Dr. Charlyn holds the position of Vice President and Chief Diversity Officer at Capella University, where she draws inspiration from witnessing the university's collective commitment to fostering an inclusive environment for both students and employees. Dr. Charlyn is deeply touched by the daily inquiries she receives from individuals eager to engage in this vital work. With expertise in information technology, she adeptly integrates cutting-edge innovations with governmental regulations, policies, and institutional strategic planning. A former active-duty member of the United States Air Force, Dr. Charlyn holds two Master's Degrees and a PhD in Criminal Justice, and she has served as a Subject Matter Expert in Research, Criminal Justice, and Public Administration. Recognizing the importance of inclusive education, Charlyn strategically focuses on developing approaches to effectively engage learners from diverse backgrounds. She employs techniques to build trust, encourage open communication, and tailor teaching methods to meet the unique needs of each student.
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Dr. Charlyn Hilliman (00:01):
Don't treat the dissenting opinion as
inconsequential, right? Becausethat person that was brave
enough to raise it, it has somereal consequences to that
person. Don't get defensive whensomeone challenges your ideas.
There are some people that whorushed to respond and defend
their perspectives. Try to youknow, taper that down and don't
(00:25):
attack the person making theopinion don't attack them, and
then don't ignore them. Youknow, don't be the person that
when someone raises aperspective, that's not what you
want it to hear. That justpauses and moves on by ignoring
mouth. So it's important toremember that dissenting
opinions are oftentimes thatgateway to innovation. So when
(00:50):
people are challenging thestatus quo, it can lead to new
and better ways of doing things.
So org leaders should be open todissenting opinions and consider
them carefully when makingdecisions.
Jolene Mei (01:03):
Hello, everyone.
This is Jolene Mei, your hostfor the DIVERSEEK podcast, where
we talk with real people doingreal work in the diversity,
equity, inclusion and belongingspace. If you want to explore
what people are doing right,what positive impacts are
happening or even how positivechanges can be done. You're in
the right place. We welcome youto join us.
(01:27):
Today we have Dr. CharlynHillman with us. Dr. Charlyn is
the Vice President and ChiefDiversity Officer at Capella
University. She is fueled bywitnessing how the entire
university has champion behindcreating an inclusive
environment for students andemployees. Charlyn is moved by
the inquiry she gets every dayfrom those who want to become
involved in the work. She is anexpert in information technology
(01:50):
and has proven abilities andincorporating the latest
innovations with governmentregulations, policies, and
overall institutional strategicplanning. Charlyn served active
duty in the United States AirForce holds two master's degrees
and a PhD in criminal justice.
She has served as a subjectmatter expert in research,
criminal justice, and publicadministration. Sherlyn sees it
(02:11):
as her strategic focus todevelop approaches for
effectively engaging learnersfrom diverse backgrounds using
techniques to build trust,foster open communication, and
adapt teaching to meet theunique needs of different
students. In her free timeCharlyn enjoys riding e bikes
and was able to ride one aroundSkagway, Alaska this past
summer. And disclaimer, pleasenote, all statements made by Dr.
(02:34):
Charlyn during the podcast aresolely her own and do not
express the views or opinions ofher employer. So welcome Dr.
Charlyn. So happy to have you.
Dr. Charlyn Hilliman (02:44):
Thank you.
Thank you. That was a fantasticintroduction. So as we get
started, wanted to give you thefloor to talk about yourself,
your background, and what isbringing you joy today. So I'm
the first grandchild from bothsets of grandparents born in the
United States. I was born inHarlem, USA, but I grew up in
Brooklyn. My family isoriginally from Guyana, South
(03:05):
America, I always felt a greatresponsibility with that title,
to set the trend as an American,and to make my parents and
grandparents proud. I'm also thefirst person from both
grandparents with a doctoraldegree. I'm a product of the New
York City public school system,from elementary all the way to
(03:25):
PhD. As you mentioned, I'm aveteran of the United States Air
Force. I'm a mother of threeadult children, Kwame Akela, and
Khalil and I'm a grandmother toa chi Caleb and Josiah. I would
say I enjoyed a really lengthycareer in healthcare,
information technology, academiaand the diversity in
(03:47):
particularly in the educationsetting. So I wear all of these
hats like just mentioned withpride. Today, what brings me joy
is being able to use myexperiences and my platform to
help others. I'm passionateabout dei and innovation. And I
believe that everyone has thepotential to succeed. So I'm
excited to be here today and totalk about how to create more
(04:10):
inclusive and innovativeworkplaces. Yes, I loved that
hearing your full backgroundwith your family and your
career. Thank you so much forsharing. And I know with that,
you know, considering all ofthat background, I'm curious to
hear how you would defineinnovation. There's so many
different ways, but I wanted tohear how you see it coming into
(04:32):
fruition or what, what's theidentifier for it? For me,
innovation is all about findingnew and better ways to do
things. You know, whether it'sdeveloping new products or
services, improving existingones, or finding new ways to
solve problems. You know, it'sabout thinking outside of the
box and challenging the statusquo. And that's precisely what
(04:54):
we're doing at CapellaUniversity. You know, we're
constantlyinnovating to find new ways to
help our students succeed. Youknow, for example, we recently
launched a new online platformthat is more user friendly and
accessible. And we're developingnew programs and courses that
are aligned with industrytrends. Interesting.
Jolene Mei (05:15):
Yes. And I know you're talking about like
setting trends earlier on whenyou're talking about your
background as well with thefamily like, okay, setting the
trend. And I'm kind of curiousabout how we're going to come
back to that, in ourconversation today, bringing in
D AI into the conversation, howdo you perceive the connection
between D AI, and innovation?
Dr. Charlyn Hilliman (05:38):
I believe that D AI efforts are essential
to innovation. When teams arediverse and inclusive, they have
a wider range of perspectivesand experiences to draw from a
truly innovative organization isone that embraces inclusion,
recognizing that collectivewisdom of a diverse team is the
foundation for groundbreakingsolutions. And so you know, when
(06:02):
you think about Capella, we'recommitted to creating a diverse
and inclusive environment forstudents, faculty, and staff.
And we believe that everyone,you know, deserves an
opportunity to succeed,regardless of their background.
So that's why we're setting upan environment where people feel
comfortable sharing ideas andperspectives. And all of this
(06:23):
ties, right into innovation.
Because, you know, we're betteroff for it. And we're better off
for innovating with these typesof teams.
Jolene Mei (06:32):
Yes, I like that.
You mentioned teams and theopportunity to succeed, you
know, regardless of background,or even including that
background. And I know, youmentioned diverse teams, and
we're talking very, like macrolevel right now, which is fine,
because you know, we're going todo a little bit more deep diving
as we continue. But bringing inan innovative team, you
basically hinted at it in yourresponse. But for you, I wanted
(06:52):
to ask if you had an example,like the lived example that you
wanted to give of what aninnovative team looks like to
you, like, was there a time yousaw people on your team
collaborate and innovate? Whatdid that look like?
Dr. Charlyn Hilliman (07:05):
That's a great question. You know, as I
mentioned, di is really thelifeblood of innovation. So
fueling the engine for creativesolutions. So when our teams
embrace diversity, andinclusivity, we can unlock a
treasure trove of perspectives,each offering unique insights
and experiences. So this diverselandscape of thought becomes the
(07:26):
fertile ground for breakthroughideas, you know, allowing us to
approach the problems with fresheyes, and unconventional
approaches. So our world is justso interconnected, so complex,
right, and we can't operate insilos, right. So we have to
embrace the AI as the catalystfor innovation and foster this
(07:47):
collaborative environment wherediversity sparks creativity, you
know, so kind of laying thefoundation for what I see as our
amazing innovative team ofinstructional designers and
subject matter experts. So anexample here is, you know,
they're constantly developingnew and innovative ways to
(08:07):
deliver our courses to ourstudents. So they developed an
interactive learning modelmodule, and it helps students to
learn a course material based onthe application of the DEI
curriculum tool during the wholecourse development process. So
the module is engaging andinformative, and incorporates
(08:29):
inclusive language that respectsdiverse cultures, identities,
abilities, and beliefs. And sothis was like a great example of
how that buy in helps tofacilitate ideas for innovation,
as we improve the learningexperience from our students.
