#Diversity and #Inclusion - How can companies move from talking the talk to walking the walk?
In recent days Diversity and Inclusion have come to the forefront of what companies are paying attention to even in the midst of a pandemic.
Starting from hiring and promotion practices to processes to the branding offering and more companies are looking at ways to make D&I more real for their employees.
How can we take it from a vaguely abstract concept (to most people) to very concrete steps?
This presentation expands the notion of diversity far beyond racial and gender stereotypes to help viewers value the differences that everyone brings to the organization.
This presentation expands the notion of diversity far beyond racial and gender stereotypes to help viewers value the differences that everyone brings to the organization.
Shifting the Paradigm of Diversity and InclusionMegan Denhardt
An inclusive workforce boosts organizational effectiveness by lifting morale, strengthening access to new markets, and increasing productivity. Before organizations can reap these benefits, they must grow beyond simply increasing the number of affinity groups represented. Develop a better understanding of the relationship between diversity and disparities and how they affect your organization. Discover what it means to have a truly inclusive workplace and walk away with ideas and strategies you can use to reshape your organization by unleashing the power of diversity management.
Frederick Hobby, president, Institute for Diversity in Health Management
Diversity in the workplace is more essential now than it’s ever been. If you’re wondering what that means and why it’s the case, we’re here to help shed some light on where things stand today, where we feel they’re headed in the future, and why there’s never been a better time to upgrade diversity and inclusion from buzzwords to business initiatives.
Diversity and Inclusion are fundamental to our culture and core values, fostering an innovative, collaborative and high-energy work environment. By embracing an inclusive culture that supports diverse talent, our people collaborate successfully and enable Tatva Leadership to compete effectively in the global marketplace.
Did you know that our brains are naturally biased? Let's explore the functions of unconscious bias together and navigate their impact on our decision-making processes. We will examine our own background and identities so we can interact more authentically with colleagues, consumers, and the community at large.
After more than 35 years of research, what educators and authors Jim Kouzes and Barry Posner have learned about leadership applies just as much for young people as it does for senior executives. What is required of young people is that they have the motivation and desire to step forward to become the best leaders they can be.
As a leader of an organisation, department or team, building trust in the workplace is important to the overall success of your department and company. Here’s how you can build this rapport.
Panel at Carbon Five:
Join us for a panel conversation and open discussion about unconscious bias with Natalie Sue Johnson and Sonya Green. We'll discuss what it is, how it affects our workplaces and how we can learn to prevent it from negatively affecting our interactions with others.
Please bring your curious questions and experiences for sharing!
An overview of the key concepts of Situational Leadership II (SLII). This presentation explains the model at a high level and helps you understand how it can be applied.
Shifting the Paradigm of Diversity and InclusionMegan Denhardt
An inclusive workforce boosts organizational effectiveness by lifting morale, strengthening access to new markets, and increasing productivity. Before organizations can reap these benefits, they must grow beyond simply increasing the number of affinity groups represented. Develop a better understanding of the relationship between diversity and disparities and how they affect your organization. Discover what it means to have a truly inclusive workplace and walk away with ideas and strategies you can use to reshape your organization by unleashing the power of diversity management.
Frederick Hobby, president, Institute for Diversity in Health Management
Diversity in the workplace is more essential now than it’s ever been. If you’re wondering what that means and why it’s the case, we’re here to help shed some light on where things stand today, where we feel they’re headed in the future, and why there’s never been a better time to upgrade diversity and inclusion from buzzwords to business initiatives.
Diversity and Inclusion are fundamental to our culture and core values, fostering an innovative, collaborative and high-energy work environment. By embracing an inclusive culture that supports diverse talent, our people collaborate successfully and enable Tatva Leadership to compete effectively in the global marketplace.
Did you know that our brains are naturally biased? Let's explore the functions of unconscious bias together and navigate their impact on our decision-making processes. We will examine our own background and identities so we can interact more authentically with colleagues, consumers, and the community at large.
After more than 35 years of research, what educators and authors Jim Kouzes and Barry Posner have learned about leadership applies just as much for young people as it does for senior executives. What is required of young people is that they have the motivation and desire to step forward to become the best leaders they can be.
As a leader of an organisation, department or team, building trust in the workplace is important to the overall success of your department and company. Here’s how you can build this rapport.
Panel at Carbon Five:
Join us for a panel conversation and open discussion about unconscious bias with Natalie Sue Johnson and Sonya Green. We'll discuss what it is, how it affects our workplaces and how we can learn to prevent it from negatively affecting our interactions with others.
