technology programs such as MIRO or Donut to overcome these potential productivity handicaps.

3. The Demand for Wellness and Well Being

Workers were complaining about difficult work situations well before COVID descended; the pandemic simply underscored the relevance of their concerns. These days, worker burnout is an even more significant challenge, and, in many cases, employers can make changes to reduce its impact.

Pendakur suggests adding benefits that support the worker as a whole, not just their employment situation. Offering financial management guidance, child care stipends, and other ‘life’ related perks can assuage feelings of burnout.  Assessing and reducing workloads is another step that will alleviate worker stress; providing many opportunities to recognize and reward effort is another. And corporate culture matters, too; workers who are welcomed and comfortable in their workplace are more productive than those who feel sidelined or unseen.

 

Most importantly, Pendakur encourages leaders to assess their organization’s DEI efforts as those arise within these three concepts: skill extinction, hybrid work sites, and worker wellness. Every worker brings value to every company; ensuring that all employees have the appropriate environment, skills, and opportunities to do their best work enhances the success of both.

Equity Anchors – Grounding DEI Principles

Pam Sornson, JD on November 11, 2021

Pam Sornson, JD

November 11, 2021

During the recent virtual Future of Work webinar hosted by the Economic and Workforce Development department (EWD) at Pasadena City College (PCC), keynote speaker Dr. Vijay Pendakur discussed how corporate ‘equity anchors’ can embed fundamental diversity, equity, and inclusion (DEI) principles into every enterprise. The event’s four panelists (Monique Earl, Naomi Iwasaki, Jonathon Mayes, and Sylvia Torres-Guillen) and two guest hosts (Dr. Kari Bolen and PCC’s EWD Director Salvatrice Cummo) are certainly ‘equity anchors’ in their organizations and industries. Based on that fascinating discussion, every company can benefit from the values offered by ‘equity anchors’ when they understand how those leaders perceive and can positively impact the fundamental corporate culture.

 

 

‘Equity Anchor’ Defined

In essence, an equity anchor acts as a sensor for DEI issues within the organization and can either or both flag leadership to those concerns as well as steer the conversation towards finding solutions to them. When in a leadership position themselves, the anchors can assess overarching corporate cultures and norms to determine where the company can make DEI improvements. As an employee, the anchor can raise concerns in conversations with the HR department and their managers and supervisors. In both cases, the anchor can impact how the enterprise manages the DEI challenges of its workforce and, in the long run, have a significant effect on its productivity and success.

 

Assessments Through the Anchor’s Perspective

Dr. Pendakur offers five elemental inquiries that every equity anchor should make, both as they get started and as part of an ongoing strategy to ensure the company adheres to critical DEI principles. Their purpose is to ensure that the enterprise addresses everyone’s best interests in its policies and practices:

    1. When a concern arises within a specified system, leaders should inquire about who that system was designed to support and whether inherent inequities were built into it. Using a gender lens to highlight an example: many corporate calendars and schedules are not designed to accommodate the needs of parents. When women shoulder the bulk of the parenting obligation, they must also often navigate around systems that don’t flex to provide them options.
    2. The above-referenced example suggests the next question: do enterprise systems favor (establish as a ‘norm’) certain groups over others? Companies with policies that provide maternal but not paternal leave create a norm that favors a mother’s need to be home with an infant but reduces or eliminates a father’s opportunity to contribute to that care.
    3. Data also plays a part in determining the efficacy of DEI standards, but it can only be helpful if it is properly collected for the purpose. Companies that routinely track, respond to, and measure the outcomes of worker DEI concerns are more likely to be DEI champions as well. Pendakur suggests short (two to three questions) surveys delivered often (monthly? quarterly?) as an effective method of collecting worker satisfaction data. Analysis of that information should reveal both challenges and possible solutions.
    4. Data collection would also reveal who in the organization is not being heard. In some cases, those left out may be individual employees; in other cases, there may be larger sectors of the workforce that are routinely left out of corporate conversations. A fully transparent enterprise will ensure it includes the perspectives of all its constituents in its policy and practice development activities.
    5. And those policies themselves can be the source of the problem. Again, using the example mentioned above, many companies still do not have paternity leave policies in place, and that gap maintains an ongoing unfair practice that discriminates against fathers.

These questions can guide the assessment of an individual concern or the overarching practices and policies of the enterprise as a whole. In addition, they will provide leadership with the information it needs to become more sophisticated in its approach to DEI principles going forward. Most importantly, leaders should heed the data and address the DEI concerns of their workforce. These days, no company can afford to tolerate the use of superficial elements, such as race, sexuality, or gender, to reduce the high value of every employee.

 

 

Assessments Guide Solutions

Pendakur was careful to note that solutions to entrenched DEI problems often require tailoring to the needs of the specific employee or class of employees. He explained the difference between ‘equality,’ which provides equal resources to everyone, and ‘equity,’ which offers resources designed to meet the needs of individuals so they can attain an outcome equivalent to that of their colleagues. The distinction between the two is critical for leadership to understand because knowing the ‘inequities’ suggests how to design and deliver appropriate and effective responses. Attempting to remedy inherently biased practices and policies requires more than a ‘one size fits all’ effort.

Dr. Pendakur offered three notable examples of how his company, Zynga, responded to the DEI needs of its employees by determining precisely what their issues were and then introducing benefits packages to remediate those challenges.

One concern was heard across the company, especially after COVID descended. Workers who also had caregiving responsibilities at home were inordinately more challenged in their productivity than their non-caregiving colleagues.

Another common concern was the mental health status of employees who were balancing work, home responsibilities, child and parent care, and other obligations that were made much more difficult by the pandemic.

The social unrest of the past 20 months was also a trigger for a benefits analysis. The company recognized that its LGBTQA+ community might not have been given the support they needed to weather the backlash against increased LGBTQA+ rights.

In all three cases, Zynga adjusted its benefits offerings to meet the specific needs of three very different employee populations. Giving each of those employees the support they needed to succeed in all areas of their lives also enhanced their productivity and value to the organization.

 

In the next edition of the Pulse, we’ll include our panelists’ thoughts on Dr. Pendakur’s comments and also their own personal impacts on the DEI issues and concerns that arise within their organizations. You won’t want to miss it.

 

Equity Ethics: A Moral Choice

Pam Sornson, JD on October 29, 2021

‘Morals’ and ‘ethics’ are at the heart of today’s equity discussions, particularly when it comes to diversity, equity, and inclusion concerns (DEI). Eons of social evolution have prioritized the rights and opportunities of some (primarily white males) while reducing options and opportunities for others (females, people of color). However, the burgeoning diversity of the American population is eroding the unspoken acquiescence to immoral ‘standards’ that enrich the one group at the expense of the other. Instead, communities want to see a morally driven, ethical ‘standard’ that levels the playing field and offers all participants equal opportunities to work, earn, and thrive personally, socially, and economically. In short, communities want more than just talk about expanding corporate diversity; they want to actually see those morals in action as the ethical directives that will change how every company does business moving forward.   

 

 

Institutional Morals (Beliefs) Ground Institutional Ethics (Actions) 

Today’s roiled social and political climate has revealed some deeply embedded cultural practices that are both immoral (fundamentally unfair) and unethical (enforced rules that favor some participants over others). For example, unequal compensation practices allow companies to pay male workers more than female workers for doing the same job. More than ever before, the community is now looking more closely at how organizations are managing situations like that, where ‘standard’ corporate policy unfairly rewards some workers over others for no apparent reason other than their color, race, or gender. The challenge is to discern precisely what any individual company is doing about its DEI concerns, which is especially difficult in corporations of size. With those, it’s challenging to identify where or how embedded discrimination systems exist and, especially, how the organization can end them. 

