President-elect Donald Trump has promised to usher in a period of radical change for the United States. Bolstered by Republican control of the Senate, likely Republican control of the House and a conservative-leaning Supreme Court, he is positioned to alter aspects of both American government and culture.

The precise form of these changes remains to be seen, but it’s certain that at least some of these reforms would impact the work of communicators.

PR Daily caught up with Luke Hartig, CEO of Gravity Research, a firm which specializes in societal and reputational risk intelligence for major firms.

Here’s what Hartig sees on the horizon – and how communicators can prepare now.

1. DEI shifts, but does not disappear.

“I think DEI is one of the biggest risks that companies are going to face about this election,” Hartig said. Even under a Democratic presidential administration, DEI has seen a number of blows, most notably the affirmative action Supreme Court case, the success of activists like Robby Starbuck pushing companies with more conservative customer bases to cut some programs, and backlash from state governments.

With the power of the executive branch, Trump could institute Department of Labor rules that impact DEI programs. The SEC could halt various DEI programs in shareholder proposals. The administration could support anti-DEI lawsuits – or withdraw its support from ongoing pro-DEI defenses.

But even outside what the president can do directly, the change in political control could embolden anti-DEI activists, like Starbuck, Hartig said.

“Are the anti-DEI legal activist groups just better funded and better able to take (on companies) after this? Is the public perception of DEI changed such that for any activist or media source who’s anti-DEI, they feel like they’re working in fertile ground?” Hartig asked rhetorically.

But on the other hand, he does not see DEI disappearing altogether, in large part because of demands from employees.

“It’s a delicate dance that companies will do to try to de-risk themselves from the things that are most likely to result in consumer backlash or lawsuits or regulatory action, while still maintaining some core commitment to having a diverse workplace,” Hartig said.

Companies will also have to balance competing needs and wants from the workers themselves, however. Hartig noted that the political divide between employees with a college education and those without grew exponentially during this election. According to exit polls, 56% of voters without a college degree broke for Trump, compared to just 42% of college educated voters.

“I think the takeaway for companies is to really know your employees, not just the ones that you see most frequently in the C-suite or interactions with top executives, but really know what your employees are like, writ large,” Hartig said. “What do they care about? How do they think about these issues? How might they have voted?”

2. LGBTQ+ issues move to the fore.

LGBTQ+ issues, particularly issues around transgender rights, were a massive part of the Republican closing arguments in this election. This is a continuation of several years of backlash against the expansion of trans rights, particularly against companies who have supported trans influencers or offered trans friendly products in stores.

Hartig notes that Trump has a number of levers he can pull to impact trans rights, especially in schools, such as Title IX. It’s possible these moves could trigger employee backlash and calls for additional activism from employers, but Hartig is already seeing a hesitance for employers to take the strong stances on social issues they once did during the pandemic era. Namely, they’re less likely to sign onto open letters or activist group pledges, Hartig said.

“The transgender rights issue is something I think that that is going to continue to be fraught. It’s certainly an issue that President-elect Trump played to his electoral advantage, but it’s also an issue that I think a lot of companies are wary about wading into too much just because of the really split opinions on it,” Hartig said.

3. Tension between employers and workers.

But as we’ve noted, Hartig expects that many workers will continue to press their employers to show up on these issues in the ways they have in the past. “We know that employees still want to work for employers where their values align with their own, where they can bring their whole selves to work, where the company has some things that they believe beyond just the actual profit and loss of that company,” Hartig said.

At the same time, employers are finding themselves needing to identify their core values rather than trying to speak out on every issue.

“If you are a bank that cares about racial equity, you are maybe not out there speaking out vocally about every racial equity issue,” Hartig said. “But you might say, ‘hey, what can we do to improve our support to Black entrepreneurs?’ Things that are very clearly aligned with what a bank does, and it feels like it fits the purpose of their company, makes their employees feel like they work for an employer whose values align with their own, but maybe doesn’t pull them into some of the hot-button political issues.”

4. ESG evolves.

Environmental regulatory rollbacks are also all but certain to be part of the second Trump administration. From EPA changes to withdrawal from global climate treaties, the role of ESG in corporate life could fundamentally shift. But Hartig predicts that the Trump administration may be slightly softer on environmental issues than they were during his first term. He noted that many of the same energy companies who supported Trump’s election are not purely oil and gas companies, but increasingly have holdings in renewable energy as well.

But for other companies, especially B2C, they’re still likely to find themselves torn between the government, the people and their own promises.

“They’re gonna be stuck between this rock and a hard place of a Trump administration that’s maybe antagonistic and skeptical of a lot of the climate-focused policies that companies have placed and on the other hand, a real push from other (countries) that they operate in, from their consumers to maintain those commitments to environmentalism,” Hartig said.

5. Mass deportations could put pressure on companies to speak.

One of Trump’s most incendiary promises has been mass deportations of undocumented immigrants. This certainly will have massive impacts on the labor pool in many industries, including agriculture and construction, but an operation at the predicted scale – perhaps a million people deported – would also play out in dramatic ways that could ripple to every industry.

Hartig said that the operation would require the mobilization of not only law enforcement, but the National Guard and potentially other military as well. These arrests would happen, in many cases, in large urban areas, with cameras rolling both from civilians and from journalists. These dramatic images could put pressure on companies – potentially via employees – to speak.

“This idea of companies being the more trusted institutions in American society, and that call for them to be kind of the voice of civility, would be strong,” Hartig said.

6. The #resistance returns.

During Trump’s first administration, those who disagreed with his politics became loud, putting pressure on companies to either stand up to Trump’s policies – or to avoid praising him or working with him in any way. They often organized around #resistance on social media. That could return in this second term, Hartig said. He specifically referenced a boycott around Goya products after its CEO praised Trump – but data shows that despite the social chatter, sales actually rose.

“That general reigniting of culture wars and activism pressures on companies in what ways and on which issues, I think it still remains to be seen,” Hartig said.

Allison Carter is editor-in-chief of PR Daily. Follow her on Twitter or LinkedIn.

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Gerry Rodriguez is the lead of Edelman OutFront and US Head of Brand Purpose.

Damaryan Benton is an Edelman Gen Z Lab Ambassador and AAE, Brand.

Since 1988, October 11 has been recognized as National Coming Out Day. This is occurring against a backdrop of a society where 7.6% of the adult population identifies as LGBTQIA+, yet nearly half are not comfortable being “out” at work, often citing fear of discrimination or termination as the reasons for staying closeted.

This moment highlights not just a responsibility for companies to support their current employees, but also a strategic imperative. Nearly 30% of Gen Z identifies as LGBTQIA+, and 75% of this generation supports nondiscrimination protections for LGBTQIA+ people. As Gen Z continues to enter the workforce in greater numbers, creating and maintaining inclusive workplaces is no longer optional—it’s key to attracting and retaining top talent.

Inclusion drives business

When employees feel welcome and optimistic at work, they are  invested in their company’s success. This is true for the LGBTQIA+ community, but also for the broader workforce, including  veterans, women, and people of color. Inclusive policies create  a multiplier effect across an  organization, unlocking new ideas and driving growth.

Futureproofing for tomorrow’s workforce

On National Coming Out Day, and every day, businesses have a responsibility to create safe, supportive, and inclusive environments for all employees. The future of work is diverse, and companies that recognize and act on this will not only thrive but help shape a more equitable world for future generations.

Policy is not culture

Despite the growing number of companies adopting LGBTQIA+ inclusive policies, a disconnect remains between policy and practice. Many LGBTQIA+ employees still fear being “out” at work, wary of potential backlash or exclusion. While having the right nondiscrimination policies in place is important, policies alone don’t always translate into an inclusive culture. Businesses must focus on creating lived-in cultures where authenticity and diversity are celebrated every day — not just during Pride Month. Internal initiatives aimed at reducing stigma, increasing education and promoting allyship are essential. Without these efforts, companies risk alienating not just LGBTQIA+ employees but the growing number of individuals who value diversity in the workplace.

One plus one can equal three

Diversity and inclusion are not just about ethics— they drive business growth. Companies with diverse teams are more innovative and creative, with 76% of people in the U.S. saying that a diverse workforce allows for companies to better connect and build trust with the community and customers. As Gen Z continues to enter the workforce, their expectations for inclusivity will only increase. A report on the future of work underscores that the next generation of workers prioritizes inclusive, forward-thinking companies. Businesses that fail to meet these expectations risk not only losing top talent but also being seen as stagnant and out of touch.

Talk with, not at, your employees

Now, more than ever, business is the most trusted institution. Eighty-five percent of employees say that DEI programs help them feel they fit in and are part of a community at work, and they are  eager to hear from their colleagues on issues of inclusion. Finding ways to leverage employee resource groups as a two-way dialogue can help build a stronger internal culture that builds bridges from front-line employees to executives and builds greater trust and confidence for all.

For years, businesses have taken on a vital role in driving social change, particularly through their DEI initiatives. These programs have been crucial in creating a space where marginalized groups, including the LGBTQIA+ community, can thrive. However, recent attacks on DEI initiatives across the U.S. threaten to undo this progress. As some businesses begin to dismantle these programs, it is important to understand why these initiatives were created in the first place – the understanding that protecting and promoting diversity is a crucial business practice.

The post Coming out for Gen Z: Why companies must champion LGBTQIA+ rights appeared first on PR Daily.

Latinas are an increasingly critical demographic of the U.S. population. There are 30 million Hispanic women in the United States, nearly 10% of all people in the country. And 86% of those Latinas report that they are responsible for purchasing decisions in their households.

In other words, your brand needs to court this demographic.

But a new survey from Boden Agency finds that brands still have a long way to go to effectively reach this diverse segment of the population.

And by and large, it found that brands have a long way to go.

“I think that brands are missing the mark,” Sara Garibaldi, president of Boden Agency, told PR Daily. “That’s the biggest takeaway. Frankly, we heard loud and clear that Latinas continue to feel that they’re underrepresented.”

Boden’s survey gathered responses from more than 500 Latinas, ranging from Gen Z to Boomers. It also included in-depth qualitative interviews with six Latina women.

Here’s what the survey revealed about this group – and about how brands can better serve them.

The stereotype problem

The survey revealed a dichotomy: Latinas feel they are often reduced to stereotypes in marketing and the media. A third of respondents said that the media does not accurately depict Latinas, and 43% said they’re tired of seeing characters who are “fiery, spicy or overly sexualized.”

And they’re holding brands accountable as well: 81% said brands have a responsibility to accurately depict Latinas, and that this role has an impact on the real world, with nearly two-thirds believing that how Latinas are depicted in marketing shapes how the group is perceived.

But while the outside world may be conditioned to see Latina characters who are “spicy” and outspoken, there’s often an opposite problem within the community itself.

Forty-five percent of respondents feel that society expects them to remain silent. How does that square with the stereotype of the outspoken, brazen woman?

Garibaldi says they come from different places: an internal expectation and an external perception.

Within the Latino community, the phrase “calladita te ves más bonita” – you look prettier when you’re quiet – that often puts pressure on women to, well, look pretty and be quiet.

But many are no longer content with that status quo.

“The way that marketers can help engage with Latinas in an authentic way is understanding that internally, some of us have dealt with the calladita culture and seek campaigns that empower Latinas, elevate Latinas, help this new generation that’s really pushing against some of these old generational norms that we grew up with and help them break through,” Garibaldi said.

Rather than leaning into either the fiery temptress stereotypes or the expectations of a silent shadow, Garibaldi recommends looking at who Latinas really are today: leaders in STEM, powerful athletes and entrepreneurs.

“Brands are empowered to break stereotypes in the type of campaigns that they’re putting out there,” Garibaldi said.

What brands can do

Nearly half of Latinas surveyed don’t feel seen at all in marketing campaigns, the survey found, while 71% feel it’s important those brands showcase Hispanic role models.

In particular, respondents want to see people in campaigns that reflect the diversity of Latinas. Latinas are not a race – they’re a culture and a set of national origins. Latinas can be white, Black and everything in between. But Garibaldi says there’s long been an assumption in the U.S. that there’s one “look” that can represent the vast diversity of Latinas.

“Because the Mexican community in the US is the largest Latina group, there’s an assumption that, ‘oh, if you approach them through the Mexican culture, you reach all of them.’ But there’s millions of us that are not necessarily Mexicans,” Garibaldi pointed out.

There is a huge opportunity to depict Latinas as the diverse, vibrant group they are. It takes research, data and a diverse team to help reach these audiences in compelling ways.

“I don’t want to say it’s so easy to get it right, because it’s not easy,” Garibaldi said. “It’s nuanced, it’s intricate. You need to understand them, but there’s so much opportunity to truly make a difference. One thing that this study showed is that there’s such ripe territory for brands to come in, no matter what industry you’re in, and make an impact.”

