3 Strategies for Infusing Intersectionality into Gender Equity Initiatives

Each year on International Women’s Day, I take a moment to reflect. What has changed for women over the past year? What has stayed the same? And what should we be doing differently to better support women going forward?

As I reflect, some trends stand out to me. While women are still under-represented in the workplace and in positions of leadership, many are harnessing their power and looking for employers that value their contributions. According to recent research only one in four C-suite leaders is a woman, and only one in 20 is a woman of color. Data show that women leaders are leaving jobs at a higher rate than ever before – in pursuit of growth opportunities and a more inclusive corporate culture. Women continue to balance caregiver responsibilities and work. Many of us have had the honor of caring for our aging parents, while others are navigating childcare responsibilities in the face of RSV, COVID-19, a growing maternal health crisis and other barriers. And, while these issues impact all women, the intersection of race, class, sexual orientation and ability impacts outcomes.

As a Black female executive and DEI leader, the concepts of intersectionality and equity are personal to me, and crucial lenses through which I approach my work. Gender equity is the fair and impartial treatment of individuals regardless of their gender, ensuring they have equal access to opportunities, resources and rewards. Intersectionality refers to the interconnected nature of social identities such as race, gender, class, sexuality, ability, and more, and how they intersect to create unique experiences of privilege and oppression. Intersectionality recognizes that individuals hold multiple identities, and that our experiences and challenges are shaped by the interaction of these different identities. For example, I may face unique challenges that a white woman or a Black man would not experience due to the intersection of my race and gender.

As the largest and most diversified healthcare products company in the world, we recognize that as we advance women as part of our DEI commitments, we must ensure that we are advancing women of all backgrounds. At J&J, we see this as a business imperative and driver of talent retention and innovation. 

We must all continue to ask ourselves, ‘what should we be doing differently to better support women going forward?’ Here are a few strategies that are working for J&J: 

1.    Invest in employee health and wellbeing and consider the needs of women of all backgrounds. As a person of color, I know that there has long been a stigma associated with those who seek support for mental wellness. And when we do search for providers, there are not as many who look like us. In fact, an American Psychological Association study from 2020 showed that while 12% of the U.S. population was Black / African American, Black psychologists comprised only 4% of the U.S. psychology workforce that year.

When I lost my mother earlier this year, a close friend suggested that I speak to a mental health professional who could provide support. “I’m going to sit here with you until you make the call,” she said – knowing that I wasn’t going to do it otherwise. I logged on to Johnson & Johnson’s employee resource site and was pleased to find that I was able to find several therapists who are Black women in our care network. This was important to me. As a Black woman, it was essential to speak to someone who could better understand my experience and help me to navigate the challenges ahead. Through this experience, I was reminded how important it is to invest in health equity and mental health – not only for the communities we serve – but for employees. Data show that when patients have care providers that share their background, they are more likely to have better outcomes.

2.    Build a workforce that reflects the diversity of the communities you serve. Data show that diverse teams that operate inclusively consistently outperform less diverse teams. I have seen this in my own experience. Earlier in my career, when I was leading a regional sales team, my team was consistently exceeding our goals. The VP of our organization asked me what I was doing differently, and I told him that the results were because of the hires I had made. We strategically built a diverse team that brought unique perspectives and understood the needs of the communities we served.

Our Health for Humanity 2025 goals set ambitious 5-year targets to improve gender and racial diversity. We are committed to achieving 50% of women in management positions, and I am thrilled to share that two of our four regions have achieved gender parity. In the U.S., we look to achieve 35% racial and ethnic diversity in management positions. We are also working towards 50% growth of our Black / African American talent in management positions and achieved 25% growth in our first year.

To drive progress, we’re taking various actions to reduce bias including leveraging AI in our job descriptions and using diverse slates and interview teams. We are also supporting women leaders of all backgrounds through our Global Women’s Leadership Development and Enterprise Sponsorship Program. 

3.    Last, but certainly not least, include “belonging” in your company’s definition of DEI. People need to feel that they belong. You can have diversity, but if women don’t feel they belong, then they will leave. When you further break down the data to look at women who are seeking jobs where they belong, often times, it’s employees of color.  At J&J, our DEI strategy is central to delivering a culture of belonging for all employees. We are focused on supporting people who identify as women and connecting them to opportunities to succeed.  

Core to our culture of belonging are our Employee Resource Groups (ERGs), which create a space for employees of shared cultures to connect, celebrate and advocate for their communities. Our ERGs help women, and women with intersectional identities, to build belonging in our company.   

As we all continue to push for gender parity, we must ensure that intersectionality is an integral part of the discussion. This will help all organizations to improve outcomes for their businesses, employees and communities. 

#IWD2023