In 2011, UNESCO, the United Nations Educational, Scientific, and Cultural Organization, introduced its Cultural Diversity Lens (Lens) to measure and analyze corporate program activities through a cultural diversity perspective. While aimed specifically at entities (governments, school systems, etc.) engaged in economic and social development projects, the Lens applies to any organization seeking to ensure equity and equality for all its participants. It is intended to be used throughout a project’s life cycle:

From the beginning, developers design the process and goals to ensure that diversity concerns are explored and included in all planning activities.

During the development stage, the Lens helps leaders implement strategies and construction elements that include DEI initiatives.

Throughout the active life of the program as a monitoring tool, the Lens ensures DEI activities remain on track and embedded within the fundamental culture of the enterprise.

As an evaluation tool, the Lens tracks and measures the project’s success based on its DEI metrics as well as other relevant metrics. 

Using the UNESCO Lens, any organization can evaluate its DEI activities and pivot its actions to a more appropriate practice based on Lens-relate data.  

 

 

One Framework: Five Themes   

Five themes populate the Lens framework, each of which explores the activities embedded within a specific corporation element. Following the order of the framework ensures that leadership evaluates all relevant DEI aspects of the enterprise:

Theme 1: The Cultural Diversity of the Program in the Context of its Community

This theme evaluates the company or program as a whole, including where and how it sits within its community, how it pursues its fundamental purpose, its management of its legal and institutional parameters, and its socio-economic dimensions. The theme’s purpose is to determine the greater community’s cultural diversity standards and whether the corporation is complying with them. 

Theme 2: Diversity of Perspectives

This theme explores how various diverse opinions and insights were/are incorporated into the programs’ development and implementation. Did decisions made in the planning and implementation stages include and respect the perspectives of all stakeholders? Beneficiaries? Identifying and listening to unheard voices reduces tension points throughout all stages of the project.

Theme 3: Access and Participation

This theme looks at how the organization facilitates project access to relevant populations and the extent to which they participate in its functions. It provides directions on determining whether that access is culturally appropriate and where barriers might exist that prevent full participation by stakeholders.

Theme 4: Cultural Heritage

This theme investigates the connections between the project and the inherent cultures of its participants and community. In too many cases, dominating cultures have trampled the heritage of indigenous communities, which ultimately reduces the values of both populations. UNESCO encourages intentional connections between the project and the heritages of its stakeholders to enhance project success. 

Theme 5: Economic Dimensions

This theme explores how the embrace and promotion of diverse backgrounds and cultures can enhance the economic fortunes of both the program and its participants. 

The Cultural Diversity Lens gives every organization the tools it needs to identify DEI gaps in its existing structure, assess options to remediate those, and strategies to achieve a more balanced, more fair, and more productive enterprise.      

 

 

Following Leaders

Some entities are better than others at correcting and then preventing the moral and ethical challenges that impede social and economic progress. Booz Allen Hamilton, for example, provides professional management services in a wide range of economies and industrial sectors, including cybersecurity, analytics, and digital solutions to complex problems. In 2021, it was also ranked by Forbes as the world’s best employer for women and the world’s second-best employer for diversity. Its DEI efforts encompass all underrepresented populations, including women, people with disabilities, veterans and military families, the LGTBQ+ community, and others. The company’s 100 years of success are founded on its belief that talent, in whatever form or presentation, provides the true foundation for corporate and economic success. 

DEI concerns can arise in any situation, and many companies are taking ethical action and working to eradicate those divides from their enterprise activities.  

During Pasadena City College’s Future of Work Conference, Tuesday, November 9, from 9:00 am to 11:30 am (register here), attendees will hear how panelists approach DEI initiatives in their career arena, whether that’s in government, higher education, or industry.     

‘Equity’ Unpacked

Pam Sornson, JD on October 29, 2021

Pam Sornson, JD

October 29, 2021

The pursuit of ‘equity’ is driving many social reform initiatives across all sectors of Californian society. The definition of ‘equity,’ however, may vary based on the issues being addressed and the responses to those concerns. On Tuesday, November 9th, from 9:00 am to 11:30 am, the Economic and Workforce Development department (EWD) at Pasadena City College (PCC) is hosting its third annual “Future of Work” Conference to discuss the contextual meaning of ‘equity,’ and will provide examples of how some entities have pivoted their organizations to more fully embrace it. Attendees will come away better informed about this critical social concept and inspired to do their part to improve those equity-challenged aspects of their own communities. 

 

‘Equity’ Defined

The dictionary defines ‘equity’ as ‘the quality of being fair or impartial’ and extends that definition to include ‘chancery:’ ‘the application of the dictates of conscience or the principles of natural justice to the settlement of controversies.’ It also adds a context to the word: ‘equity’ also means ‘a legally valid right or claim.’ 

A broader understanding of the concept is achieved by combining those concepts into one sentence: ‘Equity’ means applying fair and impartial principles of natural justice to the settlement of legally valid claims and controversies.’ And as concise as that sentence is, it still doesn’t encompass the depth and breadth of ‘equity’ issues that are currently disrupting the community. While those are many and disparate, thought leaders can loosely group them into one of three overarching themes, each of which focuses on a particular circumstance: Racial equity, gender equity, and compensation equity.  

(Side note: ‘Equity’ is not the same as ‘equality.’ ‘Equality’ indicates that all groups receive the same resources. ‘Equity’ allocates resources according to individual needs to facilitate an equal outcome for all.) 

 

Racial Equity

Pursuing racial equity means providing (primarily) people of color with the resources they need to achieve the same outcomes as their white neighbors and colleagues. The process of pursuing racial equity approaches the issue from two sides: 

Adding in resources to make up for gaps that developed over time (either intentionally or inadvertently), and

Removing unnecessary barriers to growth that were put in place (intentionally or inadvertently) over time. 

In many, if not most, cases, both sides evolved through the application of institutional policies and practices that favored one color of people over the other(s). The consequences of maintaining these destructive policies and practices are many, from reducing the life expectancy of people of color to the loss of vast economic opportunities when valuable skills and talents go undiscovered. Addressing racial inequities requires intentional action on both sides of this equation.

 

Gender Equity    

Pursuing gender equity means recognizing that there are significant and fundamental differences between women and men. Like racial equity, it also requires intentional action to compensate for the social and historical disadvantages that impede a woman’s opportunity to achieve the same outcomes as a man.

Gender inequity evolved over eons, as women and men developed ‘standard’ practices and expectations about living and working together. In almost all global societies, male dominance is accepted as the norm, based on socially accepted (but not scientifically accurate) beliefs that men are naturally more intelligent and more capable than women, which makes them also more ‘valuable.’   

Studies reveal, however, that when given the same resources and opportunities as men, women do just as well, and in some cases, better than their male counterparts. Evidence of this can be seen in how the COVID-19 pandemic has been managed; overall, female-led countries fared better than male-led countries, but not because their leaders were female. Instead, those countries that placed a high value on women in general were more likely to do better during a crisis, including the COVID-19 situation. Pursuing gender equity, then, will require an erosion of the ‘male dominance’ default position and an expansion of respect for female competencies and capacities.     

