Williams: A diverse Approach to Success

Willams Companies is the forerunner in the city of Tulsa when it comes to diversity in the workplace. They have long held the title for the only company in our city to actually have a job description for a diversity director. In that current position is Ms. Alison Anthony.

 

What diversity practices does your company currently utilize?

 

Williams practices an integrated diversity and inclusion model. In other words, we don’t see diversity as a program or an event, but rather we integrate our understanding and value of diversity into our workforce profile planning, our approach to fostering an inclusive culture and climate, our decisions related to community and customer partnerships, and leadership accountability.

 

How did you come to assess these practices as the most favorable?

We realized that our approach to Diversity and Inclusion is something we have to work on every day and therefore it needs to be part of our goals, integrated into our strategy, and measured just as intentionally as we do any other part of the business. We realized that just recognizing a national heritage month or putting up a display in the lobby now and then wasn’t going to get us to an inclusive culture where diversity can thrive.

 

Does your company have a policy in place to address diversity issues?

 

We have EEO policy, a Code of Business Conduct, Core Values and Beliefs, and a stated Diversity Mission that all address our company’s expectations of how employees, customers, applicants, and community partners are treated: Diversity Mission.

 

At Williams, we foster an environment that attracts a high-performing,
diverse Workplace. All individuals are respected and valued for their contributions and have the opportunity to achieve their maximum potential.

 

We treat all employees, customers, business partners, shareholders and the communities in which we serve with respect and dignity.

 

What company initiatives allow employees to embrace who they are?

 

Our focus and accountability related to leader and manager behaviors probably have the biggest impact on employees believing they are valued and respected in the workplace. You can have events that raise cultural awareness or training that teaches respectful behaviors, but unless managers and senior leaders walk the talk, employees won’t be in an environment where they can leverage their diverse strengths.

 

How do employees address diversity concerns?

 

Employees address concerns related to diversity as they would other concerns—again, our approach to diversity is just as much a part of our business as other concerns that could come up.

 

We hope employees feel safe and comfortable addressing any concerns that arise directly within their teams. If someone says something offensive, for example, the employee should be able to discuss that with the person who made the statement. That ability to have open and honest dialogue is part of an inclusive culture. We know that may not always be the case, however. Employees who have questions or concerns may discuss it with their supervisor or next level(s) of management. We have a Business Ethics Resource Center and an anonymous Action line they can call. Every employee has a Human Resources Business Partner assigned to their part of the business. Sometimes issues are brought to the attention of the diversity office directly.

 

What are the repercussions of violating another employee’s rights based upon diversity?

 

Williams is committed to maintaining a non-hostile, harassment-free work environment. If a situation comes up that violates our core values, our code of business conduct, or our policies, we investigate and take appropriate action—that could be up to and including termination depending on the situation.

 

Please list actual instances in which your company can show that embracing diversity has affected your bottom line.

 

Our Diversity Business Resource Groups work closely with Staffing and College Relations to actively help recruit a diverse candidate pool. We have several instances of their involvement being the deciding factors for candidates to accept positions at Williams. This recruiting model is impacting the bottom line in that we are building the workforce we need to execute on our business strategy now and in the future.

 

Is diversity overused? Do employee’s and management really embrace it because they believe its morally right or is the general thought that employee’s and management must embrace diversity or lose their jobs?

 

In any population or company, there are people who do things because they “get it” or are passionate about something and there are people who do things because it is the company’s expectation that they comply—this is true for many issues outside of the realm of diversity. We hope that the more value and transformation that an employee or manager experiences based on their efforts to foster an inclusive environment or to leverage differences in the workplace that their efforts will become more natural and that they will do things because they are the right thing to do and good for business.

 

What is your thought process on changing the mindset of people who don’t believe diversity is good for business or who are just indifferent?

 

Some training can help, but you can’t reach or change everyone. Some people will only operate at the compliance level, and we know that. However, I think the more you can put people in situations where they build relationships and get to know individuals who are different from them, it breaks down bias and is a catalyst for authentic change. I believe that management behaviors and attitudes will shift when an organization creates systems and accountability that require change. Results and behaviors—not words—indicate a culture.

 

What advice can you give to a small business growing into a big business regarding diversity practices? How do they begin to implement a policy for inclusion?

 

One of the main reasons our efforts related to diversity and inclusion have been successful is that we have the support and commitment of our board and top senior leadership—and in particular, our President & CEO, Steve Malcolm. Steve chairs our Diversity & Inclusion Council and understands how critical his leadership is to our efforts on this front. My most critical piece of advice would be to do the work up front in gaining the authentic understanding and support of leadership. This cannot be an HR initiative—for change to happen, leaders have to walk the talk. It can be very damaging if employees see the company saying one thing and leaders behaving in ways that aren't aligned to those words.

 

What are the biggest arguments for and against diversity initiatives?

 

When people are resistant to diversity and inclusion efforts, they say things like, “we never had to worry about this before; why are we talking about it now?"; Change is inevitable, however, and clearly demographics have and will continue to shift dramatically so our workforce is increasingly diverse. Business and Industry is increasingly global.

 

How do you explain diversity to your employees and does your method help them to internalize the company goals or does diversity cause alienation?

 

Sometimes change causes fear, and people respond with fear at being replaced or denied opportunities because they aren’t a particular race or gender. Our message is that we want everyone to be able to reach their full potential. If we create an environment that supports that mission, we minimize the opportunity for resistance.

 

 

Risha Grant