I don’t have a college degree. There, I said it. And you know what? That statement does not define me or limit me. It’s a fact, a part of my background, and is likely one of the reasons I’ve had the career I’ve had.

Do I regret not finishing my degree? I do wish I had the life experience of college, the knowledge I would have gained, and the relationships I would have built. But I also know without a doubt that I would not be who I am today if I had gone down the path of a traditional education. Who knows, I may have accomplished “more.” But I have a husband and three daughters that I love, I have a job that I find tremendously fulfilling, and I’ve had the fortune to meet amazing people and travel to fantastic places.

My career provided me the opportunity to stay home for seven years when my children were small. I now have the honor to lead and mentor others, and I hope to inspire and challenge them to achieve their own success. For me, that exceeds every expectation I had for my future when I entered — and re-entered — the workforce.

The reality is, I’m in good company — many successful people did not finish college — but I’ve also been incredibly fortunate. Fortunate to have had people who took the time to look past my lack of a formal education, to get to know me and understand the skills, passion, and drive I bring to what I do. Those early leaders, mentors, and sponsors took a chance on me and supported my career growth. They saw my potential and opened doors that lead to a journey I would never have imagined. I’m beyond thankful for each of them and I am incredibly passionate about supporting and leading others as they grow and develop along their unique career paths.

People learn through different ways and experiences. College is one way, but life and career experiences are tremendously valuable as well. For me, the lack of a formal education has made me more driven, more determined to create my own success, and very intentional when it comes to my personal development. In today’s world of rapid innovation and a tremendously competitive talent market, we all need to be lifelong learners, regardless of our educational background.

If 2020 taught us anything, it’s that we need to be prepared to pivot, learn new skills, and adapt to ever changing circumstances. These and many other critical job skills, such as grit, empathy, and emotional intelligence, are not easily taught in a classroom, they are innate skills that are further developed through experience. These skills aren’t measured by a piece of paper or apparent on a resume or job application; they are evaluated through human-to-human interaction.

Diversity comes in many forms, and educational diversity is one of those, one that isn’t often talked about or considered.

With that, I challenge my fellow leaders to invest their time with someone from a non-traditional background. Get to know the person behind that resume or LinkedIn profile. You may find that they are a perfect for your team, you may not. Regardless, give them the gift of your time by providing feedback and, if appropriate, through mentorship. Help them network or find a role that is right for them. Take a chance, because you may find your next top performer hiding in places you never would have considered.

is head of North America High Growth at SAP.

Before COVID-19, that might have meant interacting with colleagues at the office differently or supporting corporate initiatives . But since COVID-19, work and home have been happening in the same place. To challenge gender inequality at work also means addressing it in the home.

As part of the launch event for , I had the honor of participating in a panel discussion last month devoted to just this issue. It turned out to be one of the most candid panel discussions of my career. Out of the nearly 300 attendees (90% of whom were working parents), we heard again and again that they are exhausted, overwhelmed, lonely, and grieving for the loss of their pre-pandemic lives.

We’ve seen it in the recent article “” in The New York Times: working parents — mothers in particular — are in crisis. My fellow panelists and I, all mothers ourselves, found ourselves trading war stories of the past 11 months.

Our discussion was in the spirit of the times when work and life are all mashed together. Nobody checked any part of themselves at the door. Listening to the questions from the attendees and the answers from the panel felt more like a late-night discussion among friends. But the friends in this case also happened to be on my shortlist of trailblazing women in business. At the event were fashion designer Rebecca Minkoff; Katya Libin, founder of ; Joan Nguyen, founder of ; and Blessing Adesiyan, founder of .

The program provides special offers, resources, and content to make life easier for parents trying to juggle it all in the tough times of COVID-19. We’ve launched in cooperation with the because we realize that working parents are facing unprecedented pressures and companies need to do more to help.

To kick off this incredible partnership, our panel talked about all things parenting, working from home, and juggling it all. I found myself taking notes just so I could incorporate these solutions into my own life. Here are some of my favorite gems from the conversation.

Plan for Fun

One of the complaints of working moms is that they never get a moment to rest their minds from the work of planning and coordination, even at the end of a long workday. So suggesting a bit more planning might seem counterintuitive. But setting aside time each night for a specific activity, like arts and crafts, letter writing, or game night, and letting the whole family know in advance does two things. It gives the kids — and grown-ups — something to look forward to.

Adeysian shared, “As my 11-year-old said, it was like an Advent calendar that extended into January.” One other effect of planning for fun? It gives the kids a sense of structure and predictability, which can counteract any anxiety they might be feeling in these unpredictable times. We might be spending all our time together, but that doesn’t always mean it’s quality time.

Give Some of Your Time to Others

How can making even less time for yourself have a positive impact? Because it can boost what Libin called “ROE” or return on energy. We spend 15 minutes chasing down a toddler so they can put on their shoes or take their medicine, and we might feel drained. We spend time giving career advice to another working parent who might need it, and we can feel restored.