Adding a wrinkle to the concept is today’s recognition that ‘gender’ itself is a fluid concept. ‘Gender fluidity‘ refers to people who identify themselves as both male and female, and they express themselves accordingly. ‘Gender identity’ is different, too, from ‘sexual’ identity, which defines the preferred sex of the person and the sex of the people who attract them. These terms are significant from an ‘equity’ perspective because both are often used as a justification for bias and prejudice. 

 

Compensation Equity

The most significant and damaging impact of both racial and gender inequities is the compensation inequity that typically results from those practices. 

Racially-based compensation inequities are most glaringly revealed by the practice of slavery, which provided much of the labor needed to build the new country. In the subsequent 245 years, people of color have struggled to gain equal pay for equal work, and many legitimately point to unequal access to education as just one barrier. A recent study shows that Blacks, overall, fare worse than Asians and White people and only slightly better than the Latinx community in terms of pay equities. 

Women, too, continue to struggle to find equal compensation footing compared to their male colleagues. A LinkedIn study indicates that, despite legal mandates in place to eliminate the problem, in 2021, women earn only $.82 to every $1.00 earned by men. 

This discussion underscores the significance of inequity in today’s society, where people are marginalized for their gender, sexual preference, skin color, and other attributes that have nothing to do with their talents, skills, or value to their community. Consequently, the evolving conversation about ‘equity’ – defining it, addressing it, and achieving it – is more complex than many people recognize and more critical than ever to the community as it seeks new footings in the post-COVID economy. 

PCC’s upcoming Future of Work Conference offers an excellent opportunity to hear how some community leaders are facing the inequities they see in their organizations and discover new strategies to address the challenge in your organization. Please join us.   

Future of Work Panelists: DEI Everywhere

Pam Sornson, JD on October 18, 2021

Pam Sornson, JD

Diverse cultures enjoy a broader scope of perspectives and experiences and provide a more fair and equitable lifestyle for more of their members. Thanks to the Internet and global travel capacities, the planet’s vast range of diverse communities are fully in view today, and international circumstances are pushing them closer together now more than ever before. To fully embrace and engage the opportunities presented by this vast cultural array, appropriate diversity, equity, and inclusion (DEI) standards must be present across all community sectors. And to achieve that level of a truly diverse culture, people must be willing to set aside their prejudices and talk about ‘diversity’ as a valued asset of the whole community.

Talking about DEI and why it matters is what the Economic and Workforce Development department (EWD) of Pasadena City College (PCC) will be doing during its 3rd Annual Future of Work Conference, Tuesday, November 9th from 9:00 am till 11:30 am (register here). 

A diversified panel of experts representing the law, government, industry, and higher education will discuss what diversity means within their sector and help listeners understand why a dedicated DEI focus is so significant in today’s evolving society.

 

Diversity and the Law

Achieving fair and equitable access to justice in society requires a legal community well-versed in the cultural nuances of its communities. Attorney Sylvia Torres-Guillen is proficient in those competencies through racial, economic, and environmental causes.

She has held numerous prestigious positions in both public and private practice. As the ACLU’s Director of Education Equity, Ms. Torres-Guillen obtained a $7 million settlement to benefit Los Angeles County’s highest-need students. As Governor Jerry Brown’s first Latina General Counsel, she ran California’s Agriculture Labor Relations Board, where she tirelessly sought justice for the State’s 800,000 farmworkers. In 2018, the California State Bar named Ms. Torres-Guillen the California Lawyer of the Year.

 

Diversity and Industry

Since 2017, Jonathan Mayes has been coordinating the DEI efforts of Albertsons Companies, the owner of 20 different food industry enterprises, and, with over 270,000 employees, one of the largest employers in the country. As the Senior Vice President for External Affairs and Chief Diversity Officer, Mayes’ job is to ensure that the profile of the conglomerate’s workforce resembles that of its millions of customers. Mayes stated that he took the job because of Albertson’s ‘corporate culture that fosters different values, ideas, and backgrounds.’

Also an attorney and the winner of numerous awards for his advocacy focused on DEI initiatives, Mr. Mayes is a founding member of Albertson’s African-American Leadership Network and serves on the boards of the California Grocer’s Association and the California Chamber of Commerce.

 

Diversity in Government

Two panelists represent agencies from California’s governance sector, Monique Earl and Naomi Iwasaki:

Monique Earl is tapped to inaugurate the role of Chief Diversity, Equity, & Inclusion Officer for the Los Angeles Department of Water and Power (LADWP), the largest municipal utility in the country, serving over four million customers. Her new role includes managing several agency directives, including the oversight of initiatives related to human relations, economic development, supplier diversity, and the ‘equity metrics’ data project.

Earl will also be leading the development of the Department’s Racial Equity Action Plan (REAP), an endeavor specifically designed to develop career opportunities and well-paying jobs for community members who have been traditionally under-represented in the agency. Encompassed within the REAP is the utility’s  LA100 Equity Strategies, which aims to ensure all of LA’s communities of color have equal access to a 100% carbon-free future. This initiative works with the federal National Renewable Energy Laboratory (NREL) to develop energy access systems for traditionally marginalized LA County residents.

Naomi Iwasaki is Senior Director for LA Metro’s Office of Equity and Race. Her background in ‘public works for social good’ is notable, having been the Director of Neighborhood Services and Great Streets for LA Mayor Eric Garcetti, and a leader in New York City’s Department of Transportation Bicycle Program. As an independent civic planning and engagement consultant, Ms. Iwasaki helps her public and private clients develop comprehensive equity analysis frameworks. Since 2017, she’s been serving on the City of Los Angeles Affordable Housing Commission.

Her work at LA Metro is equally engaging. In 2018, LA County established its Metro Equity Platform to redesign its transportation systems and improve access for its underserved communities to health, housing, education, and safety services. Ms. Iwasaki’s comprehension of the societal divisions caused by disparate transportation decisions will help guide Metro on its way to becoming a more equitable transportation network. 

 

Diversity in Education

The Conference’s keynote speaker brings his own unique perspective to the event. Dr. Vijay Pendakur’s education credentials in history (BA), East Asian Studies (MA), and education (Ph.D.) inform his work building end-to-end strategies to drive DEI initiatives in the workplace. As Dean of Students and Presidential Advisor on Diversity and Equity at Cornell University, he led the school’s efforts to fully engage all its diverse resources, utilizing his expertise in developing student success and equity design strategies for universities across the country. As a member of the institute teaching faculty, he currently participates with the USC Race and Equity Center and the “High Impact Practices Institute” for the American Association of Colleges and Universities.

Dr. Pendakur is also the inaugural VP and Chief Diversity, Equity, and Inclusion Officer at Zynga, the digital gaming company responsible for “Words with Friends” and other globally popular games. His work includes coordinating the company’s worldwide DEI efforts (spanning three continents) and leading its corporate social responsibility, university relations, and learning and development initiatives.  

 

Moving forward through and out of the COVID pandemic and climate crises and into a more fair and equitable future requires intentional, well-considered leadership. The remarkable panelists of the PCC EWD Future of Work conference ably demonstrate their leadership capacities as they guide their organizations towards DEI success. PCC invites you to listen in and learn from their expertise.

