People

How a pandemic changed the way Facebook takes care of employees

"If you are black and brown in America, even if you work at Facebook, you are more impacted by COVID-19 than many other people in many other groups."

Maxine Williams, Chief Diversity and Inclusion Officer at Facebook

"We can't build successful products that people will find relevant and useful if we don't understand who those people are and what is relevant to them, what is useful to them," says Maxine Williams, chief diversity and inclusion officer at Facebook.

Photo: Courtesy of Facebook

Diversity and inclusion, or D&I, has never been tech's strong suit. But heading into 2020, many in tech promised to get serious: A Glassdoor report predicted that D&I would emerge as a top priority for companies this year. That was before the pandemic. Now it seems more at risk than ever.

"If people think it's just nice to have, then in times where you can't afford nice to have, you let it go," Maxine Williams, chief diversity and inclusion officer at Facebook, told Protocol.

Facebook is one of the companies that had big D&I plans for 2020. Its 2019 diversity report revealed minimal progress — women make up 36.9% of Facebook's workplace, and black and Hispanic employees make up just 9% combined. Both percentages increased by only 0.6% over the year prior. Going forward, Facebook set itself an ambitious goal to achieve 50% diversity (including women, people who are black, Hispanic, Native American, Pacific Islanders, people with two or more ethnicities, people with disabilities and veterans) in its workforce by 2024.

Even as coronavirus has shifted business priorities everywhere, Facebook is keeping its commitment to diversity. Williams described Facebook as "very data-driven," and said she's usually focused on hiring percentages and inclusion metrics. But more recently, Facebook is turning inward, with an approach that's more emotional than numerical. In an interview, Williams told Protocol that Facebook has made several internal changes to support its employees in response to the coronavirus. They could affect the company's work life for a long time.

This interview has been lightly edited and condensed for clarity.

What's it like trying to be a diversity leader remotely and trying to respond to the many different kinds of experiences people are going through now?

It has actually forced me and our team to "walk our walk" more. You have to be very deliberate about being inclusive when separated in the way we are.

I'm in the middle of doing check-ins with every single Facebook employee group across the world, starting with our Asia Pacific Islander group. We saw the surge in xenophobia that came out initially, and has continued, against people who look Asian. Working with that group, standing up for that group, giving space to the group. It's been a time that has made us be honest about what we should have been doing all along, and walk that walk more deliberately, more strongly.

What have you learned from that "more deliberate" mindset?

When people feel vulnerable, they don't need you to solve the problem for them, but they need to know that you are there for them if they need it. One could say: Having all these talks, what is it really doing? When I say we do safety checks, it's literally check-ins like, "OK, how are you today?" Truthfully, yeah, having a talk with somebody doesn't give them physical security when they walk out their door, if what they're afraid of is that they'll be spat upon because of what they look like. But it does help them with psychological safety. They know that if they need us, we are there, and that matters a lot.

But there have also been actions taken as a result of what we learn from employees, particularly on the mental health side where people have expressed needs.

We made the decision to remove all performance ratings. That is a huge thing for our company. We're a very performance-driven company. We recognized early on that the levels of anxiety and disruption caused in people's lives would not create an environment of psychological safety for people to operate in. We didn't want people to be concerned about what was going to happen with their tenure, their bonus or their job security, given how they might end up performing in this period because of COVID-19.

That was an action to address the anxiety, the uncertainty and the conditions we were dealing with now, which we'd never done in the company's history.

Is that changing Facebook's culture?

The long-lasting effects are too soon to say. Definitely people are saying they feel more included than they have before. But at the same time, if you were a new hire, no. You have to try to connect with a set of people who never met you. And we have committed to hiring 10,000 new people this year.

We have canceled all large gatherings until June 2021. So how do we connect people? In the D&I space and implementation, when you're building a community, it's quite natural to sort of think: OK, I'll have an event. Right? There were always people in the event space who would have been excluded. If you're flying everybody to one location, it's great for the people who can attend. But for the people who have a whole situation where they couldn't fly out, what was it like for them knowing people were meeting somewhere?

It's new challenges, which I think will force us to be more innovative and in many ways more inclusive.

Coronavirus is disproportionately affecting people of color. How is that guiding Facebook's response?

