From a joe gerstandt presentation at the 2014 Indiana SHRM conference focused on cognitive diversity or diversity of thought.
@joegerstandt
joegerstandt.com
From a joe gerstandt presentation at the 2014 Indiana SHRM conference focused on cognitive diversity or diversity of thought.
@joegerstandt
joegerstandt.com
Reinvent your Diversity and Inclusion Strategy by Changing your Corporate Language
Join us for a panel of diversity and inclusion leaders as they explore the next step in enhancing D&I programs. Although many organizations that attend BEYA are making outstanding strides in honoring diversity and inclusion, we are committed to continuing to explore improvement processes and share best practices. This workshop will examine the role of language in diversity strategies. Do your corporate culture and language support effective diversity and inclusion outcomes?
Learning outcomes: This seminar is designed to support leaders throughout the organization implement, assess, and enhance corporate diversity strategies
At the end of this seminar, participants will be able to:
a) Explore new approaches to diversity and inclusion
b) Analyze case studies and best practices of effective D&I initiatives
c) Explore the role of language in diversity strategies
d) Identify what language/strategies attract and retain diverse talent
Future of Diversity and Inclusion (draft) SHRM 2014Joe Gerstandt
not quite yet fully baked, but a slide deck for the Future of Diversity and Inclusion: 5 Next Practices session at SHRM 2014: 06/24/2014 10:45AM-12:00PM W101
1.25 HR Credit | Competencies: Global and Cultural Effectiveness
@joegerstandt
Learning Objective: Strengthen diversity strategies for inclusion, leadership, and performance
Are you ready to stop spinning your wheels? Do you want to upgrade your diversity GPS? There is a process by which you can successfully roll out a robust and sustainable diversity initiative. Clarifying and effectively mapping your direction will save you and your organization time and resources. This process includes understanding specific diversity challenges that are tied to the business goals of the organization. Often companies start with external recruiting, employee resource groups, and other sources that may not yield maximum results. What does success mean to your organization and how can your initiatives contribute to this greater purpose? In this seminar, top diversity and inclusion leaders share ways to drive your message, implement best practices, and integrate your diversity strategies to increase talent acquisition, enhance performance, and strengthen leadership skills.
At the end of this seminar, participants will be able to:
a. Explore best practices in diversity and inclusion leadership practices.
b. Examine the process of developing sustainable diversity and inclusion initiatives.
c. Discuss leadership and talent management strategies.
d. Create a process or plan that works within their organizational needs.
e. Use tools and tips for engaging effective consultants and outside vendors.
Authentic Leadership - Focusing on Strengths and SolutionsTim Bright
My presentation at the 5th Bursa Management Conference in December 2012. The conference is organised by the Bursa Chamber of Commerce and Industry (BTSO) and Peryon (the HR association).
Leadership Personality Types: USA vs ChinaStep Research
Did you know that the most prevalent leadership style in China values relationships as most important versus the US preference for speed? Never lead with speed.
Reinvent your Diversity and Inclusion Strategy by Changing your Corporate Language
Join us for a panel of diversity and inclusion leaders as they explore the next step in enhancing D&I programs. Although many organizations that attend BEYA are making outstanding strides in honoring diversity and inclusion, we are committed to continuing to explore improvement processes and share best practices. This workshop will examine the role of language in diversity strategies. Do your corporate culture and language support effective diversity and inclusion outcomes?