Intentional Change – Retooling for Equity’s Sake

Pam Sornson, JD on October 18, 2021

Pam Sornson, JD

October 18, 2021

The phrase ‘life-long learner’ has, perhaps, never been as relevant as it is today. People have to learn new ways of thinking, working, and communicating just to maintain their status quo. Experts suggest that technological and social evolutions will require the reskilling of up to a billion people so they can find work in the emerging re-engineered global economy.

Organizations are having to learn new things, too. Their long-entrenched strategies no longer meet the needs of their core constituents because the population of that constituency is rapidly becoming more diverse. To remain competitive, the enterprise must identify and address the hidden inequities and social injustices that are deeply embedded in its culture and that negatively impact its new consumer base. Companies can overcome these barriers to progress when they are willing to learn the full depth and breadth of their inequity problem and take steps to change their processes in response.

 

Identifying Diversity – It’s Not Just ‘Black’ and ‘White’

Creating a truly diverse workforce requires insight and awareness about what ‘diversity’ really means. For many leaders in ‘traditional’ companies (those managed and populated by nonminority leaders and workers), that definition is broader than they know. In many cases, the biases spring from long-held cultural standards that aren’t readily apparent, and those who hold them aren’t always aware of their inappropriateness.

For example, ‘White’ dominance is one such bias that is buried deep into the foundational cultures of many societal organizations. It remains entrenched through the use of ‘racially specific’ labeling, where companies that are affiliated with non-White owners or leaders are identified by that distinction. White-owned organizations such as banks, restaurants, etc., are identified simply by their business activity. A Black-owned business, however, is identified as a ‘black business.’ This skewed labeling convention obscures the fact that ‘White’ is also a racial identifier; add ‘White’ to the label of every business, and its dominance in most markets becomes more apparent.

While racial (White versus any other skin color) and gender (male vs. female) biases are often the most obvious, the list of other circumstances that generate and empower prejudice and discrimination is long:

Workplace discrimination continues to limit opportunities for females and minorities, keeping them in lesser-paying jobs with fewer opportunities for advancement.

Age discrimination eliminates the corporation’s opportunity to gain from years of experience and knowledge.

Disability discrimination eliminates valuable employee and leadership resources simply because some people function differently than others.

Pregnancy discrimination continues to impede economic and career progress for women. Between 1997 and 2011, pregnancy discrimination claims filed with the Equal Employment Opportunity Commission jumped by 50%, and that volume of complaints hasn’t changed much since.

The elimination of biases from any organizational culture requires becoming aware of these and other hidden but insidious forms of discrimination.

 

Diversity = Economic Advantage

Pursuing diversity also makes good business sense. Companies that hold on to biases of any kind don’t often understand that that attitude also often erodes their economic advantages. These organizations typically don’t develop the ‘inclusive’ culture that supports every worker equally, regardless of their personal background or traits. Those workers respond by being less productive and less engaged in pursuing corporate success.

For example, one study found that, too often, corporate leadership believed its organization maintained a robust, inclusive culture, but its workers disagreed. A 2020 Accenture survey found that 78% of C-Suite respondents were proud of their ’empowered environment’ while only 32% of their workers reported feeling fully supported and included in their work environment. In another review, the French government determined that ubiquitous workplace discrimination within its fundamentally biased culture was also causing ‘staggering’ economic losses. Christian men were heavily favored for hiring over Muslim men by a four-to-one ratio, and women, in general, earned just 88% of their male counterparts for doing the same job. The analysis was done in 2015, and it concluded that the country could expand its GDP by up to 7% over 20 years by increasing access by women and minorities to training and skilled jobs.

 

Learning Lessons from Successful DEI Strategies

Decades of research may now be paying off as more companies pledge to improve their organization’s diversity. Many enterprises have been actively working on routing out inherent biases within their divisions, and some progress is being made, albeit not in all sectors:

College success numbers for employed Black Americans are rising, with approximately 20% holding Bachelors’s degrees. Black people also represent 12% of the total workforce, close to their 13.4% representation in the general population.

People with Asian ancestry are also educationally successful, with 65% of working Asians holding a Bachelors’s Degree.

However, the Latinx community hasn’t advanced as much, with only 22% of employed workers reporting achieving a Bachelor’s degree.

These successes and concerns indicate that corporate DEI progress is attainable when entities intentionally pursue those goals as an element of their fundamental culture. They confirm that intentionality must be an essential element in the strategy of organizations that are just now seeking to attain those goals. And media coverage of ongoing human tragedies caused by unfettered bias is driving the global impetus to pursue even faster a fairer corporate DEI culture.

Companies that want to improve their internal DEI successes can learn lessons from those that have already begun or mastered the process. One think tank suggests approaching a more robust DEI culture using a four-part strategy:

    1. Make it a moral imperative, not just a business case. Studies demonstrate that a diverse workforce can be more productive and profitable than one that is not. These days, however, people are looking for companies that share their values and intentionally work to benefit their communities as well as their shareholders.
    2. Encourage open conversations. In most cases, it’s more effective to use words that are meaningful but that are also uncomfortable. For example, using the word ‘race’ might be less comfortable than using the word ‘diversity,’ but it is also more specific in addressing the particular problem.
    3. Revise obsolete DEI programs. Recent events reveal the need for a more enlightened diversity perspective, rendering obsolete existing DEI plans developed years ago. They may also be siloed in HR departments and don’t reach the whole corporate sphere.
    4. Embrace the DEI culture through all career life stages. Becoming DEI-fluent means more than just hiring a diverse workforce. It also includes ensuring promotions, offering comprehensive retention benefits, and providing adequate career development resources for all employees.

These lenses provide well-informed guidance for companies seeking to improve their DEI culture.

The capacity to learn is becoming a crucial element of success for every entity – people, businesses, industries, and especially societies. The data suggest that improved corporate performance and profitability can happen when organizations learn what diversity is, why it’s essential, and how to entrench it into fundamental business practices. Now’s the time.

Strategizing the Post-COVID Economy

Pam Sornson, JD on October 14, 2021

Pam Sornson, JD

Job development isn’t always an indicator of a robust economy when many of those job openings go unfilled. And unemployment isn’t always a harbinger of a horrible future when those unemployed workers are eager to work. Both circumstances present challenges and opportunities; the trick is to re-envision and restructure them to coordinate with each other. Recrafting job skills to meet emerging job demands solves both problems. It provides workers with the skills they need to find a job and businesses with the skilled workers they require.

California’s current economic situation lends itself to this very concept. Economic disruptions forced millions of people out of work while emerging opportunities leave thousands of companies without the skilled workforce needed to supply them. Fortunately, there’s a plan in place and a program already launched to address these realities, and they both flow through the State’s Community College system.

 

Economic Disruptions Create Chaos

A triad of major disruptors created chaos across California’s economy over the past 19 months.

The Covid-19 Pandemic

The eruption of the coronavirus in February 2020 almost immediately shut down the State’s economy. The number of unemployed people rose from ~350,000 in March 2020 to a peak of over 4.5 million in May 2020 to where it sits now at approximately 600,000 as of August 18, 2021. However, job openings surged through Spring 2021 as COVID-19 vaccines allowed businesses to open again, which was good news despite impositions of restrictions and capacity limitations. The Coronavirus Delta variant has slowed job growth over the summer, but increased vaccination rates promise to accelerate it again as Fall advances.