And then we also want to createlike a safe environment for
(08:49):
everyone to feel comfortable. Sopart of that innovation and the
safety comes from, you know,allowing our teams to take risks
and to experiment. So we havewhat we call innovation, Army
boot camps, and think tankworkshops. And these programs
bring together people to kind ofideate and focus on innovation.
(09:12):
So we celebrate, like bigsuccesses, small successes. But
most importantly, you know, theteams are passionate and
dedicated to making thatdifference. And they're the ones
that are driving the innovation.
I'm so grateful for that hardwork and that dedication, you
know, I'm excited to see whatthe future holds for Capella.
Because we're at the forefrontof innovation in online higher
(09:33):
education, and we're committedto helping our students succeed
in the global economy.
Jolene Mei (09:41):
Yes, I love that.
You mentioned so many thingswith that response. So Tech, I
heard di as a catalyst forinnovation. That was awesome.
And also safety. And I think alot of those things I want to
specifically bring in inclusioninto the space here because you
know, just talking about it moredirectly, is I do feel that it
is also part of this scenariothat you've talked about? So how
(10:02):
do you if you could furtherdefine how you see inclusion,
adding to the capabilities forteams, inclusion
Dr. Charlyn Hilliman (10:11):
is essential for innovation, you
know, because it brings peopletogether, you know, with the
different perspectives andexperiences, like what I shared
about myself, there's so muchthere, right? So when you have
this inclusive environment, itfosters this culture of
collaboration, you know, diverseideas can freely collide and
(10:31):
spark breakthrough innovation.
And that leads to a broaderrange of ideas and solutions.
All of those are critical forinnovation. And organizations
have to encourage employees toshare their ideas and
perspectives openly andhonestly, you know,
opportunities for employees tolearn from different cultures
and backgrounds have to exist.
(10:52):
And this helps create a moreinclusive environment, which, in
turn leads to more innovation.
Jolene Mei (10:59):
Yeah, I liked what you said about being able to
share openly and honestly aswell. Because I think, you know,
with all the dynamics, I thinkthat it says a lot if you're
able to collaborate, and openlyand honestly share something
that is impactful, even thoughit might not be like something
nice to hear. Right. So yeah, Ithink speaking about that part
with safety. Can you also giveme a few examples of ways that
(11:23):
Capella University has aimedtowards providing
psychologically safe spaceswe've touched on it, but I'm
curious about like the processbehind that too. You know,
Dr. Charlyn Hilliman (11:31):
Capella University is committed to
providing that psychologicallysafe space, you know, for our
students, our faculty and ourstaff, so few examples. So our
students are invited to embarkon, you know, intellectual
journeys, stimulating lecturesand workshops with thought
provoking topics are delved intowith open minds and receptive
(11:53):
hearts. So this learningenvironment fosters a safe
space, where diverseperspectives are not just
welcome, but encourage, youknow, a lot of our students to
engage in meaningful discussionsand again, exchange ideas
without, you know, fear ofjudgment or silencing. And then
we also have like the open doorpolicy for all employees, our
(12:15):
employees feel comfortable goingto their managers or HR would
concerns make thing we have ouremployee resource groups, for
various identity groups, such aswomen and leadership, disability
community connects, you know,Pride Alliance for LG BT q plus
individuals. And so our ERGsprovide a safe space for
(12:37):
employees to connect with othersthat share their identities or
experiences. And, you know, weuse support circles to provide
employees with safe andsupportive space to process
difficult emotions, such as fearand grief. So for example, you
know, after the mass shootingthat took place in Maine, we
(12:58):
immediately offered a supportcircle, to give employees space
to process the events and to bevulnerable in a safe space.
Yeah,
Jolene Mei (13:07):
that is probably very impactful, especially
during those difficult timeswhere I know, it might be a more
obstacles mentally to get out,you know, and do the daily
things. So that's, that'sawesome to hear about those
circles. You know, I think thatI actually wanted to throw a
random question at you. Becauseabout psychological safety,
(13:28):
like, was there a time for youthat you felt somebody provided
you that psychological safetythat you're like, Oh, I feel so
comfortable sharing and beingvulnerable? Like you said,
Dr. Charlyn Hilliman (13:36):
Yeah, I mean, I've been at Capella a
long time. And I feelpsychologically safe in some
circles more than others. Youknow, it's like any environment.
But knowing that there's so manypeople there, that I can just be
my authentic self with. And Iknow I've presented at a few of
our webinars, and even in thatlarge setting, like I disclose
(14:02):
things, either about mychildhood, you know, some
stories about my grandmother andsome stories about my brother
and my, you know, my ownpersonal health journeys and
things like that. And I feltsafe. I didn't feel judged. I
didn't feel like after thosedisclosures that anything was
going to change about who I wasin the organization, and how I
(14:24):
was going to be received.
Jolene Mei (14:26):
I love that that nothing was going to change
about who you are and how you'regoing to be received with.
That's lovely. And what do youfeel in those situations like
added to that opportunity foryou?
Dr. Charlyn Hilliman (14:36):
I don't want to say the ability to be
transparent, like that I thinkhas propelled my leadership. I
think it's raised my credibilityin the organization. Folks know
that. I have had experiences andsome are challenging and some
are reflective of their ownexperiences. And they know that
despite it all I'm still aleader, and I'm still leading
(15:00):
And if I can traverse theprofessional journey soak in de
Jolene Mei (15:04):
Yes, yes, I know, it's important to note that
we're all human right. And Iknow we started this discussion
on teams, we're saying, okay,like, this is part of di as part
of the equation. And inclusionis part of the equation. So we
can focus on the innovationpiece, right. And part of that
though, in order for us to focuson that piece, we do have to
make sure to acknowledge andaddress these other human
elements. So as talking aboutleadership, do you have any do's
(15:28):
and don'ts that you would giveto org leaders when navigating
and responding to, you know, thedissenting opinions that may be
challenging the status quo,because these moments can also
be seen as a gateway toinnovation as well. There's
Dr. Charlyn Hilliman (15:41):
some do's and don'ts definitely for
navigating, you know, listeningto dissenting opinion with an
open mind not listening torespond, listen to listen, you
know, ask questions to clarifythe dissenting opinion and get
more information. I'm a questionasker, I am going to ask
questions, just because I wantto understand where you're
(16:03):
coming from. And I want tounderstand what I don't
understand, be respectful of theperson sharing dissenting
opinion. And, you know, watchyour face, Don't roll your eyes.
Just be respectful, listen,process and see how you can move
forward with that. And considerthe dissenting opinion when
making the decisions. You know,you may not always be able to do
(16:25):
everything that person isasking, but have that as part of
the consideration. So those aremy do's, the don'ts don't treat
the dissenting opinion asinconsequential, right? Because
that person that was braveenough to raise it, it has some
real consequences to thatperson. Don't get defensive.
(16:45):
When someone challenges yourideas. There are some people
that who refuse to respond anddefend their perspectives. Try
to you know, taper that down,and don't attack the person
making the opinion don't attackthem. And then don't ignore
them. You know, don't be theperson that when someone raises
a perspective, that's not whatyou wanted to hear. That just
(17:09):
pauses and moves on by ignoringthem. So it's important to
remember that dissentingopinions are oftentimes that
gateway to innovation. So whenpeople are challenging the
status quo, it can lead to newand better ways of doing things.
So org leaders should be open todissenting opinions and consider
(17:29):
them carefully when makingdecision.
Jolene Mei (17:57):
Hello, listeners, time for a quick break to give
your brain a quick rest. If youhave not done so already, and
would like to support ourmission. Please follow our
podcast, leave a review, orshare this episode with someone
you think would enjoy it. Thankyou so much for listening in.