Learning outcomes: This seminar is designed to support leaders throughout the organization implement, assess, and enhance corporate diversity strategies
At the end of this seminar, participants will be able to:
a) Explore new approaches to diversity and inclusion
b) Analyze case studies and best practices of effective D&I initiatives
c) Explore the role of language in diversity strategies
d) Identify what language/strategies attract and retain diverse talent
Future of Diversity and Inclusion (draft) SHRM 2014Joe Gerstandt
not quite yet fully baked, but a slide deck for the Future of Diversity and Inclusion: 5 Next Practices session at SHRM 2014: 06/24/2014 10:45AM-12:00PM W101
1.25 HR Credit | Competencies: Global and Cultural Effectiveness
@joegerstandt
Learning Objective: Strengthen diversity strategies for inclusion, leadership, and performance
Are you ready to stop spinning your wheels? Do you want to upgrade your diversity GPS? There is a process by which you can successfully roll out a robust and sustainable diversity initiative. Clarifying and effectively mapping your direction will save you and your organization time and resources. This process includes understanding specific diversity challenges that are tied to the business goals of the organization. Often companies start with external recruiting, employee resource groups, and other sources that may not yield maximum results. What does success mean to your organization and how can your initiatives contribute to this greater purpose? In this seminar, top diversity and inclusion leaders share ways to drive your message, implement best practices, and integrate your diversity strategies to increase talent acquisition, enhance performance, and strengthen leadership skills.
At the end of this seminar, participants will be able to:
a. Explore best practices in diversity and inclusion leadership practices.
b. Examine the process of developing sustainable diversity and inclusion initiatives.
c. Discuss leadership and talent management strategies.
d. Create a process or plan that works within their organizational needs.
e. Use tools and tips for engaging effective consultants and outside vendors.
Authentic Leadership - Focusing on Strengths and SolutionsTim Bright
My presentation at the 5th Bursa Management Conference in December 2012. The conference is organised by the Bursa Chamber of Commerce and Industry (BTSO) and Peryon (the HR association).
Leadership Personality Types: USA vs ChinaStep Research
Did you know that the most prevalent leadership style in China values relationships as most important versus the US preference for speed? Never lead with speed.
The first webinar in See3's diversity series discusses how to create inclusion strategies within your organization. Joined by Desiree Adaway of The Adaway Group.
Diversity & Inclusion
Dr. Evette Hyder-Davis
Northern Virginia Community College
1
Workplace…
Diversity is often about equal representation but without inclusion there is likely no business or organizational growth.
2
…diversity equals representation?
...without inclusion
NO BUSINESS or ORGANIZATION GROWTH
What is diversity & Inclusion
Diversity…the collective mixture of differences and similarities that include, for example, individual and organizational characteristics, values, beliefs, experiences, backgrounds, preferences, and behaviors.”
Alexandra Verhein
Diversity is anything that sets one individual apart from another. It is the full deployment of “variety of resources” for better outcomes that benefit everyone. (Knowledge Leader Editor)
3
…variety of differences between individual in an organization
…how individuals identify themselves and how others perceive them
…race, gender, ethnic groups, age, religion, sexual orientation, citizenship status, military service, mental and physical condition
4
Diversity is about…
“different ideas, backgrounds, and opinions in the mix when making decisions”
Diversity is about…
“developing and generating new ideas and solutions to our internal challenges”
Diversity is about…
“encouraging variety of thought, embracing new ideas and creating a culture that fosters innovation by valuing these differences”
…compliance is reactive and transactional…diversity is proactive and transformational
…tolerance and sensitivity which come from a lack of leadership or a dysfunctional culture
5
Diversity is not about...
“Compliance”
Diversity is not about…
“tolerance or sensitivity”
Diversity is not about
“special treatment for certain groups of people”
What is diversity & Inclusion
INQUIRY
”What action is my organization taking to foster an inclusive work culture where uniqueness of beliefs, backgrounds, talents, capabilities, and ways of living are welcomed and leveraged for learning and informing better business decisions?
“Moving from Diversity to Inclusion” by T. Hudson Jordan
6
…bringing together and harnessing diverse forces and resources in a way that is beneficial
…creating an environment of involvement, respect, and connection – where the richness of ideas, backgrounds, and perspectives are harnessed to create business value
…participatory decision-making and equitable access provided to all
What are the benefits of diversity in the workplace…
7
expands the talent pool
more creative new ideas and perspectives
better understand targeted demographics
better align an organizations culture with the demographic make up of America
increase customer satisfaction by improving how employees interact with a diverse clientele and public
Zero tolerance
Employees, supervisor, & Managers
Create a zero tolerance policy…to be communicated by the President and Associate VP of Human Resources. Determine how the policy will be communica ...
