Winter Washington’s transformative approach to leadership in Diversity, Equity, and Inclusion (DEI) at Gainwell Technologies demonstrates how abstract principles can convert into pragmatic strategies yielding tangible outcomes. As the head of DEI and Employee Experience, Washington has not only drawn from her rich professional background but has also firmly established DEI as a cornerstone of Gainwell’s corporate culture. Her journey in the DEI realm began during her formative years with Enterprise Holdings, where she held various roles from running offices to engaging in HR activities. Often the youngest, frequently the only woman, and notably the sole person of color in many rooms, Washington naturally became the go-to person for DEI-related inquiries, which catalyzed her initial foray into more structured diversity training endeavors.
Washington’s trajectory took a significant turn when she joined Chubb, a global insurance firm, where her role on a team called Culture became more finely honed. She was responsible for bridging HR and employee relations amidst a substantial merger, focusing on diversifying the workforce, boosting employee engagement, and ensuring a cohesive employee experience during transitions. This experience provided her with a more profound understanding of DEI and prepared her for the monumental role she would soon take on at Gainwell Technologies. Her deep background in HR has been invaluable in blending DEI initiatives seamlessly with broader organizational strategies.
Building a DEI Foundation at Gainwell Technologies
A significant turning point arrived in 2020 when Washington joined Gainwell Technologies during its nascent phase as an independent entity. Emphasizing the foundational nature of her role, she stated, “DEI was identified as a priority from the outset.” With a metaphorical blank slate, her first mission was to define DEI within Gainwell’s context, focusing on delineating diversity, equity versus equality, and practical inclusion. These concepts were established as the pillars of Gainwell’s operational ethos, and Washington carefully framed DEI conversations to avoid potential alienation. Recognizing that terms like ‘diversity training’ could be polarizing, she opted for more inclusive phrases such as ‘culture training’ or ‘general people training,’ promoting shared behavioral norms instead of singling out individuals or groups.
This inclusive reframing has proven beneficial in advancing Gainwell’s DEI objectives. At Gainwell, Washington strategically positioned DEI as a key driver of business success, demonstrating that diversity and inclusion are not mere buzzwords but integral elements of the company’s operational framework. Her methodical approach to embedding DEI into the company’s DNA involved not just top-down mandates but also grassroots initiatives that resonated with Gainwell’s employees at all levels. By fostering an open dialogue on DEI principles, she has cultivated a culture where these values are integral, enhancing the overall workplace environment.
Expanding Employee Resource Groups (ERGs)
Under Washington’s leadership, Gainwell Technologies has made significant progress in embedding DEI into its ethos, illustrated through several key initiatives and achievements. The Employee Resource Groups (ERGs) at Gainwell have grown both in number and participation. Starting with five, the company now boasts six ERGs, with a notable 30% increase in membership over the past year. Over 600 employees are actively involved, transforming these groups from mere interest collectives to instrumental entities that drive retention, talent development, and engagement. This expansion of ERGs reflects Washington’s commitment to fostering diverse, inclusive communities within the organization.
ERGs have become a critical platform for employees to engage with each other and the company’s leadership, promoting interactions across different demographics and fostering a sense of belonging. These groups provide invaluable support networks for like-minded individuals, helping them navigate their careers and contribute to Gainwell’s culture. By cultivating these spaces, Washington has not only helped to mitigate feelings of isolation among minority groups but also has actively promoted employee engagement and career development, creating a more inclusive workplace.
Commitment to Transparency and Diversified Hiring
Gainwell’s commitment to transparency is evident in its annual DEI reports. By voluntarily sharing this information—reflecting leadership insights and employee stories—the company communicates its genuine dedication to DEI, making the concept more tangible and actionable. These reports highlight Gainwell’s achievements, challenges, and ongoing DEI initiatives, offering a clear vision of the company’s efforts and fostering accountability. Washington believes that transparency is crucial for building trust and demonstrating the company’s ongoing commitment to diversity and inclusion.
Additionally, Gainwell has prioritized diversification in its recruitment and promotion practices. Impressively, 65% of new hires are racially diverse, and 57% are women, remarkable figures in the tech sector. Washington indicates that the company is continuously striving for further improvement in these areas, understanding that diverse teams drive innovation and business success. Gainwell’s diversified hiring strategies ensure that a variety of perspectives are represented, contributing to a richer, more dynamic organizational culture. This inclusive hiring approach aligns with the company’s overarching DEI goals, helping to build a workforce that mirrors the diversity of the broader community.
Supporting Veterans and Continuous Improvement
Gainwell collaborates with organizations like Hiring Our Heroes to bolster opportunities for veterans, with nearly 8% of their current workforce comprising veterans. This initiative reflects the importance Gainwell places on leveraging the unique skills and experiences that veterans bring to the workplace. Veterans often possess a range of competencies, including leadership, teamwork, and strategic thinking, which can significantly benefit the organization. Gainwell’s commitment to veteran support embodies its broader mission of inclusivity and appreciation of diverse backgrounds.
Washington is pragmatic about the timeline and challenges associated with meaningful DEI work, frequently reminding, “This is a long game.” She champions the importance of normalizing difficult conversations to embed DEI into the organizational framework truly. Training on unconscious bias, microaggressions, and racial fragility are part of this effort to build a corporate culture where such discussions aren’t taboo but routine. These trainings aim to enhance awareness and understanding among employees, fostering an environment conducive to open dialogue and mutual respect. Washington’s approach acknowledges that DEI work is an ongoing process that requires dedication, patience, and flexibility to achieve sustainable change.
Integrating DEI into Corporate Culture
Embedding DEI into Gainwell’s DNA, rather than isolating it within a silo, has been critical. Tying DEI initiatives into broader strategies around recruitment, retention, and engagement ensures they are integral to the company’s overall mission and objectives. Washington’s sustained HR background aids in this seamless integration, allowing her to align DEI initiatives with the company’s strategic goals. Reflecting on the progress at Gainwell, Washington highlights feedback from the annual employee engagement survey. With 79% of employees believing that Gainwell fosters an environment conducive to success for individuals from diverse backgrounds, she acknowledges this as a significant milestone—though far from the endpoint.
These survey results serve as a benchmark, demonstrating the ongoing journey toward DEI excellence. By continually assessing and refining DEI initiatives, Gainwell can adapt to evolving needs and situational contexts, ensuring that its DEI strategy remains relevant and effective. Washington’s leadership has been instrumental in creating an inclusive workplace where employees feel valued and empowered to contribute to their fullest potential. Through her efforts, Gainwell stands as a model for other organizations striving to embed DEI into their corporate culture.
Extending DEI Efforts Beyond Internal Practices
Winter Washington’s innovative leadership in Diversity, Equity, and Inclusion (DEI) at Gainwell Technologies shows how abstract ideals can be turned into practical strategies with real results. As the head of DEI and Employee Experience, Washington has drawn from her extensive background to firmly establish DEI as a key aspect of Gainwell’s corporate culture. Her DEI journey began during her early years at Enterprise Holdings, where she took on various roles, including running offices and engaging in HR activities. Often the youngest, frequently the only woman, and frequently the sole person of color in the room, Washington naturally became the go-to person for DEI-related questions, sparking her interest in formal diversity training.
Her career took a pivotal turn at Chubb, a global insurance company, where she was part of a team called Culture. There, she bridged HR and employee relations during a major merger, focusing on workforce diversification, employee engagement, and a smooth employee experience during transitions. This role deepened her DEI understanding and set the stage for her significant contributions at Gainwell Technologies, combining DEI initiatives with broader organizational strategies.
