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Communicating the Case for Diversity and Inclusion

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Communicating the Case for Diversity and Inclusion

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Description

Addressing Imperatives: The growing requirement to address how workforce diversity has a quantifiable effect on business/performance outcomes, creates financial/economic benefits, and shifts organizational culture to impact greater human contribution; Assessing Implementation: The proactive effort that responds to the changing demographic profile of the workforce through the implementation of programs and services that support and empower a diverse workforce through multicultural approaches (ie. programs, initiatives, execution); Achieving Success: The return on investment (ROI) in terms of performance and economic outcomes that results from leveraging the variant knowledge, skills, abilities, talents, intellectual capital, perspectives, working styles, etc. of a diverse workforce (process-oriented).

Transcript

  1. 1. @aerialellis
  2. 2. •  Demographic shifts •  By 2030, the number of people 65+ will double to 1 billion •  Growing from 8% to 12% of world’s population from 2010-2030 •  75% of the U.S workforce will be millennials by 2025 •  Blacks and Hispanics will make up 62% of the US population causing a majority//minority shift by 2045. •  A growing middle class in emerging/growth markets •  China’s middle-class consumers accounts for 75% of its urban population •  The MENA region is expected to contribute 40% of international growth among emerging markets •  Increasing incidence of chronic disease •  52 million people die of chronic disease each year •  Over the next 20 years, will cost the global economy $47 trillion Some irrefutable facts
  3. 3. The workplace is changing •  Globalization competition is intense •  Dramatic changes in the customer base •  More women, people of color, and immigrants seeking opportunities  
  4. 4. The approach to communication is changing •  Many managers are ill-prepared to handle diversity issues •  Many Americans grew up in racially unmixed neighborhoods •  Do not talk about so-called “personal” or sensitive issues in the workplace •  Had little exposure to people substantially different from themselves •  Uncomfortable talking about cultural differences •  Develop limited perspectives from inner circle or news media
  5. 5. Strategic imperatives are changing •  Becoming more competitive globally •  Improving quality, productivity, consumer outreach, customer service and culture •  Retain, recruiting & advancing diverse talent •  Applying new information technology to reach greater innovation
  6. 6. The data is pointing toward diversity • Companies with cultural diversity are at least 15 percent more likely to experience above-average ROI; companies within the top quartile for racial and ethnic diversity are 35 percent more likely to do the same. • Even gender split contributes to 41% increase in revenue; Companies with higher female representation at the top management outperform those that don’t by delivering 34% greater ROI. Fortune 1000 companies that had women CEOs between 2002-2014 produced equity returns 226 percent. • More than ¾ of c-suite execs reported that their global companies are looking to focus more on leveraging diversity for innovation over the next three years. (Forbes Insights)    
  7. 7.   91% of job seekers think diversity programs make a company a better place to work       Survey  commissioned  by  The  New  York  Times  
  8. 8. @aerialellis
  9. 9. .   Inclusion . . . Providing equal opportunity to all people to fully engage themselves in creating an environment and a cultural attitude whereby everyone and every group fits, feels accepted, has value and can contribute to society. @aerialellis