The role of Psychological Safety & Mission Critical Behaviours for organizati...Kye Andersson
A presentation held together with AI Sweden. Focusing on the importance of psychological safety, clear goals and mission critical behaviours to build functioning organizations where individuals can come to their full potential.
Diversity Awareness for Effective Nonprofits4Good.org
Today’s workforce and organizations are increasingly diverse. Effective non-profits need to be capable of welcoming, including, utilizing and working with diverse people, perspectives, styles, and experiences for overall success and capacity.
This presentation offers practical tools and concepts designed to resolve tensions, utilize strengths, support collaboration, and create more welcoming environments.
Similar to building an inclusive culture (National Safety Council Nebraska annual conference) (20)
The Future of Diversity and Inclusion: 4 Next Practices (2014 Bahamas HRDA Co...Joe Gerstandt
Slides from joe gerstandt keynote message delivered to the 2014 Bahamas Human Resource Development Association Annual Conference - The Future of Diversity and Inclusion
Future of Diversity and Inclusion: 5 Next Practices (handout) SHRM 2014Joe Gerstandt
simple handout for the SHRM 2014 session The Future of Diversity and Inclusion: 5 next Practices
06/24/2014 10:45AM-12:00PM - W101
1.25 HR Credit | Competencies: Global and Cultural Effectiveness
@joegerstandt
FORWARD! Authenticity, Diversity and Inclusion for The FutureJoe Gerstandt
On April 1, 2014 The Workforce Diversity Network sponsored a half day workshop at the Rochester Institute of Technology, featuring joe gerstandt.
joegerstandt.com
@joegerstandt
Inclusive networks (2014 Forum on Workplace Inclusion)Joe Gerstandt
slides from a presentation delivered by joe gerstandt at the 2014 Forum on Workplace Inclusion ...this session considered the importance or relationships, networks of relationships and Social Network Analysis (SNA/ONA) to diversity practitioners, diversity leaders and as a possible diversity and inclusion focus.
Slides from a presentation delivered by joe gerstandt at the 2013 Diversity Summit in Houston, Texas. This presentation introduces Social Network Analysis (SNA) / Organizational Network Analysis (ONA) as powerful tools for Diversity and Inclusion work. When there are disparities in employee experience outcomes (retention, engagement, etc.), there are often times underlying disparities in the networks of relationships.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
3. @joegerstandt
Hospital Corporation of America
Principal Financial
Experian Financial
Sletten Construction
Centric Consulting
ConAgra Foods
Target
Cox Communications
Navigant Consulting
Veridian Credit Union
Bankers Trust
Walmart
Alegent Health
Federal Aviation Administration
Progressive Insurance
Citizens Electric
4. 1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. access
8. evidence based approach to
human behavior and bias
5. simple self assessment
• assess your organization on 8 characteristics
• red = bad
• yellow = fair
• green = good
• start thinking about a move forward plan
6. 1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. access
8. evidence based approach to human
behavior and bias
18. inclusion:
“…being at home…”
“…belonging…”
“…able to bring my whole self to work…”
“…feeling that my unique contribution
was valued…”
“…my perspective is always
considered…”
“…I have a say in what happens…”
21. low
belongingness
high
belongingness
low value in
uniqueness
exclusion:
Individual is not treated
as an organizational
insider with unique
value in the work group
but there are other
employees or groups
who are insiders.
assimilation:
Individual is treated as
an insider in the work
group when they conform
to org. / dominant culture
norms and downplay
uniqueness.
high value in
uniqueness
22. low
belongingness
high
belongingness
low value in
uniqueness
exclusion:
Individual is not treated
as an organizational
insider with unique
value in the work group
but there are other
employees or groups
who are insiders.
assimilation:
Individual is treated as
an insider in the work
group when they conform
to org. / dominant culture
norms and downplay
uniqueness.
high value in
uniqueness
differentiation:
Individual is not treated
as an organizational
insider in the work
group but their unique
characteristics are seen
as valuable and required
for group / organization
success.