We've done a big initiative around helping small and medium businesses because we know that those businesses will be most severely impacted. Within that, we have in the U.S. designated 50% of that money for businesses owned by women or businesses owned by ethnic minorities, because we know they are going to be particularly impacted.

Similarly, if we think about internal issues, once we recognized that we couldn't have people in the office, we made the assumption that there were going to be a lot of people who don't have the equipment or the setup to be able to perform in a productive way from home. So, we gave [$1,000] stipends to every employee, and every employee benefited. But we were really thinking about the ones who would be most negatively impacted by this move.

Social isolation is a big problem for women and POC in the tech industry. How is that being addressed at Facebook?

Normally, that is the reason that we invest so heavily in communities at work. We recognize that if you are "the lonely only" on your team, it is helpful for you to have somewhere, some space, some pocket where you feel part of a bigger community. That's why we have all these affinity groups. They bring immense value and a sense of togetherness that gets us away from the loneliness we feel.

I have been thinking about how [remote work] is affecting things for a couple of reasons. This is pure speculation because it is so early. But you know, in people's home communities, they are often not in that same minority position.

Now, people might be working in the communities where they feel comfortable, where they feel safe, where they're not in the minority — I'm interested to see; again, I don't have the answer — but how does that play then?

Does that make you feel more or less connected? Does it make you feel stronger or weaker? Where does that value of an affinity group come then, when maybe you can get some of it somewhere else?

What does success in D&I look like?

There are ways we try to measure what it is. Are they perfect? Probably not. But I would say there are two big buckets of what success looks like. One is more: Is there more diversity in your workforce? Is your representation of diverse people growing? That is of course a combination of hiring and retention.

The other is inclusion metrics. We have a lot of data in that and we do both qualitative and quantitative. We are constantly doing focus groups. We're looking at metrics from employee sentiment surveys as well.

What was the thought process behind setting Facebook's "50% in five years" diversity goal?

We had come to a point where we had been trying different strategies. Like I said, we are very data-driven. After a few years of A/B testing, we felt that we had come to a good enough place on knowing ourselves and what works in our environment, that we should level-up our accountability. We have a whole ecosystem of strategies. This was one additional strategy to motivate us to do better, quicker.

People across the company knew the tactics we were asking them to adopt. Having a top goal, we felt could give a boost to motivate people to execute on the tactics.

How is coronavirus affecting those diversity goals?

Too early to tell. If you are black and brown in America, even if you work at Facebook, you are more impacted by COVID-19 than many other people in many other groups because it's your people who are getting more sick, who are dying more, who are losing their jobs more, or losing their businesses. I don't know yet how all of that will impact our ability to get to those goals.

This is going to impact business for a while. I think we'll have to, once we have enough data collected — which we don't yet — sit down and review this and say: Are these goals reasonable, given this? But it's just too early right now to know.

Is it important to Facebook to have a workforce that reflects its user base?

Oh my gosh, yes. It's not important. It's imperative. Yes. We can't build successful products that people will find relevant and useful if we don't understand who those people are and what is relevant to them, what is useful to them. Our whole business is about connecting people. Cognitive diversity is our goal, and our way of achieving that is through D&I.

Climate

The West’s drought could bring about a data center reckoning

When it comes to water use, data centers are the tech industry’s secret water hogs — and they could soon come under increased scrutiny.

Lake Mead, North America's largest artificial reservoir, has dropped to about 1,052 feet above sea level, the lowest it's been since being filled in 1937.

Photo: Mario Tama/Getty Images

The West is parched, and getting more so by the day. Lake Mead — the country’s largest reservoir — is nearing “dead pool” levels, meaning it may soon be too low to flow downstream. The entirety of the Four Corners plus California is mired in megadrought.

Amid this desiccation, hundreds of the country’s data centers use vast amounts of water to hum along. Dozens cluster around major metro centers, including those with mandatory or voluntary water restrictions in place to curtail residential and agricultural use.

Keep Reading Show less
Lisa Martine Jenkins

Lisa Martine Jenkins is a senior reporter at Protocol covering climate. Lisa previously wrote for Morning Consult, Chemical Watch and the Associated Press. Lisa is currently based in Brooklyn, and is originally from the Bay Area. Find her on Twitter ( @l_m_j_) or reach out via email (ljenkins@protocol.com).