Allison Carter is editor-in-chief of PR Daily. Follow her on Twitter or LinkedIn.

The post By the Numbers: How brands can better represent the growing Latina market appeared first on PR Daily.

Nantale Muwonge is the founder of  Black Girl PR and a research fellow at The Center For Black Entrepreneurship.

Recently several companies have faced intense backlash after backing out of their DE&I initiatives, from Microsoft letting go of one of their DE&I teams to Tractor Supply Company eliminating their DE&I roles and related goals. But the criticism reflects a heightened expectation for businesses to engage in equity more substantively, which means it’s an opportunity for growth and improvement. So here’s how to turn online criticism into a catalyst for positive change.

1. Understand the criticism

Identify the core issues being expressed by the public. First, differentiate between the types of feedback you’re receiving. Understand whether the criticism stems from genuine concerns or if it’s driven by misinformation or trolling. Be mindful of unconscious bias and prejudice within your team, since this can influence how feedback is perceived and addressed. Then analyze common themes within the feedback. Look for recurring issues in the feedback. Are there specific aspects of your DE&I policy that are consistently criticized? And finally, assess the impact of the criticisms by following these steps:

1. Evaluate how the criticisms align with broader societal issues such as systemic inequality. Start by identifying criticisms that reflect systemic patterns of inequality, such as racial discrimination, gender bias or economic disparities. This will help you understand the deeper roots of the concerns being raised. Also, consider how the feedback ties into ongoing social movements or public discourse, such as the Black Lives Matter movement, gender equality campaigns or calls for climate justice. Aligning your actions with these movements can demonstrate awareness and commitment to societal progress.
2. Assess how the criticisms are affecting internal stakeholders, such as employees, leadership and minority groups. For instance, employees from marginalized backgrounds may feel disheartened if your company’s DE&I efforts are perceived as inadequate.
3. Examine how the criticisms relate to your DE&I goals. For example, if feedback highlights a lack of inclusivity, assess whether your current DE&I goals are sufficient and if they need to be redefined or expanded.
4. Evaluate how the criticisms are affecting your public image and brand perception. Negative feedback, especially if widely shared, can damage reputation and stakeholder trust. And consider the impact on your relationships with external stakeholders, including customers, investors and community partners. Criticisms related to DE&I can influence stakeholder confidence and willingness to engage with your organization.

During this stage, it’s important to acknowledge historical context. Understand how past incidents or policies might be impacting current perceptions.

READ MORE: How to prepare to be targeted by activists

2. Establish a listening framework

Creating an optimized listening framework is essential for effectively addressing public concerns because it’ll ensure that feedback is not only heard, but also acted upon constructively. Begin by creating channels for open dialogue:

• Set up accessible feedback channels: Implement transparent channels such as social media forums, surveys and community focus groups to gather feedback.
• Encourage direct communication: Provide avenues for stakeholders to voice their concerns directly, ensuring that feedback is heard and valued.

Simultaneously, teach your team for active listening:

• Train your communications team: Equip your PR and communication teams with skills for culturally sensitive active listening. Focus on empathetic engagement and non-defensive responses.
• Employ active listening techniques: Teach techniques such as paraphrasing concerns, asking clarifying questions and acknowledging the emotional aspects of the feedback.

This approach fosters trust, enhances stakeholder engagement and contributes to long-term success in managing DE&I challenges.

3. Respond conscientiously

Resist the urge to just focus on damage control. Rather, focus on long-term, constructive engagement that’ll allow you to rebuild trust and drive meaningful change. How? By opening the door to long-term engagement:

• Foster ongoing dialogue: Instead of focusing solely on immediate responses, establish a framework for continuous communication with stakeholders. This involves regularly scheduled updates and maintaining forums for feedback.
• Build relationships: Use this opportunity to build deeper relationships with community leaders and stakeholders. Show a genuine commitment to understanding their perspectives and working collaboratively on solutions.

And then this is where building trust comes into play because after engaging in dialogue, you’ll get to demonstrate your commitment to change by implementing what you’ve learned:

• Implement thoughtful revisions: Engage with feedback to make meaningful changes to your policies and practices. Ensure that these changes are well-considered and aligned with your organizational values and the community’s needs.
• Showcase progress: Regularly communicate progress and improvements in response to the feedback you’ve received. Highlight the steps you’ve taken and the impact of these changes, to reinforce your commitment to ongoing improvement.

The conscientious approach emphasizes thoughtful, transparent and proactive responses, which demonstrates a genuine commitment to addressing concerns.

4. Turn criticism into actionable change

This is a crucial step in leveraging feedback for organizational growth and improvement. And because it’s where the real work happens, this is also where things usually fall apart. However, having a process with accountability checks in place will save you. So keep this mind while following these steps:

• Review your DE&I policies and initiatives to identify gaps and areas for improvement.
• Work with experts and community members to co-create and implement changes that address identified issues.
• Share updates and improvements openly with stakeholders, explaining how feedback influenced these changes.
• Continue to engage with the public to demonstrate your ongoing commitment.

This approach not only addresses immediate concerns but also fosters a culture of continuous improvement and long-term sustainability in DE&I efforts.

Bonus: Common pitfalls and how to avoid them

1. Reacting defensively: Responding defensively can escalate tensions and alienate stakeholders. Plus you’ll come across as dismissive or resistant to change, which can damage the trust and credibility you’ve built over the years. Focus on listening and understanding rather than justifying your decisions.
2. Making disingenuous promises: Making promises without a genuine commitment to follow through will be seen as a mere PR tactic, with no real intention to change. And inconsistent actions can damage your credibility and lead to further criticism, so be transparent about what can and cannot be done.
3. Pandering: Making superficial gestures that don’t address the underlying issues and that aren’t supported by substantive change doesn’t work anymore. Instead, respond in a meaningful way, take action and engage all stakeholders authentically.
4. Over-promising and under-delivering: Over-promising results or timelines can lead to disappointment and skepticism if you fail to deliver, which can erode trust and damage your reputation. So set realistic expectations and deliver on your promises.
5. Focusing solely on short-term fixes: Addressing criticism with short-term fixes rather than long-term solutions can result in recurring issues. This approach often fails to address systemic problems and doesn’t lead to sustainable change. Conversely, implementing solutions that address underlying issues can contribute to systemic change and long-term improvements.
6. Ignoring constructive feedback: Dismissing or ignoring constructive feedback can prevent you from learning and improving, while also exacerbating negative perceptions about your business. But if you treat all feedback as valuable, then you open yourself up to opportunities to identify where improvements can be made.
7. Inconsistent communication: Inconsistent or unclear communication can lead to confusion and misunderstandings, which can erode trust and make it difficult for stakeholders to understand your actions and intentions. Maintain clear and consistent communication.

Embrace feedback as a catalyst for growth

A listening-centered approach to PR crisis management can be a catalyst for transformation. By engaging empathetically, addressing concerns constructively and committing to ongoing dialogue and transparency, you can turn criticism about your DE&I policies into growth opportunities. Simply embrace feedback as a chance to enhance your equity efforts, which will ultimately contribute to your organization becoming more resilient and more sustainable.

The post Your DE&I policy is being trashed online. What now? appeared first on PR Daily.

Companies beloved in the American heartland are being targeted, one by one, by activist Robby Starbuck. In his sights are their corporate DE&I practices.

So far, Tractor Supply Company has entirely dismantled its DE&I programs, ended carbon emissions goals and stopped participating in Pride parades and voting campaign drives. John Deere didn’t go quite as far, maintaining DE&I activities while also cutting out Pride parades. And now Starbuck is focusing on Harley Davidson for activities such as donating $5,000 to the Milwaukee Repertory Theater, which hosts Pride events.

The @harleydavidson foundation gave $5,000 to the Milwaukee Repertory Theater where they have Pride Nights featuring drag queens and a show about “two queer black women”.

Minors are allowed at these ‘Pride Nights’.

Are Harley riders cool with funding this theater? pic.twitter.com/hTLoDLCoQQ

— Robby Starbuck (@robbystarbuck) July 26, 2024

While Harley Davidson has not yet responded to these attacks, two major American companies have drastically altered their internal and external policies in response to audience outcry fomented by the film director and former Congressional candidate.

Starbuck is explicitly going after companies which he believes have a conservative base. He told the Wall Street Journal, “If I started a boycott against Starbucks right now, I know that it wouldn’t get anywhere near the same result.” He also attributes his success to a slow, steady drip of information rather than dumping all of his opposition research in one go, thus maintaining a steady level of outcry.

Even now, after John Deere changed some policies, he continues to point out those that still displease him.

Corporate speak doesn’t work Justin.

Just address this:

• Is Deere moving manufacturing of skid steer loaders and compact track loaders from America to Mexico by 2026 as reported by FOX?

• Are you keeping your DEI department?

• Is Deere participating in HRC CEI scoring?… https://t.co/eQnki0EyUy

— Robby Starbuck (@robbystarbuck) July 25, 2024

It’s unclear if these companies faced only social media outcry on these topics or if they truly impacted the bottom line. For instance, Starbuck took credit for a Wednesday dip in Harley Davidson’s stock price, but by Friday it had rebounded to a monthly high of $36.83 per share. When Starbuck began attacking Tractor Supply Company on June 6, the company was already in a slump – and prices actually rose between the start of the campaign and when they walked back DE&I initiatives nearly two weeks later.

But more companies are likely to come under Starbuck’s scrutiny – or another activist. Liberal activist issues might be different, but they have also been known to hit companies for their stances on the environment – remember plastic straw bans? – and not being pro-LGTBQ+ enough.

But this new wave of conservative-led boycotts and campaigns are notable for the speed and efficacy with which they have reshaped major corporations.

“The shifts that are happening remind me of the old Groucho Marx line,” said Anthony D’Angelo, professor of practice and department chair in Public Relations at Syracuse University and upcoming instructor for PR Daily’s Crisis Communications Certification Course. “These are my principles, and if you don’t like them, well, I have others.”

Determine where you stand now

Many DE&I policies came into being in the immediate aftermath of the murder of George Floyd more than four years ago. At the time, many major companies stepped up with new promises on diverse hiring, inclusive marketing and more.

But four years is a long time. D’Angelo suggests it’s time for organizations to take a look back at those promises and see if they still fit in 2024.

“Very few things are permanent, right?” D’Angelo said. “You want to do temperature checks continually. When it comes to your strategic planning, do you do that systematically? If you don’t, you might be waiting for something to erupt, like a viral attack.”

But walking back all DE&I efforts could prove to be short-sighted, D’Angelo said, especially in a rapidly diversifying America.

“I can’t imagine any company saying overtly that, ‘No, we’re not into diversity and inclusion hiring. We only want middle aged white guys.’ That’s not going to happen, because one of the other factors here that companies have to take into account is the shifting demographics,” D’Angelo said.

D’Angelo recommends taking into account all constituencies, including your internal groups, who many of these initiatives are aimed at. Understand what they want, what their expectations are and what’s in your best long-term interests.

“You’ve got to understand you’ve got more than one audience, and you have to really prioritize those audiences as you think about, OK, why do we show up in the morning with what we make and why we do it?”

Prepare now

Every company should now be on notice that this could happen. While conservative activists are currently applying the most consistent pressure, liberal activists could take inspiration from their tactics and begin new fronts in this conflict.

“Never assume that you’re invincible, that this could never happen to us. It could,” warned Karen Freberg, professor of strategic communications at the University of Louisville.

A crisis plan or framework to navigate these situations is a must. But in these situations, a little extra work is required.

Freberg recommends starting from a place of understanding – both for the activists and for your customers.

“It really comes down to understanding the human behavior of these activists and external parties and saying, ‘OK, what are the things that motivate them? What is their goal? What are the things that they are hoping to achieve?’ If we can anticipate that and incorporate that, we can make sure to address in our strategies and our messaging and in our communication, we’re going to be better prepared,” Freberg said.

She also recommended focus groups to understand how your audiences truly feel about these divisive issues, including DE&I, LGBTQ+ support and more.

“Ask them, what are things that would be of concern that that the company is doing?” Freberg said. “Just so you’re able to get some insight into a better understanding their perspectives, so then you can anticipate what are the things that they would be using as part of their narrative and how you could incorporate that in terms of your messaging strategy, so that you’re not losing the narrative.”

When to stand your ground

It’s also important to keep in mind that in communications as in physics, to everything there is an opposite reaction. When Tractor Supply Company eliminated its DE&I initiatives, it earned cheers from Starbuck and his followers. But other constituents, including The National Black Farmers Association, condemned it in the strongest possible terms.

“I was appalled by the decision,” John Boyd Jr., president and founder of the National Black Farmers Association, told the AP. “I see this as rolling back the clock with race relations — because the country is so divided on race, especially in rural America.”