Please bring your curious questions and experiences for sharing!
An overview of the key concepts of Situational Leadership II (SLII). This presentation explains the model at a high level and helps you understand how it can be applied.
Case Study 1Several large organizations announced recently theMaximaSheffield592
Case Study 1
Several large organizations announced recently they would increase efforts to recruit persons of color, in part a response to the Black Lives Matter movement. Some of the same organizations made similar announcements in the past—yet the numbers of persons with minority backgrounds in those organizations have remained about the same.
This is in the face of research findings that organizations with significant minority representation are stronger than their peers. A McKinsey & Company study in May of top executive teams in more than a thousand organizations in 15 countries concluded that the most diverse organizations have an edge in their markets. These firms are “more innovative—stronger at anticipating shifts in consumer needs and consumption patterns that make new products and services possible, potentially generating a competitive edge.”
Of equal significance is a finding that the top third of the organizations in the study are pulling away from the other two-thirds in diversity and inclusion, registering increasingly higher probabilities of being the most profitable. They are exhibiting progress in achieving greater gender and ethnic diversity, and increasingly positive impacts on bottom-line performance, according to the researchers.
Differentiating between diversity and inclusion
I differentiate between diversity and inclusion by thinking of progress in diversity as depending primarily on successful recruiting of diverse talent. It can be measured. It’s what we see on the corporate dashboard of performance measures. It is quite likely that the rich get richer in this effort; organizations exhibiting greater diversity are more attractive to talented people with diverse backgrounds.
Talent retention depends to a large degree on inclusion. At least that’s what people of diverse backgrounds tell us. Inclusion is related to such things as “voice”—the belief by workers that they are heard—as well as recognition and equal opportunity in rewards and promotions. Harder to quantify than diversity, inclusion is more nuanced and measured in comments in interviews and surveys. It doesn’t provide the numbers and simple headlines often associated with diversity.
Some organizations are good at both diversity and inclusion; others can’t seem to get either right. Some companies, for example, are strong recruiters but lack the ability to be inclusive of talent with diverse backgrounds. Try as they might, they are not making progress on diversity. Instead, they have low retention rates for their diverse talent. In many cases, the “last in, first out” phenomenon may apply in times of crisis.
The key to achieving both diversity and inclusion is committed leadership at all levels, not just a few at the top who have already made it. Transformation has to take place on the front lines and the middle levels as well. This takes effort and time, perhaps more than many organizations are willing to invest.
Inclusion may present too many challeng ...
Anna Taylor (Speaker) West Coast DEI Lead, VMLY&R
Demographic transference within organizations is shifting and there will continue to be an upsurge of more diverse and inclusive organizations as they outperform homogeneous organizations. But this is a slow progression, where can we start making organizational transformation now? We can start from the bottom; employees have more power than they may realize, to affect change. And although this may seem like a daunting call-to-action, employees have the power irrespective of budget or team size, to make an indelible impact on organizational change. Like many effectual grassroots movements, employees have the ability to create a new model that renders the existing model obsolete and lead the evolution of organizational transformation.
The Essential Role Of Leadership In Fostering Workplace DiversityDrishti Nayak
In today’s globalized and interconnected world, workplace diversity is not just a moral imperative; it’s a strategic necessity. EnFuse understands the importance of leadership in driving DEI initiatives. Hence, they’re committed to fostering a diverse and inclusive workplace where employees from all backgrounds can contribute their unique perspectives and talents.
For more information visit here: https://www.enfuse-solutions.com/
DBA 7553, Human Resource Management 1 Course Learn.docxpoulterbarbara
DBA 7553, Human Resource Management 1
Course Learning Outcomes for Unit IV
Upon completion of this unit, students should be able to:
2. Analyze equal opportunity and the legal environment.
2.1 Explain the role that human resources has in upholding the legal responsibilities of an
organization.
2.2 Differentiate between the management of diversity and affirmative action.
3. Examine the elements of diversity in organizations.
3.1 Articulate the challenges that may occur when managing a diverse work group.
3.2 Research how the management of diversity can be improved.
Course/Unit
Learning Outcomes
Learning Activity
2.1 Unit IV Research Paper
2.2 Unit IV Research Paper
3.1
Unit Lesson
Unit Research Paper
3.2
Unit Lesson
Unit IV Research Paper
Reading Assignment
There is no reading assignment in this unit.
