Case study: COVID-19 Impact on Diversity & Inclusion (DEI)

INTRODUCTION
The COVID-19 pandemic has exposed and exacerbated long-standing social inequities in the
United States (U.S.), many of which can be directly tied to public policies that fail to consider the
principles of diversity, equity, and inclusion (DEI). Sharing best practices and lessons learned can
expedite sound policymaking and implementation processes. Evidence-based policies are based on
relevant knowledge, research, and scientific evidence (de Marchi, Lucertini, and Tsoukiàs 2017).
The benefits of the implementation of evidence-based policies have been captured across various
sectors (Head 2015). The utility of a science-informed response to COVID-19 has been
demonstrated in several cases during the COVID-19 pandemic, including in Germany (Kirschbaum
and King 2020) and New Zealand (Cousins 2020). In both of these cases, an evidence-based
approach requiring strict public health measures, occasionally unpopular with the public, led to
better population health outcomes such as a decreased number of cases, case fatalities, and
community-based infections. In fact, New Zealand became one of the first nations to be virus- free,
thanks to its evidence-based approach to the pandemic.
Diversity, equity, and inclusion in policy Diversity, equity, and inclusion are three
distinct but interconnected pillars that public policies aiming to be holistic and fair should address.
Briefly, "diversity" refers to differences in identities, including but not limited to race, gender,
ethnicity, religion, political ideology, migration status, age, physical ability, and sexual orientation.
Diversity can only exist in relationship to others, and the meaning of diversity can vary widely
based on the situational context. It is about the recognition and appreciation of unique individual
differences. "Equity" addresses the inherent disadvantages and barriers created by historical
systems of oppressions such as racism to ensure fair access to the same opportunities. Equity is
akin to providing a level playing field. Unlike diversity and inclusion, equity is a process, not an
outcome. Finally, "inclusion" builds upon a diverse foundation, ensuring that diverse perspectives
are not only present but valued and acted upon in a meaningful way that goes beyond performative
actions. It is making a conscientious effort to welcome, involve, engage, and empower individuals
with diverse characteristics in a process, including the policymaking process.

How to be an Inclusive leader through a crisis

Leaders must prioritize inclusion right now, more than ever. Organizations are much more likely
to be innovative in the face of this crisis if they seek input from a diverse group of employees
who approach problems from a variety of perspectives. And at the same time, employees from
historically underrepresented groups may feel less safe about speaking up.

● Ensure that all employees have equal access to technology for remote work. This is always
important, but crucial at this time, when access to technology could make or break an
employee’s productivity and connection to others. You must ensure everyone has access to a
steady internet connection, a device, and any other additional software or hardware. Don’t
assume everyone already has these provisions – ask, and make them easily available for those
who don’t.
● Make virtual meetings equitable by turning on closed captioning, sending documents, and
collecting input in advance. Speaking up in a virtual meeting may be even more challenging for
some people than doing so during in-person meetings. Sending information in advance helps
create opportunities for people to chime in — and not just those who are comfortable speaking
while they think. Closed captioning is especially crucial during webinars or presentations, so that
everyone, including those who may have hearing difficulties or spotty WiFi service, can fully
participate.

● Begin meetings with acknowledging everyone in the room, not just those with high status or
privilege. Make it a point to acknowledge the unprecedented situation we’re all in before you
dive into agenda items. Leaders can set the tone by sharing their own challenges or
vulnerabilities.

● Understand how gender bias may show up. Research shows that in “normal” work
circumstances, women are penalized for being visible caregivers, while fathers receive a
fatherhood bonus. During the pandemic, women are bearing the disproportionate burden of
responsibility for child, family, home, and
healthcare-giving. Show empathy for working parents by checking in with them, offering extra
support or pushing back deadlines, and most of all, by showing grace when children of any
employees interrupt video meetings.

● Check in with employees who may be disproportionately impacted by this crisis.

Unfortunately, there’s an uptick of racism against Asians and Asian Americans globally.
Ensure that you connect with employees who might be affected, while reminding all
employees that you take discrimination at work seriously. Share the proper channels and
protocols for reporting discrimination at work. This is also a significantly more challenging time
for older and/or immuno-compromised employees, people who have at-risk family members,
and employees with physical or mental health issues. Proactively share resources on your
organization’s health and mental health resources widely.