Giving in to pressure might not always be the wisest move.

D’Angelo pointed to the case of Nike choosing to stand by former NFL quarterback Colin Kapernick, even after he faced backlash for kneeling during the national anthem to protest police violence against Black people.

“(Nike) said, ‘That’s okay with us. We stand behind Colin Kaepernick and what Colin Kaepernick is standing up to. And you know what? Their sales went up because they know their market,” D’Angelo said.

Ultimately, people want to do business with companies they like and whose values align with them. Determining what those values are before pushback arrives is the difference between a crisis and a recommitment.

“It’s a lot more than ‘we’re the most reliable lawn tractor,’” D’Angelo said. “That’s important too. But people want to know what else is a part of your corporate character, and you need to have a rigorously defined answer for that.”

Allison Carter is editor-in-chief of PR Daily. Follow her on X or LinkedIn.

The post How to prepare to be targeted by activists appeared first on PR Daily.

Diversity, equity and inclusion feels under siege from every direction. Programs must be recalibrated to comply with Supreme Court rulings, conservative attorneys general have sent warnings to companies and more laws are proposed each week that would curtail the ability of both government and businesses to offer various kinds of DE&I programming.

Yet when you ask normal, everyday Americans what they think about diversity initiatives, most are broadly in favor, according to a new Washington Post-Ipsos poll.

Of the 2,274 Americans surveyed, including 1,371 workers, 61% said that corporate diversity, equity and inclusion programs were good. These numbers were highest among Black Americans (82%) and lower among white people (51%).

But something interesting happens when you give people more information about what DE&I actually means.

When the question was posed instead as: “…some companies have adopted programs to hire more employees from groups that are underrepresented in their workforce, such as racial and ethnic minorities and people with disabilities and to promote equity in the workplace,” the respondents who supported such programs rose to 69% overall, 88% among Black Americans and 64% among white Americans.

Those are significant jumps, simply by taking the time to explain the goal of DE&I rather than rattling off an acronym.

Overall, respondents said that DE&I programs were most likely to benefit people with disabilities (63%), Black workers (58%), Hispanic workers (55%), LGBTQ+ people (54%) and women (52%).

The majority of people said that DE&I programs neither helped nor hurt them personally (57%), while 23% and 27%, respectively, said that these programs hurt men and white people.

Again, we see a racial split in that last number: 34% of white respondents said the programs hurt white people, though the majority of that racial demographic still find DE&I programs either positive or neutral for people like them.

The poll also found that there is widespread support across races for most DE&I initiatives, with mentorship programs and anti-bias training the most popular.

But respondents widely criticized one item: : bonuses for executives who hit diversity targets. Some companies have already begun to move away from this metric for executive bonuses, most notably Starbucks.

Now, it’s difficult to know precisely how to read that question. It could be more an economic answer, with fewer people supporting higher pay for executives, period, at a time when their compensation is soaring high above that of the average worker. Or it could be that the perception of hiring “quotas” based on demographic characteristics rubs people the wrong way. The survey can’t tell us that level of detail.

However, it does offer some intriguing insights for communicators tasked with creating messaging around these programs.

What it means for communicators

As we reported in a past edition of By the Numbers, Fortune 100 companies are shifting away from the use of the acronym “DE&I.” And this poll shows that they might have good reasons besides the political climate alone.

The finding that slowing down and taking the time to explain the why behind diversity initiatives increases positivity by a solid margin should make every communicator stop and take notice.

It isn’t enough to simply tell people what is being done. It’s a communicator’s role to explain the why and how and tie those messages into your organization’s overall mission.

This same logic applies whether the communication is to internal or external audiences. Moving beyond a buzzword — and no matter how noble its aims, DE&I has become a buzzword, and a weaponized one at that — and adding a simple sentence of context and explanation can make all the difference.

But that can be easier said than done sometimes. Communicators constantly feel as though they’re competing for attention, that everything must be cut down to the smallest number of characters possible and be communicated for ever-shrinking attention spans.

Yet this survey shows that hearts and minds can be changed by simply slowing down. Giving background. Not assuming that everyone is on the same page and coming from the same place.

Because that’s what diversity means, isn’t it? Bringing together a group of people who may have nothing in common on the surface, but connecting them through shared mission and vision.

The ideals that drove the DE&I movement remain popular. But language must evolve — and must go deeper.

Allison Carter is editor-in-chief of PR Daily. Follow her on X or LinkedIn.

The post By the Numbers: What average Americans really think of DE&I efforts appeared first on PR Daily.

This year’s Pride celebrations are proving to be high-stakes and serious in tone during a contentious election season, and at a time when The Wall Street Journal reports an increase in activist, ‘anti-woke’ shareholders scrutinizing inclusion programs and donations to LGBTQ+ groups.

2024 also marks the 40^th year that NYC Pride took over as the official organizer of the city’s Pride celebrations, following the dissolution of the Christopher Street Liberation organization.

During the PR Museum’s “Pride, Prejudice and Politics” event last week, NYC Pride Executive Director Sandra Perez explained how intentional language has framed Pride’s positioning from the outset.

“We call it a march, not a parade, because we are still very much grounded in the fact that NYC Pride emerged as a consequence of the Stonewall uprising,” Perez began.

“We have deep roots in advocacy and free speech. And for us, internally, we will call it a parade the day we all have the same rights.”

During the rest of her opening keynote, Perez unpacked the state of Pride organizations across the country with a focus on how corporate partners can contribute in a productive, mindful way.

Corporate partnerships support volunteer efforts

Perez acknowledged that New Yorkers are spoiled because they have at least five to six Pride organizations across different boroughs and communities — an abundance that causes some confusion about who they are and what they do.

“The majority of pride organizations are volunteer-led and have very small staff if they have paid staff,” explained Perez, noting that NYC Pride did not have full time staff until 2016.

“That spirit runs very strong throughout our organization and most pride organizations. So when we are dealing with corporate partners, let’s say that they are surprised — usually at our size and the fact that we somehow manage to do what we do.”

Perez remembered the 50^th anniversary of The Stonewall Riots in 2019, recalling the strong corporate presence that has since dwindled.

“We had this very highly visible moment that was captured nationwide in New York,” said Perez, “and I think it was fixed in people’s minds that Pride is about corporations, about large-scale big extravaganzas. That is probably the exception rather than the rule.”

Reckoning with reluctant partners

The Stonewall anniversary happened just before a global pandemic changed the world and the rise of a Black Lives Matter movement forced the LGBTQ+ community to address a perceived lack of diversity in some circles.

“Black Lives Matter forced us to reckon with whether or not we have been as inclusive as we should be,” Perez said.

“We’ve come into this from very changed landscapes, and we’ve seen an erosion of some corporate support. We also struggle on a baseline level to secure funding from those who would really benefit from our labor. Pride is not only a movement, it is also an economic driver.”

While Perez urged those in attendance to stay the course, she also acknowledged that “some corporate partners are receding, while other long-term partners have found themselves in challenging situations regarding the public’s perception of how they support our community.”

Many partners are examining their long-standing program, while other funders who are still happy to give money don’t want it publicly acknowledged.

Recognizing ERGs is an intersectional opportunity

This tension weighs on the Pride movement, made up of a community that understands why visibility matters and knows that corporate partners can make a positive impact. For them, this work must also start with engaging allies and advocates internally.

“Some of the tension we’re seeing with our corporate partners is really about lifting up and continuing to support their employee resource groups (ERGs), but at the same time, not wanting to publicly be identified with supporting these sort of endeavors,” Perez said.

Most of the companies that NYC Pride works with have strong ERG programs that represent a litany of identities and how they co-exist.

“So they are very deeply committed to exploring not only the LGBTQ community, but are very much vested in also exploring the intersections at which we exist. I am not just a lesbian woman — I am also a Latina, I am a parent, I am a woman of a certain age, and all of those things factor into how I live and work.”

Through this lens, Perez finds that some the best corporate partners understand the intersectionality that everyone brings to this work and how it can benefit them.

“The ones that are receding are the ones who do not have a point of view,” she said. “And quite frankly, are not interested in doing anything beyond the month of June.”

Partnership is allyship

Perez encouraged anyone who considers themselves an ally to ask questions about their ERGs internally.

“At Pride, we have really pushed our partners, and when I say partners, that’s what we want,” she said. “We get sponsors, and that’s fine. It’s a transaction, it’s good, we’ll take the money. But the real value is in partnerships.”

Mindful partners are allies because they will work with Pride organizations and other advocacy groups throughout the year, not just in June.

“We have kids who are in crisis, who need to see us visible all year long. We can’t disappear,” Perez said, adding that this is where communicators play a key role.

Making the most of the spotlight in June often means talking about volunteerism and finding out what your employee volunteer program can do to lock into advocacy work year-round.

“You can connect around that so it’s about finding that common language,” continued Perez.

“Because we are siloed within our corporations, or we’re just viewed as this one-month-a-year segment of the market, they miss out on the fact that we are talking about this all year long. We are working with creatives, with entrepreneurs. We’re talking to the business community about what comes next.”

A symbiotic partnership can also back up companies when they are attacked for supporting LGBTQ+ advocacy. Perez cited NYC Pride’s “Patrons of Pride” program, wherein companies agree to give NYC Pride a portion of their proceeds for June, as an example of this relationship.

After one organization that is based in a red state was attacked for donating to NYC Pride, the community rallied behind them.

“We were like, OK, let’s go to Instagram, lift up this patron and say, ‘Hey everybody, they got flack for supporting us. We need you to show them some love. This is their link. This is where you can go to support this company,’” remembered Perez.

“That’s a direct action we can take on behalf of the partners that we have.”

The post Partnership is allyship: NYC Pride’s Sandra Perez on meaningful Pride integrations appeared first on PR Daily.

Diversity, equity and inclusion is undergoing a dramatic shift that may even see the very name of the discipline altered.

Facing political pushback, the language that is used to encourage respect, acceptance and a sense of belonging among all employees, including those from historically marginalized groups, is evolving to emphasize a person’s experiences and opinions rather than their identity.

Gravity Research reviewed more than 1,000 SEC filings, earnings reports and other documents from Fortune 100 companies to better understand how the language surrounding diversity, equity and inclusion has changed in the last year.

The findings reveal a steep decline in the vocabulary of inclusion that arose in the wake of the 2020 protests after the murder of George Floyd and others at the hands of police.

Since 2023, Gravity Research found a 22% decline in the use of language such as “DEI” and its constituent parts, including “diversity” and “inclusion.” In 2023, 43% of Fortune 100 earnings calls mentioned these types of terms, but it fell to just 31% in 2024.

But that doesn’t mean that talk of these concepts is vanishing — for most organizations, anyway. Rather, it’s evolving.

In the place of DE&I, terms such as “belonging,” “diverse experiences” and “diverse perspectives” are skyrocketing in popularity. Overall, these “neutral terms,” as Gravity Research terms them, saw a 59% year-over-year increase.

The reasons for this are complex but can be traced back to two key factors.

The shift to using “diverse” as an adjective rather than a noun was encouraged by the Supreme Court case that changed how affirmative action is used in colleges. Many Republican attorneys general subsequently sent warnings to companies that diversity initiatives that favor one race over another would be subject to legal scrutiny.

“Responsible corporations interested in supporting underprivileged individuals and communities can find many lawful outlets to do so,” a group letter penned by 13 AGs said. “But drawing crude lines based on skin color is not a lawful outlet, and it hurts more than it helps.”

As a result, focusing on “diverse perspectives and experiences” serves to offer a broader tent. It can preserve the overall goals of a DE&I initiative — to get different ideas, histories, cultural perspectives into an organization — without being race-based. The intent is to ensure that DE&I practices are more about lived experiences of people, not the color of their skin. Additionally, the mention of “diverse perspectives” can be pointed to when Republicans ask for viewpoint or intellectual diversity when they feel liberal voices are overrepresented.

In addition to the decrease in specific language used, there was also a sharp shift in reference to specific programs and roles related to DE&I, the research found.

Mentions of specific measures and KPIs related to diversity precipitously plunged.

There are multiple reasons this could be happening. For instance, decreases in discussions around “diversity officer” or “chief diversity officer” in communications could be attributed to the fact that these hires have already been made, leaving less need to announce new positions or hires. But discussions of representation targets or goals leave less wiggle room.

These are publicly stated goals that these organizations have made and to which they’ve made themselves accountable, both internally and externally. While it may be politically expedient to downplay these pledges now, many won’t forget that they were made. Even as they seek to insulate themselves from criticism from the right, downplaying these issues suddenly opens these organizations to criticisms from the left, using their own words and promises against them.