  10. 10.     Diversity  is  the  measure  or  the  varia9on  of  social  and  cultural  iden99es  among  employees   exis9ng  together  in  a  defined  se@ng.       Inclusion  is  the  mechanism  that  welcomes  all  employees  to  par9cipate  and  creates  feeling  they   belong;  the  state  of  diversity  being  acknowledged,  heard,  respected  and  supported.     Diversity is the measure or the variation of social and cultural identities among employees existing together in a defined setting. Inclusion is the mechanism that welcomes all employees to participate and creates feeling they belong; the state of diversity being acknowledged, heard, respected and supported.
  11. 11. .   Diversity and Organizational Competitiveness COST: doing a poor job in integrating workers from different backgrounds can result in increased labor costs and lost business. RESOURCE ACQUISITION: attracting and retaining employees from different backgrounds increases the ability to compete in tight labor markets. MARKETING: having a reputation for valuing all types of workers affects the ability to market to different types of consumers. SYSTEM FLEXIBILITY: the diverse life experiences of people helps them to develop cognitive flexibility and openness to experience. CREATIVITY & PROBLEM SOLVING: including groups from different backgrounds and experiences results in greater creativity and problem-solving ability.
  12. 12. Highest Level of Awareness Stages of Diversity Awareness Denial •  Narrow video of the world •  No awareness of cultural differences •  In extreme cases, may claim other cultures are subhuman Defense •  Perceives threat against one’s comfortable worldview •  Uses negative stereotyping •  Assumes own culture superior Minimizing Differences •  Focuses on similarities among all peoples •  Hides or trivializes cultural differences Acceptance •  Recognizes validity of other ways of thinking and perceiving the world •  Accepts behavioral differences and underlying differences in values Adaptation •  Able to empathize with those of other cultures •  Able to shift from one cultural perspective to another Integration •  Multicultural attitude- enables one to integrate differences and adapt cognitively and behaviorally @aerialellis
  13. 13. © 2013 Thomson/South-Western. All rights reserved. 1–13 Difficulties Resulting from Increased Diversity and Organizational Responses Internal •  Contribution vs. Fit •  Dysfunctional communication processes •  Discrimination and Harassment •  Perceptions that nontraditional workers are unqualified •  Bias: Hiring, Structural, Performance •  Lowered Attachment, Commitment, and Satisfaction External •  Boycotts •  Negative publicity
  14. 14. Challenges For Management Organization Culture •  Valuing differences •  Prevailing value system •  Cultural inclusion Mindsets about Diversity •  Level of majority buy- in (resistance or support) •  Challenge met or barely addressed? •  Obstacle or opportunity? Education Programs •  Educate management value of differences •  Promoting knowledge/ acceptance •  Taking advantage of opportunities that diversify provides Race/Ethnicity/ Nationality •  Effects on cohesiveness, communication, conflict, morale •  Effects of group identity on interaction (stereotyping) •  Prejudice (racism, ethnocentrism) HR Management Systems •  Recruitment •  Training and development •  Performance appraisal •  Compensation and benefits •  Promotion Higher Career Involvement of Women •  Dual-career couples •  Sexism and sexual harassment •  Work-family conflict @aerialellis
  15. 15. Key Strategic Focus Areas for Diversity & Inclusion Strategic Leadership Commitment Attraction, Development and Engagement Education & Training Culture & Values Customers/ Publics Communication & Marketing Suppliers Accountability & Measurement Community Involvement
  16. 16. •  Leadership commitment •  Equity in employment, advancement, & recognition •  Diversity & Inclusion principles incorporated in strategic planning •  Accommodation for diverse physical, cognitive, and developmental abilities •  Powerful communication and information sharing (transparency) •  Shared accountability and responsibility •  Continuous learning •  Competency-based diversity training (starting with managers and supervisors) •  Participatory work processes •  Interdisciplinary, pluralistic teams for optimum perspective •  Inclusive organizational culture •  Culturally competent retention and rewards strategies (empowerment, not just $) •  Collaborative, constructive conflict management
