The short update is that I did not resume my Book Spotlight routine in April, nor am I sure if I will be able to do so in May. Keep reading for the longer update.

As I mentioned in my previous post, which you can read here, I work in essential services. Shelter-in-place has just been extended through the end of May. HR has yet to provide a satisfactory response to my inquiry about additional compensation for essential employees, to recognize what is being asked of us and what we are contributing to the company during this unprecedented time. Given the nature of this workplace, I am not surprised, but I will also not stop asking until I receive a definitive answer.

I have learned a lot about my colleagues in these past few weeks. My recent observations, combined with experiences at past jobs, have caused me to think deeply about ways of enacting change in various workplaces. I am recording some of my thoughts here, not because they are revelatory or innovative*, but because I can process ideas more effectively by writing them out.

• How are the priorities of the management team reflected in their treatment of individual employees? Are employees able to trust management to treat them with respect? Does management demonstrate equal respect to all employees?
• What forms of recourse are officially (i.e. as set down in writing by the company) available to employees who encounter an issue with another employee or with the company? Are employees able to trust the HR department to address their concerns with respect and commitment? Are employees provided with the means to contact the HR department or other appropriate departments? Are the staff of these departments properly trained to address employee concerns? What is the company policy regarding turnaround time to address employee concerns?
• Are company policies accessible to all employees? If an employee is unable to access company policies in the “standard” form provided by the company, how many steps does the employee need to go through to receive access? Is the employee able to gain access without resorting to an informal process, such as the assistance of a colleague whose job description does not include providing this type of assistance, or the assistance of someone outside the company, such as a family member or friend?
• Are all employees treated equally by the (formal or informal) company culture? Does the company culture favor certain employees over others? Are certain assumptions made about “all” employees which may not in fact apply to all employees? Do company policies regarding workplace behavior contain loopholes which easily enable favoritism or bias? If favoritism, bias, or bigotry are common aspects of company culture, what factors enable this situation?
• Does the company have a track record of positive (as defined by the company and/or the employees) changes? Is the staff composed primarily of long-term or short-term employees? Is there any correlation between the company’s track record of positive changes and the employee retention rate? What traits and values do the company’s longest-serving employees have in common? What actions does the company take to encourage employees to stay?
• What networks and support systems have employees created for themselves? Based on the nature of these networks and support systems, what are the primary concerns and values of the employees? Are there significant gaps between employee values and company values? How has the company responded to these networks and support systems? What measurable changes have been enacted by the company as a result of employee organizing?
• Are employees able to organize safely, without fear of retaliation by the company? Are all employees aware of their rights? Has the company clearly communicated these rights to all employees in an accessible format? Does the company utilize informal methods to discourage employee organizing? Are employees penalized, directly or indirectly, for speaking up? Which specific aspects of company culture or policy might be threatened by employees advocating for themselves?
• Do employees consider organizing to be an effective method of achieving their goals? Is there enough trust between the employees and the company for employees to safely and honestly state their concerns as a group? Do employees feel the company will listen to and address their concerns?

There is much more that could be said, but I think this is enough of a start. I tried to be general in my bullet points, but my primary concern at this job and at my previous jobs has been race. From what I have been hearing lately, many of my POC colleagues are dissatisfied with the state of things, but feel they cannot speak up, either because they fear retaliation, or because they are convinced nothing will change. There also seem to be a few who want to steer clear of any conflict, though I am not sure if they simply find it easier to play white or if they have other reasons. I have my doubts about whether things will change, but I am going to try anyway. Wish me luck!

*Many POC activists, professionals, and scholars have addressed these issues or similar ones through their individual areas of expertise.