23. low
belongingness
high
belongingness
low value in
uniqueness
exclusion:
Individual is not treated
as an organizational
insider with unique
value in the work group
but there are other
employees or groups
who are insiders.
assimilation:
Individual is treated as
an insider in the work
group when they conform
to org. / dominant culture
norms and downplay
uniqueness.
high value in
uniqueness
differentiation:
Individual is not treated
as an organizational
insider in the work
group but their unique
characteristics are seen
as valuable and required
for group / organization
success.
inclusion:
Individual is treated as
an insider and also
allowed/encouraged to
retain uniqueness within
the work group.
24. low
belongingness
high
belongingness
low value in
uniqueness
exclusion:
Individual is not treated
as an organizational
insider with unique
value in the work group
but there are other
employees or groups
who are insiders.
assimilation:
Individual is treated as
an insider in the work
group when they conform
to org. / dominant culture
norms and downplay
uniqueness.
high value in
uniqueness
differentiation:
Individual is not treated
as an organizational
insider in the work
group but their unique
characteristics are seen
as valuable and required
for group / organization
success.
inclusion:
Individual is treated as
an insider and also
allowed/encouraged to
retain uniqueness within
the work group.
25. language & logic
1.Common language.
2.Clear and concise.
3.Consistently known.
(what, why & how)
4.Business case.
26. 1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. access
8. evidence based approach to human
behavior and bias
30. 1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. access
8. evidence based approach to human
behavior and bias
31. Group vs. Individual Decision Making
groups individuals
accuracy
speed
creativity
degree of
acceptance
efficiency
32. Group vs. Individual Decision Making
groups individuals
accuracy x
speed x
creativity x
degree of
acceptance
x
efficiency x
33. Group vs. Individual Decision Making
groups individuals
accuracy x
speed x
creativity x
degree of
acceptance
x
efficiency x
34. Groups often fail to
outperform individuals
because they prematurely
move to consensus, with
dissenting opinions being
suppressed or dismissed.
-Hackman, Morris (1975) Advances in Experimental
Social Psychology
36. decision making
1.Prioritize diversity of input.
2.Explicit agreements.
3.Support & training.
4.Conflict management
integral to leadership /
management model.
37. 1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. access
8. evidence based approach to human
behavior and bias
46. homophily: the tendency of
individuals to associate and bond with
similar others. The presence of
homophily has been discovered in a
vast array of network studies. More
than 100 studies have observed
homophily in some form or another
and establish that similarity breeds
connection. These include age,
gender, class, and organizational role.
47. social network analysis
From time to time people
discuss important matters with
other people. Looking back over
the past six months, who are the
people with whom you
discussed matters important to
you?
48. social network analysis
Consider the people you
communicate with in order to get
your work done. Of all the
people you have communicated
with during the last six months,
who has been the most
important for getting your work
done?
49. social network analysis
Consider an important project or
initiative that you are involved in.
Consider the people who would
be influential for getting it
approved or obtaining the
resources you need. Who would
you talk to, to get the support
you need?
50. social network analysis
Who do you socialize with?
(spending time with people after
work hours, visiting one another
at home, going to social events,
out for meals and so on) Over
the last 6 months, who are the
main people with whom you
have socialized informally?
52. analysis
• group
• proximity
• expertise
• hierarchy
• gender
• age
• race
• ethnicity
What do you have?
What do you have a
lot of?
What do you not
have?
What do you need to
do differently?
59. 1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. access
8. evidence based approach to
human behavior and bias
60. When Performance Trumps
Gender Bias: Joint versus
Separate Evaluation
Iris Bohnet
Alexandra van Geen
Max H. Bazerman
Harvard Business School
Working Paper 12-083 | March, 2012