Equity in Practice: Session 2

AIA Colorado’s Justice, Equity, Diversity, and Inclusion (J.E.D.I.) Committee continued its virtual Equity in Practice Series with a discussion focused on Chapters 4–6 of the AIA Guides for Equitable Practice: Recruitment & Retention, Negotiation, and Mentorship & Sponsorship.

Committee co-chairs Sarah Morasso, AIA, and Alexander Person, AIA, were joined by Stephanie Fernandez, AIA, exploring how workplace systems, leadership practices, and professional relationships shape career growth and equity within architecture firms. Through guided discussion and practical examples, attendees examined how firms can intentionally create more transparent, supportive environments that strengthen both individuals and organizations.

Stephanie Fernandez, AIA, opened the session with a discussion on the importance of intentional recruitment and retention practices in building resilient, diverse firms. She emphasized that recruitment is more than simply filling positions—it is about attracting talent thoughtfully and creating environments where employees can thrive long-term.

Participants explored how successful retention depends on continued engagement throughout an employee’s career, including opportunities for growth, meaningful work, mentorship, and work-life balance. Fernandez highlighted how firms benefit from involving employees at multiple levels in the hiring process to better assess cultural fit, skills, and long-term potential.

The conversation also addressed common “pinch points” within the profession, including barriers related to licensure, caregiving responsibilities, workplace bias, and limited access to leadership opportunities. Fernandez encouraged firms to establish transparent promotion pathways, revisit evaluation practices regularly, and foster open dialogue with employees to strengthen trust and engagement.

Attendees reflected on how flexibility, empathy, and intentional leadership can help reduce barriers and support a more inclusive workplace culture.

Key Takeaways

• Recruitment and retention are shared responsibilities that involve leadership, managers, and team members at every level.
• Employees are more likely to remain engaged when they feel supported, valued, and connected to opportunities for growth.
• Clear pathways for advancement and transparent evaluation processes help create more equitable workplaces.
• Work-life balance, flexibility, and empathy are increasingly important factors in long-term employee retention.
• Firms that regularly engage with employees and revisit workplace practices are better positioned to build resilient teams.

Quotes

“Retention starts with engagement—people stay where they feel valued, supported, and able to grow.”

“There is no single path through the profession. Flexibility and empathy help create space for diverse experiences and career journeys.”

“Equity is strengthened when more people are invited to the table—and when those already at the table advocate for others.”

Alexander Person, AIA, challenged attendees to rethink negotiation as a positive and collaborative process rather than a confrontational one. Expanding beyond salary discussions, the presentation explored negotiation as an essential professional skill that impacts project management, career advancement, client relationships, and workplace culture.

Person discussed how negotiation can help “level the playing field” by encouraging transparency, communication, and self-advocacy. He highlighted the cumulative impact of compensation negotiations over the course of a career, emphasizing how even small differences in salary increases can significantly affect long-term financial outcomes.

The discussion also examined how personal biases can influence negotiations and decision-making, encouraging attendees to recognize and thoughtfully address those biases in professional settings. Participants reflected on how open communication and respectful negotiation can build trust within teams and improve employee engagement.

Attendees shared personal experiences navigating difficult conversations, advocating for their value, and balancing confidence with concise communication. The group also discussed salary transparency resources, including AIA compensation guides, and the importance of preparation, research, and measurable metrics when negotiating compensation or project fees.

Key Takeaways

• Negotiation is not limited to salary discussions; it is a daily professional skill used in leadership, collaboration, and project work.
• Open and respectful negotiation can strengthen trust, communication, and workplace culture.
• Small differences in compensation or advocacy can compound significantly over the course of a career.
• Preparation, research, and measurable metrics are important tools when advocating for compensation or project value.
• Recognizing personal bias is an important step toward creating fairer and more equitable professional interactions.

Quotes

“Negotiation should be a conversation, not an argument.”

“People who feel empowered to speak up are often more engaged in their work and more invested in their teams.”

“Transparency builds trust, and trust strengthens workplace culture.”

“Small differences in opportunity, compensation, and advocacy can compound over the course of a career.”

Closing the session, Fernandez explored the important distinction between mentorship and sponsorship and their collective role in supporting career development and workplace equity.

Mentorship was described as a relationship focused on guidance, growth, and knowledge-sharing, while sponsorship involves actively advocating for someone’s advancement and visibility within an organization. Fernandez also discussed related roles such as coaches and allies, emphasizing the many ways professionals can support one another throughout their careers.

Participants reflected on the importance of formal mentorship programs in creating equitable access to opportunities and reducing barriers within firms. Fernandez encouraged attendees to seek mentors both inside and outside their organizations and reminded participants that mentorship is a two-way relationship that benefits both mentors and mentees.

The discussion concluded with personal stories about impactful mentorship experiences and the lasting influence mentors can have on professional growth, confidence, and long-term career success.

Key Takeaways

• Mentorship and sponsorship both play important but distinct roles in professional development.
• Formal mentorship programs can help create more equitable access to opportunity and career advancement.
• Mentorship relationships benefit both mentors and mentees through shared learning and professional growth.
• Career development can be supported through mentors both inside and outside the architecture profession.
• Firms that support mentorship and sponsorship often strengthen recruitment, retention, and employee engagement.

Quotes

“Mentorship is a two-way relationship. Both the mentor and mentee grow through the process.”

“Mentorship doesn’t require decades of experience—everyone has knowledge and perspective that can help someone else grow.”

“Creating equitable workplaces is not a one-time initiative; it’s an ongoing practice of listening, reflecting, and improving.”

“Supporting career development ultimately strengthens firms, teams, and the communities architects serve.”

Equity in Practice Series: Session 1 – Intercultural Competence, Workplace Culture, and Compensation

AIA Colorado’s J.E.D.I. Committee kicked off its three-part Equity in Practice series with a session focused on intercultural competence, workplace culture, and compensation, three interconnected forces shaping equity in the profession. This series is based on AIA’s Guide for Equitable Practice. 

Co-chairs Sarah Morasso, AIA, and Alexander Person, AIA, framed the conversation by emphasizing that architecture is not neutral, and that advancing equity requires both individual reflection and systemic change.

Equity in Practice Series: Session 3 – Career Advancement, Community Engagement, and Measuring Progress

We’ll examine how systems within firms and institutions influence career mobility, professional development, and leadership opportunities. The session will also explore how architects engage with communities in ways that acknowledge historical inequities and support more inclusive design processes that reflect the needs and experiences of the people architecture serves.

In addition, the course will introduce strategies for measuring progress toward equity within organizations—highlighting the importance of accountability, data, and continuous evaluation in building more inclusive workplaces and design practices.