  17. 17. HR focuses on organizational culture. PR focuses on organizational communication. •  Initially, diversity officers had a direct line to the CEO and C-Suite, providing instant credibility and backing for D&I efforts and giving access across the entire corporation and different business functions so that they could ensure a comprehensive approach to diversity initiatives, and meet business imperatives. •  Together, HR & PR hold leadership teams accountable for strategic diversity deliverables while diversity officers play a comprehensive cross-functional role across multiple lines of business. •  The most successful companies develop enterprise-wide objectives with business- specific execution and solutions through HR and PR, and align business leaders with a dotted line into the CDO. Merging HR & PR @aerialellis
  18. 18. Developing Diverse Communication Networks •  Mentoring programs focused on developing women, ethnic minorities, and other under-represented employee groups; but also the mentor. •  Networking/affinity programs that connect employees who share a similar identity or cultural background, such as discussions and meetings to share information, and seek support and career advice. •  Listening Sessions are great method of engaging one’s organization to find out how policy change might affect the employees. •  Unconscious Bias Training – (Project Implicit) provides internal insight into the stumbling blocks that prevents inclusive environment. @aerialellis
  19. 19. Workforce •  Examine employee demographics •  Examine composition of the labor pool in the area •  Examine composition of the customer base Career Advancement •  Eliminate the glass ceiling •  Accomplish mentoring relationships Accommodating Special Needs •  Child care •  Non-English speaking training materials and information packets can be provided •  Maternity or paternity leave •  Flexible work schedules •  Home-based employment •  Long-term-care insurance, special health or life benefits Developing Diverse Communication Networks @aerialellis
  20. 20. ADVANCEMENT Grooming talent for leadership   Explain the whys Coach the why-nots Provide a sense of ownership in order to show real impact RETENTION Creating culture for long-term employment Recognize value beyond stereotypes/Avoid the pigeonhole. Acknowledge core values by understanding motivation. RECRUITING How to find multicultural talent Align with senior-level professionals who are ethnically diverse. Align with orgs that serve specific cultural groups/ advocate for diversity. @aerialellis
  21. 21. 21   HOW  DO  WE  MEASURE  SUCCESS?   •   Organiza)onal  composi)on   –  Workforce  demographics  vs.  RCLF/CLF   –  Analysis  of  promo9ons,  separa9ons,  hiring…     •   Organiza)onal  culture   –  Climate/employee  surveys   –  EEO  complaints,  grievances,  disciplinary  ac9ons   • Organiza)onal  performance   –  Line  of  business  objec9ves   –  Outcome  metrics:  quality,  service  level,  efficiency     Correlate:  Establish  baseline  in  year  1,  then  correlate  annually  thereaXer  to   gauge  progress.   What  is  being  measured  at  your  company?  Are   managers  being  rated  on  D&I  ini9a9ves,  such   as  recruitment  and  advancement  of   underrepresented  groups?  Are  compensa9on   and  promo9on  9ed  to  achieving  D&I   objec9ves?  In  order  to  meet  diversity   objec9ves,  what  is  being  measured  must  be   meaningful  from  the  perspec9ve  of  both  the   company’s  diversity  and  business  objec9ves.     •  Has trust been built? •  What are the cross-cultural competence skills of those involved our efforts? •  Has a safe environment been created where people will not feel judged or punished for their difference or level of competence? •  Do we have a skilled facilitation for both employee and leadership discussions? •  Does our program present the kind of cultural change that requires new initiatives, programs and engagement? •  Is there a commitment to ongoing learning?   Measuring Success Models @aerialellis
  22. 22. LET’S CONNECT Aerial Ellis Strategist | Speaker | Trainer [Communication, Culture, Diversity, Change, Community] Talk to Me: 615.307.0460 Book Me: hello@aerialellis.com Work with Me LinkedIn: aerialellis

