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Intro: Welcome to the Reed Smith podcast, Inclusivity Included: Powerful Personal Stories. In each episode of this podcast, our guests will share their personal stories, passions and challenges, past and present, all with the goal of bringing people together and learning more about others. You might be surprised by what we all have in common, inclusivity included. 

Bareeq: Welcome to Inclusivity Included, the Reed Smith DEI podcast. I'm your host Bareeq Barqawi today. In honor of April being Arab American Heritage Month, we have the privilege of speaking with Sarah Hassaine, the head of global diversity and inclusion at ResMed and a trailblazer in the realm of diversity and inclusion advocacy. Before we delve into our discussion, I'd like to introduce our esteemed guests to our listeners. Sarah has is a dynamic leader with a decade long track record in driving global diversity and inclusion initiatives. Currently leading a global team at ResMed, she consults, advises, and upskills leaders worldwide, designs and delivers in-house D&I trainings and evaluates policies to drive inclusion. Notable achievements include expanding Resmed's ERGs or employee resource groups from 4 to 17, increasing self ID percentages by 4% and spearheading initiatives to improve representation and advocate for accessibility. Sarah brings over 20 years of management experience with a focus on HR initiatives recognized as San Diego businesswoman of the year in 2022. She holds an MBA from Wharton Business School and outside of work, she enjoys traveling, speaking three languages and finds relaxation in sunny beach days with a good book. Today, she joins us to share her insights and experiences. Sarah, welcome to the podcast. 

Sarah: Thank you. It's so good to be here. Thanks for having me. 

Bareeq: Of course. I'm going to dive right in for the sake of time. Sarah as an Arab American, how has your cultural background influenced your approach to diversity and inclusion advocacy, both personally and professionally? 

Sarah: Yeah, And I'm really excited and happy that we're talking about the Arab American identity. Growing up, you're, you were othered as Arab Americans. So it has helped me across my career because the beautiful thing about being an inclusion and diversity leader is that you're navigating a lot of conversations around people feeling othered, and it's any category, right? Whether it's a parent, a caregiver, a veteran, a reservist, a lot of us experience that and as an Arab American, our identity is not accounted for, right? We're, you know, we're in the Census in the US, we're accounted for as white, but we're not treated as white. Oftentimes, our names are misspelled. Uh We get a lot of questions, small microaggressions, A lot of stereotypes get cast. And as someone who grew up, you know, an American grew up in this country, uh it is very hard to constantly feel like, oh, well, you know, you guys do this or you're, you're being othered all the time. So that has definitely helped with empathy and helping me understand the communities I work with and being able to relate and show that kind of validation to, to everyone else. 

Bareeq: Wonderful. As an Arab American myself, I can, I can only relate to it because I, I always say when people ask why we got into this line of work, I say, well, being excluded, majority of my life has, has uh made me want to have others avoid this feeling um and be as inclusive as we possibly can be. So, thank you for that. So can you share actually a specific moment or experience that was pivotal in your transition into the realm of inclusion and diversity advocacy? 

Sarah: Yeah. So I was supporting a recruiting team uh in a past life at a, a large company. And what we started seeing organically, right was that we got less female applicants, we got less women engaging with us at conference booths and we really didn't have any women on the team. And it started kind of, you know, being this issue that the hiring managers, like we, you know, we're seeing other women going to other companies, but they're not coming here. And why is that? And we had to look inward and understand that our marketing material, the language, we, we were interviewing, we would, you know, candidates, but they would be meeting with six males and then they meet the team. And so then it wasn't actually feeling like an attractive, safe space or there was no representation. And that's when it hit me that you can be supporting business culture, you can be supporting a business, you know, in many different facets. But if the business doesn't have a culture where employees feel like they can belong, that to me was the crux of what I wanted to do. It just hit me. I'm like, this is what I wanna do. It started with women, but then it became about everybody else and everything else. Um So that was kind of my, my point and that was about 10+ years ago. Uh when I got to start working on commercials and advertisements and conference booths and really thinking about what is inclusive engagement look like. How do you attract talent so that they know that when they come in there's, they're going to have a sense of belonging? 