While at first glance these moves may read as DE&I erasure — and for some organizations, it’s certainly worth questioning the intent of such changes — they are in many cases driven by DE&I advocates. Even academia, long on the forefront of DE&I efforts, is pulling back in some instances. Harvard University’s Faculty of Arts and Sciences recently announced that it would no longer require job applicants to share diversity statements, but rather to describe how they would engage in “efforts to strengthen academic communities” and to create a “learning environment in which students are encouraged to ask questions and share their ideas.” DE&I advocates within the school said that the statements were often counterproductive from their stated goals.

Some companies, such as Starbucks, are moving away from use of the word “representation” altogether, swapping it for “talent” and speaking in a more general way about the value in people who offer various perspectives.

This language will only continue to evolve. The issues raised in 2020 aren’t disappearing, particularly as the United States. In just over 20 years, white people will become a minority in the country. The need for organizations to bring in talent and customers from many backgrounds, viewpoints and lived experiences will grow. But the legal and regulatory landscape will also require swift changes to strategy, even as the goal remains the same: to bring in as many people as possible.

Allison Carter is editor-in-chief of PR Daily. Follow her on X or LinkedIn.

The post By the Numbers: How Fortune 100 companies are adjusting their DE&I language appeared first on PR Daily.

Pride Month celebrations have become more and more mainstream over the last several decades, to the point that companies have been routinely accused of rainbow washing just to get a chance to participate in these major events.

Then came 2023.

Anti-trans activists criticized Target for selling a tuck-friendly bathing suit in honor of Pride, leading to boycotts, physical confrontations with store associates and even threats. They eventually pulled several items from the collection.

And while not directly tied to Pride month, Bud Light’s ill-fated partnership with trans influencer Dylan Mulvaney cast a pall over festivities and left some brands in a battle between anti- and pro-LGBTQ forces, each making opposing demands.

One year later, how have these controversies impacted planned Pride activations and partnerships by major brands and companies?

Based on data and interviews with industry professionals, we aren’t likely to see Pride participation significantly dialed back this year.

Data from corporate executives and Fortune 500 leaders gathered by Gravity Research indicates that 78% of companies are not planning changes to their Pride strategy this year. Thirteen percent were unsure, and only 9% are definitely planning changes.

By far, the industry most considering Pride tweaks is the consumer goods industry, with 30% changing their strategy this year — likely after seeing what befell fellow CG companies like Target and Bud Light.

Target announced that it will limit its Pride merchandise this year to home goods and adult clothing, and it will only be available in about half its stores, based on past sales, and online.

Still, most remain undaunted.

“I’m very optimistic about Pride this year,” said Gerry Rodriguez, senior vice president of brand purpose at Edelman. “What we’re seeing is kind of a trend towards more engagement, more visibility, more authentic engagement and visibility.”

On the brand side, Jonathan Pinkerton, senior social media manager for Hyatt and chair of employee resource group HyPride LGBTQ+ Network, said his company finds continuing their longstanding commitment to Pride and the LGBTQ+ community simply “the right thing to do.”

“We also recognize it as our responsibility to create inclusive environments for our colleagues, guests, and customers feel a sense of belonging,” he added.

The business case for Pride

According to data from Gallup, 7.6% of the U.S. population now identifies as a member of the LGBTQ+ community. That’s roughly on par with the population of Asian Americans. And the younger you go, the more people you find in the gay community: More than 1 in 5 members of Gen Z identify as LGBTQ+, along with nearly 10% of Millennials.

Those are numbers that are hard to ignore.

“What does that mean for your future consumer, your future workforce?” Rodriguez mused. “If you’re thinking ahead, those things should be part of the equation.”

“LGBTQ folks and young people are often the keepers of our culture,” said Caitlin Copple, founding partner and CEO of Full Swing Public Relations. “And I think if you want to be culturally relevant and be able to appeal to younger demographics, doubling down on divisive, boogeyman social issues is probably not the way to grow your business in 2024.”

Pinkerton said that LGBTQ+ consumers make a major impact today, pointing to data from Booking.com showing that 69% of queer travelers are more likely to choose to do business with airlines and brands that have inclusive policies.

“So not only is it the right decision, data shows that when you offer a place of acceptance and celebration, people will spend more,” Pinkerton said.

But there are those who disagree with LGBTQ+ affirming policies and they have money to spend too. While numbers on how many Americans participated in anti-LGBTQ+ boycotts are hard to come by, it was enough to do serious damage to the stock prices and earnings of both Target and Bud Light’s parent company.

Rodriguez also acknowledged the complex political environment, where the Supreme Court decision on affirmative action, activist investors and general backlash against ESG and DE&I all intersect. But at the end of the day, Rodriguez says, you have to understand what your company stands for.

“If there are lessons to be learned from last year, it’s, what are your values? And how are you standing in your values to authentically engage? That’s always the safest bet and the right way to connect with the community that you’re trying to reach and defend your actions.”

Copple, whose firm specializes in serving women, LGBTQ+ and BIPOC leaders, said dialogue with those who disagree is important.

“I’m all for having conversations with people that don’t agree with you,” Copple said. “I think there’s a time and a place for all of it. I also think it’s really important to have a line in the sand of what you will and won’t do as a brand and as a human.”

Meaningful measures and employee support

All the experts we spoke to agreed that internal policies and employee resource groups are all a key part of engaging authentically in Pride month activities — or in LGBTQ+ issues all year round.

Copple said that health insurance, gender-affirming care, parental leave and pay equity should be topics of discussion alongside rainbows and parades.

“Companies should approach Pride as more than just a party, but really as a challenge to make sure that their workplace is equitable all year long,” Copple said.

Rodriguez noted the importance of activating employees to serve as advocates. Often in his discussion with clients, they’ll begin by talking about how they’re tapping employees on LGBTQ+ issues.

“It plays a big part of the equation for a lot of our conversations, like a good starting point. Are you consulting with your employees, ERGs? How are you bringing them to the conversations as well to get that that perspective?”

Quantitative and qualitative data from Gravity Research indicates that organizations are leaning more on ERGs to aid in their Pride efforts – and are also seeing more demands for representation.

When questioned about their plans for Pride this year, one anonymous leader responded: “Currently our plans are consistent with what we have done in the past: [allowing] our LGBTQ+ affinity group to lead programming.”

Pride is year-round

Pride is well known for its parades, parties and other public displays of queer culture and acceptance. And many organizations continue to concentrate their Pride activations in these areas.

Pinkerton pointed to Hyatt’s support of various Pride celebrations around the world — and reminded us that not all Pride celebrations take place in June. For instance, both Atlanta and Orlando celebrate in October, when the weather isn’t quite so steamy. Whenever they happen, Hyatt will be out in full force at parades or even driving a bus around the street of Chicago. Hyatt also offers discount codes and packages for Pride weekends to offer complete experiences for attendees.

But that alone isn’t enough.

“We also want to make sure that we’re not just going after an event,” he said. “It’s a part of everyday culture of what Hyatt is. So not only do we have the events, but we also host meetings and events that support the work of LGBTQ+ organizations.

Pride events have also become a target of violent threats in recent years. Copple recalled carefully planning a trip to Boise Pride with her 7-year-old to avoid threatening counter-protestors.

These are the kinds of contingencies any corporation involved with a Pride event should consider.

“Having a crisis plan in place is really important,” Copple said. “Because if there was to be some kind of emergency situation at a pride in your business as a major sponsor, you would want to have that kind of response schemed out in advance, unfortunately.” She added that it’s important to have strong working relationships with both the Pride organizers and local police, just in case.

Rodriguez likes to remind clients that “ally is a verb” — an action organizations have to take.

“Clients that I’m working with a lot, they’re focusing on local and making sure that their employees feel seen and heard. They’re showing up where they’ve shown before and understanding that allyship is more than just reading the chapter saying the words and changing your logo to a rainbow.”

Instead, he says there’s an increasing focus on LGTBQ+ support and activity far beyond a single month.

“Pride is 365 days a year, and the big companies are really starting to pay attention to that,” he said. “So you’re seeing companies look to expand beyond pride and keep up LGBTQ activism and outreach all year long.”

Allison Carter is editor-in-chief of PR Daily. Follow her on Twitter or LinkedIn.

The post Pride 2024: What companies are planning after 2023 backlash appeared first on PR Daily.

Corporate and institutional reputations can sometimes be entangled in a painful past. Some organizations rebrand for a fresh start. Others put the scars of old wounds on display — a difficult step when brands today risk being “canceled” over their public, and even private, positions.

Look no further than Volkswagen for proof. The global auto giant’s roots are in Nazi Germany, a fact the company puts front and center in the first paragraph of its company history. The company even set up a memorial to the concentration camp prisoners and laborers forced to work in one World War II-era plant.

In a polarized environment, many public conversations focus on what keeps people apart rather than what brings them together. And when groups can’t even agree on the facts, communicators must decide: Are past stories worth retelling?

For Tara Roberts, storyteller, adventurer and a National Geographic Explorer of the Year, now is precisely the time to dive deep – literally.

Roberts, the first African American female explorer featured on the cover of the magazine, is now telling the story of Diving With a Purpose, a group of underwater explorers on a mission to find and preserve the submerged evidence of the estimated 1,000 ships that wrecked over the course of the transatlantic slave trade.

Her pioneering work shows how companies can use the power of keeping and telling stories to have productive conversations about emotionally charged topics.

Taking ownership of the past begins a more productive conversation

Between the 16th and 19th centuries, more than 12 million Africans were enslaved and brought to the Americas on the 12,000 ships that sailed from Europe to Africa and the Americas. It’s estimated that as many as 1.8 million died in transit.

Acknowledging that past and honoring the pain it continues to cause is a first step in moving beyond the feelings of pain or guilt. It’s also the beginning of a shared understanding. Roberts explained how Europe, Africa, North America, South America and the Caribbean are deeply interconnected because of the slave trade.

“With this history, we’ve been afraid to really see it and look at it,” she said. “If we approach it from a loving perspective, we’re also seeing that this can be a history that brings us together instead of a history that pulls us apart.”

Finding your purpose

Becoming an undersea explorer and adventurer is an unlikely outcome for a bookish kid growing up in landlocked Atlanta in the 1980s. Roberts’ story begins with her mother, a reading teacher who would often return from conferences with boxes of books.

Madeleine L’Engle’s “A Wrinkle in Time” was a favorite. Like all good storytellers, L’Engle created connections with readers.

That early influence grew into her ambition to tell stories of her own and eventually led her to the work she’s doing now. Roberts wants to bring those stories back into memoryand broaden the historical perspective of the slave trade.

“We look through a sort of singular lens,” she said. “But this is complicated, nuanced, ambiguous history that is served best when you’ve got a lot of voices in the room telling their own truths.”

Roberts is now at work on her next project, “The Return Expedition,” a reverse journey by boat that recreates the route of the transatlantic slave trade and will travel to 27 countries over the next year and a half.

It’s a story that resonates for communicators today who find themselves confronting topics like race and responsibility as business views on DE&I and ESG policies become more difficult.

Moving beyond blame and division with storytelling

For communicators, the message is to acknowledge what employees may be feeling and provide channels with clear guidelines for people to express those feelings. Discomfort is a necessary part of the process.

“When you are looking at the broad strokes of things, it’s so easy to see people in stereotypes,” Roberts said. “But when you start to deal with people individually, it is a whole different ballgame.”

Developing historical storytelling skills can help guide people through difficult conversations and create a shared purpose and vision, if they’re ready to embrace the opportunity.

Choosing to keep those stories alive may be risky, but it is also a reclamation of integrity. As with many challenges, the journey begins with a question, Roberts said.

“Who are we being inside of those companies and how are we using the resources that we have to really move forward this conversation in the world right now?” she asked.

Tara Roberts, National Geographic Explorer in Residence, will be speaking at the Ragan Communications Leadership Council Member Retreat in May. For more information on becoming a CLC member, visit commscouncil.ragan.com.

Mike Prokopeak is director of learning and council content for Ragan Communications. Follow him on LinkedIn.

The post How retelling historical stories helps communicators navigate difficult topics appeared first on PR Daily.

Lauren Stralo is director of public relations at LevLane Advertising.

I recently responded to a query in which a reporter was searching for a source for a national top-tier publication — a golden opportunity for any client.

In my initial rush to secure an interview (we’ve all felt that, right?), I offered up an expert from one of the organizations I represent: someone whose contact details I already had and could easily reach out to on short notice – this (excellent) source happened to be a man.

After a bit of back and forth, it became obvious that our schedules conflicted. At that point, I offered another (excellent) source: a Black woman from the same organization.

The reporter’s response was nothing short of perfection: “Great, and even better that it’s a female source.” 

This conversation, though short and maybe seemingly insignificant to some, spotlighted an important media and public relations trend: For many reporters, finding a source isn’t simply filling a slot or ticking a box.