And let's get back to theconversation. Yes, I love that,
(18:20):
especially bringing up that itprobably took a lot of bravery
for the person who is bringingup that opinion. That was a good
note to make. And also for thoseof you who haven't noticed, that
was Dr. Sterling's cat meowingin the background. Yes,
Dr. Charlyn Hilliman (18:34):
that's Simba. Simba wanted to be a part
of the podcast. He wasauditioning earlier, but did not
quite make the cut. Sorry,
Jolene Mei (18:40):
Simba next time next time. Oh, all right. Well, thank
you for allowing us to hear yourkitty cat through the door. But
wanted to switch back gearshere. I wanted to actually bring
you back into this conversationas well, because you know, you
are a leader as well. So maybeit was having to do with the
scenario we just talked about ornot. But I think it's also
(19:02):
helpful to hear this livedexperience of moving through
challenging situations. So hasthere been a time that maybe you
felt disrespected at first in asituation? And how did that
evolve? Like, how did you changethat situation? Maybe where it
evolved into respect or resolve?
Dr. Charlyn Hilliman (19:20):
Yeah, that's a really good question. I
want to point out, I lovetransparency. And so I like to
let people know how I feel, notall the time in the moment,
because it's not alwaysappropriate in the moment,
especially if you're in anemotional state. But there was
definitely a time where I feltdismissed that work. So I was
working on a project with acolleague, and he was constantly
(19:43):
interrupting me and talking overme. So I tried to speak to him
about it. But he didn't seem tounderstand or even acknowledged
that he was doing that. Soeventually, he looped back
around to me, saying that afterhe had some time to think about
it, he realized that he wasbeing dismissive of me and my
viewpoints. And so we're able toreally sit down and you know,
(20:05):
process it and resolve thesituation. And we're able to
continue our workingrelationship and be very
productive. So, what I learnedfrom that is that it's important
to remember that everyone makesmistakes. So You know, if you
feel disrespected, the firstthing that you should do is talk
to the person who made you feelthat way. I mean, of course,
(20:26):
there's going to be times whereyou're not always able to
resolve the situation on yourown. And you may need to loop in
your manager or that person'smanager or HR for help. But
always start with the person andalways start with grace and
understanding. Yeah,
Jolene Mei (20:40):
I love that. Talking to the person always starting
with grace. I think thatsometimes people aren't aware,
right about the interruptingpart. Because there has been
times that I have spoken topeople, I'm like, Hey, like, I
don't know if you noticed, butlike, I couldn't really get a
word. And they're usually like,Oh, my God, I didn't even
realize, you know, so I candefinitely relate to that
(21:02):
situation. All right, we had areally good discussion about
teams. I am excited to talkabout tech, especially with your
background. So I'm going toswitch gears here and the
conversation. So to start us offhere, I wanted to offer you the
space to talk about anyinteresting ways. You've seen
tech leveraged to provideinclusive and accessible
(21:22):
opportunities for engagementbetween levels of an
organization big question, butgood one. Yeah.
Dr. Charlyn Hilliman (21:28):
It's a big question. I hope I have a decent
answer. I think there's manyinteresting ways to use
technology to provide thatinclusive and accessible
opportunity, you know, forengagement. So you know, some
companies use an Our company isdefinitely one of them. We use
video conferencing platforms tohost regular town halls and q&a
(21:49):
sessions with our seniorleadership team. So that allows
employees from all levels tointeract and ask questions of
the leaders in in a little bitmore of a safe space, something
about having that technicalbarrier makes it a little safer.
You know, I've also seencompanies use social media
platforms for creating ERGspaces and resources, we do that
(22:13):
as well, you know, where folksfrom different backgrounds
connect with their experiencesusing, like internal technical
solutions. And so that way,across the enterprise, people
are able to build theserelationships and fostered a
sense of community, withemployees at different levels,
using just simple platforms thatare already available.
Jolene Mei (22:36):
Yes, good points.
And okay, so the next question Ihave for you, is I know, we've
talked about teams a lot,including our past response, but
I wanted to bring in students,it applies to teams as well. But
you did mention mentorship. So Iknow mentorship can be another
pipeline to prepare employeesand students for success. So
what are a few examples of waysthat you've seen tech or
(22:56):
platforms be leveraged to offermentoring opportunities? Okay,
Dr. Charlyn Hilliman (23:01):
so I'm gonna touch on both ways. So a
cappella, we have a superinternal mentorship program. And
so it's an example of how we'releveraging that technology for
mentorship opportunities. So theprogram allows employees from
all levels to have access toother employees through this
(23:22):
mentorship opportunity. And whatthe technology piece does is
that it bridges location, right,and leveling. So now, folks from
different levels are connectingwith other mentors and mentees
and mentors are connectingregardless of their location. So
that's one piece. And for ourstudents, we have, you know,
(23:42):
peer connections platform, andthat allows students to connect
with mentors who are eithercurrent students or alumni. And
they can get this kind ofpersonalized support and
guidance from someone that'smore experienced, either in that
academic realm or through thatprofessional realm. You know,
it's the same concept of thetechnology base to bridge a
(24:05):
divide of location. Yes,
Jolene Mei (24:07):
I love that personalized support to with
that access, right? Despite thelocation. So that's really
interesting to hear. Yeah. Okay,moving into data. What are three
creative ways you've seen databe collected or utilized to
promote di efforts andinnovation? So
Dr. Charlyn Hilliman (24:25):
I love data. Let's start with that. I
love data. And I love the storythat data can tell. So I'm gonna
give you these three examples.
So the first one is through ourcourse development process. So
our di course developmentintegration data, let's call it
that. So Capella University usesdi course, development,
integration data, to trackprogress on creating a more
(24:48):
inclusive curriculum. And soidentify courses where there are
opportunities to be moreintentional about inclusive and
Universal Design Learningprinciples. So these data right
help Capella to ensure that allstudents have the ability to
succeed in the course,regardless of their backgrounds
and abilities. another datasource, we're using dei
(25:12):
engagement and like well beingindexes, so we use these
engagement a lot Bing indexes totrack improvements of the
organizational culture. So theindexes measure employee
satisfaction with deiinitiatives and their sense of
belonging. So the data helps usidentify areas where we can
(25:33):
improve efforts and create moreinclusive and more welcoming
workplaces for employees. Andthen the last data point is like
the employee feedback data. Sowe collect employee feedback
through surveys and focusgroups, right. And that data
identifies areas where, again,the organization can improve the
(25:57):
AI efforts. And we constantlyuse that employee feedback. And
one example of how we used it isin the development of that
mentorship program that Imentioned. And we push that
further and created a newmentorship program for employees
from underrepresented groups.
And that gives them access tothe senior levels of our
(26:20):
organization for mentorship andsupport. Wow, that sounds
Jolene Mei (26:23):
really interesting.
And I know you've mentioned likethe collection piece of it like
and also utilizing it the datathat you've collected to inform
the practices. So that's reallyawesome. I'm throwing another
question at you for collection,because I feel like data
collection isn't talked aboutenough. But I'm curious about
what you have found to be mostsuccessful when it comes to
collecting these data points,like I'm talking about maybe is
(26:44):
there like timing that you feellike is most successful that
you've gotten more responses ormodes of sending out the
surveys? Just curious, I would
Dr. Charlyn Hilliman (26:55):
say we see the most success from continuity
and consistency. So if we'reconsistently collected data at
certain specific points, thenpeople know it's coming. And
you're not blindsiding folks.
And they're, they're prepared,like the surveys coming at this
fixed point in time. And peopleare aware of that. And then so
we promote it, in terms of atour town halls and different
(27:18):
venues and through emails, andfrom our internal social media
platforms. So we build up theexcitement around the data
collection. And I think that'sone of the best strategies we've
used in collecting the data andgetting good response rates.
Jolene Mei (27:35):
Great point, so that that consistent and encouraging
communication there. Yeah,that's awesome to hear. Okay,
bringing AI into theconversation. Do you use AI to
assist with like, the work thatyou're doing? Or, like, what are
some ways? Or what are some waysyou want to learn to use AI
better?
Dr. Charlyn Hilliman (27:52):
So yeah, I jumped on that AI bandwagon
right away, I was so excitedabout it, I think that must be
the tech side of me. So I'mdefinitely interested in AI. And
I have used AI in my di work. Sofor example, I'm interested in
using AI to develop new diinitiatives, and identify new
opportunities for innovation. SoI prompt different generative AI
(28:16):
tools about this, you know, tosee what new information that
the AI tools have gathered,right, that I may not be aware
of. So this is ongoing. And, youknow, it kind of helps me test
what I already have happening.