Description

Addressing Imperatives: The growing requirement to address how workforce diversity has a quantifiable effect on business/performance outcomes, creates financial/economic benefits, and shifts organizational culture to impact greater human contribution; Assessing Implementation: The proactive effort that responds to the changing demographic profile of the workforce through the implementation of programs and services that support and empower a diverse workforce through multicultural approaches (ie. programs, initiatives, execution); Achieving Success: The return on investment (ROI) in terms of performance and economic outcomes that results from leveraging the variant knowledge, skills, abilities, talents, intellectual capital, perspectives, working styles, etc. of a diverse workforce (process-oriented).

Transcript

  1. 1. @aerialellis
  2. 2. •  Demographic shifts •  By 2030, the number of people 65+ will double to 1 billion •  Growing from 8% to 12% of world’s population from 2010-2030 •  75% of the U.S workforce will be millennials by 2025 •  Blacks and Hispanics will make up 62% of the US population causing a majority//minority shift by 2045. •  A growing middle class in emerging/growth markets •  China’s middle-class consumers accounts for 75% of its urban population •  The MENA region is expected to contribute 40% of international growth among emerging markets •  Increasing incidence of chronic disease •  52 million people die of chronic disease each year •  Over the next 20 years, will cost the global economy $47 trillion Some irrefutable facts
  3. 3. The workplace is changing •  Globalization competition is intense •  Dramatic changes in the customer base •  More women, people of color, and immigrants seeking opportunities  
  4. 4. The approach to communication is changing •  Many managers are ill-prepared to handle diversity issues •  Many Americans grew up in racially unmixed neighborhoods •  Do not talk about so-called “personal” or sensitive issues in the workplace •  Had little exposure to people substantially different from themselves •  Uncomfortable talking about cultural differences •  Develop limited perspectives from inner circle or news media
  5. 5. Strategic imperatives are changing •  Becoming more competitive globally •  Improving quality, productivity, consumer outreach, customer service and culture •  Retain, recruiting & advancing diverse talent •  Applying new information technology to reach greater innovation
  6. 6. The data is pointing toward diversity • Companies with cultural diversity are at least 15 percent more likely to experience above-average ROI; companies within the top quartile for racial and ethnic diversity are 35 percent more likely to do the same. • Even gender split contributes to 41% increase in revenue; Companies with higher female representation at the top management outperform those that don’t by delivering 34% greater ROI. Fortune 1000 companies that had women CEOs between 2002-2014 produced equity returns 226 percent. • More than ¾ of c-suite execs reported that their global companies are looking to focus more on leveraging diversity for innovation over the next three years. (Forbes Insights)    
  7. 7.   91% of job seekers think diversity programs make a company a better place to work       Survey  commissioned  by  The  New  York  Times  
  8. 8. @aerialellis
  9. 9. .   Inclusion . . . Providing equal opportunity to all people to fully engage themselves in creating an environment and a cultural attitude whereby everyone and every group fits, feels accepted, has value and can contribute to society. @aerialellis
  10. 10.     Diversity  is  the  measure  or  the  varia9on  of  social  and  cultural  iden99es  among  employees   exis9ng  together  in  a  defined  se@ng.       Inclusion  is  the  mechanism  that  welcomes  all  employees  to  par9cipate  and  creates  feeling  they   belong;  the  state  of  diversity  being  acknowledged,  heard,  respected  and  supported.     Diversity is the measure or the variation of social and cultural identities among employees existing together in a defined setting. Inclusion is the mechanism that welcomes all employees to participate and creates feeling they belong; the state of diversity being acknowledged, heard, respected and supported.
  11. 11. .   Diversity and Organizational Competitiveness COST: doing a poor job in integrating workers from different backgrounds can result in increased labor costs and lost business. RESOURCE ACQUISITION: attracting and retaining employees from different backgrounds increases the ability to compete in tight labor markets. MARKETING: having a reputation for valuing all types of workers affects the ability to market to different types of consumers. SYSTEM FLEXIBILITY: the diverse life experiences of people helps them to develop cognitive flexibility and openness to experience. CREATIVITY & PROBLEM SOLVING: including groups from different backgrounds and experiences results in greater creativity and problem-solving ability.
  12. 12. Highest Level of Awareness Stages of Diversity Awareness Denial •  Narrow video of the world •  No awareness of cultural differences •  In extreme cases, may claim other cultures are subhuman Defense •  Perceives threat against one’s comfortable worldview •  Uses negative stereotyping •  Assumes own culture superior Minimizing Differences •  Focuses on similarities among all peoples •  Hides or trivializes cultural differences Acceptance •  Recognizes validity of other ways of thinking and perceiving the world •  Accepts behavioral differences and underlying differences in values Adaptation •  Able to empathize with those of other cultures •  Able to shift from one cultural perspective to another Integration •  Multicultural attitude- enables one to integrate differences and adapt cognitively and behaviorally @aerialellis
  13. 13. © 2013 Thomson/South-Western. All rights reserved. 1–13 Difficulties Resulting from Increased Diversity and Organizational Responses Internal •  Contribution vs. Fit •  Dysfunctional communication processes •  Discrimination and Harassment •  Perceptions that nontraditional workers are unqualified •  Bias: Hiring, Structural, Performance •  Lowered Attachment, Commitment, and Satisfaction External •  Boycotts •  Negative publicity
