All interested nominees/applicants are strongly encouraged to review this document related to the AHRD Antiracism Committee's history, mission, vision, values, and goals prior to developing the required materials for consideration.

Qualifications of AHRD Antiracism Committee Members:

• Must be a current AHRD member and must have been an AHRD member for at least one year.
• Must demonstrate sustained professional commitment to antiracism, as evidenced by teaching, scholarship, service, and/or practice.
• Must hold a terminal degree in a discipline closely related to the study of HRD. Candidates who do not hold the required terminal degree may be considered based upon demonstrated capabilities in teaching, scholarship, service, and/or practice related to antiracism in the application/nomination materials and in the selection process.

Roles and responsibilities of committee members:

• Innovative thinking
• Attend all meetings of the committee
• Provide feedback on AHRD artifacts and policies
• Create and maintain space for difficult conversations leading to antiracist change
• Take mindful, meaningful action that contributes to and creates real antiracist change
• Active participation in AHRD sponsored events
• Commitment to continuing education/individual development regarding antiracism
• Investing in the development and inclusion of current and potential AHRD members of color

Selection Process

Both nominations and applications will be accepted until June 1, 2026.

Nomination/application materials must include: (a) statement of vision (no more than 1 page) related to antiracism within AHRD and the field of HRD, (b) statement of qualifications and interests (no more than 1 page) related to antiracism within AHRD and the field of HRD, (c) current CV/resume. Materials will be submitted to Dr. Marilyn Byrd and Dr. Chaunda Scott.

Materials will be shared with the full committee. The committee will engage in independent reviews of application/nomination materials consisting of qualitative comments and an ordered ranking of all candidates on an internal rubric. Sufficiently qualified candidates will be invited to participate in a single interview of up to one hour length with three current committee members.

After completing initial interviews with qualified candidates, the committee will meet to discuss the results of those interviews and to vote on appointment to the committee. Successful candidates will begin their terms on July 1, 2026.

Questions may be directed to Dr. Marilyn Byrd and Dr. Chaunda Scott

In solidarity,
The AHRD Antiracism Committee

Expanding Core Human Resource Development Areas to Incorporate Antiracism Learning and Development Approaches in Organizational Settings: Recommendations for Practice

“Authentic antiracists are known for the antiracism work they engage in, and not for just having the title as an antiracist”.  - Chaunda L. Scott

The concept of antiracism learning and development is described by me as a strategic and continuous organizational effort that aims to advance employee’s antiracism knowledge, skills and abilities. Its aim as I see it is to develop employees as antiracist advocates who actively endorse antiracism philosophies, policies and practices leading to the eradication of racial inequalities in organizational settings. To put the concept of antiracism learning and development in context, the terms of racism, racist, antiracism and antiracist will be described below to highlight the factors that shape the meaning, significance and relevance of the construct antiracism learning and development.

Racism Described:

“Racism is a powerful collection of policies that lead to racial inequality and injustice and that substantiated by the ideas of racial hierarchy” (Kendi 2019, p.26).

Racist Described:

A racist is an individual “who is expressing an idea of racial hierarchy, or through actions or inaction is supporting a policy that leads to racial inequity or injustice” (Kendi, 2019, p. 15).

Antiracism Defined:

“Antiracism is a powerful collection of policies that lead to racial equity and justice and that are substantiated by ideas of racial equality” (Kendi, 2019, p.28)

Antiracist Described:

An antiracist is an individual “who is expressing an idea of racial equality, or is actively supporting a policy that leads to racial equity or justice” (Kendi, 2019., p.15).

In 2020, the public murder of George Floyd, raised awareness of the need for racial equality and racial justice in a variety of organizational settings globally. The terms racism, racists, antiracism and antiracists along with antiracism efforts have also become popular in a variety of organizational settings globally, since George Floyd’s slaying. Yet, less is known about the various types of antiracism approaches (policies and practices) that are being created and utilized by organizations to promote antiracism learning and development.