And so I'm really interested indeveloping an AI tool to help
identify and address unconsciousbias in our hiring and promotion
practices. And so that's part ofthat consistent prompting and
(28:40):
seeing what's out there that Idon't know about. And in terms
of our learners, for Capellalearners, our focus is in
preparing our students for thefuture of work, and how to work
alongside AI. So how to keep upwith the fast pace changes.
That's kind of, I guess, anabbreviated version of how I'm
using AI at this point.
Jolene Mei (29:04):
Yeah, I know that you probably can do a deep dive
knowing that you love data andtech, so I appreciate it. That
abridged version.
Dr. Charlyn Hilliman (29:11):
Yeah, I was almost full on nerding on
you, but I stopped. Oh,
Jolene Mei (29:16):
man, I'm just getting Oh. But yeah, actually,
I'm so curious to hear whenyou're talking about using the
generative AI to find out andprompts things out there to
learn more, especially when youtalked about like unconscious
bias in the hiring practices.
This next question I have foryou has more to do with data,
but feel free to add anythingyou've learned from AI as well.
But if was there a time that youwere like pleasantly surprised
(29:38):
by something you learned in yourdata, or and also a time that
you were motivated to act bysomething that you learned in
your data? So it's a two partquestion I've
Dr. Charlyn Hilliman (29:50):
seen firsthand, you know, how data
can drive the so you know whatcapela as I mentioned before,
we've used data to identifyareas where we need to improve
our diversity and inclusion. Sowhen we began our journey, we
use the like preliminary surveyto identify focus areas right.
Then we use the data to trackthe progress of our dei
(30:12):
initiatives and identify areasyou know where adjustments were
needed, and I was pleasantlysurprised.
When I saw the data from ouremployee engagement surveys, and
it showed a steady increase inemployee engagement and
wellbeing, so the data indicatesthat Capello's D AI initiatives
(30:33):
are having a positive impact onthe employee experience. And so
that motivated me right. So I'mmotivated to continue working on
the DI initiatives, and to makesure that everyone feels
welcomed, valued, respective atwork. And then also, you know,
I'm more committed than ever touse that data to create these
(30:53):
spaces of inclusion andequitable contributions for all
of our employees. Yeah, that wasactually pretty interesting to
hear for the stability said thestudy satisfaction, correct?
Yes. Study satisfaction. Yes. Ithink he's like a slightly
different words than I did. So.
But yeah, that was prettyinteresting to hear. Yeah, to
(31:13):
see, instead of like an uptick.
It's just like that trend. Sothat's pretty interesting to
hear. And then the second partwas like a time that you saw the
data that motivated you to actlike what I had mentioned
before, the motivation to actcame from the consistent
messaging in the data we werecollecting about
underrepresented groups wantingto have more access to senior
(31:37):
leadership. So that was acted onalmost immediately. And then
also, you know, the data wasshowing the need for career
projection and upward mobility.
And that's where that mentorshippiece came in. And these are all
things that came from that datacollection, that we were able to
turn around and say we're doingsomething about it. Yeah. I love
to hear that background there.
(31:58):
Two previous responses we heardfrom you, actually. So that's
pretty awesome to hear. Allright, we had a lot of
discussion we had around Tech, Ihave a few more questions before
we end the conversation. But Iwanted to just offer an open
space, if you have any resourcesthat you'd like to share with
our listeners that you feel havebeen helpful for you in your
(32:21):
work, things that I've read. SoI've read the innovation,
inclusion playbook, unleashingthe power of diversity and
inclusion to drive innovation.
And that's by Diversity Inc, andMcKinsey can be found online, I
could probably share that linkwith you. And I've used dei for
innovators how to build a moreinclusive innovation process.
(32:43):
And that's also available onlineby Liane Moriarty and the
innovation fields book. And it'sa practical guide to building
more diverse and inclusiveinnovation teams. And that's
another one I Diversity Inc andMcKenzie and then there's some
websites out there you know, theCenter for Inclusive innovation,
(33:05):
Deloitte, diversity, equity,inclusion and innovation link
and ideos design for inclusion,those are some really good
resources. So thoseorganizations like once you get
in there, there's a wealth ofinformation on di and innovation
as well as resources to help youknow organizations build more
diverse, a diverse and inclusiveinnovation teams and processes.
(33:29):
Wow, all of those resourcessounded very, like application
focused and like you said, awealth of knowledge. So I'm
excited to get those links foryou, from you and put them in
the show notes. So thank you forthat. Okay, any last words that
you'd like to leave ourlisteners off with when it comes
to diversity, equity, inclusionand innovation. So I'd like to
leave our listeners with thefollowing message. Innovation is
(33:51):
not a sole endeavor. It's asymphony of diverse voices. So
let's elevate diversity, equityand inclusion as the conductor
of this harmonious innovationorchestra. I love music, by the
way, be a change maker, youknow, champion Dei, in your
workplace. Diversity and Equityand Inclusion, you know, are not
(34:14):
just buzzwords, but theirpathways to a brighter, more
innovative future for yourworkplace. You know, it's not
about checking boxes, it's abouttaking action. You know, you
have the power to create moreinclusive and equitable
environments for everyone. Youknow, where everyone's voice is
heard and valued. You know, thatyou have to ignite change, and
(34:37):
that starts with yourself,educate yourself, challenge your
own biases, and speak up againstdiscrimination, and support the
AI initiatives in your workplaceand outside. I love that,
especially when you saidpathways towards innovation, and
that they're just, they're notjust buzzwords. So thank you so
(34:57):
much. All right, it's time forour last question. And I feel
like this last or diversityquestion today, it feels a
little repetitive because we'veliterally been talking about
inclusion this whole time, butjust for good measure, wanted to
ask it anyway, for you, Dr.
Charlyn. How does an inclusiveworkplace culture look like to
(35:17):
you so an inclusive workplaceAs you know, it's a tapestry,
woven from diverse threads ofindividuals, you know, each
valued for their uniquecontributions. It's the space,
open communication drives, orideas and perspectives, you
know, mingle and flourish, whereeveryone feels empowered to
(35:38):
express their authentic self.
You know, it's inclusive Haven,you know, respect and empathy
reigns supreme, you know,fostering an environment where
biases and discriminatorybehaviors are not tolerated, but
confronted and transformed. Sowhen I'm thinking about that, I
want you to like, imagine aworkplace where everyone feels
(36:01):
not just included, butindispensable. You know, where
their voices echoes and, youknow, with equal resonance, you
know, shaping the very fabric ofdecisions. Just picture this
tapestry of backgrounds andexperiences woven together
seamlessly, you know, creatingthis symphony of perspectives
(36:21):
that enrich every endeavor, Iwant you to envision an
environment where respect anddignity are the cornerstones of
interaction, transcending anydifferences in our origin or
belief. This is the embodimentof true inclusivity where
discrimination is you know, it'snot just shunned, it's
eradicated, replaced with zerotolerance policies that
(36:46):
safeguards the sanctity of eachindividual contribution. I am
really passionate about creatingan inclusive workplace culture.
You know, it's not easy, butit's essential for success in
today's globalized economy. Whenorganizations create a culture
where everyone feels welcomevalued and respected, they can
attract and retain the besttalent, and they can innovate
(37:08):
and succeed in the marketplace.
So many great things you saidthere, especially respecting the
sanctity that of each individualcontribution. So lovely. I truly
enjoyed talking to you todayabout the AI innovation and
Tech. Thank you so much. It waslovely learning from you today.
And yeah, just I hope that thelisteners enjoy the resources
(37:29):
that we can provide in the shownotes. But without further ado,
thank you so much for beinghere. Dr. Charlyn, thank you so
much for having me.
