Brands Prioritize Inclusivity Beyond BHM For Cultural Change

Any company can launch programs and blast out marketing and social media messages for February's Black History Month—as well as Pride Month, Hispanic Heritage Month or other similar periods of DEI recognition. But if the brand isn’t creating change within its workforce, policies, customer interaction or overall culture, it's “writing a fiction story,” according to Jeff Johnson, the CEO of JIJ Impact, which partners with Fortune 500 companies on inclusion and equity issues. Johnson now works with American Airlines, which, after the murder of George Floyd by Minneapolis police in 2020, sought to create a more inclusive environment for its employees, passengers and target consumers. It instituted training to identify and eliminate implicit bias and formed a Community Council comprised of seven Black business and community leaders—including Johnson—to advise the airline about its treatment of Black customers. “I'm glad that this work never stemmed out of a Black History Month program,” Johnson said. “We've been really intentional as a council—and the airline has been intentional—not to pander, because corporate America does an amazing job at pandering about using [Martin Luther] King [Jr.] Day, Black History Month, Women's History Month or any of these other cultural group opportunities to essentially celebrate, but not transform.” American Airlines serves as a case study in lasting, transformative cultural change. Those in charge of everything from its diversity policies and hiring to its partners in marketing and community oversight acknowledge the steps and labor involved in a yearslong commitment to inclusion. But moving beyond calendar-confined moments of recognition toward a more representative airline has both moral and fiscal rewards as new generations expect brands to welcome all consumers. Increasing representation As one of the Community Council’s first actions, it recommended creative agency Walton Isaacson to help the airline improve its image among Black passengers. American itself admitted the brand had previously “underindexed" Black customers and hadn’t done much to feature them or its Black employees in ads. American is working to ensure customers see themselves in their flying experience. Having previously worked with Lexus, McDonald’s and Bristol Myers Squibb, Walton Isaacson became the airline’s multicultural agency of record in 2021. Last year, it was elevated to the company’s creative agency of record. “We have an opportunity to represent diverse consumers who often don’t find themselves reflected in advertising and create positive travel experiences, even before travelers step onto the plane, and that inspires us," said Aaron Walton, co-founder and CEO of Walton Isaacson. Airlines Rethink Holiday Travel Strategy After This Summer’s Hard Lessons While Walton Isaacson showed the boundless potential of Black travelers in its “Let There Be No Limits” campaign for American last year, the airline is still working to ensure customers see themselves in their flying experience. American has partnered with Black chefs and sommeliers in its lounges and in-flight dining, and teamed with Essence and Blavity for its in-flight entertainment. Christina Flores, American’s managing director of global talent and inclusion and diversity, noted that the airline has used existing partnerships with the Organization of Black Aerospace Professionals, Women in Aviation, Sisters of the Skies and other groups to encourage more diversity among its pilots, flight attendants and mechanics. With the airline accelerating its hiring, Flores said there’s a chance it can both create and retain a representative workforce. “Last year, we hired double what we did in 2021, so we had an opportunity to really see a fundamental shift,” Flores said, adding that the airline looks for "always-on opportunities" to evolve its practices to maintain results and "walk the walk." Belonging, By the Numbers 1964: The year American Airlines hired the industry's first Black pilot 90,000: The number of American Airlines employees who have taken its Inclusive Workplace training course 50%: Percentage by which Black representation at American Airlines’ director level and above has increased since 2020 $291 million: Amount American Airlines spent with diverse suppliers in 2021 Repeating best practices Johnson said the airline sees the Community Council (which wrapped its first two-year term last November and has now been extended indefinitely) and its commitment as a model that can be applied to other communities that may feel underserved. Cedric Rockamore, American’s chief diversity officer, is aligned with that vision, framing the Community Council as one of the airline’s best practices, which could be expanded into a more multicultural council to address additional passenger needs. For now, the airline simply wants to be more “intentional” about its approach to inclusion. Instead of asking, “Are you a first-class passenger?” employees say, “Can I see your boarding pass so I can help you?” The standby system is automated to eliminate human bias, and the airline has set goals and metrics for inclusion. Mostly, though, Rockamore said the company realizes that younger generations have come to expect inclusivity and will inform an airline of their displeasure by taking their dollars elsewhere. That has prompted American to address diversity more broadly, making sure its passengers and employees of all races, genders and physical and mental abilities have the best experience possible with the airline. Rockamore said American wants to make its culture a competitive advantage, where people will want to fly with, work with and invest in the airline based on how it consistently treats people: "There's all kinds of intersectionality, and we want to have the foundation of it: How do we create this inclusive environment where folks want to come to work because they feel like they belong?”

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For Lasting Cultural Change, Brands Must Prioritize Inclusivity Beyond BHM

American Airlines reaps the benefits from its year-round commitment to transformation

Jason Notte

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Jason Notte