Bareeq: I love that. That's so insightful. I think that's such a great, I guess segue into my next question because, you know, we talk about gender disparity and addressing gender disparities is a crucial aspect of advocacy work. And you often talk about encountering challenges in attracting entertaining women in the workplace. What strategies do you find most effective in addressing such challenges? 

Sarah: Yeah, there's a lot of data around how women that are mentored, usually they actually stay, they're more loyal to their companies and they actually have more growth trajectory. I will say mentorship and intentional leadership development programs are really important. The second thing I would also talk about is succession planning. Companies need to really think about, okay, here's our workforce in this department. What are we doing to make sure there's an equitable opportunity for promotion for assessment uh of performance of assigning stretch assignments. And so it needs to be a level playing field for everyone. So in order to really develop, make sure that your female population is having the same access as all other genders, you wanna make sure that you have strong succession planning retention methods like learning and development and mentorship. 

Bareeq: Wonderful. Thank you so much for those examples. Actually, in dedication to promoting health equity within ResMed's diversity and inclusion initiatives, can you elaborate on your efforts in this area and how you ensure that health care solutions and services provided by ResMed are accessible and inclusive for diverse communities, including those that are often actually um marginalized and underserved? 

Sarah: Yeah, there are a couple of answers I want to dive into for this one. So the first one is really thinking about the diversity in our mask and sleep trials in order for us to really think about a product that, you know, we sell worldwide in over 150 countries. So we wanna make sure that we're designing a mask um that has a rep representation already. So there's been a lot of intentionality around marketing to different communities that they participate in your sleep trials and your mask trials. So it has to start at the base of your product and with your research. We also have an entire department dedicated to medical research. And they have done a great job in terms of looking at the disparities between different populations, whether it's um African American women or Hispanic, like we start looking at a location. Uh So we, we, we address health equity in different ways. So there's the research component, there's the product component and then there's, you know, the fact that our business model is different in every country to your point about underrepresented or underserved communities, really making sure that, you know, our, that providers are telling patients, hey, get sleep tested or have you thought about looking into, you know, maybe going to a storefront? Right. So it depends where we're selling. Uh, it varies. In the United States, we go through HMEs. And so we want to make sure that that our doctors are getting our patients either at home sleep tests or getting them come to come into sleep clinics. 

Bareeq: That's great, especially that partnership between the doctors and your organization, um and bringing them into that conversation. Um So I know your work extends beyond the corporate realm into advocacy for marginalized communities. Um Can you share about your involvement with refugee communities, orphans and economic inclusion in the San Diego community specifically? 

Sarah: Yeah, you know, the refugee space is something very dear to my heart. When I graduated college, I worked in refugee camps in Lebanon um for different communities, African, Iraqi, Palestinian, Lebanese at the time. And then I went back when the war in Syria was happening in 2016. And I worked for a couple of weeks teaching English. So the first time I did socio-economic assessments to understand what the needs were. The gaps I should say, then I went back and taught English. So the way I look at refugee assistance or assimilation is around empowerment. San Diego has one of the largest refugee communities in the United States. Um We have every community here possible; Burmese, Somali, Kurdish, Syrian, Iraqi, uh Bosnian. And growing up here, I saw the waves of communities come in. And so it was a lot around upskilling, trying to get jobs, trying to get the school, the kids to get, you know, um learn English, get mentors. So I partnered with Teach and Learn Literacy, which was actually an organization through the Arab American Anti Discrimination Committee and uh volunteered twice a week teaching a Syrian family of eight English and helping them get jobs. So I did that for a few years uh now from an economic inclusion lens as I grow in my career, I partner with different nonprofits. Um So there's like the United Women of South of East Africa, they have a community center, there's the Refugee Assistance Council. So there's, there are all these organizations that do that look for mentorships, they want internships for students. So there's a lot of opportunity for corporations like ResMed or others across San Diego. So we try to build bridges around access to information, access to jobs, to mentors. And that to me is really important to make sure that our talent in San Diego stays here, grows here, feels like the sense of belonging here. So that's uh that's kind of what I do outside of work. 