Jolene Mei (37:38):
Thank you for joining us today. As we continue
to explore how we can enablediversity at work, follow us and
get notified of our latestepisodes. Also, we want to hear
from you. Please like rate andreview us on your podcast app or
wherever you're listening in. Ifyou want to contact us, please
(37:58):
visit diverseek.com - that is di v e r s e e k.com This episode
was produced by Madhu Nair,edited by Cansin Dalak,
researched by Jolene Mei, musiccomposed by Nicholas Lang and
our production team includesKeisha Williams, Prashant
Balbahr and Maria Querina. I amyour host Jolene Mei and you
(38:18):
have been listening to DIVERSEEK.
Don't treat the dissenting opinion as
inconsequential, right? Becausethat person that was brave
enough to raise it, it has somereal consequences to that
person. Don't get defensive whensomeone challenges your ideas.
There are some people that whorushed to respond and defend
their perspectives. Try to youknow, taper that down and don't
(00:25):
attack the person making theopinion don't attack them, and
then don't ignore them. Youknow, don't be the person that
when someone raises aperspective, that's not what you
want it to hear. That justpauses and moves on by ignoring
mouth. So it's important toremember that dissenting
opinions are oftentimes thatgateway to innovation. So when
(00:50):
people are challenging thestatus quo, it can lead to new
and better ways of doing things.
So org leaders should be open todissenting opinions and consider
them carefully when makingdecisions.
Jolene Mei (01:03):
Hello, everyone.
This is Jolene Mei, your hostfor the DIVERSEEK podcast, where
we talk with real people doingreal work in the diversity,
equity, inclusion and belongingspace. If you want to explore
what people are doing right,what positive impacts are
happening or even how positivechanges can be done. You're in
the right place. We welcome youto join us.
(01:27):
Today we have Dr. CharlynHillman with us. Dr. Charlyn is
the Vice President and ChiefDiversity Officer at Capella
University. She is fueled bywitnessing how the entire
university has champion behindcreating an inclusive
environment for students andemployees. Charlyn is moved by
the inquiry she gets every dayfrom those who want to become
involved in the work. She is anexpert in information technology
(01:50):
and has proven abilities andincorporating the latest
innovations with governmentregulations, policies, and
overall institutional strategicplanning. Charlyn served active
duty in the United States AirForce holds two master's degrees
and a PhD in criminal justice.
She has served as a subjectmatter expert in research,
criminal justice, and publicadministration. Sherlyn sees it
(02:11):
as her strategic focus todevelop approaches for
effectively engaging learnersfrom diverse backgrounds using
techniques to build trust,foster open communication, and
adapt teaching to meet theunique needs of different
students. In her free timeCharlyn enjoys riding e bikes
and was able to ride one aroundSkagway, Alaska this past
summer. And disclaimer, pleasenote, all statements made by Dr.
(02:34):
Charlyn during the podcast aresolely her own and do not
express the views or opinions ofher employer. So welcome Dr.
Charlyn. So happy to have you.
Dr. Charlyn Hilliman (02:44):
Thank you.
Thank you. That was a fantasticintroduction. So as we get
started, wanted to give you thefloor to talk about yourself,
your background, and what isbringing you joy today. So I'm
the first grandchild from bothsets of grandparents born in the
United States. I was born inHarlem, USA, but I grew up in
Brooklyn. My family isoriginally from Guyana, South
(03:05):
America, I always felt a greatresponsibility with that title,
to set the trend as an American,and to make my parents and
grandparents proud. I'm also thefirst person from both
grandparents with a doctoraldegree. I'm a product of the New
York City public school system,from elementary all the way to
(03:25):
PhD. As you mentioned, I'm aveteran of the United States Air
Force. I'm a mother of threeadult children, Kwame Akela, and
Khalil and I'm a grandmother toa chi Caleb and Josiah. I would
say I enjoyed a really lengthycareer in healthcare,
information technology, academiaand the diversity in
(03:47):
particularly in the educationsetting. So I wear all of these
hats like just mentioned withpride. Today, what brings me joy
is being able to use myexperiences and my platform to
help others. I'm passionateabout dei and innovation. And I
believe that everyone has thepotential to succeed. So I'm
excited to be here today and totalk about how to create more
(04:10):
inclusive and innovativeworkplaces. Yes, I loved that
hearing your full backgroundwith your family and your
career. Thank you so much forsharing. And I know with that,
you know, considering all ofthat background, I'm curious to
hear how you would defineinnovation. There's so many
different ways, but I wanted tohear how you see it coming into
(04:32):
fruition or what, what's theidentifier for it? For me,
innovation is all about findingnew and better ways to do
things. You know, whether it'sdeveloping new products or
services, improving existingones, or finding new ways to
solve problems. You know, it'sabout thinking outside of the
box and challenging the statusquo. And that's precisely what
(04:54):
we're doing at CapellaUniversity. You know, we're
constantlyinnovating to find new ways to
help our students succeed. Youknow, for example, we recently
launched a new online platformthat is more user friendly and
accessible. And we're developingnew programs and courses that
are aligned with industrytrends. Interesting.
Jolene Mei (05:15):
Yes. And I know you're talking about like
setting trends earlier on whenyou're talking about your
background as well with thefamily like, okay, setting the
trend. And I'm kind of curiousabout how we're going to come
back to that, in ourconversation today, bringing in
D AI into the conversation, howdo you perceive the connection
between D AI, and innovation?
Dr. Charlyn Hilliman (05:38):
I believe that D AI efforts are essential
to innovation. When teams arediverse and inclusive, they have
a wider range of perspectivesand experiences to draw from a
truly innovative organization isone that embraces inclusion,
recognizing that collectivewisdom of a diverse team is the
foundation for groundbreakingsolutions. And so you know, when
(06:02):
you think about Capella, we'recommitted to creating a diverse
and inclusive environment forstudents, faculty, and staff.
And we believe that everyone,you know, deserves an
opportunity to succeed,regardless of their background.
So that's why we're setting upan environment where people feel
comfortable sharing ideas andperspectives. And all of this
(06:23):
ties, right into innovation.
Because, you know, we're betteroff for it. And we're better off
for innovating with these typesof teams.
Jolene Mei (06:32):
Yes, I like that.
You mentioned teams and theopportunity to succeed, you
know, regardless of background,or even including that
background. And I know, youmentioned diverse teams, and
we're talking very, like macrolevel right now, which is fine,
because you know, we're going todo a little bit more deep diving
as we continue. But bringing inan innovative team, you
basically hinted at it in yourresponse. But for you, I wanted
(06:52):
to ask if you had an example,like the lived example that you
wanted to give of what aninnovative team looks like to
you, like, was there a time yousaw people on your team
collaborate and innovate? Whatdid that look like?
Dr. Charlyn Hilliman (07:05):
That's a great question. You know, as I
mentioned, di is really thelifeblood of innovation. So
fueling the engine for creativesolutions. So when our teams
embrace diversity, andinclusivity, we can unlock a
treasure trove of perspectives,each offering unique insights
and experiences. So this diverselandscape of thought becomes the
(07:26):
fertile ground for breakthroughideas, you know, allowing us to
approach the problems with fresheyes, and unconventional
approaches. So our world is justso interconnected, so complex,
right, and we can't operate insilos, right. So we have to
embrace the AI as the catalystfor innovation and foster this
(07:47):
collaborative environment wherediversity sparks creativity, you
know, so kind of laying thefoundation for what I see as our
amazing innovative team ofinstructional designers and
subject matter experts. So anexample here is, you know,
they're constantly developingnew and innovative ways to
(08:07):
deliver our courses to ourstudents. So they developed an
interactive learning modelmodule, and it helps students to
learn a course material based onthe application of the DEI
curriculum tool during the wholecourse development process. So
the module is engaging andinformative, and incorporates
(08:29):
inclusive language that respectsdiverse cultures, identities,
abilities, and beliefs. And sothis was like a great example of
how that buy in helps tofacilitate ideas for innovation,
as we improve the learningexperience from our students.
And then we also want to createlike a safe environment for
(08:49):
everyone to feel comfortable. Sopart of that innovation and the
safety comes from, you know,allowing our teams to take risks
and to experiment. So we havewhat we call innovation, Army
boot camps, and think tankworkshops. And these programs
bring together people to kind ofideate and focus on innovation.