As Libin said, “In these times where many of us can feel isolated or absorbed in our own struggles, we can take the time, whether it’s five minutes or 30, to share our expertise and give back. What we’ve seen from the community at HeyMama is that it leaves people feeling renewed and connected.”

Go Easy on Yourself

This was the note the whole panel ended on and it seemed like the point everybody had been trying to get to. When we say , we have to acknowledge that best means something different for every parent. But there is one thing it doesn’t mean for any parent, and that’s perfect. It was a relief to hear, even from such an accomplished panel, that there are days when they don’t feel like they’re getting anything right. Especially for moms, it’s common to feel like you’re not getting work right because you’re thinking about your kids and you’re not getting parenting right because you’re thinking about work.

As an alternative to worrying, the whole panel offered up this advice: Focus on what you can do and stop wasting time and energy thinking of everything you should do. Allow yourself to be imperfect. “Give yourself some grace,” is the way Adesiyan phrased it. After she spoke, you could feel everybody on the video chat exhale.

If we’re going to enlist the help of companies in the struggles of working parents, the first thing we’ve got to encourage is a new mindset, one in which we extend some grace to one another because we see the bigger picture. We’ve got to stop thinking of employees as assets and think of the whole employee and their whole experience of work and life together.

The demographics of the attendees were a window into just how widespread the struggles of working parents are. Of the event attendees, most had about two children. They came from 30 different industries and 75 different cities in at least three countries, and 86% of them said their responsibilities had increased because of COVID-19. The struggle of working parents during a pandemic is real, but so is the opportunity for everybody — from working parents to their employers — to take action.

The pieces of advice here are just the tip of the iceberg. For parents, they are small steps toward feeling safer and more engaged. For leaders who share this advice with the teams, it’s a step toward smarter, more resilient business environments.

To learn more about how you can improve your own experience as a working parent or how to help working parents you know or employ, visit the website.

April Crichlow is global vice president and head of Marketing for 51·çÁ÷SuccessFactors.

Speaking directly to human resources (HR) leaders, Popelka expressed heartfelt gratitude to customers that are persevering during these challenging times, while reinforcing SAP’s commitment to helping them deliver employee experiences that set up employees and companies for success.

“I am incredibly inspired every day by your resiliency, unwavering commitment to your people, and your determination to make impactful decisions that will fundamentally change the way we work in the future,” she said. “We are committed to listening intently to you so that we can better understand the evolving needs of your business and find new and meaningful ways to support you. Join us and dive into a future of work that is joyful, meaningful, and productive. Human connections, the power of technology, and your leadership will pave the way.”

Employee Experience Directly Impacts Business Success

Popelka teed up the day-long video broadcast, which is also available , as a once-in-a-lifetime chance to learn, exchanging ideas with HR and business experts and reimagine the future of work. Spotlighting the latest research, she presented the inarguable impact of the employee experience on business results company-wide. Survey data gathered and analyzed in partnership with , Thrive Global, and Fortune revealed organizations that scored in the top 20 for employee experience grew revenue on average by 16 percent year-over-year.

“One year ago, we made a bold claim with the introduction of HXM as a new category,” Popelka said. “It signaled a shift from treating people as company assets to rightly placing them at the center of business. Our people determine whether we succeed or fail. The experiences we deliver, and how we address the moments that matter for every individual, impacts business growth and how quickly an organization adapts to change.”

Winning Combines People, Technology, and Purpose

According to Popelka, companies that win deliver experiences that bring out the best in employees. These organizations create an environment that feels less like work and more like purpose, where people have the tools they need to get the job done and learning is continuous, prioritized, and meaningful. Diversity and inclusion are a natural part of this workplace culture. She charged HXM leaders with a specific call-to-action.

“To make lasting change in how we work, we must have a renewed focus on making real human connections with our people, the technology to help us work efficiently toward a common purpose with fewer obstacles, and innovative, committed leadership,” Popelka said. “I know with certainty how instrumental you’ve been in leading your people and organizations through this time of change.”

Popelka showcased 51·çÁ÷SuccessFactors customer National Australia Bank as an example among the many companies leading the way in building bridges among humans, technology, and purpose to help people and business thrive. The bank quickly retrained employees when the pandemic hit, rolling out supportive programs to help them manage new experiences at work and home.

HXM Delivers Results in Era of Continuous Change

Emphasizing that HXM guides everything the company does – from reimagined user experiences to product innovations such as and Business Beyond Bias, as well as embedded artificial intelligence (AI), machine learning, and blockchain – Popelka outlined technology’s role in creating meaningful, more efficient work environments that support business agility.

“We’ve made it our mission to make technology work for humans, not the other way around,” she said. “Reskilling and upskilling have become increasingly important as organizations tap into employee talents and quickly pivot to new markets, products, and services. Learning must be ongoing, dynamic, and individualized to help every employee achieve their development goals, and business become more nimble.”