Unit Lesson
Today’s workplace is part of a global village. Overall, the labor force is more diverse each year. This diversity
includes the areas of ethnicity, race, religion, age, ability, gender, and sexual orientation. Therefore, well-
informed strategic human resource management must be ever aware of the changing nature of the world
around them in order to help lead their organization forward in embracing diversity. Having a sufficient mix of
diverse dimensions in any organization will serve to strengthen the foundation and overall health of that
group.
It can often be the case that human resource management must be aware of resistance to change and
stereotyping. Change with regard to anything can be difficult in the workplace. However, with regard to
diversity and the possibility of various new dimensions, it is important to remember that strategic human
resource management must plan ahead and focus on building this diverse dimension carefully. With regard to
stereotyping, this would be an assumption that what may hold for a group will automatically hold for an
individual of that group. Human resource management must look ahead to help avoid the pitfall of
stereotyping. Being aware and being communicative about new diversity dimensions in the workplace can lay
the groundwork for an effective embrace by employees.
As our society becomes more diverse, so must our organizations. In fact, many companies now understand
the power of diversity as a competitive advantage. Having a diverse set of employee perspectives can create
a stronger product or service. Embracing multi-cultural marketing can broadly expand a company’s sales.
When organizations embrace diversity in their workforce and in their operations (internally in the company
UNIT IV STUDY GUIDE
Equal Opportunity and the Legal Environment,
and Elements of Diversity in Organizations, Part II
DBA 7553, Human Resource Management 2
UNIT x STUDY GUIDE
Title
and externally with customers and vendors), a powerful foundation can be built. Efficient strategic human
resource management can help develop and .
10 Metrics & Strategies to Increase Inclusivity in the WorkplaceQuekelsBaro
What does inclusivity mean? Read this post to get clued up on inclusivity and to access strategies and metrics that'll help you increase inclusivity in your workplace.
By Judith H. Katz and Frederick A. MillerFar from incr.docxRAHUL126667
By Judith H. Katz and
Frederick A. Miller
“Far from incremental change in leadership approaches, the new marketplace requires an entirely new
paradigm: nothing less than admitting that the concept of the all-knowing, all- powerful leader is obsolete
and that our entire image of leadership itself must change. While some teams and organizations have
made this shift, many have not—at a great cost to both the organizations and their people.”
Leaders Getting Different
Collaboration, the New Inclusive Workplace, and OD’s Role
There is a leadership change in the air;
an urgency, not only for organizations to
be different, but for “titled” leaders to be
different: to join people, to connect work
to the organization’s purpose, to inspire, to
move away from silos and toward a flow of
ideas and information across the work-
place, to create a sense of safety so that peo-
ple can bring their best selves to work—all
to foster an inclusive workplace in which
collaboration can flourish. This urgency
stems from a variety of trends. Consumers
are demanding more. Markets are moving
faster and growing more complex. Millen-
nials are demanding a new workplace.
This means that the “adapt or fail”
tipping point for organizations, long
rumored, is here with a vengeance
(Devereaux, 2004; Laloux, 2014; Stack,
2014). Far from incremental change in
leadership approaches, the new market-
place requires an entirely new paradigm:
nothing less than admitting that the
concept of the all-knowing, all- powerful
leader is obsolete and that our entire image
of leadership itself must change. While
some teams and organizations have made
this shift, many have not—at a great cost
to both the organizations and their people.
This article examines the convergence of
trends, describes several keys to the new
leadership paradigm, and explores the
role that OD practitioners need to play in
supporting leadership for a collaborative,
inclusive workplace.
A Convergence of Trends
Many elements of the traditional organi-
zation and leadership model have come
under scrutiny in recent years:
» Leaders know best (or leaders as
all-knowing).
» Leaders as “super doers” who were
promoted from individual contributor
roles to managerial ranks, not because
of their skill with people but because of
their technical ability.
» Leaders as “fixers” who provide answers
and solutions to every problem under
their purview.
» Leaders seeing it as their role to accept
the status quo and not challenge the
opinions or ideas of their leaders.
» People of the organization seen as
hands and feet: filling specific roles in
the organization, required to “just do
their job” and “do as they are told.”
This model has been giving way to a
greater emphasis on collaboration—and
an inclusive workplace as the ideal envi-
ronment for fostering that collaboration
(Baker, 2014). We have now reached
the point where the inclusive workplace
is a must for organ ...