In the field of Human Resource Development (HRD), professionals aim to advance the organizational development performance of their employees, along with the overall success of organizations by drawing upon the core HRD areas of organizational development, training and development and career development (McLagan, 1989). However, in these core HRD areas, an emphasis on antiracism learning and development is lacking.

To incorporate antiracism, learning and development approaches into the core HRD areas of organizational development, training and development and career development, an expansion of their purposes is needed to include a focus on developing employees as antiracist advocates who actively support antiracism philosophies, policies and practices leading to the eradication of racial inequalities in organizational settings. For example, in the area of organizational development, antiracism learning and development should include a focus on creating organizational environments that oppose all forms of racism and race-related inequalities. It should also be included in leadership development seminars, policy development, evaluation development, strategic planning development, and most important, the development of antracism policy which focuses on addressing all forms of racism and discriminatory behavior displayed by employees in organizations.

In the area of training and development, antiracism learning and development training programs should be designed and delivered along with offering supporting antiracism training materials to prepare employees personally and professionally with the knowledge and skills to identify and address racism in organizations, in its various forms. Such training programs should cover topics such as the history of racism, contemporary racism, defining unconscious bias, the impact of racism on the organizational culture, along with strategies to address racism in organizational settings, to name a few.

In the area of career development, antiracism learning and development efforts should raise awareness of how systemic racism and inequalities continue to persist for employees from diverse backgrounds in the areas of hiring promotions and pay. Because of this lingering trend, antiracism learning and development strategies should be included in the areas of career mentoring, coaching and counseling to provide employees from diverse backgrounds with helpful career development resources that can be used to further their professional growth.

Expanding the core HRD areas of organizational development, training and development and career development to incorporate critical antiracism learning and development approaches will provide opportunities for employees to question existing power dynamics that have resulted “in inequitable practices and social systems such as sexism, racism, and capitalism” (Bierema & Callahan, 2014, p.429). It will also provide opportunities for employees to engage in purposeful dialogue focused on dismantling racism at the individual, institutional and structural levels. Moreover, it provides an opportunity for leaders and employees to actively strive for organizational social justice (Byrd, 2012), “which is a state that organizations should seek to achieve so that everyone feels included, accepted, and respected and whereby all human dignity as well as equality is practiced and upheld” (p. 120).

References

Bierema, L., & Callahan, J. L. (2014). Transforming HRD: A framework for critical HRD practice. Advances in Developing Human Resources, 16(4), 429-444.
Byrd, M. (2012. Theorizing leadership of demographically diverse leaders. Managing diversity in today’s workplace: Strategies for employees and employers. (Women and careers in management), 103-124.
Kendi, I. X. (2019). How to be an antiracist. Own World. New York.
McLagan, P. (1989). Models for HRD practice. Training & Development Journal 43(9), 49-59.

“Misogynoir,” a term first coined in the 2000s by Black feminist scholar and activist Moya Bailey (2021), refers to the specific type of discrimination, bias, and mistreatment experienced by Black women, which is rooted in both anti-Black racism and misogyny. This dual oppression occurs in the workplace, media, healthcare, and everyday social interactions, leading to the systematic marginalization of Black women. Misogynoir is not just the sum of racism and sexism, but rather a unique intersection that creates intensified experiences of discrimination. Black women face unique stereotypes and biases that intertwine to create a distinct form of oppression—this is well-documented in the scholarly literature, including in the field of HRD (e.g. Byrd, 2008; Byrd, 2009; Lanier, Toson, & Walley-Jean, 2022; Santamaría et al., 2022; Sisco, Hart-Mrema, & Aderibigbe, 2022; Trusty, Ward, Good-Perry Ward, & He, 2023).

One particularly insidious aspect of misogynoir is its ability to oppress Black women uniformly, irrespective of their actions or qualifications. This means that Black women often face discrimination and stereotypes no matter what they do. For instance, misogynoir manifests through stereotypes such as the "angry Black woman," which unfairly portrays Black women as inherently aggressive, and the "strong Black woman," which ignores their vulnerabilities and reduces their humanity to mere resilience. In both cases, Black women are denied the full complexity of their individual experiences and identities.