Microsoft Unlocks Growth Mindset for Employees

Among the highlights of Popelka’s keynote were excerpts from a video conversation she had with Kathleen Hogan, chief people officer at Microsoft. Hogan discussed the strategic role of HR and how Microsoft supported its employees with a continuous learning culture grounded in unlocking a growth mindset as well as diversity and inclusion.

“As we’ve navigated social issues and COVID-19, the ability to focus on the employee experience [and] create a culture where all employees can bring their best selves is more important than ever,” Hogan said. “There’s a huge opportunity to use the CHRO platform to make a difference for employees in partnership with the leadership team because everybody has a responsibility to drive the people agenda. You absolutely need vision and determination as well as execution.”

Hogan and Popelka agreed that taking care of employees by understanding and acting on their personal experiences during these stressful times has brought empathy to the fore. Even before the COVID-19 pandemic, Hogan said that Microsoft included caring for employees as part of its managerial policies.

HXM Connects Humans to Move Business Forward

One of the most compelling HXM examples came from 51·çÁ÷itself. Popelka shared how 51·çÁ÷used Qualtrics pulse surveys to better understand and act on what employees were experiencing in the wake of the global pandemic that initially hit just weeks after she joined 51·çÁ÷SuccessFactors. After a virtual leadership tour to hear employee concerns and answer their questions, a subsequent survey revealed a significant increase in employee engagement and leadership trust scores.

“By being more transparent, we brought employees closer,” she said. “Listening and monitoring employee engagement is a business imperative. We will continue to embed Qualtrics into all our solutions so that you have the same seamless opportunity to check on your people and understand and take action. We use technology to connect people across the globe and access the data and insights leaders need to make fast and intelligent decisions. This is human experience management.”

Follow me: @smgaler

Recent events in the United States, however, have put a much-needed spotlight on the fact that our discussions, and the efforts made to create a more diverse and inclusive workplace, have not been enough. The fact is, we continue to combat systemic racism across the globe and we need to do so much more to advance racial and gender equality, reduce economic disparities, and be active allies for those who are marginalized.

There are countless instances of racism and discrimination that take place every day in the workplace. Consider these sobering statistics: almost half of Black women say they experience discrimination most frequently in the workplace, according to a recent study from . A November 2019 inclusion study conducted by found that only 67 percent of employees say people of different backgrounds have an equal chance of being promoted and 69 percent an equal chance of being hired.

We must do better.

As the leader of an organization that centers its business around motivating and inspiring people, I continue to spend time with family, peers, and my team to get better educated on the issues, dig deep to know where I can make my own changes, and, even more importantly, identify how I can better lead my business to actively contribute to a much larger, much more impactful solution. While we can all continue to learn, grow, and change, what I do know with certainty is this: Technology – specifically human resources (HR) technology – has a leading role to play in helping organizations live and work by diversity, equity, and inclusive practices.

51·çÁ÷has been working on putting this principle into action for quite some time. When we introduced Business Beyond Bias in 2016, our intention was to help customers optimize features within their solutions to eliminate inherent biases around age, race and ethnicity, differently-abled, and LGBTQ+ communities. All of this functionality exists today:

• Customers can use the job profile builder to help ensure only job-critical information is associated with a role and to help eliminate details that could introduce bias, such as physical location.
• Managers can provide equitable and actionable feedback during performance reviews with the help of our writing assistant in 51·çÁ÷SuccessFactors Performance & Goals. The calibration tool in 51·çÁ÷SuccessFactors Compensation can also uncover unconscious bias in calibration and compensation decisions.
• 51·çÁ÷SuccessFactors Learning can push relevant training to employees to make inclusion central to everyone’s curriculum.
• Experience Management solutions from 51·çÁ÷(Qualtrics) provide powerful listening tools to help leadership listen, understand, and act to address how employees feel about their experiences and what they believe needs to change.

Technology is just one important part to the solution. To make lasting change to discrimination in the workplace requires strong leadership with a clear and actionable point of view, a culture of learning and transparency, and a willingness to listen and discuss the issues with employees, customers, and partners, even when it’s uncomfortable. At SAP, we have taken a number of immediate steps to rethink how we are addressing DE&I, from the inside out. Here are a few:

• 51·çÁ÷is committed to double the representation of Black and African American employees in the U.S. within three years.
• We’ve established a DE&I council within the 51·çÁ÷SuccessFactors organization, specifically, to ask the tough questions – both for our culture and our HR technology solutions. There’s still more work to do to advance our Business Beyond Bias initiatives across the entire employee lifecycle and for all underrepresented minorities.
• We have initialized a series of focused DE&I conversations with customers to look at how we can address not only products and technology but how we can get to the root of the problem together.

These immediate steps are only the beginning. As an HR technology leader and one that prioritizes meaningful and personal employee experiences, we understand the critical role we play to improve DE&I for our people and our customers’ people. We can and will do more, and we commit to speaking about our efforts transparently and often.

For more, watch a leadership discussion about the role technology plays in diverse, equitable, and inclusive organizations .

Jill Popelka is president of 51·çÁ÷SuccessFactors.