Climate Challenges

Climate changes threaten regional economies across the State, too. California’s 2018 fire season cost $150 billion in damages, impacting virtually all industries, from tourism to logistics. Smoke from the fires also affects economies, generating significant air pollution that aggravates existing health concerns. Rising sea levels contribute to economic woes, too. Based on current conditions, billions of dollars of infrastructure and property along the State’s coast are in jeopardy of loss due to elevated water levels. And an increasingly alarming rise in the State’s general temperature threatens everything from California’s agriculture industry to its transportation systems.

Advancing Technology

The coronavirus drove an unprecedented embrace of technology as millions of employees took their work home and embraced their new fully ‘remote’ status. In addition to that growing demand for technological devices, there is also an increase in demand for technicians to manage those devices, maintain their programming, and connect them with the ever-growing cloud-computing sector. Innovations in Artificial Intelligence (AI) and Machine Learning (ML) will further enhance the already burgeoning California IT sector.

 

Emerging Economic Opportunities

Each of these disruptors caused immense economic damage by shutting down some aspects of the state economy, eliminating millions of jobs and occupations, and forcing an unprecedented overhaul of ‘how work is done’ in millions of businesses. As the pandemic passes, economic experts are evaluating how to recover from its damage by addressing those factors and conjuring new expressions of ‘work’ that will fit in the emerging economic landscape. One such expert is Burning Glass Technologies (BGT), an analytics software company that tracks labor market and industry data.

For its Spring 2021 report, After the Storm, BGT reviewed one billion+ current and historical job postings to determine which jobs and job skills are most likely to dominate the markets as the State recovers from its economic devastation. Their premise is that California can better strategize a recovery from the disruptions by understanding how those impacted individual industries and whole industrial sectors. The State can then direct both effort and investment into plans and programs to build a new economy, not just attempt to replicate the old one.

 

BGT Conclusions

Fundamentally, BGT projects the addition of 15 to 18 million new jobs across the country over the next five years, which will also compel an immense labor shift. Many of the new occupations will demand different skill sets from those currently in use, and many of those skill sets will require new or additional training than that which is now available. In BGT’s mind, the situation creates a disconnect between existing workforce development capabilities and those that will be needed in the future.

Most notably, BGT surmises that economic growth will flow not just from industrial development but also from the growth of segregated, skill-based ‘economies’ that overlay the traditional industrial structure and will be revenue generators in and of themselves. Their research indicates that today’s required skills sets have changed significantly from those in the past and that technological advances will drive a similar evolution over the next decade. Workers who gain these advancing skills will be highly popular and well paid and can work at virtually the job of their choice in almost any industry.

To better explain the fluidity of the emerging skill sets, BGT describes them in the context of the ‘five economies’ in which they are deployed:

The Automated Economy requires enhanced and evolving technological comprehension, as its technicians design, deploy, and maintain machines to perform mundane tasks with more efficiency and effectiveness than is possible with human labor.

The Green Economy overlays all businesses and industries as it mandates and deploys its environmental policies and practices across all sectors.

The Logistics Economy provides the understructure of manufacturing and transportation productivity to all the world’s industries by ensuring that goods are appropriately packaged, transported, and delivered to global destinations.

The Readiness Economy ensures that societal, physical, and industrial infrastructures remain steady, available, and reliable, such as those in the healthcare, transportation, and public safety sectors.

The Remote Economy offers workers and businesses work-day flexibility that they’ve never before experienced. With no physical tethers to an office, many workers will be able to provide their unique services from any location with a reliable internet connection.

Each of these economies promises remarkable job and industrial growth opportunities for entities that have suffered through the recent economic disruptions. Now is the time to build a responsive workforce development capacity to develop and engage them fully. The State of California has tapped its community colleges to establish those enhanced and enlightened training programs.

PCC Coordinates the CCCCO Regional Collaboration Grant

Pam Sornson, JD on October 14, 2021

Pam Sornson, JD

California needs a new strategy to rebuild its economy after the economic disruptions caused by the COVID-19 pandemic, climate change, and immense technological innovation. Its 116 community colleges (CCCs) offer an exceptional opportunity to build out a ‘workforce development (WFD) pipeline’ that responds to the emerging economic demands. Historically, the CCCs have acted as stand-alone entities, developing programs and courses responding to their local community needs. While they are organized into regional consortia’s and do communicate with each other, collaborating with each other as a coordinated, educational infrastructure has been challenging at times. That’s about to change.

 

The Regional Collaboration and Coordination Grant

In Theory

In June 2021, the CCC Chancellor’s Office (CCCCO) released a grant application request (RCC Grant) seeking CCC coordinators to organize a WFD framework strategy that engages all the colleges in each of the State’s eight CCC regions. It’s a daunting concept. The eight regions encompass California’s 116 community colleges, and each ‘collaboration’ will include all the schools within the individual region. The intent is to develop a unified framework of WFD programs as a single regional asset that responds to the region’s specific labor force demands. Such a coordinated strategy will reduce the redundancy of effort and the waste of financial and human capital as each school pursues its own WFD projects. It will also streamline best practices around any particular industrial or economic sector so that learners receive the best training possible to achieve their personal – and their employer’s – goals.

More specifically, the RCC Grant pursues two overarching goals:

1 Consolidating the Processes of School and Work

Regional activities will combine the efforts and aspirations of the CCCs with those of their corporate neighbors to ensure jobs and careers for students while generating a reliable supply of skilled talent for industry.

As the pandemic recedes (which it will eventually), businesses will be reinventing their processes to respond to that drastically altered economic landscape. They’ll need well-trained and skilled workers to maintain their market share and achieve new objectives. At the same time, students of all ages will require new or upskilled education to qualify for those jobs. Having one inform the other assures the success of both.

2 Addressing Inequities

Eliminating the entrenched inequities that now exist in all aspects of every community will be crucial to the region’s ultimate success. The social upheavals of the past year exposed how deep those biases run and the immense toll they take on the entire community, not just the affected people. The RCC Grant seeks to address these challenges through directed efforts by the CCC system.

 

In Practice

In practice, the RCC Grant requires significant engagement between school and business to ensure that each gains the intended benefit of the collaboration. It specifically identifies the interactive initiatives it’s looking for, giving regional leadership a diagram on which to build their WFD structure:

Comprehensive Supports are to be built in to the process to ensure that every student, regardless of their individual circumstances, has the assistance needed to achieve their educational and career goals. This tenet includes all barriers, from learning challenges to economic hardships.

Credit for Prior Learning will envelop the already existing skills and abilities earned before college. Military, work, and other life experiences often provide similar if not superior knowledge and skills, which may count as credit towards the student’s credential attainment.

Resilient 21st Century Digital Skills and Literacy will ensure all graduates bring cutting-edge digital qualifications to their work.

Earn and Learn experiences that will provide both education and income while still in college. Too many students can’t or don’t complete their programs because they can’t pay their living expenses if they’re not working while attending school.

Data-informed investments that will ensure all decisions are based on current facts and information, have measurable goals, and produce metrics related to the success of individual projects and the RCC initiative as a whole.

Not least significant, the RCC Grant instills in each region the mandate to pursue these goals not just in existing businesses and industries but also in the emerging economies identified in the Burning Glass Technologies report, After the Storm. Investments in whole new departments and resource sets may be necessary to ensure that the Los Angeles region can supply every employer with an appropriate, comprehensively trained worker regardless of industry or economy.

 

The Los Angeles Regional Consortium

Currently, the schools in each region are organized into ‘consortiums,’ with leadership from each school contributing to the governance of the whole region. These consortiums have been tasked with identifying a coordinator for their specific region; the CCCCO grant will fund the operations of the collaboration effort.

