- A diverse culture does not necessarily mean an inclusive culture, as inclusion refers to getting a diverse mix to work well together.
- Inclusion is an inside job that requires lifelong learning and curiosity to nourish inclusive cultures.
- Trust between leadership and employees is key to engagement, and is built through respect, understanding different perspectives, responding to needs, preserving relationships, and modeling integrity.
- UCSF is committed to research and implementing best practices in diversity, inclusion and engagement through initiatives like unconscious bias training, climate surveys, leadership development, and supporting employee resource groups.
Diversity & inclusion inspiring learnng in a changing worldmderven
Diversity and inclusion is a business imperative as a result of globalization, changing demographics, technology and skill shortages. Watch this webinar to learn more about this important driver for organizational success in the workplace and marketplace.
Join the discussion to better understand WHAT Diversity and Inclusion looks like through the lens of our changing world… WHY this is important to your business… and HOW to recognize, value, and leverage the different perspectives and backgrounds of your team.
A diverse AND inclusive work environment drives engagement, which leads to high performance and increased business results. Join Jennifer for an open discussion on understanding how and why diversity and inclusion are business imperatives in today’s rapidly changing world.
See the entire presentation: https://youtu.be/XksSSH38tK0
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.
The term diversity often raises controversy, confusion, and tension. What does it mean? Is it the same as affirmative action? Why should you focus on it?
Dimensions of diversity include, but are not limited to: age, ethnicity, ancestry, gender, physical abilities/qualities, race, sexual orientation, educational background, geographic location, income, marital status, military experience, religious beliefs, parental status, and work experience (Loden and Rosener 1991, 18-19).
Eyes on Extension: A model for diverse advisory leadershipEric Kaufman
Presentation for the 2015 Public Issues Leadership Development conference, sponsored by the Joint Council of Extension Professionals.
From creating an inclusive environment to understanding volunteer motivations and barriers, we’ll explore special considerations for diverse volunteers and for potential decision-making volunteers. Get prepared to welcome diverse advisory leaders into your programs and leverage them for future success.
Diversity & inclusion inspiring learnng in a changing worldmderven
Diversity and inclusion is a business imperative as a result of globalization, changing demographics, technology and skill shortages. Watch this webinar to learn more about this important driver for organizational success in the workplace and marketplace.
Join the discussion to better understand WHAT Diversity and Inclusion looks like through the lens of our changing world… WHY this is important to your business… and HOW to recognize, value, and leverage the different perspectives and backgrounds of your team.
A diverse AND inclusive work environment drives engagement, which leads to high performance and increased business results. Join Jennifer for an open discussion on understanding how and why diversity and inclusion are business imperatives in today’s rapidly changing world.
See the entire presentation: https://youtu.be/XksSSH38tK0
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.
The term diversity often raises controversy, confusion, and tension. What does it mean? Is it the same as affirmative action? Why should you focus on it?
Dimensions of diversity include, but are not limited to: age, ethnicity, ancestry, gender, physical abilities/qualities, race, sexual orientation, educational background, geographic location, income, marital status, military experience, religious beliefs, parental status, and work experience (Loden and Rosener 1991, 18-19).
Eyes on Extension: A model for diverse advisory leadershipEric Kaufman
Presentation for the 2015 Public Issues Leadership Development conference, sponsored by the Joint Council of Extension Professionals.
From creating an inclusive environment to understanding volunteer motivations and barriers, we’ll explore special considerations for diverse volunteers and for potential decision-making volunteers. Get prepared to welcome diverse advisory leaders into your programs and leverage them for future success.
Leading Diverse Teams: Relationship of Diversity and Team PerformanceNMC Strategic Manager
Part 3 in our mini series on Cross Cultural Leadership investigates how diversity impacts team performance, and what leaders can do to empower diverse teams in the workplace.
How can you or your PRSSA chapter help support a stronger public relations profession? As future public relations leaders, you “set the tone for diversity and inclusion.” It’s up to you and your members to be “involved, accountable, and focused on creating an inclusive culture.”
The Plank Center for Leadership in Public Relations is co-hosting a webinar with PRSSA titled, “Promoting Diversity & Inclusion Excellence.” Diversity and inclusion is an important topic across many industries, especially public relations.
From examining previous research to understanding how top organizations are moving the D&I dial, this webinar will equip you and your chapter with key takeaways that can be implemented today to serve tomorrow’s public relations leaders.