  14. 14. Challenges For Management Organization Culture •  Valuing differences •  Prevailing value system •  Cultural inclusion Mindsets about Diversity •  Level of majority buy- in (resistance or support) •  Challenge met or barely addressed? •  Obstacle or opportunity? Education Programs •  Educate management value of differences •  Promoting knowledge/ acceptance •  Taking advantage of opportunities that diversify provides Race/Ethnicity/ Nationality •  Effects on cohesiveness, communication, conflict, morale •  Effects of group identity on interaction (stereotyping) •  Prejudice (racism, ethnocentrism) HR Management Systems •  Recruitment •  Training and development •  Performance appraisal •  Compensation and benefits •  Promotion Higher Career Involvement of Women •  Dual-career couples •  Sexism and sexual harassment •  Work-family conflict @aerialellis
  15. 15. Key Strategic Focus Areas for Diversity & Inclusion Strategic Leadership Commitment Attraction, Development and Engagement Education & Training Culture & Values Customers/ Publics Communication & Marketing Suppliers Accountability & Measurement Community Involvement
  16. 16. •  Leadership commitment •  Equity in employment, advancement, & recognition •  Diversity & Inclusion principles incorporated in strategic planning •  Accommodation for diverse physical, cognitive, and developmental abilities •  Powerful communication and information sharing (transparency) •  Shared accountability and responsibility •  Continuous learning •  Competency-based diversity training (starting with managers and supervisors) •  Participatory work processes •  Interdisciplinary, pluralistic teams for optimum perspective •  Inclusive organizational culture •  Culturally competent retention and rewards strategies (empowerment, not just $) •  Collaborative, constructive conflict management
  17. 17. HR focuses on organizational culture. PR focuses on organizational communication. •  Initially, diversity officers had a direct line to the CEO and C-Suite, providing instant credibility and backing for D&I efforts and giving access across the entire corporation and different business functions so that they could ensure a comprehensive approach to diversity initiatives, and meet business imperatives. •  Together, HR & PR hold leadership teams accountable for strategic diversity deliverables while diversity officers play a comprehensive cross-functional role across multiple lines of business. •  The most successful companies develop enterprise-wide objectives with business- specific execution and solutions through HR and PR, and align business leaders with a dotted line into the CDO. Merging HR & PR @aerialellis
  18. 18. Developing Diverse Communication Networks •  Mentoring programs focused on developing women, ethnic minorities, and other under-represented employee groups; but also the mentor. •  Networking/affinity programs that connect employees who share a similar identity or cultural background, such as discussions and meetings to share information, and seek support and career advice. •  Listening Sessions are great method of engaging one’s organization to find out how policy change might affect the employees. •  Unconscious Bias Training – (Project Implicit) provides internal insight into the stumbling blocks that prevents inclusive environment. @aerialellis
  19. 19. Workforce •  Examine employee demographics •  Examine composition of the labor pool in the area •  Examine composition of the customer base Career Advancement •  Eliminate the glass ceiling •  Accomplish mentoring relationships Accommodating Special Needs •  Child care •  Non-English speaking training materials and information packets can be provided •  Maternity or paternity leave •  Flexible work schedules •  Home-based employment •  Long-term-care insurance, special health or life benefits Developing Diverse Communication Networks @aerialellis
  20. 20. ADVANCEMENT Grooming talent for leadership   Explain the whys Coach the why-nots Provide a sense of ownership in order to show real impact RETENTION Creating culture for long-term employment Recognize value beyond stereotypes/Avoid the pigeonhole. Acknowledge core values by understanding motivation. RECRUITING How to find multicultural talent Align with senior-level professionals who are ethnically diverse. Align with orgs that serve specific cultural groups/ advocate for diversity. @aerialellis
  21. 21. 21   HOW  DO  WE  MEASURE  SUCCESS?   •   Organiza)onal  composi)on   –  Workforce  demographics  vs.  RCLF/CLF   –  Analysis  of  promo9ons,  separa9ons,  hiring…     •   Organiza)onal  culture   –  Climate/employee  surveys   –  EEO  complaints,  grievances,  disciplinary  ac9ons   • Organiza)onal  performance   –  Line  of  business  objec9ves   –  Outcome  metrics:  quality,  service  level,  efficiency     Correlate:  Establish  baseline  in  year  1,  then  correlate  annually  thereaXer  to   gauge  progress.   What  is  being  measured  at  your  company?  Are   managers  being  rated  on  D&I  ini9a9ves,  such   as  recruitment  and  advancement  of   underrepresented  groups?  Are  compensa9on   and  promo9on  9ed  to  achieving  D&I   objec9ves?  In  order  to  meet  diversity   objec9ves,  what  is  being  measured  must  be   meaningful  from  the  perspec9ve  of  both  the   company’s  diversity  and  business  objec9ves.     •  Has trust been built? •  What are the cross-cultural competence skills of those involved our efforts? •  Has a safe environment been created where people will not feel judged or punished for their difference or level of competence? •  Do we have a skilled facilitation for both employee and leadership discussions? •  Does our program present the kind of cultural change that requires new initiatives, programs and engagement? •  Is there a commitment to ongoing learning?   Measuring Success Models @aerialellis
  22. 22. LET’S CONNECT Aerial Ellis Strategist | Speaker | Trainer [Communication, Culture, Diversity, Change, Community] Talk to Me: 615.307.0460 Book Me: hello@aerialellis.com Work with Me LinkedIn: aerialellis

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