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The MIT Press IDEA Plan

for inclusion, diversity, equity,
and accessibility

geometric-header-graphic

The MIT Press IDEA Plan

for inclusion, diversity, equity
and accessibility

Accountability Tracker

We value transparency and accountability in our work and will use this website to track progress toward our committed actions in the areas of Communication, Compensation, Hiring, Internships, Learning, Networks, Onboarding, Promotion Process, Publishing Ecosystem, and Retention.

The implementation steps listed here represent new initiatives we are undertaking over the next three years and are intended to complement our existing work in this area. To understand the full scope of the Press’s commitment, we invite visitors to view this accountability tracker alongside a list of our ongoing activities. We will update this site biannually to track and share our progress and issue an annual report.

Turn your device to landscape to view the Accountability Tracker

Communication

Our commitment: We will strive for balance and transparency in how we communicate and track our organizational and team goals. This is a Press-wide priority that focuses on both process improvements and outcomes. To be successful, all staff need to be kept informed of leadership decisions and policies. Collectively, we need to consistently and effectively communicate our EDI commitment within and outside of the Press.

Implementation step & time frame

Status

Planning In progress Completed Ongoing
Complete an OKR (objectives and key results framework ) around accessibility of content. Q3-FY22
Launch an external-facing website with our EDI report and accountability tracker that is updated, at a minimum, on a biannual basis. Q2-FY22
Share quarterly updates on EDI work with staff through internal Press newsletter, all-staff meetings, and Press wiki. Q3-FY22
Add option to include a staff photo on the staff directory. Originally due Q4-FY22, delay for new website redesign
Add option to include pronouns to the staff directory. Originally due Q4-FY22, delay for new website redesign
Add information about diversity and hybrid work environment to our jobs page. Q4-FY22
Blog occasionally on workplace culture. Ongoing
Distribute best practices for hybrid meetings. Q3-FY22

Compensation

Our commitment: While there are no identified pay inequities related to race or gender at the Press, appropriate and competitive compensation is core to attracting and retaining a more diverse workforce. We will endeavor to benchmark and adjust MIT Press salaries accordingly, prioritizing entry-level roles.

Implementation step & time frame

Status

Planning In progress Completed Ongoing
Work with central HR to complete a review of salary equity within job categories and grade levels. FY24
Conduct broad-based compensation benchmarking study. FY24
Secure funding for salary increases where justified by EDI considerations. FY24

Hiring

Our commitment: Bias-free hiring practices and active recruitment from less represented communities attract more diverse candidate pools, open new career pipelines, and create a culture of belonging. We will improve training and resources for hiring managers, reduce the emphasis on previous publishing experience where feasible, and regularly self-audit our hiring and pipelines data.

Implementation step & time frame

Status

Planning In progress Completed Ongoing
Complete biannual evaluations of hiring data to track the impact of process improvements. Q4-FY22
Revise required experience accordingly for each job level at the Press. Q1-FY23
Require all hiring managers to complete Hiring at MIT: Bias-Free Practices training from the Institute. Q3-FY22 (ongoing)
Distribute a best practices in bias-free search and hiring guide that covers job descriptions, application review, interviews, onboarding, and post-search debrief. Q1-FY23
Request EEO data from MIT HR following searches. Compare and track entry-level recruiting and recruiting for higher level positions to measure progress and incentivize recruiting for diverse applicants. Q2-FY23

Internships

Our commitment: Our internships are paid positions and our interns are valued colleagues who contribute meaningfully to the Press. We will sustain and grow the Press’s internship program with a diversity focus and support and track interns’ career development.

Implementation step & time frame

Status

Planning In progress Completed Ongoing
Draft a fundraising plan to grow the paid internship program. Q1-FY23
Develop an internship alumni network. Q1-FY23
Build mentoring capacity within the program to help interested interns get their next job in publishing. Q1-FY23

Learning

Our commitment: We will identify existing DEI learning gaps and provide ongoing structured, voluntary, and peer to peer education opportunities on processes, initiatives, and topics.

