last december, interior design IIDA co-hosted a panel discussion to launch DesignUnity, a partnership that advocates for racial equality, diversity, and inclusion in our industry. The debate on how to build and maintain diversity continues and continues here, with a close look at the efforts and initiatives of major companies.
Constructive criticism, self-examination, problem solving, continuous evaluation and re-evaluation are inherent in the interior design process, a kind of operating system for customer interaction. Increasingly, though, companies are using these same tools – in an effort to deconstruct systemic racism within and beyond the industry. To the smarts: HOK, who founded her Diversity and Inclusion Initiative in 2008, conducts a bi-annual survey of its employees to check their handling of DEI issues. The Huntsman Architectural Group and CannonDesign educate their employees on topics such as unconscious bias and microaggressions. Perkins and Will has unsupervised tools such as company-wide payroll equity analysis to track progress. Many companies have requested outside guidance to get a clearer perspective on their approaches. For example, Studios Architecture has partnered with the Coach Diversity Institute to monitor and evaluate the impact of its commitment to equality and inclusion as well as craft a customized training program for its employees. ZGF Architects has committed to the Just International Living Future Institute label, which helps create more social and equity policies to improve demographics, equity, and employee engagement.
Many focused their energy on scholarships, mentorship, and breaking down barriers to entry into a profession that confuses minorities. “Creating a diverse pool of talent is the biggest challenge in our field,” says James Woollum, partner at ZGF, who has teamed up with historically black colleges and universities to fill internships. “Attracting individuals interested in design at a young age and creating long-term paths are keys to diversifying the industry in a meaningful and lasting way – problems that are not easy to solve.” Design thinking can be leveraged. “We don’t need to stray too far from a core competency of design to know a lot of this,” IIDA Executive Vice President and CEO and interior design Hall of Fame member Cheryl S Durst confirms.
Even companies with longstanding diversity initiatives have been scrutinizing what they can continue to improve, and many have recently refined or expanded existing efforts. Perkins and Will recently renamed its in-house program Justice, Equality, Participation, Diversity, and Inclusion—adding the first two words to “ensure that these concepts are addressed unambiguously,” explains Gabriel Bullock, Global Diversity Director. In 2019, HKS built on its three-year equity initiative, Better Together, by appointing a dedicated global director for JEDI, Yiselle Santos Rivera, to help craft a strategic plan focused on “creating accountability and transparency structures around areas it says.
Increased transparency has been a critical factor in efforts to make the industry more welcoming to all. Companies examine their demographic data to determine where there is room for progress, track the impact of specific diversification efforts, hold themselves accountable, and to ensure that minority and community employees feel included, recognized, supported, and psychologically safe. Some data: Since 2014, the number of non-white employees at Perkins and Will has grown from 23 to more than 30 percent. About 27 percent of ZGF employees identify as belonging to an underrepresented ethnic group; In studios, 62 percent of employees are members of the underrepresented population. Gensler just revealed its first annual Diversity Report, sharing metrics for its 6,000 global employees. “Recognizing the need to address systemic issues of diversity and racism, we asked, ‘What do we need to do to make an impact?'” says co-CEO Diane Hoskins. Standard-checking was key. “If we measure where we are today – for better or worse – we can improve.”
The data collection methodology had to be reviewed from a more nuanced perspective. Hoskins continues, “We’ve embraced a very contemporary understanding of individuality, allowing people to define themselves in terms of gender, orientation, ethnicity, and more.” There were some surprises in the results: 7 percent of the US workforce was identified as LGTBQ+ and 161 people had (or had) a disability. “And while there are black employees at all levels of our company,” she says, “we discovered that the black community is only 1 percent above the industry average” — about 2 percent, according to the 2019 AIA Membership Demographics report that Gensler used as a comparison point — While 18 percent of the company’s employees identify as Asian, which is three times the industry average. “Although there is diversity within our company, we are not yet where we want to be; we have to improve in terms of our black community,” Hoskins says. To do that, Gensler is focusing on recruiting. The company that has been hiring an average of 100 One person per month in the pre-pandemic period and anticipating a return to that pace early next year could go a long way to helping diversify the field. (Clearly, even hiring freezes haven’t stopped companies from instigating change: Stonehill Taylor has succeeded, though not in a position to hire staff this year, in partnership with organizations including the ACE Mentor Program and Opportunity Network.)
Optimizing numbers is, of course, just one piece of a very complex puzzle. “Just because the industry is made up of different types of professionals doesn’t mean the industry is inclusive,” Durst says. BIPOC designers should be given more opportunities to achieve and shine in the workplace. “Disassembling the systems that have traditionally not allowed people to succeed means looking at HR manuals, performance reviews, company culture, and even how your company defines success,” she continues. For this reason, many companies are reassessing how work is distributed among teams. “Contributing to outstanding projects is what takes you to the next level,” Durst adds. “If you toil away in the background, you will not be seen — literally and figuratively — by people who can amplify or advance your career further.” Hoskins acknowledges that young talents in particular need to be more forward-facing. “Often, only the name on the door is recognized,” she continues. “For diversity to really take hold, we have to get out of this star system, and move toward a ‘star constellation’ mentality.”
The industry as a whole is coming to a better understanding of its blind spots, including the history of unacknowledged exclusivity. “We pride ourselves on being kind, kind, caring, influential people,” Durst says. “But the reality, for too long, has been design for certain people, not for all people. We cannot use our intrinsic openness as an excuse not to do the work that needs to be done and not see the inequities and inequalities that exist.” The past year has been a wake-up call for many. Denton House launched its diversity program after one of its black designers expressed concern about attending an installation in an area known to have a white supremacist population—something that her colleagues did not initially consider, and were dismayed to hear that it was a very common occurrence. “Our company is based in Salt Lake City, which is 72.8 percent white and 48 percent Mormon,” says corporate vice president Amy Wynn. “With this demographic, there’s not much exposure to issues related to race and ethnicity.” Denton House has embarked on a series of thoughtful discussions and trainings, established a book club, and invited guest speakers, such as Julia Yu, head of the National Police Accountability Project, and Diana Brown, a Mormon activist and associate director of interfaith engagement at Georgetown University who addressed the role of religion in conversations about race. . “Through our program, we have been able to open eyes and hearts to grievances that many never knew they benefited from or contributed to,” Wayne says.
Although the industry has made great strides, there is still a lot of work to be done. When it comes to diversity, there is no “finish line,” as Durst puts it. But there is strength in numbers. Bullock concludes, “The only way to truly effect change is if we do it together.” Count us in. 
