What does it mean to give every employee equitable
This question is becoming increasingly important as employers fight to retain their current workforce — a workforce that is likely looking for career advancement opportunities. Performance management platform
Susan LaMonica, chief human resources officer at Citizens, a U.S. super-regional bank, says that employers must work to democratize talent to create a culture where career growth is available to all employees.
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“We are talking about the democratization of opportunities for talent, no matter their physical location, experience level or background,” says LaMonica. “All employees should have easy access to opportunities and resources in the workplace.”
To bring that level of inclusivity to employees, LaMonica suggests cutting down certain job requirements, taking advantage of technology and holding leaders accountable. Employee Benefits News spoke with her to get a better idea of what the democratization of talents looks like in action.
What does it mean to “democratize talent” in the workplace?
By encouraging all employees to learn new skills, we create access and build inclusivity for all colleagues. We put these tools directly in employees’ hands, allowing them to understand what capabilities are most important to the organization and how [their skills] can stay current and relevant. This creates more opportunities for growth and upward mobility within the company.
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We also ensure that diverse perspectives are brought to the table. Removing job requirements around geographic locations, educational credentials, and specific work experience is just one way a company can improve access to opportunities for candidates and ensure access to a broader talent pool. By broadening the requirements for who can apply to a role, we can put the focus on who the candidate is, their skillset and their motivation to learn and grow in their job.
How has Citizens leveraged technology to democratize talent?
We’re updating our talent marketplace, which functions as a modern people management platform by mobilizing teams and matching employees to new opportunities based on skills and capabilities — not tenure or job level. It also helps leaders start projects, identify and build important skills and get work done more efficiently. This shifts our culture by driving cross-functional collaboration, collective thinking and a focus on skills and performance for success.
We were also one of the first banks to introduce a virtual recruiting assistant for external and internal candidates, named “Jamie,” which was designed to support a truly memorable candidate experience by streamlining the process, providing candidates with access to real-time information while reducing the risk of unconscious biases. But we don’t think of technology as a replacement for human connection and collaboration, but as a tool to help fill the gaps and give employees the confidence and skills to grow.
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How should managers view their role in the democratization of talent?
Leaders at all levels set the tone for their organizations, and it’s crucial that they ensure the organization is supporting the success of employees of all abilities and backgrounds. We believe that providing training and coaching as well as tying accountability goals to performance reviews are important to ensure managers are providing access to opportunities and resources to help all team members thrive. We have even introduced a scorecard that measures progress across a range of dimensions with a focus on hiring, promotion, retention, and education to improve representation, particularly at senior levels of the organization.
Where do employers often miss the mark when it comes to democratizing talent?
Employers often make the mistake of thinking that because they have “diversity” within their talent pool, they are doing enough to create an inclusive work environment. However, diversity alone does not mean that all employees have access to opportunities for growth and mobility, or more importantly, feel that true sense of belonging — that their ideas and perspectives are valued and incorporated in the workplace.
Giving colleagues a voice and means to act was an essential early step in our DEI journey. Our Business Resource Groups have become leaders for inclusion throughout the organization, helping to formulate and influence our DEI strategy within the business and broader community. We invest in our six active BRGs so that all employees feel they have access to peer mentoring, support, and advice. These groups also offer employees a safe space to voice their thoughts on the changes they’d like to see made in the workplace. This helps hold Citizens accountable and allows employees to co-create positive progress. We want to ensure that our employees are a part of creating the changes they want to see.