● Above all, show compassion. Managers must recognize that crises affect employees
differently — for many from underrepresented communities, this means not just worrying
about and providing care for their immediate family, but also caring for extended family and
the larger community. Give employees time off if they’re sick or need to care for a sick person.
Liberally push back deadlines as more people adjust to a new normal. And remember, not
everyone has the set-up be equally productive. Common barriers right now include inadequate
access to technology, private space, or even the basics such as food or healthcare
 Practicing inclusive leadership in times of crisis
● In light of COVID-19, it is more important than ever for organizations and individuals to practice
inclusive leadership.
● During this period, there has been a rise in bias, xenophobia, and racism, particularly against those
of Asian descent. At work, policies also impact individuals in different ways based on things like
job classification, socioeconomic status, living situation, immigration status, and ability to work
virtually, which can all perpetuate inequities.
● How organizations can foster inclusion as COVID-19 changes the workplace by:
○ Fairness and respect. Check with employees to ensure that any new policies and guidelines
promote equitable treatment of workers and consider whether employees have equal access to
resources needed.
○ Value and belonging. With many employees now working remotely or working different
schedules, implementing low-cost, high-impact practices to foster psychological safety and show
appreciation for workers of all types.
○ Confidence and inspiration. Create conditions for workers to speak up and make
professional concerns and personal needs known. Leverage the brain power of a diverse
workforce to change any policies or behaviors that may be unintentionally exclusive
● Research shows that inclusive leaders demonstrate six key traits: commitment, courage,
cognizance of bias, curiosity, cultural intelligence, and collaboration. Practicing these behaviors
can foster a more inclusive work environment during COVID-19, now and in the long-term.

Why Leadership Diversity Matters in Handling Crises Like COVID-19

Employee health and safety must be the foremost consideration of any business during
this viral spread, but one of the greatest challenges is understanding the needs and
circumstances of employees who themselves are diverse in all of the traditional measures, but
also are affected by widely varying life, work and family conditions.

During crises, the presence of diversity and the practice of inclusion is essential to challenge
us to look at problems differently and consider a wider range of financial issues and impacts
that we might not otherwise.
 5 crucial diversity & inclusion lessons we need to learn from COVID-19

● Flexible work is the future. Many employees who were previously told their jobs couldn’t be
done remotely are now doing them remotely during COVID-19. Accomodations that were
often seen as too expensive or infeasible have now been quickly implemented at many
companies. This crisis has shown that disruptions, financial impact, and emotional stress could
have been reduced for some companies if they had embraced remote work earlier.
● Privilege is invisible to those who have it. Having financial security, good health, ability to drive,
access to a vehicle, and a reliable internet connection are things that many of us take for granted,
but they’re a privilege. Recognizing privilege and choosing what to do with it are important right
now. If you can, donate to a local food bank, offer to shop for neighbors, or offer your
workspace to a charity.
● Everyone has mental health. Despite efforts to talk more about mental health, there is still a
stigma associated with it. The current situation is teaching us that none of us are safe from stress
and anxiety, whether it’s being concerned for a loved one, feeling isolated while social
distancing, or facing income challenges. There are many wellbeing resources and tips available,
and self care is more important than ever.
● It’s time to rethink how we interact with each other. Social distancing might feel abnormal,
but handshakes and hugs in the workplace have never worked for a lot of people. This situation
has forced us to greet each other in more creative and inclusive ways. Additionally, while
holding conferences, training sessions, and events online may not be as engaging, it may allow
people to attend who couldn’t normally go to events in person.
● We must commit to challenging biases in ourselves and others. There has been a rise in
xenophobia, discrimination, and violence towards Asian people during
COVID-19. This is one example of bias and the impact it can have on society. Now is a good
time to reflect on unconscious biases, challenge them, and ask whether they are based on factual
information.

Some groups will suffer more during a crisis like this, including homeless people,
people without health insurance, those living paycheck to paycheck, and other marginalized
groups that can’t afford to miss work.

How Employee Resource Groups Can Help Manage COVID-19 or Coronavirus Fears
● Dr. Theresa M. Welbourne has done extensive research on employee resource groups (ERGs),
and reflects on how they can be useful during the pandemic.
● While coronavirus has forced us to social distance, that doesn’t mean that work-centered
relationships and support networks.
● Employee resource groups can help to alleviate employee fears, bring calm, and maintain
productivity during this time.
● ERGs have been critical in improving diversity by teaching others about groups’ needs,
 breaking cycles of discrimination through meaningful interaction, and using innovation to
create new business ideas and solve problems.
● The bottom-up structure of ERGs can be used during this crisis to drive higher levels of
coping and help isolated employees who are working from home.
Dr. Welbourne’s research finds that the most effective coping mechanisms include
communications and enabling along with reflective learning. This means organizations can
improve coping with ERGs, that are often made up of qualified and passionate employees
ready to help meet goals for the business and society.

