Omaha organizations that want a professional environment inclusive and representative of the diversity of the community continue to have work to do, a recent study from the University of Nebraska at Omaha found.

UNO industrial/organizational psychology doctoral students Laura Brooks Dueland and Emily Adams recently presented the findings at a virtual conference held as part of the Greater Omaha Chamber’s Commitment to Opportunity, Diversity, and Equity, according to a UNO news release.

About 40 organizations completed the assessment, which is one of the three steps included in the CODE Employer Coalition Commitment that the organizations have pledge to follow.

The study found that women, people of color, and those who identify as a gender minority are underrepresented and have less positive experiences than their white male colleagues in surveyed Omaha workplaces.

The study found that women and people of color are not being promoted as often as men and white employees. All other racial and ethnic groups are under-represented, in comparison with the demographics of the city, but the largest disparities occur for Black and Latino people. Those who identified as transgender, non-binary and gender non-conforming reported less positive experiences in the workplace.

Researchers noted that the COVID-19 pandemic is likely to only enhance such disparities.

“Marginalizing certain community members weakens our community and makes it a less attractive place to live and work,” Carey Ryan said in the release. “Organizations that address (diversity, equity and inclusion) are likely to attract diverse employees and customers.”

The UNO doctoral students also presented potential action steps that Omaha employers can do to make their workplaces more inclusive. For example, when it comes to hiring and promotions, organizations have an opportunity to be intentional in their recruitment practices and ensure that criteria for promotions do not systematically disadvantage certain groups.

About 60% of the organizations surveyed reported annual participation in training related to diversity, equity and inclusion. But less than a quarter of them reported implementing DEI competencies into performance evaluations.

“Diversity training can be leveraged as an employee development opportunity rather than strictly a compliance-oriented engagement,” Adams said. “There is an opportunity to integrate diversity training into other areas of talent management, though it may be ineffective if the training occurs away from the usual workplace and is not integrated into an overall DEI strategy.”

Employers interested in joining the CODE Coalition must make a commitment that requires creating and implementing a comprehensive diversity and inclusion strategy; hiring or appointing diversity and inclusion leadership; and measuring success through participating in a DEI assessment. The chamber makes a DEI consultant available to program members.