In my previous contributions to the AHRD Antiracism Committee Bulletin, I have discussed such topics as interest convergence and critical race theory, and explored antiracism within the regressive legal landscape of the US. These frameworks are equally relevant to understanding misogynoir. Interest convergence suggests that societal progress occurs when the interests of marginalized groups align with those of the dominant group. To combat misogynoir, we must recognize that true equity benefits everyone. Policies and practices that uplift Black women contribute to a more just and equitable society for all of us.

Addressing misogynoir requires more than awareness; it demands action. This involves challenging our own biases, advocating for inclusive policies, and creating environments where everyone can thrive. It means listening to Black women's experiences, valuing their contributions, and ensuring that they have equal opportunities for advancement and recognition. I recognize that for some, this may be the first time you have ever heard the term “misogynoir.” When we are aware, we become accountable. Ending misogynoir is a collective responsibility. By educating ourselves about the unique challenges faced by Black women and actively working to dismantle the intersecting oppressions of racism and sexism, we can create a more inclusive and equitable community. It’s on all of us to ensure that misogynoir is not only recognized but dismantled. I want to challenge every member of AHRD to commit to disrupting misogynoir when you see and hear it.

References

Bailey, M. (2021). Misogynoir transformed: Black women’s digital resistance. New York, NY: New York University Press.

Byrd, M. (2008). Negotiating new meanings of ‘leader’and envisioning culturally informed theories for developing African-American women in leadership roles: an interview with Patricia S. Parker. Human Resource Development International, 11(1), 101-107.

Byrd, M. Y. (2009). Telling our stories of leadership: If we don’t tell them they won’t be told. Advances in developing human resources, 11(5), 582-605.

Lanier, D. A., Toson, S. J., & Walley-Jean, J. C. (2022). Black women leaders: Going high in a world of lows. Advances in Developing Human Resources, 24(3), 193-207.

Santamaría, L. J., Manríquez, L., Diego, A., Salazár, D. A., Lozano, C., & García Aguilar, S. (2022). Black, African American, and migrant indigenous women in leadership: Voices and practices informing critical HRD. Advances in Developing Human Resources, 24(3), 173-192.

Sisco, S., Hart-Mrema, T. S., & Aderibigbe, E. (2022). Engaging in race-conscious research and applying racial equity in human resource development: a collective autoethnography. Human Resource Development International, 25(1), 59-75.

Trusty, J., Ward, D. A., Good-Perry Ward, M., & He, M. (2023). Hair bias in the workplace: A critical human resource development perspective. Advances in Developing Human Resources, 25(1), 5-26.

One particularly insidious aspect of misogynoir is its ability to oppress Black women uniformly, irrespective of their actions or qualifications. This means that Black women often face discrimination and stereotypes no matter what they do. For instance, misogynoir manifests through stereotypes such as the "angry Black woman," which unfairly portrays Black women as inherently aggressive, and the "strong Black woman," which ignores their vulnerabilities and reduces their humanity to mere resilience. In both cases, Black women are denied the full complexity of their individual experiences and identities.

In my previous contributions to the AHRD Antiracism Committee Bulletin, I have discussed such topics as interest convergence and critical race theory, and explored antiracism within the regressive legal landscape of the US. These frameworks are equally relevant to understanding misogynoir. Interest convergence suggests that societal progress occurs when the interests of marginalized groups align with those of the dominant group. To combat misogynoir, we must recognize that true equity benefits everyone. Policies and practices that uplift Black women contribute to a more just and equitable society for all of us.

Addressing misogynoir requires more than awareness; it demands action. This involves challenging our own biases, advocating for inclusive policies, and creating environments where everyone can thrive. It means listening to Black women's experiences, valuing their contributions, and ensuring that they have equal opportunities for advancement and recognition. I recognize that for some, this may be the first time you have ever heard the term “misogynoir.” When we are aware, we become accountable. Ending misogynoir is a collective responsibility. By educating ourselves about the unique challenges faced by Black women and actively working to dismantle the intersecting oppressions of racism and sexism, we can create a more inclusive and equitable community. It’s on all of us to ensure that misogynoir is not only recognized but dismantled. I want to challenge every member of AHRD to commit to disrupting misogynoir when you see and hear it.

