We are the World - Blair Hayes


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We are the World - Blair Hayes

  1. 1. We are the World: A journey beyond diversity to cultural competencePanelist: Blair H. Hayes, Ph.D. University of Maryland University College Panelist: Teresa P. J. Armstrong Northrop Grumman Corporation
  2. 2. Blair H. Hayes, Ph.D.Director of Diversity InitiativesUniversity of Maryland University College• Dr. Hayes joined UMUC following a career spent leading diversity initiatives,                           researching best practices, and developing programs to support climate and                     cultural change.• Prior to UMUC, he managed demographics and analytics, and led the firm‐wide                  Board Diversity Initiative at Booz Allen Hamilton.• As a diversity consultant, he has worked with clients across the federal workforce to expand  their EEO policies and procedures and to improve their human capital offerings.• As the lead researcher on the SMART Memory Program at the Institute for Survey Research  at Temple University,  he focused on improving memory and cognitive function in senior  citizens throughout Philadelphia.  This work formed the basis for his innovative workshops  and approaches to supporting generational diversity in the workplace.• Dr. Hayes holds a BA in psychology from Morehouse College and a MA and PhD in  social/organizational psychology from Temple University.• Contact info: bhayes@umuc.edu
  3. 3. Teresa P. J. ArmstrongHuman Resources & Training DevelopmentNorthrop Grumman Corporation• Ms. Armstrong has 15 years of progressive and diversified corporate                               experience in platform training, employee relations, and workplace diversity. • As a specialist in organizational development, career management and                             performance skills training, she has worked in industries including                            outplacement, healthcare, and financial services. • Ms. Armstrong focuses on mid‐level leadership development training                                       programs with Northrop Grumman Corporation Electronic Systems. • Service in the capacity of career coach, trainer, and strategic partner in leadership  development has garnered her the Presidential Leadership Award for Operational Excellence  and the Operational Excellence for Human Resource Management PLA award.• Ms. Armstrong holds a BS degree in Business Administration from Morgan State University,  and has credits towards a Masters degree in Human Resources with Johns Hopkins University.• Contact info: teresa.armstrong@ngc.com
  4. 4. From Valuing Diversity to Becoming  Culturally Competent
  5. 5. What is meant by diversity and inclusion?Diversity is defined as “all the ways in which we differ from each other” Some differences are  Other differences are not  observable at times always observable – Race – Marital Status/Parental  – Gender Status – Ethnicity – Sexual Orientation – National Origin – Learning Disabilities – Physical Disabilities – Professional Background – Religion – Thinking Style/Working  – Age Style – Military Experience – Political Affiliation – Education
  6. 6. There are critical elements that shape who we are  and how we interact with one another Race Culture Heritage Perceived or Attitudes, Beliefs and real biological feelings, values, actions that are differences and behaviors transmitted from based on that characterize the past and descent or a society handed down by bloodlines tradition Ancestry Ethnicity The family, line of Membership in a descent, and particular racial, lineage of an national, or cultural individual that pre- group and dates one’s birth observance of that group’s customs, beliefs, and language
  7. 7. Moving towards cultural competenceDiversification is valuing individual differencesthrough action and is welcoming the variety ofperspectives, experiences, and beliefs thatindividuals bring to the workforce Inclusion is all the ways we respect, welcome, and promote people who are different from us in an organization and into the workplace Competence is all the ways that an organization continues to train and develop their workforce to ensure continued growth of Diversity  and understanding of diversity Maturity  Continuum
  8. 8. Organizational Missions and Objectives Organizations develop their organizational culture through a combination of their  diversity mission statements, core values, and competencies• Mission statements are critical to ensuring that all individuals understand expectations  and the direction of the organization• Core Values are intrinsic elements that are recruited for, hired, and promoted  throughout all levels of an organization• Competencies are skills that are developed and nurtured that can be utilized during an  individual’s day‐to‐day interactions
