• Launch of the updated ERG Vision: We updated our ERG vision to folks on AI & product skill development while maintaining a focus on community and sense of belonging. This initiative resulted in 94% of ERG members reporting workflows that meaningfully improve efficiency or outcomes, along with higher overall engagement compared to non-members.
• "DIBE as DNA" in People Practices: We continued to facilitate an embedded model by integrating DIBE subject matter expertise into our People practices like Impact Reviews, Talent Planning, hiring, pulse surveys, and other culture cornerstones.
• AI Transformation Cultural Foundations: We designed our cultural foundations for AI transformation, which included assessing cultural health, identifying key culture focus areas, and creating indexes to assist all Zapiens in effectively adopting AI.
• AI-Driven Workflows for DIBE: We built AI-driven workflows that reduced over 50 hours of administrative tasks, including a bias/inclusion review chatbot for the People team and a Zapier-on-Zapier workflow for ERG leader management.
• Community Building: ERGs hosted 53 live and asynchronous events throughout the year to strengthen belonging, psychological safety, and community among Zapiens.

• In 2024, we partnered with PowerToFly and Elpha to broaden our reach and connect with talent from historically underrepresented tech communities. These partnerships help us meet great people where they are and build a more inclusive pipeline from the start.
• We embedded bias awareness and inclusive practices into key learning programs, most notably in our performance management and impact review trainings. These updates ensure that we are inclusive in how we evaluate and support teams.
• In partnership with our Product Experience team, we explored ways to apply DIBE principles across the product lifecycle, which includes embedding equity into our Build Operating Principles, auditing our products with underrepresented and disabled users in mind, and considering diversity and inclusion in customer research and discovery processes.
• As part of our year-end giving initiative, we spotlighted nonprofit customers using Zapier to support their communities and donated to each organization. It was one of the many ways we aligned our platform with our values, celebrating impact both inside and outside the company.

ERGs as Drivers of Growth, Community & Impact

Our Employee Resource Groups (ERGs) remained a powerful source of connection, leadership, and visibility at Zapier.

• We launched MINDZ (Mental Inclusivity + Neurodiverse Zapiens), expanding support for mental health and neurodiverse teammates.
• Across ERGs, members hosted product demos, wellness sessions, book clubs, and panels, creating space for connection and development.
• From public speaking to project planning to peer mentorship, ERGs created opportunities for members to build new skills and gain visibility across the company.
• In Q4, ERG leaders joined senior leadership at an offsite focused on company strategy, ERG planning, and leadership development.
• We formalized a new People + ERG Partnership Model, ensuring that ERGs had a stronger voice in shaping talent programs that support the communities they represent.

• Invested in our Employee Resource Group (ERG) leaders by compensating Chairs and Vice-Chairs with an annual stipend. Additionally, all ERG leads were provided with external professional development and coaching.
• Expanded our ERG program by providing a formal application process for adding new ERGs and ensuring each ERG receives program funding and strategic planning support. ERGs were also provided with funding and a dedicated “ERG Lounge” at our annual retreat so they had space for ERG members to network and connect.
• Designed and delivered an allyship curriculum, including async lessons and an all-company panel during our annual retreat.
• Strengthened how DIBE team consults on People tactics, ensuring strategic talent work considers the needs of underrepresented stakeholders and ERGs.
• Developed guidelines for sociopolitical and crisis response, including a crisis response fund for Zapiens needing monetary support during difficult times.
• Reviewed and improved our internal job mobility documentation to increase accessibility, consistency, and transparency. Our goal is to ensure equitable processes for all Zapiens who want to advance their career within Zapier.
• Updated our interviewer training to ensure all candidates have a positive, consistent, and equitable hiring experience with Zapier.

• Formalized DIBE as a function, hiring a Director of DIBE and a DIBE Program Manager
• Revised our 10-year DIBE plan into a 3-year strategy that ties into our overall company strategy, including metrics of success (internal only)
• Developed a cohesive approach to measuring and reporting on demographic data of Zapier teammates and of candidates to drive accountability and clarity on where we can improve representation in the business. We hope to someday share this externally, but as it’s a new practice for us, we’re keeping this internal for now
• Defined and implemented “DIBE as DNA” principles, which can be demonstrated in the following:
• Created guidance for selecting inclusive retreat locations, including LGBTQIA+ safety considerations and ERG input
• Developed a global mobility policy to enhance flexibility on where (and for how long) Zapier teammates can work in different locations
• Introduced a competency-based pay model, including auditing to ensure fair and equitable pay across demographics
• Continued to standardize hiring practices by encouraging bias mitigation, diverse panels, and fair rubrics across all roles
• Refined our charitable giving focus areas and donated over $1.3M this year to non-profit organizations supporting humanitarian aid and underserved communities

• Launched Zapier's first externally-supported pay equity review and published results companywide. Now an evergreen practice.
• Developed "DIBE for Everyone," a four-part training series that builds skills and shared understandings on identity, equity, implicit bias, and allyship.
• Shipped Zapier's first-ever ERG Playbook. Designed to support and recognize the work of our Employee Resource Groups—including additional ERG budget ($10,000 USD per ERG, per year) and $2,000 in additional development funding for each ERG leader.
• Formalized our interview training to focus on the structured interview process, how to reduce personal bias, and how to take evidence-based notes.
• Released an introductory diversity lesson for all new hires that reinforces Zapier's emphasis on inclusive behavior, introduces internal programs such as ERGs, and explains key concepts like personal pronouns.
• Built sponsorship training to improve underrepresented groups' access to informal relationships that can help with access to opportunities and career advancement.

• Created three ERGs: Prizm (LGBTQIA+), EMPOWER (Women), and BIPOC of Zapier.

• Established our first company-wide OKRs to achieve more diversity in Engineering through targeted sourcing efforts.
• Created more safe spaces, including the Ops Suggestion Box and our anonymous ethics hotline, Lighthouse Services.
• Implemented Unconscious Bias programs across the company. These trainings are mandatory for all managers and interviewers.
• Grew our Learning & Development team to invest in more manager training, coaching, and inclusivity resources at all levels of the company.

• Launched our first Diversity and Inclusion survey hosted by Culture Amp, focused on issues of inclusion, fairness, belonging, and voice.
• Integrated DIBE elements into our bi-annual retreat, including lanyard pins for gender pronouns and to indicate how we would like to be greeted (handshake, hug, or wave).

• Rolled out our first Employee Satisfaction Survey so that we can gauge employee happiness and give people a safe space to voice their opinions.
• Sent out our first teammate demographic survey so that we can take a look at where we're at and where we can continue to improve.

• Redesigned the About page to show off our personalities and the people behind Zapier.
• Increased employer-sponsored health coverage to 90% for employees and 50% for spouses and dependents to make Zapier better for employees with families.
• Introduced the Zapier Management Framework and gave training to all managers based on the Manager Tools framework. Good managers know how to create safe spaces that allow people to grow and thrive.
• Changed our hiring application question from "Tell us about yourself" to "Tell us about your qualifications for this role."
• Added an optional, anonymous demographic survey for all job applicants to help us track and better understand the characteristics of our applicants over time.
• Published a public changelog (yup, this one!) summarizing our efforts to improve our hiring process.
• Published Our Commitment to Applicants detailing our commitment to being respectful to every candidate.

• Launched a new 14-week, paid parental leave policy to accommodate growing families.
• Outlined a standard hiring process across each role.
• Edited our job description template to ensure job descriptions use inclusive language and accurately describe the role.
• Created the Zapier Code of Conduct.