Last Updated: July 2021

The purpose of Alley’s Diversity, Equity, and Inclusion Pledge is to share several key areas we are focusing on and our goals for the future. 

Diversity, equity, and inclusion are vital at Alley — we believe that diversity of perspectives, experiences, and backgrounds fuels our best work and is essential for our future. It is with diversity, equity, and inclusion that we broaden and challenge our world and forge a more inclusive one.

At Alley, we want to provide an environment in which our diversity is welcomed, valued, and respected — an environment where our employees feel a true sense of belonging and of being valued.

Our key diversity, equity, and inclusion focus areas of retention, outreach, hiring, and education are detailed below. But first, let us give you some insight into who we are.

Who We Are: Alley Demographics

To gain a true understanding of how we’re progressing toward our goals, we need data. Data collection gives us a way to pinpoint our successes and challenges. It holds us accountable and provides context within our industry. Data helps us keep our DEI initiative consistently at the forefront of our focus and provides a framework through which we can routinely gain understanding of our initiatives’ progress. 

Data also provides a framework for understanding and supporting the needs of folks across Alley, and how we might make Alley a better landing place for new hires from a variety of backgrounds. We want to make sure that people in our workplace can bring their whole selves to work, and that we provide our employees with a sense of belonging at Alley.

Our Current Team

Data gathered: October 2020

  • 90 percent of our team members are white.
  • Gender:
    • 60 percent of our team members are men.
    • 31 percent of our team members are women.
    • 7 percent of our team members are nonbinary/gender nonconforming.
  • 10 percent of our team members are transgender.
  • 23 percent of our team members have a disability.
  • 43 percent of our team members are parents/guardians.
  • 10 percent of our team members are caregivers.

What We’ve Done

  • Assessed whether we could use any demographic data we currently had, including historical data.
    • Determined we needed to gather all of our demographic data anew.
  • Defined the categories of demographics we are collecting, along with methods and frequency of collection.
    • Researched how other companies present demographic data.
    • Researched surveys to collect demographic data.
      • Selected Culture Amp’s survey as our initial option.
  • Securely gathered anonymous demographic data.
  • Analyzed the demographics survey data we gathered from our team.
  • Included demographics data in our pledge for both internal and external transparency.

The World of Tomorrow

  • Gather industry baselines for the initial demographics we are presenting and add the comparisons to our pledge.
  • Gather demographics data from the Alley team again in Q3 2021 and annually thereafter.
  • Present demographics across
    • Leadership vs. non-leadership roles
    • Developer vs. non-developer roles
    • Scrum team member roles
    • Departments

Retention

We want our employees to stay at Alley for the long term. Moreover, we want to make Alley a place where historically underrepresented and marginalized groups — including women, Black people, indigenous people, people of color, LGBTQIA+ people, and disabled people — feel engaged, motivated, and fulfilled as they advance their careers at Alley. 

What We’ve Done

  • Started a Partner-endorsed, employee-led Diversity, Equity, and Inclusion Working Group.
  • Revamped Alley’s Coaching Program to ensure coaching is more equitably experienced by all Alley team members.
  • Adopted Small Improvements, a tool to make team member praise and recognition easier to give to each other.
  • Ensured all Alley team members complete anti-harassment and anti-discrimination training during onboarding (and annually thereafter).
  • Participated in How to Be(come) an Anti-Racist training for all team members in Q4 2020.
  • Participated in unconscious bias training for all leadership, including those involved in hiring, in Q4 2020.
  • Implemented Alley Supports: Minimize preventable and avoidable turnover by developing a strategic support structure designed for early and effective responses to both technical and adaptive challenges, matched to each individual’s needs. (April 2021)
  • Made Juneteenth an official company holiday to properly recognize this profound turning point in the emancipation of enslaved people in America and provide time to reflect upon this history, the progress that has been made, and the remaining systems that continue to oppress Black Americans. (May 2021)
  • Established a process for formal affinity groups at Alley, which will be driven by requests of Alley team members. (June 2021)
  • Shared transparent salary bands internally across all Departments and roles. (July 2021)

Our Goals

  • Increase Alley retention to 90 percent by end of year 2021
  • Increase our eNPS score by 100 percent and decrease the percentage of eNPS detractors by 50 percent by end of year 2021.