  9. 9. Developing cultural competency“A process of learning that leads to an ability to effectively respond to the challenges and opportunities posed by the presence of social‐cultural diversity in a defined social system.”                            Taylor Cox, Jr. Factors involved in professional cultural competence • Lifestyle • Thinking styles • Learning styles • Work experience • Positional power • Military experience • Tenure • Industry
  10. 10. Defining Cultural CompetencyCultural Competence:• requires that organizations have a defined set of values and principles, and demonstrate  behaviors, attitudes, policies, and structures that enable them to work effectively cross‐culturally• is defined simply as the level of knowledge‐based skills required to effectively work in a multi‐ cultural/international environment• is a developmental process that evolves over an extended period.  Both individuals and  organizations tend to be at various levels of awareness, knowledge and skills along the cultural  competence continuum
  11. 11. Building a Culturally Competent Workforce• There must be a foundation and a framework in place that nurtures diversity before an  organization can be considered culturally competent• Once the varying perspectives, experiences, and backgrounds of all individuals are  being included and valued then organizations are positioned to gauge their employees’  level of cultural competency
  12. 12. Learning Process for Diversity Competency Development Development Development Phase 1 Phase 2 Phase 3 AWARENESS UNDERSTANDING ACTION ACTIONS lead to increased AWARENESS Source: Developing Competency to Manage Diversity, Taylor Cox, 1997
  13. 13. Diversity Competency Model for Individuals Development Development Development Work, Tasks and Phase 1 Phase 2 Phase 3 Responsibilities Awareness Understanding Action StepsCommunications CPerformanceevaluation and Ofeedback MEmployeedevelopment PConflict resolution EGroup (team) Tdecision making ESelection (hiring and Npromotion) CDelegation andempowerment Y Source: Developing Competency to Manage Diversity, Taylor Cox, 1997
  14. 14. Practical Pathways towards Cultural  Competency
  15. 15. Cultural Competency Objectives• To raise awareness of organizational goals and understanding of diversity• To ensure that management practices demonstrate knowledge and understanding  of the skills necessary to manage a diverse workforce• To provide all staff with opportunities for diversity education and training• To create a positive atmosphere where diversity issues or best practices can be  discussed• To show visible commitment of leadership to diversity
  16. 16. Core Values vs Competencies Diversity Core Value: Cultural Competencies:A person’s philosophies,  The knowledge, skills, and abilities beliefs, or intent as reflected  that are necessary for high by his/her behavior.  Core  performance at a particular level.  Values set the standard for  Competencies assess how well staff consistent behavior that an  are valuing diversityorganization expects of all employees
  17. 17. Enhancing Cultural Competency SkillsLeverage New Hire Programs• During the acculturation phase, employees should be introduced to the climate for culture  and diversity throughout the organization and the expectationsIntegrate Diversity into Professional Development Courses• Diversity should be included in professional development and training courses offered to  employees at all levelsDevelop a Skill‐Based Curriculum related to Diversity• Specific courses should be designed that increase diversity competency (e.g. Communicating  across Differences, Working in a Multi‐national Workforce, etc.)Develop Diversity Awareness Courses• Provide regular opportunities for staff to gain an understanding of the cultures, heritages,  and ethnicities that comprise the workforce (e.g. Understanding Disabilities, Hispanic‐ Americans, etc.)
  18. 18. Enhancing Cultural Competency SkillsProvide Mentoring/Coaching• Provide mentoring for both senior level and junior level employees that promotes individual  growth and developmentAssess and Measure Growth• Diversity commitment, involvement, and buy‐in should be measured and reviewed during  annual assessments of employee performance
  19. 19. The Ongoing Journey to Cultural Competency Adapt to  Diversity and  Value Diversity Cultural Cues Implement  Cultural  Conduct Organizational Learning  Review Model Raise  Awareness of  Differences
  20. 20. Is your Organization Culturally Competent?• Are diversity questions included during the interview and hiring phase?• Do you work to build a foundation and baseline language for having diversity  discussions?• Are leaders held accountable for their diversity targets and growth (e.g. bonuses)?• Is a strategic diversity curriculum in place and reviewed on an annual basis?• Are training programs mandatory or voluntary for employees?• How are employees held accountable for participating in and valuing diversity?• Is there a measurement or tracking system for evaluating cultural competency  and acquired skills?• Are training programs level‐specific?• Are there channels for communication and feedback for staff?
  21. 21. Q&A