(09:12):
So we celebrate, like bigsuccesses, small successes. But
most importantly, you know, theteams are passionate and
dedicated to making thatdifference. And they're the ones
that are driving the innovation.
I'm so grateful for that hardwork and that dedication, you
know, I'm excited to see whatthe future holds for Capella.
Because we're at the forefrontof innovation in online higher
(09:33):
education, and we're committedto helping our students succeed
in the global economy.
Jolene Mei (09:41):
Yes, I love that.
You mentioned so many thingswith that response. So Tech, I
heard di as a catalyst forinnovation. That was awesome.
And also safety. And I think alot of those things I want to
specifically bring in inclusioninto the space here because you
know, just talking about it moredirectly, is I do feel that it
is also part of this scenariothat you've talked about? So how
(10:02):
do you if you could furtherdefine how you see inclusion,
adding to the capabilities forteams, inclusion
Dr. Charlyn Hilliman (10:11):
is essential for innovation, you
know, because it brings peopletogether, you know, with the
different perspectives andexperiences, like what I shared
about myself, there's so muchthere, right? So when you have
this inclusive environment, itfosters this culture of
collaboration, you know, diverseideas can freely collide and
(10:31):
spark breakthrough innovation.
And that leads to a broaderrange of ideas and solutions.
All of those are critical forinnovation. And organizations
have to encourage employees toshare their ideas and
perspectives openly andhonestly, you know,
opportunities for employees tolearn from different cultures
and backgrounds have to exist.
(10:52):
And this helps create a moreinclusive environment, which, in
turn leads to more innovation.
Jolene Mei (10:59):
Yeah, I liked what you said about being able to
share openly and honestly aswell. Because I think, you know,
with all the dynamics, I thinkthat it says a lot if you're
able to collaborate, and openlyand honestly share something
that is impactful, even thoughit might not be like something
nice to hear. Right. So yeah, Ithink speaking about that part
with safety. Can you also giveme a few examples of ways that
(11:23):
Capella University has aimedtowards providing
psychologically safe spaceswe've touched on it, but I'm
curious about like the processbehind that too. You know,
Dr. Charlyn Hilliman (11:31):
Capella University is committed to
providing that psychologicallysafe space, you know, for our
students, our faculty and ourstaff, so few examples. So our
students are invited to embarkon, you know, intellectual
journeys, stimulating lecturesand workshops with thought
provoking topics are delved intowith open minds and receptive
(11:53):
hearts. So this learningenvironment fosters a safe
space, where diverseperspectives are not just
welcome, but encourage, youknow, a lot of our students to
engage in meaningful discussionsand again, exchange ideas
without, you know, fear ofjudgment or silencing. And then
we also have like the open doorpolicy for all employees, our
(12:15):
employees feel comfortable goingto their managers or HR would
concerns make thing we have ouremployee resource groups, for
various identity groups, such aswomen and leadership, disability
community connects, you know,Pride Alliance for LG BT q plus
individuals. And so our ERGsprovide a safe space for
(12:37):
employees to connect with othersthat share their identities or
experiences. And, you know, weuse support circles to provide
employees with safe andsupportive space to process
difficult emotions, such as fearand grief. So for example, you
know, after the mass shootingthat took place in Maine, we
(12:58):
immediately offered a supportcircle, to give employees space
to process the events and to bevulnerable in a safe space.
Yeah,
Jolene Mei (13:07):
that is probably very impactful, especially
during those difficult timeswhere I know, it might be a more
obstacles mentally to get out,you know, and do the daily
things. So that's, that'sawesome to hear about those
circles. You know, I think thatI actually wanted to throw a
random question at you. Becauseabout psychological safety,
(13:28):
like, was there a time for youthat you felt somebody provided
you that psychological safetythat you're like, Oh, I feel so
comfortable sharing and beingvulnerable? Like you said,
Dr. Charlyn Hilliman (13:36):
Yeah, I mean, I've been at Capella a
long time. And I feelpsychologically safe in some
circles more than others. Youknow, it's like any environment.
But knowing that there's so manypeople there, that I can just be
my authentic self with. And Iknow I've presented at a few of
our webinars, and even in thatlarge setting, like I disclose
(14:02):
things, either about mychildhood, you know, some
stories about my grandmother andsome stories about my brother
and my, you know, my ownpersonal health journeys and
things like that. And I feltsafe. I didn't feel judged. I
didn't feel like after thosedisclosures that anything was
going to change about who I wasin the organization, and how I
(14:24):
was going to be received.
Jolene Mei (14:26):
I love that that nothing was going to change
about who you are and how you'regoing to be received with.
That's lovely. And what do youfeel in those situations like
added to that opportunity foryou?
Dr. Charlyn Hilliman (14:36):
I don't want to say the ability to be
transparent, like that I thinkhas propelled my leadership. I
think it's raised my credibilityin the organization. Folks know
that. I have had experiences andsome are challenging and some
are reflective of their ownexperiences. And they know that
despite it all I'm still aleader, and I'm still leading
(15:00):
And if I can traverse theprofessional journey soak in de
Jolene Mei (15:04):
Yes, yes, I know, it's important to note that
we're all human right. And Iknow we started this discussion
on teams, we're saying, okay,like, this is part of di as part
of the equation. And inclusionis part of the equation. So we
can focus on the innovationpiece, right. And part of that
though, in order for us to focuson that piece, we do have to
make sure to acknowledge andaddress these other human
elements. So as talking aboutleadership, do you have any do's
(15:28):
and don'ts that you would giveto org leaders when navigating
and responding to, you know, thedissenting opinions that may be
challenging the status quo,because these moments can also
be seen as a gateway toinnovation as well. There's
Dr. Charlyn Hilliman (15:41):
some do's and don'ts definitely for
navigating, you know, listeningto dissenting opinion with an
open mind not listening torespond, listen to listen, you
know, ask questions to clarifythe dissenting opinion and get
more information. I'm a questionasker, I am going to ask
questions, just because I wantto understand where you're
(16:03):
coming from. And I want tounderstand what I don't
understand, be respectful of theperson sharing dissenting
opinion. And, you know, watchyour face, Don't roll your eyes.
Just be respectful, listen,process and see how you can move
forward with that. And considerthe dissenting opinion when
making the decisions. You know,you may not always be able to do
(16:25):
everything that person isasking, but have that as part of
the consideration. So those aremy do's, the don'ts don't treat
the dissenting opinion asinconsequential, right? Because
that person that was braveenough to raise it, it has some
real consequences to thatperson. Don't get defensive.
(16:45):
When someone challenges yourideas. There are some people
that who refuse to respond anddefend their perspectives. Try
to you know, taper that down,and don't attack the person
making the opinion don't attackthem. And then don't ignore
them. You know, don't be theperson that when someone raises
a perspective, that's not whatyou wanted to hear. That just
(17:09):
pauses and moves on by ignoringthem. So it's important to
remember that dissentingopinions are oftentimes that
gateway to innovation. So whenpeople are challenging the
status quo, it can lead to newand better ways of doing things.
So org leaders should be open todissenting opinions and consider
(17:29):
them carefully when makingdecision.
Jolene Mei (17:57):
Hello, listeners, time for a quick break to give
your brain a quick rest. If youhave not done so already, and
would like to support ourmission. Please follow our
podcast, leave a review, orshare this episode with someone
you think would enjoy it. Thankyou so much for listening in.
And let's get back to theconversation. Yes, I love that,
(18:20):
especially bringing up that itprobably took a lot of bravery
for the person who is bringingup that opinion. That was a good
note to make. And also for thoseof you who haven't noticed, that
was Dr. Sterling's cat meowingin the background. Yes,
Dr. Charlyn Hilliman (18:34):
that's Simba. Simba wanted to be a part
of the podcast. He wasauditioning earlier, but did not
quite make the cut. Sorry,
Jolene Mei (18:40):
Simba next time next time. Oh, all right. Well, thank
you for allowing us to hear yourkitty cat through the door. But
wanted to switch back gearshere. I wanted to actually bring
you back into this conversationas well, because you know, you
are a leader as well. So maybeit was having to do with the
scenario we just talked about ornot. But I think it's also
(19:02):
helpful to hear this livedexperience of moving through
challenging situations. So hasthere been a time that maybe you
felt disrespected at first in asituation? And how did that
evolve? Like, how did you changethat situation? Maybe where it
evolved into respect or resolve?