References

Bailey, M. (2021). Misogynoir transformed: Black women’s digital resistance. New York, NY: New York University Press.

Byrd, M. (2008). Negotiating new meanings of ‘leader’and envisioning culturally informed theories for developing African-American women in leadership roles: an interview with Patricia S. Parker. Human Resource Development International, 11(1), 101-107.

Byrd, M. Y. (2009). Telling our stories of leadership: If we don’t tell them they won’t be told. Advances in developing human resources, 11(5), 582-605.

Lanier, D. A., Toson, S. J., & Walley-Jean, J. C. (2022). Black women leaders: Going high in a world of lows. Advances in Developing Human Resources, 24(3), 193-207.

Santamaría, L. J., Manríquez, L., Diego, A., Salazár, D. A., Lozano, C., & García Aguilar, S. (2022). Black, African American, and migrant indigenous women in leadership: Voices and practices informing critical HRD. Advances in Developing Human Resources, 24(3), 173-192.

Sisco, S., Hart-Mrema, T. S., & Aderibigbe, E. (2022). Engaging in race-conscious research and applying racial equity in human resource development: a collective autoethnography. Human Resource Development International, 25(1), 59-75.

Trusty, J., Ward, D. A., Good-Perry Ward, M., & He, M. (2023). Hair bias in the workplace: A critical human resource development perspective. Advances in Developing Human Resources, 25(1), 5-26.

Call for Nominations/Applications for New Members

In alignment with committee governance documents approved by the AHRD Board of Directors in November 2022, the AHRD Antiracism Committee is seeking nominations and applications for two vacant positions on the committee. The term length is three years, beginning and ending in accordance with the date of appointment.

All interested nominees/applicants are strongly encouraged to review this document related to the AHRD Antiracism Committee’s history, mission, vision, values, and goals prior to developing the required materials for consideration. 

Qualifications of AHRD Antiracism Committee Members: 

• Must be a current AHRD member and must have been an AHRD member for at least one year.

• Must demonstrate sustained professional commitment to antiracism, as evidenced by teaching, scholarship, service, and/or practice. 

• Must hold a terminal degree in a discipline closely related to the study of HRD. Candidates who do not hold the required terminal degree may be considered based upon demonstrated capabilities in teaching, scholarship, service, and/or practice related to antiracism in the application/nomination materials and in the selection process. 

Roles and responsibilities of committee members: 

• Innovative thinking

• Attend all meetings of the committee 

• Provide feedback on AHRD artifacts and policies 

• Create and maintain space for difficult conversations leading to antiracist change

• Take mindful, meaningful action that contributes to and creates real antiracist change 

• Active participation in AHRD sponsored events 

• Commitment to continuing education/individual development regarding antiracism 

• Investing in the development and inclusion of current and potential AHRD members of color 

Selection Process

Both nominations and applications will be accepted until August 16, 2024. 

Nomination/application materials must include: (a) statement of vision (no more than 1 page) related to antiracism within AHRD and the field of HRD, (b) statement of qualifications and interests (no more than 1 page) related to antiracism within AHRD and the field of HRD, (c) current CV/resume. Materials will be submitted to the Co-Chairs of the committee, Dr. Marilyn Byrd and Dr. Chaunda Scott. 

Materials will be shared with the full committee. The committee will engage in independent reviews of application/nomination materials consisting of qualitative comments and an ordered ranking of all candidates on an internal rubric. Sufficiently qualified candidates will be invited to participate in a single interview of up to one hour length with three current committee members.

After completing initial interviews with qualified candidates, the committee will meet to discuss the results of those interviews and to vote on appointment to the committee. Successful candidates will begin their terms on October 1, 2024.

Questions may be directed to Dr. Marilyn Byrd and Dr. Chaunda Scott

In solidarity,

The AHRD Antiracism Committee

Marilyn Byrd
Joshua Collins

Nicole Dillard

Khalil Dirani

Terrence Maltbia

Chaunda Scott
Seung Won Yoon