Build Inclusive and Diverse Workplaces in 2023 | The Enterprise WorldTEWMAGAZINE
Let's examines strategies for establishing inclusive and diverse workplaces: 1. The Value of Diversity 2. Fostering Inclusion 3. Crafting Inclusive Policies and Practices 4. Promoting Diversity At All Levels 5. Training and Education 6. Continuous Assessment
“I think she’ll fit well into our company.”
“His experience was stellar, but he just wouldn’t be a good fit.”
These phrases are frequently used to describe candidates and whether they will – or won’t – “fit” into an organization’s culture. But what does culture fit really mean? Is there a better way to determine how well a candidate will fit than simply having a good feeling about whether they’ll mesh well? And, how do goals of hiring for culture fit complement—or conflict— with other goals such as diversity or hiring for skills?
This article will explore these questions and provide qbest practices.
How-to guide on attracting and recruiting diverse talentHarvey Nash Plc
The first ‘how-to’ guide of a three-part series from Inclusion 360, focused on inclusive recruitment strategies and how to attract more diversity through the recruitment process. The guide combines insights from the Harvey Nash Leadership Consulting team and experiences of over 100 employers who attended Harvey Nash workshops across the UK.
Diversity, Equity and Inclusion IIUnconscious Bias and GenDustiBuckner14
Diversity, Equity and Inclusion II
Unconscious Bias and
Gender/Age/Ethnic Stereotypes
1
2
Overview
3
What is unconscious bias?
How to manage the ageing workforce and age diversity in the workplace?
How can we practise inclusive leadership?
Unconscious Bias in Singapore
https://www.youtube.com/watch?v=Zpz5iVhoI7Y
Unconscious Bias
Unconscious biases are:
attitudes beyond our regular perceptions of ourselves and others
reinforced by our environment and experiences
the basis for a great deal of our patterns of behaviour about diversity.
Research is proving that we are biased towards the world around us and use stereotypes all the time. Our brains are wired towards patterns and similarity, while difference is harder to accommodate.
Adapted from Queensland Government
Impacts of Unconscious Bias
Where there is bias (conscious or unconscious) in the workplace, we continue to recruit, promote, allocate work, and manage performance with filters on our thinking. We cannot change what we do not see or acknowledge, but we can change conscious attitudes and beliefs.
Unconscious bias in the workplace can mean:
talented people are left out of your workforce or not allowed equal opportunity for development and career progression
diverse voices aren’t heard in meetings and decisions can be impaired
your culture is not genuinely demonstrating inclusive workplace principles
employees are not able to fully contribute to your organisation
creativity and productivity of your team or organisation may be compromised.
Adapted from Queensland Government
How to Overcome Unconscious Bias
Recruitment and hiring: Increase local outreach (women, minorities, veterans). Ensure a mix of interviewers and have a diverse slate of candidates. Look for bias in job descriptions. Hire talent, not just experience.
Performance reviews: It’s important to consider different cultural styles and match diverse high potentials with an executive sponsor. Ensure performance is measurable where possible.
Retention: Make sure people get credit for their ideas and be careful not to ignore, dismiss, interrupt or talk over other. Build relationships with employees you don’t know much about.
Understand your role as a leader: Make it safe to take risks and empower team members to make decisions. Take advice and implement feedback—listen, talk, discuss and give actionable feedback. Share that credit.
Adapted from http://www.valvemagazine.com/web-only/categories/business-management/9627-managing-unconscious-bias.html?fbclid=IwAR3DiY5jdwfrN8jhfVxx6yKsUnUCoH6pTeSeZpQBIOYGQROkTeQt7K_dRJo
Class Activity One
Read the article “How These 4 Tech Companies Are Tackling Unconscious Bias”: https://www.forbes.com/sites/laurencebradford/2018/09/19/how-these-4-tech-companies-are-tackling-unconscious-bias/
Identify the policies the tech companies are implementing to reduce unconscious bias.
Have you encountered unconscious bias before?
What can individuals do to ...
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.
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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.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
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.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...
Diversity and inclusion
1. 13 Ways How -
To create the best
Inclusive environment @work
Deepa Kartha
2. Let's start with the definition first. Even though Diversity and Inclusion are tyically talked about in the same sentence, Verna Myers explained the difference
between the two the best -
Diversity is being invited to the party, inclusion is being asked to dance.
— Verna Myers
The de nes diversity as “the full spectrum of human di erences.” Dimensions of diversity might include visible traits like age, gender, disability and ethnic
background or invisible traits like socio-economic status, marital status and sexual orientation.