When the Grant’s RFA was issued, the Los Angeles/Orange County Regional Consortium (LAOCRC) was the overarching coordinator of the efforts of CCCs in both Los Angeles and Orange Counties. However, to achieve the purpose of the RCC Grant, the CEOs of those schools elected to divide the consortium into two separate regions, one in each of the two counties. It will be easier to coordinate the efforts of a smaller number of institutions in each county, which will improve their opportunity to achieve the RCC’s ultimate goals.

There are 19 CCCs in the newly classified Los Angeles Regional Consortium (LARC), the largest region in the state. The LARC is now tasked with weaving into its Strong Workforce Program (SWP) initiatives the mandates required by the RCC Grant. Fortunately, those SWP assets are robust and evolving. They include seven workforce development boards and hundreds of industry stakeholders, civic leaders, and organizations, all invested in improving the County’s WFD systems.

The CCCCO selected Pasadena City College (PCC) as the coordinator and fiscal agent for the LARC RCC Grant, with the school’s Economic and Workforce Development department (EWD) taking on the work of the project. For three+ years, PCC’s EWD has invested time, talent, and resources into building an engaged, informed, and forward-thinking program that connects PCC students to the jobs they want and the employers who want them. While still young and with grand plans for its future, the EWD has already established leadership and systems for both Student Success and Work-Based Learning and routinely communicates with its LA County community through The Pulse newsletter and its companion podcast. The EWD leadership demonstrated by Executive Director Salvatrice Cummo and Director of Operations Officer Leslie Thompson demonstrates their deep knowledge of the WFD arena and their equally deep commitment to the success of both PCC students and the school’s business and industrial community.

 

Rebuilding California’s economy after the devastation of the past two years is a formidable task. Designating its community colleges to invest their public and private resources into the project is an enlightened act, signifying the State’s confidence in both its higher education systems and its immense commercial community. Pasadena City College is immensely proud of its new role as RCC Grant Coordinator for the LARC. It will both strive for excellence throughout that initiative while communicating its progress to all its constituents.

Future of Work: Advancing Equity

Pam Sornson, JD on September 30, 2021

It’s like the COVID-19 pandemic drew a line in time: long-held beliefs that were ‘acceptable’ before its arrival are almost unthinkable after its devastation. The long-running health crisis surfaced innumerable social divides, and the turbulent times allowed people to openly react to those, in some cases for the first time. Consequently, in many sectors of society, leaders are now investing in equity-based initiatives that promise to resolve age-old injustices and facilitate both a happier community and a more robust economy. 

 

 

From Premise to Practice

It’s not that the awareness of the ‘equity’ challenge is new, however. The ‘diversity, equity, and inclusion‘ – DEI – impetus has been rising for some time, and the pandemic seems to have pushed it further into the forefront of social consciousness. What IS new, it seems, is the push to not just talk about it but to actively pursue the embrace of DEI principles as an embedded aspect of doing business in every business. Companies across the country are reviewing their existing policies on DEI concerns and revising them to advance those ideals into practices that actually accomplish the goal of ‘inclusion’ of humanity’s broad scope of ‘diversity’ in all corporate corners.   

In many cases, the success of these newly articulated practices depends on the success of the strategy used to implement them. The non-profit community offers relevant lessons on how to develop that strategy.

 

 

Alliances Add Emphasis

There are 50+ non-profit entities that make up the Alliance for Strong Families and Communities (Alliance), all of which embrace DEI principles as a fundamental aspect of their corporate personas. From the American Alliance of Museums to the YWCA, the work of these organizations impacts millions of lives across America.  

In Fall 2020, the Alliance announced its statement of guiding principles to advance racial equity and justice. Those principles are notable not just in themselves but also in the fact that so many entities actively asserted their relevance within the individual organizations. In a nutshell, the Alliance as a whole is committed now to:

dismantling systemic racism to redress previous discrimination

through programmatic practices and public advocacy for change

with investments in an enhanced social network to better serve all communities in their schools, healthcare services, and economic opportunities.

The aggregate impact of all that effort to level the playing field for all people promises to be immense and significant. 

At the same time, the Community Science organization, also deeply engaged in promoting DEI policies and practices, published its five-point strategy to advance equity and justice. The five points offered by this philanthropic think tank offer clarity to ground the ‘how’ into building a truly DEI-sensitive organization:

    1. Lead the way. Actively cultivate a diverse workforce and openly embrace all the significant tenets of each of those individuals. Then apply those inclusive principles to every transaction. 
    2. Recognize the size of the challenge. In America, too many artificially segregated populations face insurmountable barriers to progress because of centuries of discriminatory policies. The strategy to overcome them should acknowledge that it will take time to dismantle them. 
    3. Prioritize activities that generate change. These days, those activities should include active advocacy, focused messaging, and the use of data to underscore facts.  
    4. Maximize the organization’s existing role within the larger ecosystem. Every company – for profit or not – holds a specific niche within the community. Leveraging the relationships that evolve within that community can also leverage the advancement of fairer practices. 
    5. Look beyond yesterday’s limitations. Previously impenetrable barriers are eroding and opening avenues to change, improvements, and advancements. Look for and embrace those opportunities.  

Becoming a more equitable community means recognizing the destructiveness and economic devastation wrought by centuries of prejudice. It’s heartening to see so many community leaders actively engaging in practices to remediate those systems and the damages they caused.  

 

 

Sharing Insights and Opportunities

These timely discussions underscore the significance of Pasadena City College’s (PCC) upcoming Future of Work Conference and its theme of ‘Advancing Equity, Inclusion, and Diversity: Beyond the Benchmark.’ Running virtually from 9:00 am – 11:30 am PST, Tuesday, November 9th, the conference promises a lively conversation among DEI experts to enlighten and inspire attendees. (Register here.) 

Co-hosted by PCC’s Economic & Workforce Development Director Salvatrice Cummo and Dr. Kari Bolen, PCC’s Chief Diversity, Equity, and Inclusion Officer, the conference is gathering speakers who have ‘moved the DEI needle’ in their respective sectors. While more panelists are coming, attendees will hear from these confirmed speakers:

Keynote speaker Dr. Vijay Pendakur brings his DEI talents to Zynga, the maker of the game ‘Words with Friends®’ and many other globally successful games. OVerseeing staff sited on three continents, Dr. Pendakur has some experience with overcoming entrenched social biases.

Naomi Iwasaki, Senior Director, Office of Equity and Race (OER), LA Metro, provides DEI-infused planning and policy insights to one of the nation’s largest urban transportation systems.   

Sylvia Torres-Guillen is an attorney currently in practice with the Parris Lawyers law firm. Ms. Torres-Guillen’s experience as the ACLU’s Director of Education Equity and California’s first Latina General Counsel for the state’s Agricultural Labor Relations Board indicates her deep knowledge of how bias negatively impacts underserved communities. 

Monique Earl is the inaugural Chief Diversity, Equity, and Inclusion Officer for the LA Department of Water and Power (LADWP). Part of the Senior Management Team, Ms. Earl provides leadership for internal and external development of the department’s Racial Equity Action Initiatives.    

PCC’s Future of Work Conference is presented by the school’s office of Economic and Workforce Development and reflects PCC’s commitment to providing structure, intelligence, and fairness for all its students, faculty, and neighbors. 

