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
DIBs - Diversity, Inclusion & Belonging by Pat WadorsChris Kang
Watch Pat Wadors, CHRO & SVP of LinkedIn's Global Talent Organization, talk about how the HR industry and companies have been talking about the importance of Diversity and Inclusion for decades now. There are a lot of "activities" related to D&I, yet we aren’t moving the needle. Something is missing... There is a third element that we need to focus on to unlock the full potential of this important initiative.
Follow along with this deck while you watch her talk here: https://www.youtube.com/watch?v=xwadscBnlhU
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.
This slide deck covers a typical one day authentic leadership development day that we deliver at the Antwerp Management School. Topics like trust, politics, power, authenticity, shared leadership, transformational leadership , implicit leadership theories, cross cultural differences in leadership, etc are covered
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
DIBs - Diversity, Inclusion & Belonging by Pat WadorsChris Kang
Watch Pat Wadors, CHRO & SVP of LinkedIn's Global Talent Organization, talk about how the HR industry and companies have been talking about the importance of Diversity and Inclusion for decades now. There are a lot of "activities" related to D&I, yet we aren’t moving the needle. Something is missing... There is a third element that we need to focus on to unlock the full potential of this important initiative.
Follow along with this deck while you watch her talk here: https://www.youtube.com/watch?v=xwadscBnlhU
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.
This slide deck covers a typical one day authentic leadership development day that we deliver at the Antwerp Management School. Topics like trust, politics, power, authenticity, shared leadership, transformational leadership , implicit leadership theories, cross cultural differences in leadership, etc are covered
consists of organization-wide efforts to install and make permanent a climate in which an organization continuously improves its ability to deliver high-quality products and services to customers
Factors that Affect Organizational CultureSlideShop.com
Culture is an important determinant of organizational success. In this presentation, we discussed what factors contribute to organizational culture. We also included practical examples to clearly illustrate our ideas.
More themed slides: https://slideshop.com/Themed-Slides
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
This presentation based from Jennifer M. George and Gareth R. Jones book, with title "Understanding and Managing Organizational Behavior".
Use Ms. Power Point 2013.
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.
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
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.
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
7. What looks like resistance is often a lack of clarity.
Switch, Dan and Chip Heath
8. The concept of diversity encompasses acceptance and respect.It means understanding that each individual is unique,and recognizing our individual differences.These can be alongthe dimensions of race, ethnicity, gender, sexual orientation, socio-economic status, age, physical abilities, religious beliefs,political beliefs, or other ideologies.It is the explorationof these differences in a safe, positive, and nurturing environment.It is about understanding each other and moving beyondsimple tolerance to embracing and celebrating therich dimensions of diversity contained within each individual.
9. Similarities and differences amongemployeesinterms
of age, cultural background, physicalabilitiesand
disabilities, race, religion,sex, and sexualorientation.
12. di·ver·si·ty
[dih-vur-si-tee]
noun, plural –ties
1.the state or fact of being diverse; difference; unlikeness.
2.variety; multiformity.
3.a point of difference.
18. ↑diversity = ↑variance in performance
groups with morediversity perform better or worse than groups with lessdiversity
19. identity diversity:
Differences in our social identities.
cognitive diversity:
Differences in how we think and solve problems.
20. inclusion:
The actions that we take to include additional difference in a process or group.
21. inclusion:
“…being at home…”
“…belonging…”
“…able to bring my whole selfto work…”
“…feeling that my unique contribution was valued…”
“…my perspective is always considered…”
“…I have a say in what happens…”
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.
high valuein uniqueness
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 valuein uniqueness
25. 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 valuein 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.
26. 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 valuein 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.
27. 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 valuein 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.
28. self censorship
playing small
covering
downplaying differences
conforming
Fear of Being Different Stifles Talent
29. •29% altered their attire, grooming or mannerisms to make their identity less obvious
•40% refrained from behavior commonly associated with a given identity
•57% avoided sticking up for their identity group
•18% limited contact with members of a group they belong to
33. Groups often fail to outperform individuals because they prematurely move to consensus, with dissenting opinions being suppressed or dismissed.
-Hackman & Morris, Advances in Experimental Social Psychology
34.
35. groupthink:
mode of thinking that happens when the desire for harmony in a decision-making group overrides a realistic appraisal of alternatives. Group members try to minimize conflict and reach a consensus decision without critical evaluation of alternative ideas or viewpoints.
40. Group intelligence is not strongly tied to either the average intelligence of the members or the team’s smartest member.
-Thomas Malone, MIT Center for Collective Intelligence
41. language & logic
1.Common language.
2.Clear and concise.
3.Consistently known.
(what, why & how)
4.Business case.
45. It requires no hatred or fear to assign meaning to the things that we see, we do it automatically.
The problem is that we forget, do not realize, or deny that this even happens.
49. pygmalion effect
Based on research by Robert Rosenthal and Lenore Jacobson, showing that biased expectations affect reality and create self- fulfilling prophecies as a result.
50. confirmation bias
Our tendency to search for or interpret new information in a way that confirms preconceptions and avoids information and interpretations which contradict prior beliefs.
51. fundamental attribution error
An unjustified tendency to assume that a person’s actions depend on what kind of person that person is rather than on the social environmental forces influencing the person.
52. homophily:the tendency of individuals to associate andbondwith similar others. More than 100studies have observed homophily in some form or another establishing that similarity breeds connection. These include age, gender, class, and organizational role.
53. If you do not intentionally, include, you will unintentionally exclude.
54. 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