Welcome to the Ending Human Trafficking podcast here at Vanguard University’s Global Center for Women and Justice in Orange County, California. My name is Dr. Sandie Morgan and this is the show where we empower you to study the issues, be a voice, and make a difference in ending human trafficking. We are back with part two of our episode exploring The Toolkit For Building Survivor Informed Organizations. We’re having a wonderful conversation with Crystal Bennett, a seasoned professional, serving as the Deputy Director of Diversity, Equity, Inclusion and Accessibility, and Special Initiatives at NHTTAC. I’m not going to do her whole bio again because if you missed the last episode, you have to go back and listen to it. Crystal, thank you so much for coming back, ‘m really excited to dig in again today.

I’m excited to be back, Sandie.

All right. Well, we looked at the first six chapters, we looked at the framework, and we understand that this is a critical toolkit that provides opportunity for assessment along the way. So your organization should be thinking, as you look at this, to do the assessments that populate every chapter, and then in six months go back and do it again. And in a year, do it again, because we can do better when we know better, but we’re more likely to do better if we measure our progress. We’re going to jump in to chapter seven, and talk about human resource development and training. I think this was one of the most insightful chapters for me, Crystal, because I’ve been around a long time, I’ve heard a lot of the content. But this particular approach with going beyond the walls of my center, and going to our human resources, and making sure this is part of onboarding. So talk to us about how that helps with our culture shift.

Absolutely, Sandie. I would say chapter seven is probably the longest chapter in the toolkit, which I think really emphasizes the importance when we’re thinking about our recruitment processes, our hiring practices, our onboarding protocols, and our training processes, and making sure that every single component of each of those has those guiding principles integrated throughout. Just to remind us about those guiding principles, based on SAMHSA’s six principles of a trauma informed approach, safety, trustworthiness, transparency, peer support, collaboration and mutuality, empowerment, voice and choice, and cultural, historical, and gender considerations. What that looks like is, when we’re thinking about our job postings, our salaries the way that we interview, the questions that we ask, our background screening processes, our training, our supervision, is that those should be integrated throughout each of those, and be very intentional. We first look at our hiring practices and the way that we recruit. This is where you want to assess your job postings, and are your job postings intentional around explicitly stating your organization’s commitment to those guiding principles? Because there should be no surprises when an employee or a potential employee applies for a position and then learns that there are these expectations to be trauma informed, to be person centered, to be equity focused. When we’re looking at creating those job postings, do we find that salary transparency is practiced? So somebody who’s applying can look at the salary range and determine for themselves if they would then want to apply. Having salary transparency also helps to mitigate any inequities in salaries when we’re thinking about individuals from minoritized and marginalized communities that when there is not a salary range listed, and a potential employer ask somebody how much money they would like to make, is that oftentimes we find that individuals from marginalized communities will potentially lowball themselves because there have been situations throughout our history in which we find that marginalized folks just have not experienced being valued and compensated accordingly. We also want to look at what are the requirements to support the potential employment of people, particularly people with lived experience, in looking at the possibility of creating exemptions for those with criminal history or removing drug testing requirements? Do our job descriptions demonstrate that we value not only learned experience, but lived experience? Then that creates some opportunity to replace a particular amount of lived or professional experience. So an example that’s provided in the toolkit is perhaps you have a job posting, where you would like someone with a master’s degree in social work. However, that requirement might be met by having someone who has a bachelor’s degree in a related area, and maybe experience in the field, or has lived experience, as we think about that as well. Looking at where are we recruiting? So where are we advertising positions? Do we have relationships with culturally specific schools? Historically, black colleges and universities? Colleges and universities that serve tribal communities? Making sure that we’re really expansive and thinking about wher...