COLUMN: It’s more important than ever to stand firm on our values
Gender equity, diversity and inclusion are the foundation of an inclusive workplace. These are values that are more important than ever to uphold and put into action, writes Dean of Health Anne-Mette Hvas.
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When we at Health launched our codex for gender equity, diversity and inclusion about a year ago, some might have thought: well, that's a nice piece of paper that will just gather dust.
It’s a genuine concern – how do you bring a document with lofty ideals about promoting an inclusive work culture to life in practice? And what exactly is the use of a codex?
These questions have become even more relevant due to current political developments, particularly in the United States, where universities face political interference and minorities risk having their rights eroded.
These questions have become even more relevant due to current political developments, particularly in the United States, where universities face political interference and minorities risk having their rights eroded. That’s why it’s more important than ever to stand firm on our values and ensure that words turn into action.
Equal access to resources and development opportunities
We started working on the codex because we want a study and work environment where everyone feels welcome and valued, regardless of gender, background or experience. We want to show who we are and who we aspire to be.
Our main goal is to create a culture where no one feels marginalised – whether you’re the only woman or man in the group, belong to a different age group, or have a different professional or cultural background. We aim to break down barriers that prevent equal access to resources and develop opportunities.
From big words to results
All of this is easy to agree on when we’re sitting around a meeting table with grand ideas. But how do we implement it in practice? From the beginning, we have required that our codex must be a living document that inspires real actions. I would like to share some of the results we have achieved so far.
With the support of the faculty leadership team, we have initiated the following over the past year:
- Inclusive and gender-neutral language
We have developed guidelines to avoid using gendered terms in writing and speech as much as possible. For example, we use ‘chairperson’ or ‘chair’ instead of ‘chairman’ in our everyday language.
- Career development dialogues
We have introduced career development dialogues for postdocs and assistant professors. Within the first year of employment, the immediate supervisor must offer a career development dialogue. The purpose of this dialogue is to provide individual feedback and guidance, helping the early career researcher to make informed decisions about their future career.
- Inclusion audits at management level
We have conducted inclusion audits at all departments to reveal any blind spots the department heads at Health might have regarding the conditions of academic staff members. Among other things, we examine whether the department heads create equal conditions for all researchers or if, unconsciously, some groups or individuals receive more resources or larger offices.
- Gender balance in articles, expert lists and on social media
We are systematically working to ensure gender balance in our newsletters, LinkedIn posts and the faculty's expert list.
- Systematised work with search committees
We have developed guidelines to professionalise the work of search committees, aiming to attract more applicants of both genders for our academic positions.
We know it takes time to change and establish a new culture, but we have managed to spark meaningful discussions and get the process started. We regularly follow up and strive to integrate the codex into all our activities, turning words into action.