The World of Tomorrow

  • Make steps for career advancement transparent across departments.
  • Identify clear professional development pathways and opportunities for growth.
  • Launch and implement Alley Mentoring. This targeted support with a research-based approach will aim to increase knowledge, competency development, and opportunities for career development and advancement, particularly for employees from underrepresented groups.

Outreach

As a company, we must use our positions, expertise, and knowledge to support, collaborate with, and give our resources to women, Black people, indigenous people, people of color, LGBTQIA+ people, and disabled people within our industry.

What We’ve Done 

Our Goals

  • Reach at least 50 percent participation in Alley’s Day of Service by the end of 2021.
  • Sponsor/partner with at least 4 additional organizations that support the growth of women, Black people, indigenous people, people of color, LGBTQIA+ people, and disabled people in the technology industry by the end of 2021.
  • Sponsor at least 2 events that promote women, Black people, indigenous people, people of color, LGBTQIA+ people, and disabled people in the technology, journalism, and/or nonprofit industries by 2022.

The World of Tomorrow

  • Invite Alley team members to suggest and present organizations to explore for partnership. 
    • Document all of the research to share with our team members.
  • Create and distribute guidance to team members about service and volunteer opportunities.
  • Track individuals who make their way into our hiring pipeline and assess the impact our outreach is having on the pipeline. Gather data to answer hiring-related outreach questions such as the following.
    • Where are people hearing about Alley?
    • Have our partnerships with new organizations led to additional candidates? 

Hiring

Alley is committed to ensuring that our team reflects the broader demographic makeup of the U.S. and the other countries where our team members are based. We are determined to do better and identify and address exclusion or bias within our hiring process.

What We’ve Done 

  • Participated in mandatory unconscious bias training for everyone involved in the hiring process.
  • Reviewed job descriptions and hiring process for possible bias or language that might signal an uninclusive work environment.
  • Identified new job boards curated for diverse and underrepresented communities that we have historically not utilized.
  • Ensured we are prepared to make any needed accessibility accommodations an interviewee might need. Updated our communications to ensure that applicants are encouraged to ask for what they need. (June 2021)

Our Goals

  • Increase the overall diversity of our applicant pool — including women, Black people, indigenous people, people of color, LGBTQIA+ people, and disabled people — for every job we post.
  • Establish ourselves as thought leaders in web-developer education by breaking out of the current limited bounds of the tech sector, enabling us to connect with early-career developers and programming learners, an inherently and increasingly more diverse group.

The World of Tomorrow

  • Develop a long-term diversity recruitment strategy and metrics for tracking our efforts.
    • Gather data to answer questions such as the following.
      • Who is applying?
      • For what roles are they applying?
  • Establish Alley’s External Developer Education Program.
    • Leverage the program to improve our ability to hire a more diverse cohort of developers onto Alley’s development team, specifically women, Black people, indigenous people, people of color, LGBTQIA+ people, and disabled people.
    • Accomplish this by teaching specific technical skills needed to contribute code for enterprise-level WordPress, creating a pathway into a full-time developer role at Alley for folks who we could not hire and support with our current practices.

Education

Educating ourselves on issues related to and surrounding diversity, equity, and inclusion is necessary for our work. We must continually educate ourselves and those around us on these topics to increase our understanding and ensure our approach to DEI is sound and evidence-based.

What We’ve Done

Our Goals

  • Provide opportunities for all Alley team members to engage in DEI education.
  • Ingrain DEI education in Alley’s culture.

The World of Tomorrow

  • Continue to participate in regular learning sessions among the DEI Working Group.
  • Continue the 21 in ’21 Challenge and identify other learning opportunities for the broader Alley team.