 

The job placement agency GlassDoor recently profiled twelve for-profit companies that are now infusing the DEI perspective throughout their entire enterprise. And McKinsey reports that there is a compelling business case for every company to adopt the DEI mindset as an integral element of the corporate persona. So if there’s a silver lining to be found in the rubble created by the coronavirus pandemic, perhaps it’s that all communities can experience future social and economic success when they integrate DEI principles into their fundamental ways of doing business.     

The Future of Work: Realities & Trends

Pam Sornson, JD on September 30, 2021

Pam Sornson, JD

The only aspect that’s certain about the ongoing coronavirus pandemic is its uncertainty. Researchers indicate they are only getting more confused about the coronavirus’s trajectory as they assess the growing volumes of COVID-19 data. Scientists tasked with predicting a path to the end of the crisis confess they don’t yet know if there is one or how it might look.

Despite this confusion, however, business must go on, and other experts are evaluating how those processes might roll out as the world adjusts to the ‘new, Covid-informed normal.’ Their analyses offer insights and suggestions that every business owner can use to navigate a course into a more stable future for their organization.

 

The Three Great Disruptions

Yes, the pandemic disrupted workflows in virtually all sectors all around the world. It also disrupted the processes of how work is done in general and forced companies to adapt their operations accordingly to remain in business. Many thought leaders believe most companies will retain these changed processes as their standard tools to achieve their business goals. Three work process adaptations dominate the list:

The Remote Workforce

Technology has enabled millions of employees to continue working at home using digital tools that connect them to corporate resources. In many instances, even after vaccinations reduced or eliminated the threat of infection, workers have elected to continue working from their ‘remote’ location,’ and employers have continued to allow them to do that.

For both employer and employee, the arrangement has many benefits:

It reduces costs for employees by eliminating the need to commute to the office. Because fewer on-site workers require less space, businesses can also reduce costs by downsizing their physical office space.

It also encourages higher productivity. At-home employees aren’t distracted by co-workers and, with more control over their time, they can focus more closely on their work. A more productive workforce is better for every company.

It gives employers a larger talent pool from which to hire new employees. A reliable internet connection is all that is needed to optimize the remote worker’s performance.

The Adoption of Technology

Today’s evolved technology facilitated the burgeoning remote workforce, and further advances promise even more growth opportunities. The pandemic caused many companies to invest in automation for functions that humans had previously performed. Automation reduces both costs and errors, making it a valuable asset to any enterprise. The emergence of both Artificial Intelligence (AI) and Machine Learning (ML) enhance the capacities of already reliable automated resources. Even after the pandemic subsides, companies will continue to embrace the cost reduction and enhanced reliability factors offered by technology.

The Embedding of Education

Both the shift to a more remote workforce and the embrace of technology instead of human effort are forcing millions of employees to look for new work in (frequently) new fields. One study estimates that, by 2030, a full ten percent of America’s 2019 workforce will have been retrained with new skills as they returned to work in the post-COVID economy.

Additionally, the skills they’ll be learning will be different from those demanded pre-COVID because employers will be seeking more than just dedicated job skills suited for a specific occupation. Instead, they’ll be looking for workers with advanced analytical, social, and emotional skills who can bring critical thinking to their work. These nuanced employee attributes facilitate better communications and a healthier workplace, often translating into increased productivity.

 

Moving From Disrupted to Recovered

While some companies will feel the effects of these disruptions more than others, virtually all entities in most industries will experience them one way or another. Their workers will have to accommodate the possibilities of remote work and added technology as standard occupational expectations. Some will require retraining to upskill their abilities to meet the new challenges.

Corporate leaders will need to strategize how their organizations respond to the disruptions, too:

An assessment of the corporation’s full functionality will reveal where these disruptions have occurred and to what extent. The C-Suite can then determine which emerging opportunity best responds to that situation. If establishing a remote workforce is the optimal choice, then increased investments in communications technology and security may be appropriate. Investments in automated technology may also be advisable.

In both cases, spending for additional training and education will ensure that the optimized workforce has the skills to make the best use of those investments. In fact, one global leader advises developing a ‘skills hub’ for the organization that provides continuous training to manage, operationalize, and scale labor force capacities. The hub can contain training and educational assets for all learners at the enterprise, from foundational and onboarding materials for new hires to reskilling resources when machines or systems change. The point of the skills hub is to ensure that the organization encourages and provides ongoing work-based learning opportunities as a matter of doing good business.

Remaining flexible and aware of emerging opportunities should also be part of the strategy. There are often many ways to engage corporate assets beyond those for which they were initially developed. Seeing how existing assets might work in different situations opens doors to new possibilities that may save the company from failing. And many businesses that are surviving the pandemic are doing so because they’ve pivoted towards new options when their traditional work plans are no longer valid. For example, when COVID hit, a middle east company reskilled the 1000+ labor force of its cinemas to work in its grocery stores. In Europe, the European Round Table for Industry launched “Reskilling 4 Employment,” with plans to retrain one million EU workers by 2025 and five million by 2030.

 

The world is forever altered by the COVID-19 pandemic, as are the plans and strategies of its industrial sectors. Companies within those sectors who acknowledge the changes and embrace the opportunities they present are more likely to thrive through the end of the health crisis and into a stronger, more profitable future.

 

Dual Enrollment Bolsters College Success

Pam Sornson, JD on September 15, 2021

Pam Sornson, JD

Every potential college graduate should be preparing for the rigors of their college education while still in high school. Today’s high schools have the capacity to provide significant ‘college success’ benefits when the learner actively engages in discovering and exploring them. Unfortunately, too many of today’s high schoolers put off any inquiry into the college education process until they’re ready to register, so they lose valuable high school-based resources that could have eased their way to college success.

 

Poor Planning Causes Poor Results

Not enough parents or high school students recognize that early college success planning begins in high school, if not earlier. Without that advanced preparation, even the brightest high school graduates can stumble in their early college years.

Two-thirds of all ninth-graders will start either a two-or four-year college program but only 30% of those will attain their desired degree.

Only approximately one-third of all first-year college students have sufficient math and reading skills to avoid the necessity of taking a remedial class.

One-quarter of all beginning college students are required to take at least one non-credit remedial class.

And the academics are just part of the problem. Many entering college students find they aren’t prepared for the academic demands of their college courses, nor are they fully prepared to step away from their home-based support systems.

Half of the students recently polled by the College Board said that college courses were much more demanding than they anticipated and acknowledged that they could have worked harder in high school to prepare themselves better for their college experience.

Many were challenged by the time needed to study and prepare for each college course, sometimes up to five hours a week per course.

Time management skills were also noted as lacking; many new students struggled to get to class on time, follow through on assignments, and turn in projects when they were due.

Even cheating is more difficult in college. Students who admitted cheating in high school found they couldn’t match that activity in a college-oriented format.

Not least is the fact that many new college attendees aren’t emotionally ready to be totally self-driven in a college setting. Independence from family and friends also requires self-determination to manage life’s less glamorous details like laundry, scheduling, and even diet decisions. Considering the immense life changes that occur during the transition from high school to college, it’s not a surprise that so many young people stumble along the way.

 

Advanced Planning Improves the Likelihood of College Success

General Tips:

In addition to adding household responsibilities (kitchen contributions, managing their own laundry, etc.) to the high schooler’s day, strategizing college success also means talking to them about the choices they’ve made in high school and how those might inform their college trajectory.