This short exchange reminded me that journalists and news readers are hungry for diverse perspectives, and it’s on us as public relations representatives to ensure that these diverse voices are heard, sought out, and celebrated.

A rising trend: Reporters seeking diverse expert sources

“POC and/or female source to comment.” 

“Women and BIPOC sources preferred.” 

“Relevant BIPOC, AAPI and LGBTQ+ experts encouraged to reach out.”

The examples above are just a few recent requests we’ve fielded – and I have loved seeing them.

I’ve been pitching expert sources for nearly a decade, and the call for diverse voices is a trend that is becoming increasingly prevalent.

Our role is no longer about securing any  expert but seeking people who bring a unique perspective to the conversation. Will it happen every single time? Maybe not. But we should do everything we can to shine light on the invaluable insights and experiences that diverse voices offer in shaping narratives across various industries.

So, how can we as PR pros ensure this happens?

Through training and engagement

What I have seen throughout my career is that those whose voices have been traditionally underrepresented are more hesitant to contribute to or partake in media relations activities. Often, the feedback we get is that they don’t believe they have the authority or credibility to speak to reporters – and they will pass the opportunity on to a colleague or someone else in their organization.

We need to initiate opportunities for talent to feel supported and more confident to enter the spotlight. By encouraging more women, BIPOC and LGBTQIA+ professionals to participate in events like press trainings, panels and conferences, we can build that confidence and press readiness.

But this kind of confidence isn’t just about polishing someone’s ability to communicate; it’s also about empowering traditionally marginalized voices to own their stories and expertise with conviction.

Encouraging participation is one piece of the puzzle; every pitch, every panel and every conference should be seen as a chance to do more than just include; it should serve as an opportunity to bring these narratives to the forefront.

Building contact networks of experts from diverse backgrounds

A practical but important strategy is establishing a contact list comprising women, BIPOC and LGBTQIA+ professionals interested in engaging with the press. Most people don’t know where to start when looking for press coverage. A simple yet effective way is to simply ask who has an interest in working with reporters.

You might find surprising sources this way.

Building up this contact list and regularly reaching out to this network ensures that opportunities are extended equitably.

Beyond compiling contact lists and facilitating direct connections between experts and reporters, check-ins and desk-side meetings are valuable opportunities for building relationships that can lead to sustained partnerships.

The stories we tell and the voices we amplify matter. As media and public relations professionals, we can make it happen. Our jobs are vitally important in this sense, and it’s an equally important goal that PR pros and journalists can achieve together.

The post How journalists and PR pros can work together to amplify diverse voices appeared first on PR Daily.

This artifact is shared in partnership with the Museum of Public Relations.

In 1968, the rebranding of a book called “Southern Cookery” turned a flop into a success and a culinary staple in many homes.

The term “soul food” took off throughout the U.S., and the book’s author and PR pioneer Inez Kaiser is credited as the inventor of the term. The book’s success took it to the “Today Show,” where Kaiser showed Barbara Walters how to cook greens and grits.

In a press release announcing the third release of the sold-out book, Kaiser describes the book as:

“Simply written recipes using common everyday foods that can be combined to make tasty dishes that truly satisfy the soul.”

And:

“Homemakers will find that this cookbook is what is needed in this economy. Low-cost ingredients are used to make up the tastiest dishes imaginable. The recipes are simply written and out in such a way that even youngsters and bachelors can follow them.”

Inez Kaiser was born in Kansas City in 1918, during the Jim Crow Era. Before starting her PR career, she was an internationally known home economist who taught home economics for a number of years. In 1954, during a time when corporations started to increase their efforts to reach African-American consumers, she was the first Black woman to open her own PR firm.  It wasn’t long before Inez Kaiser & Associates had clients like 7UP, Sterling Drug, Burger King, Southwestern Bell Telephone Company and Sears, Roebuck & Co.

Besides being an author and public relations professional, she was an active voice throughout the Civil Rights Movement as she used her communications skills to spread vital messages. She actively participated in many organizations, including the National Association for the Advancement of Colored People .

Thanks to her achievements, Kaiser was awarded an Honorary Doctor of Law degree from Lincoln University in Jefferson City, Missouri.

Inez Kaiser died in 2016, and some of her memorabilia is today housed by the Museum of Public Relations, including a copy of her famous book “Soul Food Cookery,” related press releases and other important documents throughout her career.

The post From the Museum of Public Relations: Inez Kaiser was a Black PR pioneer and coined the term ‘soul food’ appeared first on PR Daily.

Fariba Ghazizadeh is DE&I ambassador and senior account manager at Havas Red. 

As comms people, we regularly telling clients and stakeholders the importance of diversity, equity and inclusion, and why campaigns – internal and external – must prioritise diversity at their core.

But our own industry’s stats suggest we are better at comms than we are at taking our own counsel. While good progress has been made in recent years as demands for transparency and accountability have grown, the figures remain bleak, with CIPR diversity data from this February revealing that nearly 9 in 10 UK practitioners are white. Additionally, 25% are privately educated, and those with disabilities even less represented against the national average.

Against a backdrop of ever-increasing polarisation and deepened expectations for brands and businesses to “do the right thing”, it’s time the industry takes its own advice and turns the needle on diversity. The focus should shift towards embracing diversity, acknowledging its necessity and its advantages for business. This includes understanding diversity in its broadest sense — encompassing factors such as age, gender, socio-economic background, ethnicity, religion, mental health and disabilities. It’s not just a moral and cultural imperative; there are tangible benefits for businesses that prioritise inclusivity.

Death by echo chamber 

“Who signed that off?”

We’ve seen enough campaign fluff ups where the first honest reaction is to question who was in the room and why nobody flagged the seemingly obvious insensitivity. But the truth is, when meeting rooms and calls are filled with people who look, appear and are from the same background, these situations are easier to come by than we’d like to think. Take H&M’s “Monkey T Shirt’”and more recently, Zara’s recent The Jacket campaign disaster as prime examples. While it’s easy to suggest that simple common sense and intelligence may have negated these PR disasters, when the profession is homogenous, that level of due diligence just cannot be taken for granted.

Whatever side you sit on in the woke and cancel culture debate,there’ no denying it’s an all-round disaster when brands miss the mark on these things. It’s not only reputationally damaging but also isolates sections of their customers. The only way of decreasing the chances of these occurrences is trusting that you have a team who can effectively interrogate briefs, ideas, challenge assumptions and uncover blind spots. For businesses, ensuring your recruitment is diverse across all levels in the business is therefore imperative.

This said, the burden of such interrogation and sense-checking shouldn’t fall on minorities or groups within the teams – every professional has a duty to educate themselves and fulfil this.

Lived experience is key in today’s meaningful comms environment

The pandemic and social justice movements such as BlackLivesMatter, #MeToo and many others have exposed the inequalities that exist within our society. As a result, we’re seeing an increasing demand for work and action from brands that is meaningful and purposeful, tackling new and “sensitive” issues. Against this backdrop, brands are looking to navigate the increasingly complex and polarised environment and speak to consumers in an authentic way.

Imperative to this is an understanding of these audiences, their challenges, perceptions, what they read, where they show up and how they respond.

When the team behind the campaign doesn’t reflect this, and there is no diversity (in its many forms) of the lived experience, it’s near impossible to speak to the intended audience and reach them effectively or authentically.

A prime example of this is the Bud Light and Dylan Mulvaney controversy: The poor decision for AB InBev to distance itself from Mulvaney once the backlash begun shows that treating diversity as something to be leveraged as a marketing tool without actual skin in the game, or people on those teams that understand and can question how these people are being treated, is a disaster for all involved – and something from which I hope all brands can learn from.

Brands need to be prepared to genuinely and authentically back the groups they are trying to progress, no matter the backlash.

Diversity as a cultural imperative 

Aside from the work we do, diversity is integral for team culture and creating an environment where people genuinely want to show up and do their best work. There is no understating the value derived from teams that have unique experiences, viewpoints, and perspectives and are from all walks of life.

In a sector where creativity and innovation are paramount, fostering an inclusive environment and having representative, diverse teams is not just the right thing to do, it’s the best thing to do. Research attests to that, with studies showing diverse teams deliver 60% better results and make better decisions in 87% of cases.

Brands need to create an environment that attracts diverse talent and celebrate this diversity proactively.

It’s time to walk the walk and talk the talk

The PR industry in the UK stands at a pivotal moment where embracing diversity is not just a moral obligation but a strategic imperative. Lived experiences provide invaluable insights, diversity acts as a safeguard against unintentional biases and fostering psychological safety enhances overall creativity and innovation.

However, it’s simply not good enough to look at DE&I as a tick box or something which we recommend to clients. This time round, the PR industry needs to ensure diverse voices are heard, not just seen, and foster an equitable environment that is inclusive and set up for success. While the journey will be a long one, it’s been promising to recently see agencies taking steps in this direction – such as active recruitment and development schemes aiming at unrepresented audiences  and increasing entry level start-salaries to above living wage.

The fact of the matter is a diverse PR industry is one that is better for all.

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Time and again, research reminds us that Hispanic Americans are one of the most diverse groups in this country. While we discuss them demographically as one homogenous group, Hispanic people can identify as many races, be domestic or foreign-born, trace their origins to 20 different nations, and speak a variety of languages, including Spanish, English or the plethora of native languages spoken in Central and South America.

Read more: How Black Americans get news

By the same token, the way this group likes to get their news can vary widely, according to data from Pew Research. By understanding these patterns and preferences, PR professionals can better reach and influence this critical demographic.

English, Spanish or both?

One of the first questions a PR pro must answer is which language will best reach their target audience. A slight majority (51%) of all Hispanics prefer to get their news in English. Only 24% of people who identify as Hispanic prefer their news primarily in Spanish, while 23% have no linguistic preference.

However, the data grows more complicated as we dig a bit deeper.

Hispanic people born in the United States overwhelmingly (79%) prefer to get news in English. Since more than two-thirds of Hispanic Americans are native-born, this is significant. Only 3% of American-born Hispanics prefer to get their news in Spanish, while 17% are fine with either language.

To put it plainly, English (perhaps combined with some Spanish) is the most important language for reaching the largest chunk of the American Latino population.

These numbers shift when we look at Hispanic immigrants, but not as dramatically as you might expect. Twenty-two percent of immigrants prefer to get news in English, while 47% want Spanish instead. An additional 31% have no preference.

The bottom line is that being granular in your targeting and better understanding what segment of the Hispanic population you’re targeting will help you choose the most effective outlets to target, or what language to use in social media and other materials.

The most popular news sources

About half of all Hispanic adults get news from Latino-specific media at least sometimes, the survey found. Again, we see a significant split between immigrants and American-born people, with 69% of immigrants preferring Hispanic news sources versus just 33% of native-born. But it’s clear there is still utility in pitching outlets like Telemundo, Univision and others, especially if aiming for that immigrant population.

Most Latinos prefer to get their news from various digital sources. Twenty-one percent prefer social media; 19% go directly to news websites or apps; 18% use search; and 7% like podcasts. Twenty-three percent have a preference for TV, and just 4% each prefer print or radio.

But those are preferences. Most Hispanic people receive news from multiple sources, and their consumption broadly echoes that of Americans as a whole, with 87% getting news at least sometimes from digital sources; 62% from TV; 48% from radio; and 32% from print. So don’t be afraid to experiment with a broad range of new and old-school media to reach this audience. But perhaps veer a bit more toward digital sources overall.

Interest in news

One challenge to reaching Hispanics through media relations efforts is that many simply don’t follow the news. Just 22% say they follow the news closely all the time, a 6-point YOY decrease. Seventeen percent never follow the news at all. These numbers lag news interest in other ethnic groups, a disparity Pew Research attributes, at least in part, to age. Latinos tend to be younger than other demographics, and young people simply don’t follow the news as closely.

This might present opportunities for media relations with sources other than hard news outlets. Think influencers, podcasts, social media or more entertainment-focused news sources.

There are challenges to connecting with the Hispanic market in media relations, just as there are with any group. But with smart targeting, cultural awareness and creativity, it can always be done.

Allison Carter is editor-in-chief of PR Daily. Follow her on Twitter or LinkedIn.

The post By the Numbers: A nuanced portrait of how Hispanic Americans get their news appeared first on PR Daily.

This artifact is shared in partnership with the Museum of Public Relations.

On Oct. 29, 1966, more than 300 people came together to announce the formation of a new organization called National Organization for Women (NOW). Muriel Fox, co-founder and press contact at the time, worked closely alongside Betty Friedan, author of “The Feminine Mystique,” to form the legendary organization.

Fox, a feminist icon in her own right, was born in 1928. She served as news editor at WKCR, Columbia University’s radio station, before graduating from Barnard College in 1948. A few years after college, Fox applied for a position as a writer at Carl Byoir and Associates,the world’s largest public relations agency in the 1950s, but was initially rejected as they “didn’t hire women writers.”   But Fox persisted and at the age of 26, she became not only the firm’s first female vice president but a trailblazer for the next generations of women in PR.

