But for many white-collar workers, working remotely was a significant silver lining. For some, like people with disabilities or those with caregiving responsibilities, it was life-changing, opening up new job opportunities or allowing them to keep working when they might otherwise have had to quit.
While some companies prepare to call workers back to the office now that vaccines are widely available, others — including Ford and rival GM — are embracing remote work for the long haul. Ford, of course, took part in another work revolution more than a century ago. Henry Ford famously transformed factories with the moving assembly line, and the rise of the automobile helped reshape cities and commutes. Now, Ford says, even once the pandemic is over, staff can work remotely when their job allows it.
Instead of assigned desks, workers will reserve office space when they need it — a process called "hoteling. But unlike, say, tech companies, a manufacturer like Ford also has to think about its huge pool of workers who have to show up in person. Robinson says they're trying to think of new amenities to offer workers at plants, so they aren't entirely left out of the changes to Ford workplaces. Brett Fox, of the United Auto Worker's union, has some ideas for everyday improvements at plants.
That would be an expensive upgrade, he acknowledges. He also suggests changes to break rooms, or improved ventilation, to make plants more comfortable. So we need to do everything we can. Of course, huge differences between office work and factory work are, well, as old as offices and factories. She says there are ways to address this inequity, from making workplaces safer to giving workers more training and opportunities for career growth.
She also points out that there are some jobs we all assume have to be done in person where technology may, eventually, prove those assumptions wrong. Not every job can go remote. But Ingilizian argues that employers need to think more expansively so the workers who risked the most during the pandemic don't get left out of a wave of post-pandemic workplace improvements. This focused initiative should not limit similar efforts to address disparities of gender, sexual orientation or age discrimination, or harassment of any kind.
It is vital that NPR take meaningful steps to embrace change, not just for the sake of our own organization, but for our colleagues throughout the public radio system. The culture at NPR sets an example for the culture of hundreds of member stations nationwide, many of which represent the last stronghold of local news programming in their communities. Transformation is both a moral and an existential imperative: The future of NPR is at stake.
The company must change if it hopes to finally live up to its mission statement and finally reflect the public it serves. And it would represent meaningful progress toward reflecting the U. And while NPR has made some progress in diversifying editorial staff in the past several years reducing the percentage of white editors from Their annual reviews must assess their success on these fronts, with corrective actions taken if they are falling short of their job duties. As NPR has recognized, all hiring panels must be diverse.
HR should track finalist pools and hiring panel makeup, publish the overall results and hold individual hiring managers accountable when they fall short. NPR must commit to analyzing information gathered from the exit interview process for issues related to diversity, equity and inclusion and providing at least a biannual, aggregated summary of relevant suggestions, trends and issues to union representatives.
NPR must:. There should be at least three or four of these opportunities each year, with options available to the entire News and Programming divisions, including music and research staff. Staff should not have to take pay cuts to accept these opportunities, which must be a tool for expanding opportunities and creating career growth, not pushing people to work for less pay.
TEMP ANALYSIS : NPR must commit to an analysis of its use of temporary employees, including: demographic data on current temporary employees; data on the rate of temporary employees leaving the organization; and whether racial disparities exist in the conversion of temporary employees to permanent employees.
NPR must release this data as part of its annual release of newsroom diversity data through the public editor and on NPR. Source tracking is a powerful tool that has been endorsed by NPR management. But the reality is that the implementation of this across the newsroom is scattershot, and reporters and producers have not been given the tools they need to do this effectively. While NPR staffers with language skills can continue to volunteer to help with reporting that is not conducted in English, solely relying on the often unpaid labor of our colleagues is unfair and risks inaccuracies.
Since producers and news assistants at NPR are more likely to be people of color, this will expand recognition of their work while also supporting source-tracking efforts that acknowledge and incorporate the work of non-reporters. Part of that process must include designating newsroom contacts with journalist affinity groups who offer style guidance in order to stay up to date with any changes.
The union will follow up with additional surveys as work progresses and present this document at a member meeting to foster discussion and the generation of new ideas for what the union can do. The union will send a representative to meetings of the ERG council to listen and learn how the union can best support efforts toward mutual goals.
0コメント