Proactive organizations are leveraging the power of employee resource groups/business

resource groups (ERGs/BRGs) to play pivotal roles in strategies to strengthen communications
and connections with workforces dispersed by COVID-19.
A new survey of Diversity & Inclusion leaders by the Institute for Corporate Productivity (i4cp)
found three critical functions ERGs/BRGs are taking on:
● In 37% of organizations, ERG/BRG leaders are helping monitor the emotional well-being of
group members
● Also in 37% of firms, leaders are surfacing needs and concerns of group members, who may
represent older workers, those with disabilities, or other employee populations
● In 34% of organizations, ERG/BRG leaders are being asked to help keep their employee
community members connected and engaged

7 Keys To Keeping Your Firm Inclusive In The Coronavirus Era

This article is focused on a law firm audience, but makes some good points that are applicable in
any type of business.
1. Ensure equitable distribution of information. Information is capital. By equitably sharing
information, you reduce uncertainty and bolster morale.
2. Set clear and achievable expectations. We do better when we understand what is expected of
us and when those expectations can actually be met. In isolation, a lack of clear and achievable
expectations can create a great deal of anxiety.
3. Actively maintain relationships. Generally, we build and strengthen our relationships through
in-person contact. As that is not an option in the short term, we need to ensure that we are being
proactive in maintaining relationships.
4. Continue to coach, mentor and sponsor - we can provide these forms of support virtually
and remotely. We can continue to advocate for our team and create access to opportunities.
5. Show gratitude. Not only is expressing gratitude good for us, but it creates a more cohesive
team. When people are solitarily plugging away, they can feel like a replaceable cog in the
machine. We need to remind our team how thankful we are for their support and service.
6. Use technology. We are fortunate to be dealing with this crisis at a time when the world is
uniquely connected. We can have high quality face-to-face conversations with people across
the world.
7. Spotlight shared goals. By refocusing on the things that drive us, our teams, and our
organizations, we can reaffirm our purpose and stay motivated.
 The COVID-19 pandemic has upended the way we experience work and the way we
live our lives. Its economic repercussions have many chief executives knee-deep in crisis
management. Although it may be tempting to fixate solely on the financial repercussions of
the ongoing public health crisis, research shows that companies that pay special attention to their
employees emerge more resilient and more intact in the long run.

In fact, companies that are lucky enough to effectively see employees through this uncertainty will
have put practices in place that align directly with the work of diversity and inclusion
professionals. Some of those include making sure everyone has adequate access to the tools
they need to successfully perform their jobs from home and helping managers create team cultures
that encourage employees to share if they need adjustments made because they are caring for a
sick relative or homeschooling young children.

Companies may have to help their middle managers address mental health considerations. They
may have to contend with and make space for conversations about the rise in racist rhetoric
against Asian Americans. They may find a need to support underrepresented employees as
they process the disproportionate impact the pandemic has had on Black and Latinx
communities. Now is not the time to pull back on diversity and inclusion practices. For the most
resilient companies out there, crisis management requires inclusive management.

Q1: Name the countries in which COVID-19 has been demonstrated in several cases during the
COVID-19 pandemic Including ?
Q2: What are the three distinct but interconnected pillars that public policies aiming to be holistic
and fair should address?
Q3: What do you know about Diversity, equity, and inclusion in policy ?
Q4: List the how to be an Inclusive leader through a crisis ?
Q5: Explain the Check in with employees who may be disproportionately impacted by this crisis In
your own words.
Q6: How to make virtual meeting good?
Q7: Discuss how can you understand gender bias in an organization in pandemic ?
Q8: Write 4 points about Practicing inclusive leadership in times of crisis.
Q9: How organizations can foster inclusion as COVID-19 changes the workplace?
Q10: Why Leadership Diversity Matters in Handling Crises Like COVID-19?
Q11: List the five crucial diversity & inclusion lessons we need to learn from COVID-19. Discuss
any 3 in your own word.
Q12: How the employee resource groups can help in the time of Covid 19.
Q13: What Dr. Welbourne’s research finds?
Q14: Write about how we experienced our work and our lives in pandemic.
Q15: Why the companies should invest in diversity In Covid 19?
Q16: How ERGs Strengthen Communications and Connections as Companies Respond to
Coronavirus?
Q17: How can we actively maintain our relationship in the time of Covid 19?
Q18: Write the summary of 300-350 words on COVID-19 Impact on Diversity & Inclusion
(DEI) in your own words.

Q19: What is the role of social worker during the pandemics covid 19?

Q20: What are the ethical challenges faced? by social worker during the pandemic covid 19?