An original copy of the full 5-page press release announcing the formation of NOW, written by Fox, is housed by the Museum of Public in downtown Manhattan.

Parts read:

“More than 300 men and women have formed a new action organization called National Organization for Women (NOW), to work for ‘true equality for all women in America’ and ‘a fully equal partnership of the sexes, as a part of the world-wide revolution of human rights.’

“We do not accept,” the statement says, “the token appointment of a few women to high-level positions in government and industry as a substitute for a serious continuing effort to recruit and advance women according to their individual abilities.”

The post From the Museum of Public Relations: The press release that launched NOW appeared first on PR Daily.

Black people are underrepresented in the PR industry. While they make up 13.6% of the U.S. population, Black people comprise just 9% of those working in entry-level PR specialist roles. Only 3% of those working in those roles are Black men, according to data provided by Chuck Wallington, executive vice president and chief marketing & communications officer at Cone Health. Those numbers significantly decrease as you move higher in an organization, becoming whiter with each additional rung of the career ladder.

“In just about every organization I’ve worked for, I’ve gone through the doors; I’ve been very, very happy to be there,” Wallington said during The Museum of PR’s recent “Celebrating Black PR History 2024: Where Are All the Black Men in Public Relations?” “And I’ve looked around, and maybe there was one other person who looked like me, that was most likely a black female, but there were very, very, very few black men in the field.”

That lack of representation matters.

“Public relations is defined by bringing the best ideas to the table. And if those ideas are not represented in this fullest, diverse sense as possible, then we’re not bringing the fullest ideas to the table,” said panelist David W. Brown, assistant dean of community and communication at Temple University.

But why are Black men such a rarity in the PR field?

While conducting research for his master’s degree, Wallington identified three key factors that reduce the number of Black men entering the field. During of The Museum of PR’s presentation, Wallington and a panel of Black, male PR practitioners talked through these issues and how it’s impacted their own careers.

1. High school students don’t understand – or even know about — the profession.

You can’t enter a field if you don’t even know what it is. That’s one simple barrier to entry that begins before college applications even begin. “Before you even get to college, young men just don’t have an understanding of what the profession is at all about,” Wallington said. “And as you know, without that early awareness, folks are just not going to be successful when they go into the field, it’s hard to attract people into the field. And when they get there, they tend to flounder around.”

That lack of awareness resonated with Brown. He initially wanted to be a journalist, but discovered during his studies there was another option.

“I heard about this thing called PR, and they say they make more money out of it, I was like ‘oh! Well, I’ll pursue that.’ But not even knowing that was a path.”

2. A lack of mentors.

The next barrier becomes a self-perpetuating cycle. Because Black men have so few role models who look like them in the industry, it can be hard to see themselves there. It can also be hard to understand how to thrive in an environment where most people look and act differently from you without a guide.

“There’s a shortage of colleagues, especially Black men, who can be mentors, who can be sponsors, who can be role models, who can be allies,” Wallington said. “What when this happens, Black men feel alone, they feel isolated, there’s no one else there who can relate to them in their experiences and their journeys.”

While Black men who can serve as mentors may be rare in the industry, they aren’t the only ones who can help lift up this demographic and help them thrive in their careers. That’s where allyship comes into play.

“Mentorship need not be a singular role,” Brown said. “Many people can mentor. I often tell folks who are coming up, get yourself a board of advisors, because different people can play different roles that can help you. Some can be advocates, some can be allies, some can be the crying board, because sometimes we just need to yell and cuss at the moon, that’s OK. Because sometimes you need to find those spaces. And if those spaces don’t exist, you have to create those spaces.”

3. Black men can be perceived as intimidating.

Whether conscious or not, racism does play a role in the obstacles that can prevent a Black man from thriving in the PR industry.

Research shows that Americans consider Black men to be more threatening than other people, even if they are the same size. This can have grave implications on everything from how police interact with Black men to how they must learn to navigate in the white and often female-dominated public relations industry.

“I have been in spaces where someone would say that because of my voice, I’m intimidating,” Brown said. “Or that if I’m trying to make a point, that I’m being forceful. Adjectives that are just kind of loaded…if it’s somewhere else, they might be viewed as being assertive.”

But while these perceptions can be difficult to deal with, the men on the panel stressed that their identity is not a liability.

“Our black maleness is a superpower, that duality is a superpower,” Brown said. The key is knowing when to wear that superhero cape and when to don a suit jacket to succeed in the world of PR.

Watch the full panel below.

Allison Carter is editor-in-chief of PR Daily. Follow her on Twitter or LinkedIn.

The post Why there aren’t more Black men in PR appeared first on PR Daily.

The traditional role of a PR professional is to secure earned media for our clients, usually through news outlets. But knowing our target audiences, as well as where they get their news, is a vital part of the role. This isn’t a one-size-fits all proposition. 

Perhaps no demographic group in the United States has as complex a relationship with the news media as Black Americans. For centuries, the media – like most institutions in the country – has maligned, misinterpreted or ignored the Black community. This has instilled a deep sense of mistrust of the traditional media among many Black people, which continues to have repercussions to this day. 

Pew Research has shed light on some of the ways Black people interact with the news media which is vital information for any PR professional seeking to connect with this demographic.  

Keep in mind as you read this that these are only preferences. Black Americans are not a monolith: they range from African Americans who have lived in this country for hundreds of years to new immigrants; they live in big cities and deeply rural areas; and they cut across every economic group. This data is a starting point to be used to drill down to your specific audience segment. 

A preference for TV and social media news 

More Black Americans than any other group (38%) prefer to get their news from television sources at least some of the time, and 76% get their news from TV at least some of the time. That last figure is 14 points higher than white and Hispanic audiences and a full 24 points over Asian audiences, according to Pew Research.  

This demographic also enjoys getting news from social media, most notably YouTube (41%), Facebook (36%), Instagram (27%) and TikTok (22%), which they use to consume news at higher rates than other groups. 

This isn’t to say that they aren’t also receiving news via print, radio and websites, merely that the group as a whole has a preference for getting their news from visual and virtual sources – which could make your targeting easier.  

A mistrust in how Black people are covered 

Sixty-three percent of Black people surveyed by Pew said they feel the coverage of Black Americans is often more negative than coverage of other groups. Trust is a fragile thing, and according to Pew’s research, there is no form of news media in the United States is very trusted by a majority of Black people. Local news outlets were at the highest level of trust, with 48% of Black people placing a great deal or a fair amount of trust in these news sources. National media saw trust levels at 44%. 

Black media, with its roots reaching back to times when Black people were denied a voice in the press, is also still a present, vital voice today. Twenty-four percent of Black Americans turn to these news sources often or extremely often, while 40% do sometimes. This offers a unique opportunity to speak directly and solely to the Black community, and should be considered by PR practitioners. 

The role of newsrooms 

Black people are sorely underrepresented in newsrooms. Even today, only 6% of journalists who report the news are Black, even though 13.6% of the country identifies as Black. And identity matters to the Black community: 68% of respondents said it’s extremely, very or somewhat important that news about race and racial equity should come from Black reporters.  

As a PR professional, finding the right reporter to help tell the story is a key part of any placement. But that can be easier said than done when it comes to finding Black reporters to help share stories. 

Looking at all of these numbers, PR pros seeking to reach the Black community should consider finding a Black reporter who works for a local TV station or Black media outlet. This combination might earn the most trust and buy-in from this audience.  

In the end, it all comes down to listening, understanding their concerns of the demographic and matching the right media outlet and personality to the right story. 

Allison Carter is editor-in-chief of PR Daily. Follow her on Twitter or LinkedIn.

The post By the Numbers: How Black Americans get news appeared first on PR Daily.

Whether it’s a child identifying with a Disney princess who shares their skin tone, a teen yearning to see themselves represented in their sports heroes or an employee seeing people like them in the highest echelons of leadership, stories are key to crafting DE&I narratives that inspire real action and change. 

Kimberly Henderson, digital workplace technology lead for Mars, shared practical tips for creating compelling narratives that foster a sense of belonging during Ragan’s recent Diversity, Equity and Inclusion Certificate Course.  

Building stories of inclusion 

While many of Henderson’s techniques focus specifically on internal communications, they can also work for externally focused campaigns. For instance, from her checklist on what stories must include: 

• Start from the top with real life examples from executives. This can also work well for employer branding campaigns, community involvement campaigns and campaigns in historically marginalized communities. Showing that your executive team truly cares and is involved in DE&I is a valuable marketing tool, as research shows.  
• Demonstrate vulnerability, so others feel comfortable and compelled to share their story, too. Again, this is great advice for an external audience. Being vulnerable and real in your storytelling is going to make it easier for people to see themselves in what you’re doing — either as an employee or as a customer.  
• Show the impact and the “so what?” to emphasize the benefits for self and company. And the benefits for your customers, of course.  
• Reflect the diversity of the company and its employees, spotlighting the workforce across geographies, departments and cultures. These can all work well for outside audiences, or you can encourage customers to share their stories of finding belonging and inclusion within your brand. Showcasing a range of diversity in all its forms means more people will see themselves in your own story. 

Henderson offered suggestions for creating a campaign of stories — perfect for either an intranet or a social media campaign. 

• A campaign-style approach (e.g., series set) to collecting and release stories.  
• Using various voices for balance of perspectives (e.g., Hierarchical roles working together) to tell authentic stories for impact. 
• Branding the series (e.g., “Fearless and Courageous Stories”) to capture attention.  
• Tie stories to existing diversity events or initiatives. 
• Include a call to action for additional stories within those we share. 

Go forth and tell stories.  See Henderson’s full presentation here. 

The post How to incorporate storytelling into DE&I appeared first on PR Daily.

Leah Pimentel, inaugural director of Diversity, Equity, and Inclusion and Culture at the University of California’s Department of Anesthesia and Perioperative Care, wants her colleagues to know that they are seen and their opinions are deeply valued at work.

Pimentel oversees the department’s DE&I committee of six members. She also serves on the San Francisco Human Rights Commission and works to promote city-wide equity.

In increasingly divisive times, Pimentel ensures that everyone has a seat at the table in the organization and their voices are heard.

Pimentel makes sure employees feel valued in other ways too. She recently created an appreciation gift-giving practice for new employees to set the right tone at work.

Pimentel spoke with Ragan about how she makes impactful organizational changes.

Responses were lightly edited for clarity.

From a communication standpoint, how do you effectively convey innovative ideas and solutions to your team and stakeholders?

When I first started, I said, ‘We’re all on this journey together. And we’re all coming from different places. And that’s okay.’ But I think the first thing is to clearly articulate your vision and in DEI it’s not a one-month plan, not a 36-month plan. It’s actually a lifelong journey of understanding, education, self-reflections. … Also creating a supportive environment. … One person cannot do this all. So how can we all work together? Everyone has great ideas, they want to participate. Okay, let’s bring that to the table.

How do you strategically use your influence for work culture change as a purpose-driven leader on the job?

Really defining and articulating that clear purpose of what am I trying to do … and empowering others on the team to be the leader. So, for the DEI and culture team, I ask them what do (they) want to do. What do (they) want to see? … How do you want to educate the department? And giving them that empowerment to be involved because … we’re all (in the) anesthesia (department). And changing that branding and wording and separation to we’re all one team and empowering each other to work together in decision-making and (getting) feedback as well. And leading by example is most important.

Can you explain your onboarding gift process and how you came up with that idea?

One thing I thought about is it’s your first day, you’re excited! You’re that new employee – it’s a fresh start. How can we show you our brand, our culture and make you feel welcome? This is one of my first ideas. … It’s for them to understand the company culture. We are a department that values our employees. We want you to stay. We want to provide you with education, tools and resources as well. By receiving this gift, you see our brand … So, the swag has a box with our logo on it and you open it up and there is a little note that says, ‘We appreciate you and thank you for being part of our team.’ There’s a personalized department water bottle, socks, Chapstick, sunglasses, a notepad and a pen.

How do you integrate Maslow’s Hierarchy of Needs into an organizational culture and help employees feel safe, especially through a DE&I lens?

I think that it is particularly important … to ensure psychological and basic safety needs are met. That we have fair wages and benefits and safe working conditions and a supportive work environment … To ensure that we have belongingness and we promote inclusivity and foster a sense of community, encourage teamwork, collaboration and open communication.

How can workplace leaders better understand the important role they play in creating an engaging, fulfilling and productive atmosphere at work?

Feedback and data (are) important. So, one thing that we do is we have to understand what events do people like to go to. So, we have a variety of morale events. … Our staff DEI and culture team, they’re working on a survey to ask the department what is your level of understanding of DEI, but also how will you want to learn about things. I think it’s important to meet people where they are and teach (them) how (they) want to be taught.