Every day, millions of us press the “order” button on our favorite coffee store's mobile application: Our chosen brew will be on the counter when we arrive. It’s a personalized, seamless experience that we have all come to expect. What we don’t know is what’s happening behind the scenes. The mobile application is sourcing data from a database that stores information about each customer and what their favorite coffee drinks are. It is also leveraging event-streaming data in real time to ensure the ingredients for your personal coffee are in supply at your local store.

Applications like this power our daily lives, and if they can’t access massive amounts of data stored in a database as well as stream data “in motion” instantaneously, you — and millions of customers — won’t have these in-the-moment experiences.

Keep Reading Show less
Jennifer Goforth Gregory
Jennifer Goforth Gregory has worked in the B2B technology industry for over 20 years. As a freelance writer she writes for top technology brands, including IBM, HPE, Adobe, AT&T, Verizon, Epson, Oracle, Intel and Square. She specializes in a wide range of technology, such as AI, IoT, cloud, cybersecurity, and CX. Jennifer also wrote a bestselling book The Freelance Content Marketing Writer to help other writers launch a high earning freelance business.
Workplace

Indeed is hiring 4,000 workers despite industry layoffs

Indeed’s new CPO, Priscilla Koranteng, spoke to Protocol about her first 100 days in the role and the changing nature of HR.

"[Y]ou are serving the people. And everything that's happening around us in the world is … impacting their professional lives."

Image: Protocol

Priscilla Koranteng's plans are ambitious. Koranteng, who was appointed chief people officer of Indeed in June, has already enhanced the company’s abortion travel policies and reinforced its goal to hire 4,000 people in 2022.

She’s joined the HR tech company in a time when many other tech companies are enacting layoffs and cutbacks, but said she sees this precarious time as an opportunity for growth companies to really get ahead. Koranteng, who comes from an HR and diversity VP role at Kellogg, is working on embedding her hybrid set of expertise in her new role at Indeed.

Keep Reading Show less
Amber Burton

Amber Burton (@amberbburton) is a reporter at Protocol. Previously, she covered personal finance and diversity in business at The Wall Street Journal. She earned an M.S. in Strategic Communications from Columbia University and B.A. in English and Journalism from Wake Forest University. She lives in North Carolina.

Climate

New Jersey could become an ocean energy hub

A first-in-the-nation bill would support wave and tidal energy as a way to meet the Garden State's climate goals.

Technological challenges mean wave and tidal power remain generally more expensive than their other renewable counterparts. But government support could help spur more innovation that brings down cost.

Photo: Jeremy Bishop via Unsplash

Move over, solar and wind. There’s a new kid on the renewable energy block: waves and tides.

Harnessing the ocean’s power is still in its early stages, but the industry is poised for a big legislative boost, with the potential for real investment down the line.

Keep Reading Show less
Lisa Martine Jenkins

Lisa Martine Jenkins is a senior reporter at Protocol covering climate. Lisa previously wrote for Morning Consult, Chemical Watch and the Associated Press. Lisa is currently based in Brooklyn, and is originally from the Bay Area. Find her on Twitter ( @l_m_j_) or reach out via email (ljenkins@protocol.com).

Entertainment

Watch 'Stranger Things,' play Neon White and more weekend recs

Don’t know what to do this weekend? We’ve got you covered.

Here are our picks for your long weekend.

Image: Annapurna Interactive; Wizard of the Coast; Netflix

Kick off your long weekend with an extra-long two-part “Stranger Things” finale; a deep dive into the deckbuilding games like Magic: The Gathering; and Neon White, which mashes up several genres, including a dating sim.

Keep Reading Show less
Nick Statt

Nick Statt is Protocol's video game reporter. Prior to joining Protocol, he was news editor at The Verge covering the gaming industry, mobile apps and antitrust out of San Francisco, in addition to managing coverage of Silicon Valley tech giants and startups. He now resides in Rochester, New York, home of the garbage plate and, completely coincidentally, the World Video Game Hall of Fame. He can be reached at nstatt@protocol.com.

Latest Stories
Bulletins