SET THE SCENE:
Effectively running a large organization requires many moving parts (people). If a part is missing or not working properly (lack of diversity and inclusion), the organization will not function as effectively or eventually break down.
KEY MESSAGE:
Bias impacts our work and personal life in four different ways: Intentional, unintentional, conscious and subconscious. Bias will never be completely eliminated, but it can be managed.
The title is in relation to the 5 Habits of Inclusion as derived from 20 questions from the Employee Viewpoint Survey that are correlated with an inclusive environment. FOCSE: Fair, Open, Cooperative, Supportive, and Empowering. The T.R.I.P is related to the results that are fostered and enhanced by an inclusive environment: T- Talent and Teamwork, R- Retention and Recruiting, I- Innovation and Ideas, and P – Performance and Productivity.
They are several areas that I want to focus on based on reading the Deloitte Diversity and Inclusion Case Study. D&I is not being tracked properly, communication is poor, and the larger workforce.
D&I is not being tracked properly- You already have a D&I initiative in place but better methods to manage it needs to be implemented. With a larger workforce, the D&I initiative will prove even more critical to foster a more cohesive and effective workforce.
Communication is poor. I’m not really sure if the communication is due to technology or human error, but improvement error will definitely enhance the your current D&I efforts. The New IQ’s mantra: “The we is stronger than the me!” Effective communication is a vital part of all working relationships. Think about poor communication and the current composition of your workforce. For the organization to effectively utilize the New IQ, communication is paramount!
The leadership team is concerned about employee turnover. This is a current view of the 2015 workforce. (Is not representative of Deloitte’s workface, but a current representation base on Department of Labor statistics) It’s is largely composed of Millennials and Generation X’ers. The Boomers and Silent Generation is the minority group. They are also the most experienced. A robust D&I initiative will prevent a complete loss of this experience by T.R.I.P’ing the scales in the organizations’ favor. You can harness/harvest this large information resource by utilize the FOCSE behaviors.
As you notice, looking at the chart, the next group coming in will be Generation Z. This demographic along with the Millennials and Generation x ‘ers still outnumber your Boomers and Silent generations. (Is not representative of Deloitte’s workface, but a current representation base on Department of Labor statistics)
Employees are not seeing actions and polices of leadership and management to promote respect and diversity. In order to to gather the trust and confidence of your workface, visible action to reinforce those policies have to be demonstrated. Once credibility has been established or re-established through action, it reinforces employee trust.
Utilizing the New IQ, you will be able to realize the T.R.I.P effect. The T.R.I.P is applicable to everyone in the organization. The key driver for the improvement and success of your organization is continued and active use of FOCSE!
What additional information you need to implement the strategy?
How large is the workforce and who is managing the D&I for the organization? I would also like to know if there are diversity managers at the fields offices. Who is the contact person within the organization who would provide the needed support to encourage overall organizational buy-in?
There is a possibility that bringing in an outside agency would meet with resistance due the fact that the current D&I initiative is not being managed/tracked properly or is not working. The D&I initiative has to be highly visible throughout the entire organization. There are communication issues that need to be resolved in order to make that happen. Finally, trust is in the leadership and management has to be regained. This will take time.
PLAN
Step 1 – Meet with leadership team and the Deloitte D&I team. (Both Headquarters and Field Office representation will be required)Review current policies and New IQ process. Set up New IQ Survey. (2 Hours approximate)
Step 2 - Meet with leadership team and the Deloitte D&I team and review respective New IQ scores. Identify implementation dates and identify potential change agents((Both Headquarters and Field Office representation will be required). (2 Hours approximate)
DO
Step 3 – Conduct Change Agent training with 10 to selected participants from Deloitte’s headquarters and field offices. Teach basics of new IQ, modify training, build message. (1 Day)
Step 4 – Conduct New IQ workshop for agency participants. (4 Hours)
CHECK
Step 5 – Conduct regular checkups over with workshop participants (email, phone ,social media, or in person) to reinforce agreed upon behaviors (Over 6 week time frame)
ACT
Step 6 – Conduct action planning seminar to review participant action plan and make modifications to ensure success (90 minute durations)
KEY MESSAGE:
The New IQ is not about reinventing the wheel, it’s about refocusing your D&I efforts. You already have an established program. To change the organization’s mindset, you have to first focus on the behaviors.