What tips would you give to others looking to integrate DE&I into their department through allyship and accountability?

Take the initiative and educate yourself about diversity, equity and inclusion. Read books, articles and resources and explore different perspectives and experiences because … you want to be well-equipped to foster and create a more inclusive, equitable workplace that constantly changes in a DEI world – and having a pulse on what’s currently happening. I would also say reflect on bias.

What are your go-to strategies for building an employer brand that can withstand societal pressures while remaining true to its purpose and values?

(Start) with a clear definition of our organization’s purpose and our core values and then articulating them in a meaningful and specific way to ensure they align with the aspirations and beliefs of the department and our target audience. Conducting an audit to assess what is the current culture, policies and practices and understanding the potential alignment and areas for improvement.

As a leader on the Human Rights Commission, how do you bring that advocacy for racial solidarity, equity and healing in San Francisco to your DE&I work? 

One of the important and critical things to do is (understand what) is the best approach to help and tailor DEI efforts accordingly. And collaborating with community stakeholders because oftentimes the community has a breadth of knowledge of what’s going on in San Francisco as well. And they are your partners in how you can build partnerships with the stakeholders to ensure DEI initiatives are community-centered and respond to their local needs. … Making racial justice and equality at the center of diversity work. … Seeing what’s happening on the Human Rights Commission and the work we do is very much connected to that DEI work. How are we being an ally and helping various communities?

Learn more about DEI in the workplace and other relevant topics by joining us at Ragan’s Employee Communications & Culture Conference on April 16-18 in Chicago.

Sherri Kolade is a writer and conference producer at Ragan Communications. She enjoys watching old films, reading and building an authentically curated life. Follow her on LinkedIn. Have a great PR/comms speaker in mind for one of Ragan’s events? Email her at sherrik@ragan.com.

The post ‘We’re all on this journey together’: Bringing everyone together for DE&I appeared first on PR Daily.

February marks the beginning of Black History Month (BHM), and comms departments across the country will tell stories both internally and externally over the next few weeks that spotlight Black excellence. This content reflects how organizations align with the lived experiences of their Black employees, audiences and stakeholders— but smart communicators know that this work shouldn’t stop when the calendar flips over to March.

We spoke with content experts to learn about what makes a Black History Month campaign effective and lasting.

Leaning on core values and the proper lens

For comms pros, impactful messaging always is always rooted in your organization’s core values. According to Pooja Samuel, people operations manager at EasyLlama, the key is viewing your people-centric comms through a lens that ensures the organization’s core values are consistently reflected in all content drips.

“Applying a lens of DE&I is sort of normal and natural as someone from a historically excluded community,” Samuel said. “Applying that DE&I purview to your work is the way to keep the conversation rolling year-round, rather than in just celebration months.”

At EasyLlama, the planning for a BHM campaign begins well in advance of the start of February, allowing Samuel and her team time to strategize about the most impactful channels and messages to disseminate. This allows her and her team to have discussions about their BHM strategy and how it ties to wider content efforts.

This year, Samuel and her team’s BHM timeline is broken up by week, with each week taking on a different topic, including Black business in the United States, Black influence on the arts, and more. The timeline then goes into more detail on specific posts, which channels they’ll be shared on, and when applicable, how employees can interact with them.

“I wanted to make this content timeline because it’s a larger lift than just sending a few Slack messages saying it’s Black History Month,” she said.

BHM content is also an opportunity to share the everyday experiences of colleagues according to Jordan Jennings, senior director of communications and marketing at CHC: Creating Healthier Communities.

‘Communicators can continue to uplift diversity, equity, inclusion, and belonging efforts far beyond Black History Month–or any awareness month for that matter,” she said.

Every day is a chance to share the lived experiences of key stakeholders — not just February. A BHM campaign can also go beyond just content and transition into actions that the comms team can feature. Jennings’ organization is running a “Doula Diaries” campaign to support its  Black Birthing Initiative, and to share the important work doulas do in their communities.

“We support our Black Birthing Initiative community partners and the women they serve all year long, beyond Black History Month, raising awareness of the work and stories through videos, emails, reports, social media, brown bag lunches for employees and more,” she said.

“When a family in the program had a home fire emergency in December, our staff contributed to basic needs and one of our staff purchased the items and delivered to the family.”

A wider perspective and pushing toward action

BHM content might only come around once a year, but it shouldn’t be viewed in a vacuum. Instead, content teams should seek out Black voices within their organizations and work to amplify the stories that matter to them.

“Black History Month is about lifting under-resourced or under-heard communities,” said Shalom Obisie-Orlu, communications and marketing coordinator at Creating Healthier Communities. “Consider having more Black voices weigh in on your content and look for ways all year long to include diverse voices in your content strategies.”

Additionally, communicators can seek to go beyond content drips and keep the conversation going by communicating policies through a DE&I lens.

“Say you’re instituting a new pay scale,” Samuel said. “We need to tie in inclusivity, equity and transparency so everybody knows they’re being paid for the same level of work. It doesn’t matter if you’re a person of color or what your sexual orientation is, you’re going to get promoted off this process because it’s most equitable. This approach communicates inclusion and encourages a diverse team to grow.”

It’s also important for comms pros to realize that the messages and themes of Black History Month don’t need to end on March 1 —- these lessons can be carried throughout the year. They also serve as conduits to concrete action.

“Positive stories about Black History Month or any awareness or observance should be transformed into tangible action whenever possible,” Jennings said. “At CHC, we’re not just recognizing doula heroes during Black History Month, we’re supporting our Black Birthing Initiative community partners and those they serve by offering continuous, practical support.”

At CHC, that support comes in the form of providing doulas with full-time salaries.

For Jennings and CHC, it’s about not just talking the talk but walking the walk as well.

“None of us want our organization to simply promote during observance months but not evaluate our internal practices,” she added.  “We should be intentional internally before going external.”

Sean Devlin is an editor at Ragan Communications. In his spare time he enjoys Philly sports, a good pint and ’90s trivia night.

The post How to roll out authentic, meaningful comms during Black History Month appeared first on PR Daily.

A new survey from Morning Consult found that American adults in every age demographic believe that corporations have at least some responsibility to display diverse, inclusive marketing. This data comes even as DE&I efforts at companies, universities and elsewhere are being criticized or even penalized by conservative legislators.  

Still, despite evidence of some fatigue around empty DE&I gestures, the broader public remains supportive of marketing efforts that display the breadth of American diversity.  

As you might expect, the number of people who support inclusive marketing increases as age decreases, but even 70% of Baby Boomers think companies should have inclusive marketing all or some of the time.  

The major caveat to this data: The survey also found that despite these strong preferences, diverse marketing is one of the least important factors when it comes to swaying customers’ purchasing decisions. 

Only 18% of survey respondents said that diversity and inclusion in their marketing was “very important” when determining where they shopped or what they bought. That put the answer in third-to-last place among the 17 factors Morning Consult queried, tied with “Has values similar to mine.” Only “Follows environmental or sustainability initiatives” (17%) and “Recommended by friends, family or influencers I like” (16%) ranked lower.  

The major drivers of consumer-centric purchasing decisions are more practical: price is the number one driver (44%), followed by having products in stock (39%) and a safe shopping environment (39%). 

Indeed, only 28% of all Americans said they’d made a purchase in the past month based on the inclusivity of a brand’s marketing. But that number becomes much more nuanced when we take a closer look at the demographic breakdowns. 

As we can see, those topline numbers are skewed by white, older adults, who are not driven by diversity in marketing. However, we see different trends emerge when we look more specifically at Gen Z, Hispanic and Black audiences. 

While diverse marketing still did not break 50% with any of these groups, it got close in every case, with 47% of Gen Z adults, 41% of Hispanic people and 42% of Black respondents reporting that they had made purchasing decisions based on a commitment to DE&I in advertising. 

What it means 

In short, these numbers state something good communicators and marketers should already know: Our content should reflect our audience.  

For white people, that’s already often the case. A 2022 study found that 72.5% of actors in digital and video ads were white and non-Hispanic, even though this demographic makes up just 59% of the U.S. population.  

But for people who aren’t as accustomed to seeing people who look like them in marketing, advertising and communications, seeing themselves reflected can influence purchase decisions in a more meaningful way. 

So when asking yourself which stock photo you should use on that article or which influencer will best resonate with your audience, stop and think about the audience you want. Showcasing diverse people in marketing is widely favored across demographics and can especially increase purchasing decisions among younger demographics and people of color.

Read the full Morning Consult report here.  

Allison Carter is editor-in-chief of PR Daily. Follow her on Twitter or LinkedIn.

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Observed on the third Monday of January to mark the birthday of civil rights icon Dr. Martin Luther King, Jr., MLK Day is a timely opportunity for comms teams to kick off their diversity, equity and inclusion (DE&I) efforts with a focus on engaging internal and external audiences both.

But there’s no mistaking that many DE&I professionals face significant challenges to their missions. One of the most prominent is the rise of “DE&I fatigue”, which refers to the exhaustion one can experience at the front lines of DE&I efforts. When that obstacle presents itself, it can be a tough determination for the people behind the important diversity-centered work on how to press forward.

Amid a year when DE&I education is openly challenged, communicators and their colleagues who work specifically within the DE&I function should work hand-in-glove with other leaders, partners and community organizations to advance their DE&I benchmarks with a tangible, strategic and actionable plan.

In honor of a man who knew that words needed definitive action to follow them to make a real difference, let’s look at a few ways comms and DE&I pros can make a tangible impact on and around MLK Day.

[RELATED: Enhance, Advance, and Unify a DE&I Comms Strategy with Ragan’s DE&I Certificate Course]

Education and outreach

One of the biggest starts of a successful DE&I strategy involves educating and reaching out to the communities an organization interacts with. Whether it’s through an event series on the impact of inclusive values on the community or a statement or multimedia clip that celebrates the holiday, there are a few great examples to choose from.

First, let’s look at the NBA’s “It’s Time” video, released for MLK Day 2024. The 30-second clip features clips of players serving the community, speaking at MLK-related events, and old clips of Dr. King, over a narrator telling the viewer that “it’s time to speak up and listen up.”

The importance of this approach is two-fold. As a majority-Black league, the NBA is showing that it supports its players and their commitment to diversity efforts. But it also signals a call to action (including the not-so-subtle inclusion of “I Voted” stickers in an election year) and positions the NBA as an organization with a stake in making a positive difference.

Organizations can also use MLK Day as an opportunity to educate employees on Dr. King’s life, work and ideas. In one upcoming example, Aerodei, a platform that helps organizations read demographic benchmark data with the power of AI, will host an event titled “Advancing the Vision of Dr. Martin Luther King Jr.”,  when CEO Netta Jenkins will alk with civil rights activist Tylik McMillan, allowing employees (along with the general public) to tune in. These events are powerful because they position your organization as a place for educational conversation and idea-sharing that ties back to your culture.

Acts of service

Of course, education starts from within, and savvy organizations will take MLK Day as an opportunity to showcase the values of their workforce. Last year, Amazon set a high bar when it featured employees sharing what MLK Day means to them and their volunteer efforts.

This campaign is impactful because it doesn’t just show messaging from the corporate level — it allows employees to educate external audiences on their commitments by emphasizing their personal, lived experiences. This clip works as employer branding while reinforcing a core tenet of the company’s employee value proposition (EVP). DE&I’s power and impact comes from platforming underrepresented and unheard perspectives, and this piece of content shows how that can be used to commemorate Dr. King while nurturing culture at the same time.

Communicators should also serve as a conduit to employee volunteering efforts. By working with DE&I and ESG functions within the organization, comms can advance team volunteer projects, time off for volunteer work, and more. In addition, good volunteer comms can encourage employees to form their own volunteer efforts that other employees can join in through employee resource groups.

Martin Luther King Jr.’s philosophy centered on the idea that tangible action needs to follow meaningful words. As DE&I communicators, let’s take a leaf from his book to make our words—and actions—count.

Learn more about other relevant DE&I topics by joining us at Ragan’s Certificate Course on Jan. 17, Jan. 24 and Jan. 21.

Sean Devlin is an editor at Ragan Communications. In his spare time he enjoys Philly sports, a good pint and ’90s trivia night.

The post Offering education, outreach and service this MLK Day appeared first on PR Daily.

2023 was a year of transition for the corporate practice of diversity, equity and inclusion. 

Three years removed from the murder of George Floyd and ensuing protests that catapulted this set of priorities and protocols into the mainstream, urgency has begun to fade for some organizations. Layoffs of both DE&I professionals and diverse hires who suffered from a “last in, first out” mentality reversed some of the progress of recent years. Additionally, the Supreme Court case that ended affirmative action at universities has had a ripple effect, with a group of Republican attorneys general warning companies that take race into account during the hiring process may be subject to legal action.  