To simply put, the workplace should re ect the community or customers served by the organization's products and services.
2018 Gallup report
What is Diversity?
What is the difference between Diversity and Inclusion?
Companies of all sizes have Diversity and Inclusion as one of their core pillars. Even with that, there is a lack of understanding outside the 'Diversity and Inclusion O ce' on what exactly
these terms mean and how a company implements their D&I policies.
3. When employees who are di erent from their colleagues are allowed to ourish, the company bene ts from their ideas, skills and engagement, according to
. The retention rate of those workers also rises with increase in diversity and inclusion.
SHRM/Economist Intelligence
Unit research
What is Inclusion?
The 2018 Gallup report explains inclusion as the following - “Inclusion refers to a cultural and environmental feeling of belonging. It can be assessed as the extent to which employees are
valued, respected, accepted and encouraged to fully participate in the organization.” Diversity doesn’t necessarily imply inclusion. The
it doesn’t
necessarily change the culture of the organization or ensure that these groups feel included or valued in the organization. The author uses the analogy, “Diversity speaks to who is on the
team, but inclusion focuses on who is really in the game.”
Harvard Business Review article
focuses on this distinction. For example adding women to the tech leadership team or promoting all genders are steps in the right direction, but
“Diversity Doesn’t
Stick Without Inclusion”
Diversity speaks to who is on the team, but inclusion focuses on who is really in the game. You get the idea.
4. Why Diversity and Inclusion? Why now?
Inclusion and Diversity is NOT ONLY the right thing thing to do, this is what the consumers are demanding of companies right now.
This becomes even more critical with the movements worldwide for rights and fair treatment. Working from home during the
pandemic is drawing attention to the disparity of playing elds for various employees when they are at home.
It is also what CEO's of companies worldwide are pledging to do. Check out the pledge.
Click for study on Diversity and InclusionMcKinsey
Focusing only on Diversity causes unintended consequences.
Tokenization : Having a 'token' diverse hire or person on the board, or in the management team does not ensure that everyone in the company feels included or valued.
Leader blind spots: Leadership team has a false sense of security just looking at numbers that they have checked the box on diversity but really have blind spots
Employee Trust and feeling of safety : Employees might not have trust in leadership of feel safe to speak up in front of others
Missing out on business opportunities : If the employees do not look like a representation of the company's customers the company is missing out of opportunities to serve their
customers better.
Diversity and Inclusion is not just good to do, it's also proven to be good business. Mckinsey did a study on the impacts on D&I and this is what they found.
5. So how can companies implement Diversity and Inclusion well?
McKinsey study on Diversity and Inclusion
Another Mckinsey study explains that companies need to have a systemic, business lead approach to inclusion and diversity to have a successful and sustained approach
to Inclusion and Diversity
7. Concrete Steps companies can take
Privilege : "Privilege" refers to certain social advantages, bene ts, or degrees of prestige and respect that an individual has by virtue of belonging to certain social identity groups.
Racism and Antiracism: Anti-racism is an active and conscious e ort to work against multidimensional aspects of racism, according to " Robert J. Patterson, professor of African American
Studies at Georgetown University. Checkout additional from the National Museum of African American History and Culture. resources on Anti-racism
Unconscious Bias : According to Unconscious biases are social stereotypes about certain groups of people that individuals form outside their own conscious awareness. Everyone
holds unconscious beliefs about various social and identity groups, and these biases stem from one’s tendency to organize social worlds by categorizing. Unconscious bias is far more prevalent than
conscious prejudice and often incompatible with one’s conscious values. Certain scenarios can activate unconscious attitudes and beliefs. For example, biases may be more prevalent when multi-
tasking or working under time pressure.
UCSF's website,
Training and education on topics - For example
1. Start at the TOP of the company
8. Everything starts at the top. Having your executives educated and trained on what's happening in the world is a very important rst step in any
organization. Keep an account of what training all the company leaders have gone through.
Understanding various movements (BLM, #MeToo etc)
Example: Everyone take Buzzfeed privilege survey confidentially and see
the results across the company- it will be telling
9. Sta meetings
Town halls
Written communication
Company wide initiatives
2a. Communication and Messaging
Leaders should demonstrate their commitment to D& I through their communication both with the larger teams and in their leadership meetings
Walking is walk is as important as talking the talk. If companies pay lip-service to diversity and inclusion, it becomes very obvious very fast to their
employees. Some of the areas of communication are the following.