Dr. Charlyn Hilliman (19:20):
Yeah, that's a really good question. I
want to point out, I lovetransparency. And so I like to
let people know how I feel, notall the time in the moment,
because it's not alwaysappropriate in the moment,
especially if you're in anemotional state. But there was
definitely a time where I feltdismissed that work. So I was
working on a project with acolleague, and he was constantly
(19:43):
interrupting me and talking overme. So I tried to speak to him
about it. But he didn't seem tounderstand or even acknowledged
that he was doing that. Soeventually, he looped back
around to me, saying that afterhe had some time to think about
it, he realized that he wasbeing dismissive of me and my
viewpoints. And so we're able toreally sit down and you know,
(20:05):
process it and resolve thesituation. And we're able to
continue our workingrelationship and be very
productive. So, what I learnedfrom that is that it's important
to remember that everyone makesmistakes. So You know, if you
feel disrespected, the firstthing that you should do is talk
to the person who made you feelthat way. I mean, of course,
(20:26):
there's going to be times whereyou're not always able to
resolve the situation on yourown. And you may need to loop in
your manager or that person'smanager or HR for help. But
always start with the person andalways start with grace and
understanding. Yeah,
Jolene Mei (20:40):
I love that. Talking to the person always starting
with grace. I think thatsometimes people aren't aware,
right about the interruptingpart. Because there has been
times that I have spoken topeople, I'm like, Hey, like, I
don't know if you noticed, butlike, I couldn't really get a
word. And they're usually like,Oh, my God, I didn't even
realize, you know, so I candefinitely relate to that
(21:02):
situation. All right, we had areally good discussion about
teams. I am excited to talkabout tech, especially with your
background. So I'm going toswitch gears here and the
conversation. So to start us offhere, I wanted to offer you the
space to talk about anyinteresting ways. You've seen
tech leveraged to provideinclusive and accessible
(21:22):
opportunities for engagementbetween levels of an
organization big question, butgood one. Yeah.
Dr. Charlyn Hilliman (21:28):
It's a big question. I hope I have a decent
answer. I think there's manyinteresting ways to use
technology to provide thatinclusive and accessible
opportunity, you know, forengagement. So you know, some
companies use an Our company isdefinitely one of them. We use
video conferencing platforms tohost regular town halls and q&a
(21:49):
sessions with our seniorleadership team. So that allows
employees from all levels tointeract and ask questions of
the leaders in in a little bitmore of a safe space, something
about having that technicalbarrier makes it a little safer.
You know, I've also seencompanies use social media
platforms for creating ERGspaces and resources, we do that
(22:13):
as well, you know, where folksfrom different backgrounds
connect with their experiencesusing, like internal technical
solutions. And so that way,across the enterprise, people
are able to build theserelationships and fostered a
sense of community, withemployees at different levels,
using just simple platforms thatare already available.
Jolene Mei (22:36):
Yes, good points.
And okay, so the next question Ihave for you, is I know, we've
talked about teams a lot,including our past response, but
I wanted to bring in students,it applies to teams as well. But
you did mention mentorship. So Iknow mentorship can be another
pipeline to prepare employeesand students for success. So
what are a few examples of waysthat you've seen tech or
(22:56):
platforms be leveraged to offermentoring opportunities? Okay,
Dr. Charlyn Hilliman (23:01):
so I'm gonna touch on both ways. So a
cappella, we have a superinternal mentorship program. And
so it's an example of how we'releveraging that technology for
mentorship opportunities. So theprogram allows employees from
all levels to have access toother employees through this
(23:22):
mentorship opportunity. And whatthe technology piece does is
that it bridges location, right,and leveling. So now, folks from
different levels are connectingwith other mentors and mentees
and mentors are connectingregardless of their location. So
that's one piece. And for ourstudents, we have, you know,
(23:42):
peer connections platform, andthat allows students to connect
with mentors who are eithercurrent students or alumni. And
they can get this kind ofpersonalized support and
guidance from someone that'smore experienced, either in that
academic realm or through thatprofessional realm. You know,
it's the same concept of thetechnology base to bridge a
(24:05):
divide of location. Yes,
Jolene Mei (24:07):
I love that personalized support to with
that access, right? Despite thelocation. So that's really
interesting to hear. Yeah. Okay,moving into data. What are three
creative ways you've seen databe collected or utilized to
promote di efforts andinnovation? So
Dr. Charlyn Hilliman (24:25):
I love data. Let's start with that. I
love data. And I love the storythat data can tell. So I'm gonna
give you these three examples.
So the first one is through ourcourse development process. So
our di course developmentintegration data, let's call it
that. So Capella University usesdi course, development,
integration data, to trackprogress on creating a more
(24:48):
inclusive curriculum. And soidentify courses where there are
opportunities to be moreintentional about inclusive and
Universal Design Learningprinciples. So these data right
help Capella to ensure that allstudents have the ability to
succeed in the course,regardless of their backgrounds
and abilities. another datasource, we're using dei
(25:12):
engagement and like well beingindexes, so we use these
engagement a lot Bing indexes totrack improvements of the
organizational culture. So theindexes measure employee
satisfaction with deiinitiatives and their sense of
belonging. So the data helps usidentify areas where we can
(25:33):
improve efforts and create moreinclusive and more welcoming
workplaces for employees. Andthen the last data point is like
the employee feedback data. Sowe collect employee feedback
through surveys and focusgroups, right. And that data
identifies areas where, again,the organization can improve the
(25:57):
AI efforts. And we constantlyuse that employee feedback. And
one example of how we used it isin the development of that
mentorship program that Imentioned. And we push that
further and created a newmentorship program for employees
from underrepresented groups.
And that gives them access tothe senior levels of our
(26:20):
organization for mentorship andsupport. Wow, that sounds
Jolene Mei (26:23):
really interesting.
And I know you've mentioned likethe collection piece of it like
and also utilizing it the datathat you've collected to inform
the practices. So that's reallyawesome. I'm throwing another
question at you for collection,because I feel like data
collection isn't talked aboutenough. But I'm curious about
what you have found to be mostsuccessful when it comes to
collecting these data points,like I'm talking about maybe is
(26:44):
there like timing that you feellike is most successful that
you've gotten more responses ormodes of sending out the
surveys? Just curious, I would
Dr. Charlyn Hilliman (26:55):
say we see the most success from continuity
and consistency. So if we'reconsistently collected data at
certain specific points, thenpeople know it's coming. And
you're not blindsiding folks.
And they're, they're prepared,like the surveys coming at this
fixed point in time. And peopleare aware of that. And then so
we promote it, in terms of atour town halls and different
(27:18):
venues and through emails, andfrom our internal social media
platforms. So we build up theexcitement around the data
collection. And I think that'sone of the best strategies we've
used in collecting the data andgetting good response rates.
Jolene Mei (27:35):
Great point, so that that consistent and encouraging
communication there. Yeah,that's awesome to hear. Okay,
bringing AI into theconversation. Do you use AI to
assist with like, the work thatyou're doing? Or, like, what are
some ways? Or what are some waysyou want to learn to use AI
better?
Dr. Charlyn Hilliman (27:52):
So yeah, I jumped on that AI bandwagon
right away, I was so excitedabout it, I think that must be
the tech side of me. So I'mdefinitely interested in AI. And
I have used AI in my di work. Sofor example, I'm interested in
using AI to develop new diinitiatives, and identify new
opportunities for innovation. SoI prompt different generative AI
(28:16):
tools about this, you know, tosee what new information that
the AI tools have gathered,right, that I may not be aware
of. So this is ongoing. And, youknow, it kind of helps me test
what I already have happening.
And so I'm really interested indeveloping an AI tool to help
identify and address unconsciousbias in our hiring and promotion
practices. And so that's part ofthat consistent prompting and
(28:40):
seeing what's out there that Idon't know about. And in terms
of our learners, for Capellalearners, our focus is in
preparing our students for thefuture of work, and how to work
alongside AI. So how to keep upwith the fast pace changes.