Bareeq: No, I love that because it's, it's also a representative of the community within which you're you are working in and, and finding ways to actually include the community in, in the work that you're doing. And I think that's actually incredibly commendable. So thank you for sharing that. So I'm actually gonna just gonna dive into the next question, which actually has to do with this as well. And it combines a couple of things we already discussed, which is in promoting economic inclusion and pay equity, what are some practical steps organizations can take to achieve gender parity in the workplace? I know this is always, I guess like a hot topic when it comes to any really across all sectors. But I would love to hear your uh your insight on it. 

Sarah: Yeah, you have to start with data, you have to start with an analysis. So my recommendation to those listening is to understand if your organization has done a pay equity analysis, um understand your your data breakdown, right within organizations, looking at the different gender breakdowns. Then you can start understanding whether you have a story or not, right? Oh, some companies will do that pay equity analysis and then they'll come back and realize, well, we've had, you know, we have this percentage of cases. It could be bad, it could be not bad, not as bad as you thought, right? But it's very, very important to start with data. So my recommendation is to understand your gender breakdowns within each business unit. And I don't necessarily, I'm not the biggest fan of setting exact goals like percentages like X percent. I think it's important to go to leaders and say, well, here's where you are right now and here's what the benchmark is in this organization. So if you're looking at a finance or you're looking at electrical engineering, the gender availability in the pool of talent is different to begin with. So you can't claim 50/50 when you don't even have 50% a female representation in electrical engineering, for example. So understanding what the benchmarks are, is really going to help you. And then you can kind of say Well, you know what, let's really try to build more of a robust pipeline. Let's be more intentional or let's sponsor this conference. So that's where you really need to start solution out. It's not a one size fits all for an entire company. You have to break down a company within the departments. And then you also need to think about the overall pay equity analysis and understanding what, where potential remunerations are and if you have to do any adjustments. 

Bareeq: I really love that because you're also talking about kind of funneling it down to, to it's almost like a case by case basis, like looking at different departments or different for, let's say, let's say, for example, the legal industry, we look at different practice groups and what is the representation there to begin with before we kind of dive into what the data says. I think that's a really great point. So actually I had a question and this is going to be a little bit of a pivot. So we talk about the importance of stripping away assumptions and biases in this line of work. How can individuals and organizations actively to work toward this goal? I think it's something that I would say the word actively because it's a really a never ending process. Um But what are some, I guess tips and advice you have for people. 

Sarah: You know, I see a lot of D&I leaders focusing on unconscious bias trainings and that's it's great, but they're not really proven to help or work. It is important to offer it and it's important to uh have frameworks in place. What I find more valuable is showing leaders framework so that they understand psychologically why we have built in biases. Biases are there. It's it's not good to shame anyone for having biases. So what I always do, my recommendation is to know how to navigate biases. So you need to look at each team and kind of think about, ok, talent acquisition, what are potential biases here? With resumes, here's what we could do to navigate this or with interviewing, here's what we can do to navigate biases. So kind of going back to the the gender equity, it's your solutions need to go, they are tailored to the part of the department or company that has built in biases, right? If we're talking in promotion season, uh what I've done at companies before where I am now and now is let's make sure you have that point, that person who's in the meetings to make sure that there are no biases in assessing talent. Let's make sure that you don't have any biases when you're discussing promotions. So that's, that's where it's really important is when you're having promotion conversations, a hiring conversations, development conversations. I will say, I think it's very important to repeat conversations around unconscious bias. I do this training at least twice a year globally and people show up and actually leaders ask for it. They're just like, can you come in and talk about it because biases show up even in the way we communicate. I mean, Bareeq, we started off this conversation talking about being Arab American. I can't tell you how many times people tell me, I don't look Arab like I don't even understand what that means. Right. So the biases are there. And I think the biggest thing we can also teach our employees is knowing how to navigate those conversations, in a safe way, right, as a coachable moment. You know, so that's where we don't want more microaggressions. We want safe conversations where people are learning from one another. 

