Commitment to Diversity – 2032 Vision

We are closer by all measurements to becoming an anti-racist organization with diversity, equity, inclusion and compassion at our core. We continue to seek advice from skilled DEI professionals outside of our organization, and every business participates in its own way.

We prioritize diversity by systematically and incrementally increasing the number of recruits, hires and promotions of candidates of color and candidates from a wide variety of socio-economic and educational backgrounds. Above experience, we value a candidate’s desire to learn and receive training. We practice “calling in” (rather than calling out) each other when we encounter or sense the invisible manifestations of white supremacy with a specific protocol that is taught to everyone.

In order to optimize every person’s success, we prioritize equity. We replace monolithic policies with those that can be and are regularly adapted to meet individual needs and abilities. Permission to practice this is given to all employees. We regularly share with each other the creative ways in which we have adapted policies in this manner so learning is continuous and widespread. We understand the tricky relationship of impact and intent, acknowledging that harmful impact is not reduced or excused by good intention.

We prioritize inclusivity by giving leadership responsibilities and roles to those whose identities differ from the historic Zingerman’s leadership profiles. We have a class to learn and practice dialogue with each other to increase understanding of all points of view. We learn and practice productive ways to address implicit biases and we share our successes in unlearning biases. Throughout the organization, we consistently seek out and listen to the voices and ideas of people of color and those of other non-mainstream identities, ensuring that as many perspectives as possible are always at the decision-making table. We make an effort to habitually acknowledge and appreciate learning from one another.

We believe that we have a legal, moral, and ethical obligation to take risks if we want to change the game. This meant that over ten years ago, we radically changed our recruiting methods to actively search out different populations to apply for opportunities in the ZCoB. We measured the results of our efforts in a quantifiable way. We took those initial steps, and we created a policy-driven approach to guide us in our work. Our guide is a living document, and people are using it in their day-to-day work. We regularly evaluate our hiring practices, classes, and the methods we use to train our managers. We have systematized a feedback loop to continue to address and drive out unconscious bias. We adjusted our application process to create a culture of equity. This culture guides us in all of our programming, processes, policies, and decision-making so that our practices are in alignment with our vision. When there is an opportunity for advancement in our organization, the path is clear, equitable, and objective. We have knocked down barriers in our systems and culture to allow for all levels of staff to participate in the 1+1 activities that enrich personal work experiences and benefit the ZCoB as a whole.

We have an expectation that everyone in our organization acts with the belief that we are richer in creative resources and energies because we function as a team of people from all backgrounds, orientations and experiences. We use every opportunity to show appreciation and respect toward one another. We reject the domination of white patriarchal beliefs and when invisible or subconscious signs of it show up, we help each other in a caring way to recognize it and address it.

Our daily efforts to prioritize diversity, equity, inclusivity and compassion in our work place have become part of our image as a business, have lowered turnover and raised productivity and creativity, have attracted new customers and increased sales, and have brought us closer to being the company we aspire to be.