That's kind of, I guess, anabbreviated version of how I'm
using AI at this point.
Jolene Mei (29:04):
Yeah, I know that you probably can do a deep dive
knowing that you love data andtech, so I appreciate it. That
abridged version.
Dr. Charlyn Hilliman (29:11):
Yeah, I was almost full on nerding on
you, but I stopped. Oh,
Jolene Mei (29:16):
man, I'm just getting Oh. But yeah, actually,
I'm so curious to hear whenyou're talking about using the
generative AI to find out andprompts things out there to
learn more, especially when youtalked about like unconscious
bias in the hiring practices.
This next question I have foryou has more to do with data,
but feel free to add anythingyou've learned from AI as well.
But if was there a time that youwere like pleasantly surprised
(29:38):
by something you learned in yourdata, or and also a time that
you were motivated to act bysomething that you learned in
your data? So it's a two partquestion I've
Dr. Charlyn Hilliman (29:50):
seen firsthand, you know, how data
can drive the so you know whatcapela as I mentioned before,
we've used data to identifyareas where we need to improve
our diversity and inclusion. Sowhen we began our journey, we
use the like preliminary surveyto identify focus areas right.
Then we use the data to trackthe progress of our dei
(30:12):
initiatives and identify areasyou know where adjustments were
needed, and I was pleasantlysurprised.
When I saw the data from ouremployee engagement surveys, and
it showed a steady increase inemployee engagement and
wellbeing, so the data indicatesthat Capello's D AI initiatives
(30:33):
are having a positive impact onthe employee experience. And so
that motivated me right. So I'mmotivated to continue working on
the DI initiatives, and to makesure that everyone feels
welcomed, valued, respective atwork. And then also, you know,
I'm more committed than ever touse that data to create these
(30:53):
spaces of inclusion andequitable contributions for all
of our employees. Yeah, that wasactually pretty interesting to
hear for the stability said thestudy satisfaction, correct?
Yes. Study satisfaction. Yes. Ithink he's like a slightly
different words than I did. So.
But yeah, that was prettyinteresting to hear. Yeah, to
(31:13):
see, instead of like an uptick.
It's just like that trend. Sothat's pretty interesting to
hear. And then the second partwas like a time that you saw the
data that motivated you to actlike what I had mentioned
before, the motivation to actcame from the consistent
messaging in the data we werecollecting about
underrepresented groups wantingto have more access to senior
(31:37):
leadership. So that was acted onalmost immediately. And then
also, you know, the data wasshowing the need for career
projection and upward mobility.
And that's where that mentorshippiece came in. And these are all
things that came from that datacollection, that we were able to
turn around and say we're doingsomething about it. Yeah. I love
to hear that background there.
(31:58):
Two previous responses we heardfrom you, actually. So that's
pretty awesome to hear. Allright, we had a lot of
discussion we had around Tech, Ihave a few more questions before
we end the conversation. But Iwanted to just offer an open
space, if you have any resourcesthat you'd like to share with
our listeners that you feel havebeen helpful for you in your
(32:21):
work, things that I've read. SoI've read the innovation,
inclusion playbook, unleashingthe power of diversity and
inclusion to drive innovation.
And that's by Diversity Inc, andMcKinsey can be found online, I
could probably share that linkwith you. And I've used dei for
innovators how to build a moreinclusive innovation process.
(32:43):
And that's also available onlineby Liane Moriarty and the
innovation fields book. And it'sa practical guide to building
more diverse and inclusiveinnovation teams. And that's
another one I Diversity Inc andMcKenzie and then there's some
websites out there you know, theCenter for Inclusive innovation,
(33:05):
Deloitte, diversity, equity,inclusion and innovation link
and ideos design for inclusion,those are some really good
resources. So thoseorganizations like once you get
in there, there's a wealth ofinformation on di and innovation
as well as resources to help youknow organizations build more
diverse, a diverse and inclusiveinnovation teams and processes.
(33:29):
Wow, all of those resourcessounded very, like application
focused and like you said, awealth of knowledge. So I'm
excited to get those links foryou, from you and put them in
the show notes. So thank you forthat. Okay, any last words that
you'd like to leave ourlisteners off with when it comes
to diversity, equity, inclusionand innovation. So I'd like to
leave our listeners with thefollowing message. Innovation is
(33:51):
not a sole endeavor. It's asymphony of diverse voices. So
let's elevate diversity, equityand inclusion as the conductor
of this harmonious innovationorchestra. I love music, by the
way, be a change maker, youknow, champion Dei, in your
workplace. Diversity and Equityand Inclusion, you know, are not
(34:14):
just buzzwords, but theirpathways to a brighter, more
innovative future for yourworkplace. You know, it's not
about checking boxes, it's abouttaking action. You know, you
have the power to create moreinclusive and equitable
environments for everyone. Youknow, where everyone's voice is
heard and valued. You know, thatyou have to ignite change, and
(34:37):
that starts with yourself,educate yourself, challenge your
own biases, and speak up againstdiscrimination, and support the
AI initiatives in your workplaceand outside. I love that,
especially when you saidpathways towards innovation, and
that they're just, they're notjust buzzwords. So thank you so
(34:57):
much. All right, it's time forour last question. And I feel
like this last or diversityquestion today, it feels a
little repetitive because we'veliterally been talking about
inclusion this whole time, butjust for good measure, wanted to
ask it anyway, for you, Dr.
Charlyn. How does an inclusiveworkplace culture look like to
(35:17):
you so an inclusive workplaceAs you know, it's a tapestry,
woven from diverse threads ofindividuals, you know, each
valued for their uniquecontributions. It's the space,
open communication drives, orideas and perspectives, you
know, mingle and flourish, whereeveryone feels empowered to
(35:38):
express their authentic self.
You know, it's inclusive Haven,you know, respect and empathy
reigns supreme, you know,fostering an environment where
biases and discriminatorybehaviors are not tolerated, but
confronted and transformed. Sowhen I'm thinking about that, I
want you to like, imagine aworkplace where everyone feels
(36:01):
not just included, butindispensable. You know, where
their voices echoes and, youknow, with equal resonance, you
know, shaping the very fabric ofdecisions. Just picture this
tapestry of backgrounds andexperiences woven together
seamlessly, you know, creatingthis symphony of perspectives
(36:21):
that enrich every endeavor, Iwant you to envision an
environment where respect anddignity are the cornerstones of
interaction, transcending anydifferences in our origin or
belief. This is the embodimentof true inclusivity where
discrimination is you know, it'snot just shunned, it's
eradicated, replaced with zerotolerance policies that
(36:46):
safeguards the sanctity of eachindividual contribution. I am
really passionate about creatingan inclusive workplace culture.
You know, it's not easy, butit's essential for success in
today's globalized economy. Whenorganizations create a culture
where everyone feels welcomevalued and respected, they can
attract and retain the besttalent, and they can innovate
(37:08):
and succeed in the marketplace.
So many great things you saidthere, especially respecting the
sanctity that of each individualcontribution. So lovely. I truly
enjoyed talking to you todayabout the AI innovation and
Tech. Thank you so much. It waslovely learning from you today.
And yeah, just I hope that thelisteners enjoy the resources
(37:29):
that we can provide in the shownotes. But without further ado,
thank you so much for beinghere. Dr. Charlyn, thank you so
much for having me.
Jolene Mei (37:38):
Thank you for joining us today. As we continue
to explore how we can enablediversity at work, follow us and
get notified of our latestepisodes. Also, we want to hear
from you. Please like rate andreview us on your podcast app or
wherever you're listening in. Ifyou want to contact us, please
(37:58):
visit diverseek.com - that is di v e r s e e k.com This episode
was produced by Madhu Nair,edited by Cansin Dalak,
researched by Jolene Mei, musiccomposed by Nicholas Lang and
our production team includesKeisha Williams, Prashant
Balbahr and Maria Querina. I amyour host Jolene Mei and you
(38:18):
have been listening to DIVERSEEK.
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