Implementation step & time frame

Status

Planning In progress Completed Ongoing
Document and share opportunities to participate in peer to peer and voluntary learning opportunities via Institute employee resource groups (ERG), ICEO learning opportunities, and the Press’s Equity and Justice Forum (EJF).
Clarify purpose of Equity and Justice Forum for peer to peer discussion, learning opportunities, and book club discussions. Q2-FY22
Include staff reports on ERG and EJF activities during all-staff meetings and in internal newsletter. Q2-FY22
Complete work-focused EDI trainings specific to each work area at the Press (ie Marketing for BIPOC Audiences for marketing and communications department). Originally due Q4-FY22, new due date is Q1-FY23
Host an annual all-staff event focused on antiracism or allyship education. Originally due FY22, event will be scheduled for October 2022.

Networks

Our commitment: We will be intentional in how we expand our individual and Press-wide networks to include organizations and communities that are made up of or serve people of color and other underrepresented groups.

Implementation step & time frame

Status

Planning In progress Completed Ongoing
Complete department audits of individual and shared networks and implement plans to expand networks accordingly. Originally due Q2-FY22, will be completed Q4-FY22
Partner with MIT’s Small and Diverse Business Program to improve supplier diversity. Originally due Q2-FY22. We've done an audit of SDBP list, but it doesn't cover the right types of partners for much of our work (relying on freelance editors or copywriters for example). Will need to revise goal.
Develop a strategic outreach plan for organizations that are made up of or serve people of color and other underrepresented groups in order to find new peer reviewers, authors, and readers. Q2-FY22

Onboarding

Our commitment: We will lay a better foundation for a culture of belonging, by enriching our onboarding process with manager training, peer to peer connections, access to Press resources, and two-way communication around team norms.

Implementation step & time frame

Status

Planning In progress Completed Ongoing
Launch new onboarding process, checklist, and documentation, to include information about Institute-wide programs such as employee resource groups and the ICEO's newsletter. Q4-FY22
Re-launch the buddy system for new staff, with an emphasis on community connections for remote employees. Q4-FY22
Invite all staff to opt-in to Donut on Slack. Q3-FY22
Conduct a manager training on team communication best practices and norms. Q2-FY22

Promotion process

Our commitment: We will build greater structure and transparency around annual review, promotion, and merit increase processes to promote equity.

Implementation step & time frame

Status

Planning In progress Completed Ongoing
Conduct annual audit of promotion data by gender and race/ethnicity. Q1-FY23
Offer preemptive training to managers on promotion process. Q2-FY23
Develop promotion paths in each job area at the Press with clear, measurable criteria for growth steps, such as demonstrated increase in scope or impact. Q2-FY23
Work with MIT’s central HR to complete a review of job mapping and grade levels. Q1-FY23

Publishing ecosystem

Our commitment: We will actively engage in industry-wide efforts to grow EDI in publishing.

Implementation step & time frame

Status

Planning In progress Completed Ongoing
Survey recent MIT Press authors about their demographic profiles, as part of an AUPresses pilot project. Q2-FY22
Complete follow up survey of MIT Press authors about their demographic profiles. FY24
Deploy a process for author name changes. Q2-FY22
Participate in the Royal Society of Chemistry demographic data project. Ongoing
Support Coalition for Diversity and Inclusion in Scholarly Communications efforts to increase diversity in scholarly communications. Ongoing

Retention

Our commitment: We will be intentional about staff retention efforts as we shift to a new hybrid work structure. With a focus on increased psychological safety, we will strive to create community, transparency, and participation through improved feedback channels and enhanced employee recognition programs. We will also provide more clarity on career paths, annual reviews, promotions, and merit increases.**

Implementation step & time frame

Status

Planning In progress Completed Ongoing
Offer communication and team norms training opportunities to all staff. Originally due Q4-FY22, now due Q2 FY23
Document the full range of staff committees and invite staff to participate in voluntary opportunities. Originally due Q3-FY22, will be completed Q1-FY23
Institute "stay interview" process for managers. Q1-FY23
Implement annual skip-level performance feedback process. Originally due Q4-FY22, will be completed by end of FY23.
Require all managers to complete MIT's self-guided psychological safety course. Q3-FY23
Supplement existing Spot and Infinite Mile award programs with new ways to recognize staff accomplishments and milestones. Q3-FY23
Train all managers on steps required for offboarding, both voluntary and involuntary. Q2-FY23
Conduct bi-annual review of departures and exit interviews to detect patterns. Q4-FY22

Commitment Categories

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