In light of the data, it makes sense to ensure their reading, writing, and math skills are (or will be) college level at graduation. For some students, this process might start in middle school.

Their relative success in their current coursework is also a helpful indicator of college readiness. Those who are studious and work to achieve good grades have already developed skills that will help them succeed in their higher education processes.

Their choices for extracurricular activities might also be informative as to what they want to do in their career. Students who pursue an education in subjects and activities they inherently enjoy are more likely to succeed in both college and in their career.

Getting an early start on the college-prep strategy can also include searching for an appropriate school. Every college and university offers a unique constellation of courses and programs, and some are better suited for some students than others. However, success at any of them will be easier to attain when the student knows what those institutions expect from their students and the learner and can be ready to embrace those demands.

Consider Dual Enrollment:

California’s community colleges offer a ‘jump-start’ to the college experience by providing college-level coursework as part of the high school curriculum. ‘Dual enrollment‘ – being enrolled in high school and college simultaneously – provides students with the college-level academic experience they’ll eventually encounter while still in the safe setting of their high school.

Taking and completing combined high school/college courses offer significant benefits:

The students experience college-level expectations early, so they’re better prepared to meet those when they finally enter college as a freshman.

Students who complete these courses are also more likely to both enroll in and stay in college through to graduation.

Also, because the credits earned in dual enrollment classes count on both the high school and college transcripts, they reduce the cost of college and speed the time to college completion.

California’s most popular dual enrollment program, the College and Career Pathways program, facilitates a smooth transition from high school to a California Community college by allowing high school students to enroll in as many as four community college courses per term. The courses can build the foundation for the future career path of CTE study, contribute to transfer unit accumulation or help prepare the learner for college success.

By tying high school efforts to college success, California’s dual enrollment system gives high schoolers the tools they need to succeed in their higher education career while still engaged at the high school level.

 

The emerging, post-COVID economy requires thousands more trained workers than are currently available. California’s community colleges are prepared to develop their students into that workforce. They are engaging with the State’s public middle and high schools to ensure all students can gain the skills and abilities needed to succeed in those jobs. The dual enrollment opportunity

is just one option that paves a smooth path for learners through the college experience and into the career of their choice.

 

 

 

 

Choosing CTE: Post-Secondary Education Choices

Pam Sornson, JD on September 15, 2021

Pam Sornson, JD

The expectation that every high school graduate should attend university is relatively new, only coming into popularity over the past forty years. However, today’s career and technical education programs (CTE) offer as much value, if not more, than many four-year university degrees. High school students exploring their future occupation and career options should look as closely at obtaining credentials and licenses in middle-skilled jobs as they do at the more theoretical classical university education. They’re almost certain to find a future that better suits their talents and interests and that pays as well or better, too.

 

Evolving Educational Goals

Before World War II, most high schoolers graduated into jobs or trades, with college or university available only to those families with the financial means pay for it. Most high schoolers studied reading, writing, and arithmetic, and also usually attained some form of vocational ‘work skills’ – CTE – training, too:

In the 20th Century’s first 60 years, Congress funded several bills that supported the expansion of high school-level vocational education to include agricultural, industry, and trade training.

Through the second half of that century, the funding expanded the number of ‘trades’ training opportunities available. Many were offered post-secondary education through a local trade school or college.

By the early 1970s, high schools were steering their students to programs that fed into either the four-year degree or a vocational education. This system worked well for most American high school graduates, who made up 74% of the nation’s middle-class workers in the 1970s.

The end of the war did signal a change in America’s attitude toward higher education, however. As soldiers returned home, Congress passed the Government Issue (GI) Bill to provide them with funding for re-training their skill base for use in civilian life. Suddenly, people from all backgrounds, not just privileged communities, had the means to attend university. Consequently, parents, counselors, and teachers began recommending a four-year university education for more of their students, a trend that gained enough traction that, by the 1980s, most high schools enrolled their students into programs that steered them towards a four-year degree. Attaining a university degree had become the expected outcome for a high school graduate.

 

Expectations vs. Realities

However, despite these high hopes, over the past three decades, many students have failed to achieve the university degree goal. Data suggests that it’s not a good reason to attend college simply because ‘you’re expected to.’ That driver is an external motivator that compels action based on other people’s preferences, not those of the individual student. Attending college to get away from a difficult life situation is not an appropriate motivator either. Research reveals that young learners who choose to attend a university due to external pressures (doing what’s expected of them or getting away from a difficult life situation) come to regret it:

As many as three in four (74%) of students ‘doing what was expected’ dropped out of or transferred away from their original school/program.

Over half the respondents avoiding a problematic situation struggled to complete their program within the standard four (or even five) years.

Another study tracked the nation’s 2012 first-year baccalaureate cohort group and reported that over 40% failed to complete any degree within six years of attendance. They are among America’s 36 million students in the National Student Clearinghouse Research Center’s database identifying their education as ‘Some College, No Degree.’ The data indicate that persisting through the coursework and programs needed to attain a four-year university degree is more challenging when doing so isn’t the student’s personal goal.

 

Aligning Education with Motivation

Many educational scholars now suggest that high schoolers disregard inappropriate societal expectations and consider their personal preferences and other external factors instead when both making the decision to attend a post-secondary school and developing the strategy to pursue it:

Perhaps the most important decision point to consider is the student’s personal preference – what are they interested in and what do they like to do? Is there an occupation out there that pays them for doing work they enjoy doing anyway? Aligning educational choices with personal preferences and goals increases the likelihood that the learner will persist through school to achieve their desired credentialing and career.

Next in significance is the availability of occupations within their community. The COVID-19 pandemic did eliminate many career options, but it also added a wide variety of new career opportunities as companies evolved in response to that crisis. The emerging demand for technologically advanced skill sets opens career possibilities in virtually every industry.

Availability of training resources is also a significant factor in the decision to attend college. Finding a college or school close to home is critical for students who can’t afford to move to attend a post-secondary school.

 

Busting CTE Financial Fallacies

The decision to attend a CTE school or four-year university must also include evaluating potential costs and earning capacities. Many people believe that a CTE career pays less than a career derived from a four-year degree program. As a result, they pursue that option for its financial opportunity even when their educational capabilities aren’t well suited to the university setting.

Data reveals this belief is a myth, however. A recent study indicates that as many as half of 2018’s university graduates were earning under $28,000 annually, a significantly lower figure than most expect.

Other myths also cloud the decision-making process for high schoolers and their families:

Many, if not most, post-secondary students will take on student loans to pay for their education and must pay back those loans even if the borrower doesn’t complete their educational program. Too many students elect not to pursue additional training courses because they don’t want to assume this debt.

Worse, some students take on student loan debt that is significantly higher than the earning capacity of their preferred occupation. Even when they do graduate and find employment, they have difficulty paying off the loan debt, which continues to cloud their financial opportunities for years.

And many students don’t understand that they can work while studying or that many of today’s CTE training opportunities have work and earning opportunities built into the program. Work-based learning is becoming more critical to students as employers recognize the value of providing on-the-job skills while their future employees are still learning the basics.

 

The social and economic disruptions generated by the COVID-19 pandemic have opened new opportunities for new jobs and careers flowing trades and CTE training. While the four-year university degree remains an option for many of California’s high school students, exploring today’s CTE opportunities offers the best path to an enjoyable occupation that pays an excellent wage throughout a long and successful career.

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