But all is not gloom and doom for DE&I. Dorian Langlais, co-founder, managing partner and head of DEI Practice at Rally Point Public Relations, works with Fortune 100 companies to improve their outreach and communications with Black, Asian and Hispanic communities. And he found plenty of reasons to be optimistic about 2024, despite the challenges. 

“Some (companies) will probably shrink back. It just is what it is, but there are definitely a number that are starting to say, we’re not gonna do that,” he told PR Daily. “We’re gonna push full steam ahead. That’s encouraging.” 

Here are some of the biggest trends Langlais foresees for 2024 in the DE&I space. 

Collaboration is key 

There is a growing trend of creating content that brings different worlds together — pieces that speak to inclusion and bringing diverse audiences together. This doesn’t mean being preachy, however — it’s just a different way of looking at inclusion. 

Langlais points to a collab between Nike and Louis Vuitton, bringing sneakers and high fashion together. There was also a staged beef between rapper Travis Scott and tennis great John McEnroe over what to name a sneaker.   

“Collaborations from different worlds bring people together,” Langlais said. “And I think that’s definitely what’s needed. It’s not people being in their silos. The PR industry has a really great opportunity to play a big part in that. When we put them out together, there’s a story to tell.” 

Agencies must diversify 

As a co-founder of an agency, Langlais has made hiring diverse talent an intentional part of his strategy. Not just because it’s the right thing to do, but because it’s also good business. He predicts more agencies that want to make intentional progress in the DE&I space will need to step up hiring to be truly representative of the communities clients want to reach. 

Data shows that the PR industry as a whole continues to lag in diversity compared to the U.S. as a whole, and that agencies are even farther behind.  

“PR agencies, particularly, are going to have a lot of work to do in this space next year. And if they’re not really well equipped in position now, they’re going to have a really tough time next year, because things are going to move very fast and furious very quickly,” Langlais said. 

DE&I work must be done with intention and must be built over time, Langlais said. And that starts with hiring diverse teams who truly understand and empathize with the needs of their community.  

The election 

Black and brown people, LGBTQ+ people and others who fall under the vast DE&I umbrella find their existence politicized in the U.S. And that is especially true as we move into an election year where rhetoric around multiculturalism, race relations and gender identity is already white-hot.  

Langlais notes that while there are people on both ends of the political spectrum who deal in extremes and can’t really be persuaded, there are many in the middle who can be. They’ve weathered the societal challenges of the last few years and don’t want to go back to how we were in early 2020.  

“The election reminds folks who maybe took their eye off the ball — corporations and companies and individuals and companies like ours — that, hey, listen, the fight’s not over.  The fight is not over. And we need to continue to press on and do what’s right and do what needs to be done to support people,” Langlais said. 

As the political conversation heats up, Langlais expects corporations to once again retrench their pro-DE&I stances. After all, diversity is growing in the United States. It’s just good business. 

Regarding the Supreme Court decision, Langlais said that big corporations will find ways around the prohibition with linguistic tweaks and deep pockets, though smaller organizations may be frightened off. 

Still, Langlais expects 2024 to reinvigorate this movement.  

“It really takes the muscles and fortitude for companies, for agencies like ours, to really keep pushing, especially when there are some out there who are like, ‘Yeah, we don’t really know if we want to keep going in this direction, or we decided to go elsewhere.’  For us to keep that pedal to the metal, to keep moving.”  

 For inspiration on how to keep moving forward, join us for our Diversity, Equity and Inclusion for Communications Certification course, starting Jan. 17. 

Allison Carter is editor-in-chief of PR Daily. Follow her on Twitter or LinkedIn.

The post DE&I in 2024: Transforming fatigue into ‘full steam ahead’ appeared first on PR Daily.

This story was originally published on March 1, 2023. We’re republishing it as part of our countdown of top stories of the year. 

Samantha Rideout is a strategic marketing leader passionate about telling stories about influential brands. She is the product marketing lead at a health tech startup.

It landed in my inbox with the LOL emoji. That’s not how any brand wants an earnest post to be shared. In this case, the post was a self-congratulatory mosaic of female faces paired with a claim about their female-friendly workplace. Anyone who Googled the organization could see the stark absence of women in leadership roles, or really any diversity in upper management. But the post was especially laughable because we had worked for that brand and felt first-hand the lack of support for women. We knew the post was a lie.

Brands get rewarded for authenticity. It’s an important factor for 86% of consumers. On the flip side, brands are punished for faking it. Nearly a third of millennials (30%) unfollowed a brand on social media because they felt their content was inauthentic.

When you peel back the layers of most cringey Women’s History Month posts, the problem boils down to a lack of authenticity. Authenticity is the thread connecting this cautionary tale to the following four blunders brands make each March.

 Technology brings insincere posts to their knees.

It’s fun for the marketing team to brainstorm ideas to fill the social media calendar, but before starting a mind-mapping exercise, consider the organization’s pay gap.

Francesca Lawson, a copywriter and social media manager, and Ali Fensome, a software consultant, created an automated account (aka a bot account) to hold brands accountable. The verified Gender Pay Gap Bot leverages publicly available pay gap data and retweets brand posts with: “In this organisation, women’s median hourly pay is [insert percentage] lower than men’s.”

“The bot exists in order to empower employees and members of the public to hold these companies to account for their role in perpetuating inequalities,” Lawson told the New York Times. “It’s no good saying how much you empower women if you have a stinking pay gap.”

A quick scroll through the @PayGapApp feed shows many retweets with the sheepish notice that: “This Tweet was deleted by the Tweet author.” Instead of taking an introspective pause to consider the authenticity of their message relative to their embarrassing pay disparity, many reposted their tweets using a different variation of an International Women’s Day (IWD) hashtag.

Fortunately, another industrious Twitter user, Madeline Odent (@oldenoughtosay), saw this attempt to dodge accountability. She started keeping track of brands who deleted tweets after being called out by the bot. Brands can’t escape the paper trail left behind online.

 Generic posts trying to speak for all women miss the opportunity to amplify the voices of any women.

A templated post that splashes up a generic claim about “breaking the bias” or “embracing equality” will blend in with the other noise. Sharing a unique perspective from an individual woman, especially an employee, will tell a better story than a vague, blanket post. Attempting to reach everyone runs the risk of resonating with no one. Yet a relatable personal story can reach into the experience of many and create meaningful connection.

People are posting the content your brand needs right now. User-generated content (UGC) is unpaid content published on social media or other channels that brands can leverage. Social campaigns that incorporate UGC see a 50% lift in engagement, according to Salesforce.

How to encourage employees to join the Women’s History Month conversation:

Provide writing prompts, examples, best practices, and reminders for the women in your organization.

What happens when a brand shares its employee’s posts?

• Increased visibility helping employees build their personal brands.
• More authentic content for the brand account.
• More effective content for the brand account.
  • Millennials believe that UGC is 35% more memorable than other media.

 Bad jokes can charbroil brand reputation.

This list started with content that became the butt of the joke due to misalignment with company culture. But what about intentional humor? Three out of every four consumers appreciate humor from brands. Comedy is excellent but vet your jokes.

Burger King learned this lesson the hard way in March 2022 when they tweeted, “Women belong in the kitchen” on International Women’s Day. The tweet was quickly deleted, and an apology issued, but a sea of responses and reactionary memes flooded in nonetheless.

Many situations require corporate apologies, but no one wants it to be because of their inappropriate joke.

 Communications can’t be the only department that cares.

Look around your office and ask a hard question. Who cares about Women’s History Month?

External communications should not be the only thing your brand does for Women’s History Month. Think back to the first fumble on this list and consider the experience of women at your organization. Will employees laugh or roll their eyes at your post?

Saying nothing is better than saying something hypocritical. Yet silence can’t be a permanent solution. Women’s History Month is an opportunity for a cross-functional executive discussion about what it’s like to be a woman in your organization. Implement change like employee resource groups (ERGs), advancement and mentorship programs, or other diversity, equality, and inclusion (DEI) efforts that are broader than a single month.

Bottom line: Even the best communicators can’t fix an institutional problem with messaging. It has to go beyond communications.

Avoid becoming a cautionary tale or being flagged by a bot, and consider how your brand can add value to the Women’s History Month discourse.

The post Top stories of 2023: How to un-cringe your Women’s History Month communications appeared first on PR Daily.

Autism diagnoses are increasing in the United States and one in five people are considered neurodiverse. 

Neurodiversity is perhaps best known to mean autism and spectrum disorders, but it can also include anxiety disorders, dyslexia and other sensory disorders and mental illnesses.

As their prevalence rises in society, so too does the importance of making content in the workplace accessible. Additionally, communicators may find themselves tasked with ensuring emails, videos and other communiqués are understandable to people with visual or auditory impairments. 

[RELATED: Enhance, Advance, and Unify a DE&I Comms Strategy with Ragan’s DE&I Certificate Course]

What accommodation looks like for each individual in the workplace will differ. However, it’s up to DE&I experts and communicators to anticipate those needs with programs and resources that cater to these growing audiences.

Christina Frantom, internal communications lead—Mercedes-Benz U.S. International, spoke to Ragan about ways to help boost these comms efforts.

Get leadership approval first 

Getting leadership buy-in early can ensure that proper resources are allocated for DE&I efforts so projects have a higher chance of success and visibility.

“Gone are the days where this is (considered) volunteer work by people who are trying to ‘do the right thing,’” Frantom said. “This is a business process that needs to be worked in and incorporated with and alongside all the other business processes you have.” 

After securing approval, it’s critical to incorporate DE&I work companywide. That could look like inviting employees to learn more about employee resource groups, including those for people with disabilities, or intentionally bringing more neurodiverse talent in. That also might look like ensuring DE&I programming is on companywide calendars and agendas. 

Another way to bolster visibility is realizing that DE&I comms should be available to everyone. Send out emails about the latest news from this space. Consider planning DE&I activities and have signage around the workplace discussing initiatives.

Frantom said that evangelizing DE&I work from the top down can help overall efforts companywide.

“One of the most tangible things you can do is set it (DE&I initiatives) as a priority,” Frantom said.

Be accessible and intentional

When creating DE&I plans, ensure that neurodiverse individuals and those with disabilities have a seat at the table when those discussions are taking place.

“You want to make sure that when you’re at a table, that when you look around that table, that there are people who are representing the community that you’re discussing or that your programs or processes or the outcome of your decisions are going to be affected,” Frantom said. 

Now with representation at the proverbial table, creating comms for neurodiverse audiences and people with disabilities is a great way to build strong employee retention and trust. 

That could look like using closed captions or transcripts during and after a meeting. 

“You want your content to be accessible to everyone as much as possible regardless of if (they) have a visible or invisible identity,” Frantom said.

In addition to closed captioning, make sure that your metadata fields are complete when designing everything from websites to presentations to spreadsheets. That could be a content creator adding alt text. This helps someone who is visually impaired to hear the description via a screen reader. Frantom said making those extra steps “takes your content to the next level for all audiences.” 

Another example could be ensuring individuals with red-green colorblindness can access your content. Frantom said that during the holiday season, many festive content creators could put out a story or message featuring those colors. 

“People (who have) red and green colorblindness, they can’t read it,” Frantom said. “And so that just needs to be an awareness when creating content.”

Frantom suggested setting “editing gates,” her term for testing content for accessibility with real people. Put your content in front of individuals who occupy some of those reading or audio-impairment identities and review it with them. Talk with someone who is colorblind or dyslexic, for example. Learn what works and what doesn’t work from their perspective. But don’t just stop there.

“Making it a priority to caption and describe your video content not only makes the consumer experience more accessible, it also makes sure that you have communicated intent along with your graphics and text,” Frantom said. “Preparing your content to be read by screen readers or other assistance devices, as well as designing for red-green color blindness, for example, makes a big difference for individuals using those devices.” 

Frantom said it’s important for communicators to proactively search for opportunities to appeal to their audiences instead of waiting for them to tell you their needs.

“As communicators, designers, and content creators of all types, it is our job to make sure that we are not only meeting industry standards but also exceeding expectations where marginalized audiences are concerned,” Frantom said. “Create content that is as consumable as possible, but make sure you are getting to know your audience on the granular level as well.” 

Learn more about these and more relevant DE&I topics by joining us at Ragan’s Certificate Course on Jan. 17, Jan. 24 and Jan. 21.

Sherri Kolade is a writer and conference producer at Ragan Communications. She enjoys watching old films, reading and building an authentically curated life. Follow her on LinkedIn. Message her if you have a great PR/comms speaker in mind for a Ragan event.

The post ‘This is a business process’: Improving accessibility for neurodiverse, visually impaired audiences appeared first on PR Daily.