Bareeq: I couldn't agree with you more, especially about the repetition because I just learned in a change management workshop that something only sticks after it's been repeated to you seven times which, you know, and talking about bias, I agree. I've, I've always been of the mindset that I can't shame anyone for bias because I think bias is inherently human. Um And you can't, you know, human beings will have bias. It's really about providing, providing tool kits in order to create bias disruption. Um And that's something that I think is a, is a powerful tool to provide people and, and reminding them, you know, over the course of time like, hey, this is available and let's talk about it and kind of bring it to the forefront, especially in very pivotal moments in the company. So like when you talk about performance assessment or they're going into recruiting season or things like that, I think it's um it's always like an essential thing to keep it in mind. So I completely agree. Um So I had something about challenges that we, that we end up facing and overcoming. It's an inevitable part of this advocacy work. Can you share a challenging moment in your journey and how you overcame it? 

Sarah: Only one? 

Bareeq: I was about to say there's probably many but one that comes, yeah, whatever comes to mind. 

Sarah: I mean, the biggest thing that comes to mind is, is budget, right? Resources. The biggest challenge I had was um being on D&I teams and not being funded, not given adequate support and being de prioritized. And I know um if there are any D&I leaders listening to this, I'm sure there are some heads nodding or uh it is the hardest thing because I don't believe that we are set up for successfully. Uh And so the, the, you know, the days I have very long days and the days where I end even more exhausted is because I felt like someone didn't show up to meeting or move me out again or delayed a solution. Uh that is hard. And the other hard part is when you know, you need support or you need head count or you need that, that money or you want to sponsor, it gets really hard when you want to sponsor something and you don't have money to do it. And so com companies need to be very committed if your company is saying that they're committed to D&I, well, you have to, you have to show up. Right. And so that's where I'll say the biggest challenges. 

Bareeq: Yeah, I found that even, not just where I am currently but in other organizations I've worked for, it's, it's definitely a constant problem if either it's monetarily or like you said, having that support. And I found that kind of pivoting the conversation almost lately, especially like making it a business case brings some people to the table in a different way because they're like, oh, you know, I never thought of it this way. So it's almost like changing perspectives on people's approach to D&I. You, you sometimes hope it was, you know, people come into it like already being there, but to get people there, you kind of have to find different approaches I feel. And finally, as we wrap up, um so what advice would you give beyond what we've given, because this has been a wonderful key conversation, what would you give advice to individuals or organizations looking to become more active in promoting inclusion diversity within their spheres of influence? 

Sarah: Just to make sure it's uh for companies, right? 

Bareeq: Advice for, for companies, for individuals, you know, people that are working to become more influential in the organization. 

Sarah: So for internal advocates or internal stakeholders and D&I leaders, there is the opportunity you there's to really understand the power of influence and persistence and no one can really succeed in D&I without that strategic business lens. Like you need to understand your business and by understanding the business, then you can adapt a conversation around. What does inclusion mean at this business? What does it mean? Whether for my products, for my people, for our policies? Uh So that's my biggest one for internal and then for companies, I will say it's very important that if your values call out inclusion, diversity, belonging, acceptance, accessibility, then you have to embed that across all your work streams. You have to really think about. It's not just a people practice, it's an every leader, every person practice. 

Bareeq: Thank you so much. I love that because it's almost like building in the expectation in anything that you kind of approach within the company. I love that. Thank you so much, Sarah for sharing your valuable insights and experience with us today. It's been an honor having you on the podcast and we really, I think have taken away some wonderful, wonderful key tips and advice that we will definitely be using hopefully. 

Sarah: This is a joy. Thank you so much, Bareeq for the opportunity. 

Bareeq: Thank you. And that's all for today's episode of Inclusivity Included. Join us next time as we continue our exploration of diversity, equity and inclusion. Thank you for listening. 

Outro: Inclusivity Included is a Reed Smith production. Our producers are Ali McCardell and Shannon Ryan. You can find our podcast on Spotify, Apple Podcasts, Google Podcasts, reedsmith.com, and our social media accounts. 

Disclaimer: This podcast is provided for educational purposes. It does not constitute legal advice and is not intended to establish an attorney-client relationship, nor is it intended to suggest or establish standards of care applicable to particular lawyers in any given situation. Prior results do not guarantee a similar outcome. Any views, opinions, or comments made by any external guest speaker are not to be attributed to Reed Smith LLP or its individual lawyers. 

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