In Our Offices

Removing barriers to professional development and mentor opportunities for all staff.

To establish a more representative decision-making team, empower existing staff who historically have not felt comfortable speaking up and hire more artistic and casting staff and culturally specific consultants with decision-making power and authority

Audit and expand hiring strategies and resources to with the goal to widen our candidate pools, and increase representation in our staff

Promote an equitable interview process for new hires, including streamlined questions for all candidates, reframing job descriptions using competencies rather than “check boxes,” and removing degree requirements unless absolutely necessary

Determine and hire appropriate personnel to implement and maintain our Build a Better Roundabout plan

Audit current vendor list and research and identify a new, broader set of vendors, with the goal to be more reflective of the communities we serve

Maintain and expand staff affinity groups and allow staff members to participate during work hours (including paying hourly employees for time participating in affinity-group activities)

Expand need-based cost-of-living scholarships in Roundabout internships and apprenticeships to provide additional support for qualifying participants dependent on socioeconomic status

Review and revise existing institutional materials with our Build a Better Roundabout plan in mind and establish an ongoing process for future front-facing assets

Develop and evolve staff-wide training, with special emphasis on training for supervisors and hiring managers, public-facing staff, and staff responsible for external communications

Require “catch-up” training for any staff who missed initial, mandatory, all-staff session

Break down silos by creating opportunities for cross-department/cross-level collaboration, including the creation and sharing of departmental operating plans

Provide personal development opportunities for employees, including conflict resolution

Continue to encourage the use of pronouns in email signature and other communication

Review staff, student and artist participation in fundraising and Board events and engagement to promote equitable practices

Hire external company to conduct a pay-equity analysis, and address pay inequities where appropriate

Post salary ranges for all job postings and internally share salary bands

Evaluate staff engagement with Build a Better Roundabout initiatives as part of annual 360 review process

Implement 3-year staffing plans for each department, including executive leadership

Through annual surveys and exit interviews, continually seek employee feedback on organizational culture, individual needs/accommodations and progress on building a better Roundabout

Provide consistent training on respect in the workplace and creating a culture of belonging as part of on-boarding across the organization

Evaluate and, if necessary, expand current external system for efficacy in reporting code of conduct violations

Require managers and human resources staff to share criteria for advancement as part of annual reviews

Explore health-care options for part-time employees

Audit donor benefits and donor-observation opportunities of education programming to promote equity

Establish and enforce a public-facing zero-tolerance policy for mistreatment of our employees, and create restorative practices for harmed staff

Created multiple employee affinity groups, and pay hourly employees for their participation during work hours

Revised and streamlined the interview process to decrease bias and ensure applicant’s experiences are equitable

Used a platform called Paradigm Reach to onboard all staff, artists and crew for baseline and “catch-up” EDI/AR learning

Increased number of BIPOC-owned vendors for Development events from 9.5% in the 2018–19 (our last full pre-pandemic season) to 50%

Diversified our vendor pool by partnering with new companies

Hired a consultant to begin a pay-equity analysis and create a transparent salary administration guideline which will include the criteria for advancement, among other information

When searching for a new Executive, we engaged consultants, created a staff search committee and  invited staff from across all levels of the organization to be a part of the process including providing feedback through a survey

Introduced training for Call Center staff that empowers them to combat and respond to commonly occurring microaggressions

Maintained 50% BIPOC representation among vendors contracted for Development events

Launched inclusive-hiring training, assigned to all hiring managers.

Conducted a company-wide inclusion survey to assess organizational culture.

Implemented organization-wide training on disability inclusion and anti-ableism.

Added antiracist language to third-party contracts to express our commitment and hold all vendors and workers accountable.

Implemented training for audience service employees on navigating microaggressions.