2. Accountability and Responsibility at the top
Example: Keep communication visible, transparent and accessible
10. To make any company level goals concrete they need to have goals assigned with nancial outcomes for the leaders. Create SMART goals
based on speci c results as well as employee feedback on their experience with Inclusion and Diversity in the company
Results like diversity percentage at each level in the company
Number of inclusion and diversity initatives sponsored/attended by leaders
Con dential feedback from employees
Focus groups and action plans implemented
Communicate the goals, progress and outcomes at all levels
2b. Inclusion Goals and Outcomes
Example: A company wide visible Diversity and Inclusion dashboard and workspace
11. Example: Sharing employees differences through fun directories
3. A Diverse Inclusion working Group
Jennifer Brown, author of Inclusion: Diversity, the New Workplace & the Will to Change (Purpose Driven Publishing, 2017) and president and CEO of Jennifer Brown Consulting in New
York City suggests creating an inclusion council as a “a channel for communication” between the rank and le and the C-suite, and that includes advocating for inclusiveness in
discussions with top executives when necessary. These councils could do the following
Be super diverse, include multiple levels in the organization
Involved in goal setting, hiring, retention, address issues etc
Has the ability to make decisions and has the 'ear' of the exec team
Involved in making recommendations on new and emerging needs of underrepresented employees
4. ERG's and BRG's
The o cial de nition from Catalyst for an Employee Resource Group is “a voluntary, employee-led group that serves as a resource for members and organizations by fostering a diverse,
inclusive workplace aligned with organizational mission, values, goals, practices, and objectives.” ERG's can help with the following
Celebrating employee's di erences
Help with attracting and recruiting diverse talent
Talent engagement and development
Market or business development to new customer segments
12. 6. Voice of the Employees
The best way to know what your employees feel is to get it directly from the horse's mouth. Ask them. Having periodic con dential surveys will
help you understand how your employees feel. These are survey questions with special focus on diversity and inclusion. Leaders can use these
surveys to assess the employee D& I experience and modify their culture as needed.
Example: Diversity and Inclusion poll from SHRM
13. 7. Celebrate Employee Differences daily
Companies can get everyone involved in celebrating diversity in the workplace. These could be through special events and celebrations organized
by ERG's or HR. It is important to make these events inclusive and also ensure leader participation in them. It should all about focusing on the human aspect and less about a check list.
8. Leveraging your diversity for business growth
Create diverse teams for new product launches, new market expansion and more. Use your ERG teams an your diverse workforce to get unique perspectives and celebrate the wins.
Engage your employees to be part of the solution. Celebrate successes and share learning with everyone in the company.
Example: 'Day of the Year' inclusive events and capturing feedback
14. Consider doing a group for employees to share their experiences with each other. So this could be like a 'Humans of the company' where you
highlight a di erent employee a week from a diverse background so everyone in the company gets to know others and appreciates their life
experiences.
9. Sharing experiences with each other
15. 11. Meetings and daily interactions
Daily interactions of employees determine their inclusion experience in any organization
“Cultivating inclusion is an evolving process with constantly moving targets. You’re never done,” Thomas points out. “A company’s goals and tactics must evolve along with the needs of
current and potential talent.
This includes the following
Preparation for the meeting
Ability for everyone to participate
Meeting time zones
Meeting minutes
Communication styles, materials before and minutes after, courtesy to ensure that everyone gets to participate, addressing bad behavior etc are all part of that
Creating an inclusive mindset is not a linear process, Guillory says. It will take time and a consistent e ort. “There will be stops and starts” along the way, he says.
10. Share out goal and progress with the company
It is important for leadership to share out the goals, the results, the progress and even the mistakes or missteps to the employees and make the
employees be part of the problem solving.
article on how to be an inclusive leaderHBR
16. Conduct a full audit of your people processes—from recruiting and hiring to developing and retaining employees. Couple the data with engagement and other workforce survey data to gain
a full measure of your climate.
This is an area where even well intentioned teams fall prey to boxing the team members in stereotypical roles, functions and expected behaviors.
Managers should be trained to pay attention to these 'auto-pilot' moves and they have to constantly be interrupting the biases.
12. Team Roles
13. Create visibility and process around the tangible results of inclusion
Create visibility in your company, an open door policy, open processes that are followed - take the mystery out of how employees can rise in the
organization. Be open and explicit about inclusion in all aspects of the company culture.
17. Example: How to bring all the Diversity and Inclusion activities together