The webinar featured experts who discussed their diversity and inclusion research, observations, and experience. The experts were:
- Keith Burton, principal, Grayson Emmett Partners
- Andrew Cook, VP of Advocacy, PRSSA 2016-2017
- Pat Ford, worldwide vice chair, chief client officer, Burson-Marsteller
- Dr. Nilanjana Bardhan, professor, Southern Illinois University at Carbondale
Leader Development Across the Life SpanEric Kaufman
Leadership development is a vested interest of Extension, which provides a multitude of programs for individuals of all ages. To properly position each program and meet the needs of participants, we must understand the progression of leader development across a leader’s entire life experiences. With a foundation that builds on three established frameworks, the proposed model of leader development across the life span suggests that when a leader encounters triggers, resulting from interactions and engagement with society, they initiate an inward-focused, meaning-making process that results in action. With this, a leader exerts a greater influence within the environment as he or she develops. This session further explores the implications of a life span model of leader development for leadership programs in a variety of contexts and provides an overview of possible applications for Extension professionals.
McClure Beyond Diversity to Inclusion Leadership AALAS 2019Diane McClure
Building your leadership brand program presented at the AALAS meeting in Denver, CO. Reuploaded as the first upload failed to upload some of the slide elements.
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.
A former Head of state (Nigerian), General Ibrahim Babangida while Responding to a question on why he was not interested in younger politicians ruling the country on the 16th April 2010 was quoted to have said “we have seen signs that they (the youth) are not capable of leading this country,…. May be they are not given the proper education”.
If the youth of this nation must emerge as leaders, opinions such as this must be changed through demonstrated understanding of issues and actual performance in areas of responsibilities.
"Leaders of tomorrow" they call the youth but since tomorrow has refused to come, youths must make tomorrow become today by taking the throne of their communities and indeed the nation. It is a process; today is the best time to start the journey.
This paper xrays what it takes to assume leadership and identified barriers to youth emergence.
Vortrag von Dr. Kathrin Muff (Business School Lausanne) zum Thema "The four roles of Responsible Leadership in management education" beim Zürich Behavioral Economics Network (#ZBEN) am 5. Oktober 2015 (Behavioral Economics & Leadership).
The quality of leadership you provide has a significant impact on the people you lead. After analyzing decades of research, Jim Kouzes and Barry Posner confirm this statement with some very compelling data. See how your leadership can positively—or negatively—make a difference.
Diversity and Inclusion in Action: Top Diversity Leaders Share Roadmaps for Success
Learning objectives: 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
Leading Diverse Teams: Relationship of Diversity and Team PerformanceNMC Strategic Manager
Part 3 in our mini series on Cross Cultural Leadership investigates how diversity impacts team performance, and what leaders can do to empower diverse teams in the workplace.
How can you or your PRSSA chapter help support a stronger public relations profession? As future public relations leaders, you “set the tone for diversity and inclusion.” It’s up to you and your members to be “involved, accountable, and focused on creating an inclusive culture.”
The Plank Center for Leadership in Public Relations is co-hosting a webinar with PRSSA titled, “Promoting Diversity & Inclusion Excellence.” Diversity and inclusion is an important topic across many industries, especially public relations.
From examining previous research to understanding how top organizations are moving the D&I dial, this webinar will equip you and your chapter with key takeaways that can be implemented today to serve tomorrow’s public relations leaders.
The webinar featured experts who discussed their diversity and inclusion research, observations, and experience. The experts were:
- Keith Burton, principal, Grayson Emmett Partners
- Andrew Cook, VP of Advocacy, PRSSA 2016-2017
- Pat Ford, worldwide vice chair, chief client officer, Burson-Marsteller
- Dr. Nilanjana Bardhan, professor, Southern Illinois University at Carbondale
Leader Development Across the Life SpanEric Kaufman
Leadership development is a vested interest of Extension, which provides a multitude of programs for individuals of all ages. To properly position each program and meet the needs of participants, we must understand the progression of leader development across a leader’s entire life experiences. With a foundation that builds on three established frameworks, the proposed model of leader development across the life span suggests that when a leader encounters triggers, resulting from interactions and engagement with society, they initiate an inward-focused, meaning-making process that results in action. With this, a leader exerts a greater influence within the environment as he or she develops. This session further explores the implications of a life span model of leader development for leadership programs in a variety of contexts and provides an overview of possible applications for Extension professionals.
McClure Beyond Diversity to Inclusion Leadership AALAS 2019Diane McClure
Building your leadership brand program presented at the AALAS meeting in Denver, CO. Reuploaded as the first upload failed to upload some of the slide elements.
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.
A former Head of state (Nigerian), General Ibrahim Babangida while Responding to a question on why he was not interested in younger politicians ruling the country on the 16th April 2010 was quoted to have said “we have seen signs that they (the youth) are not capable of leading this country,…. May be they are not given the proper education”.
If the youth of this nation must emerge as leaders, opinions such as this must be changed through demonstrated understanding of issues and actual performance in areas of responsibilities.
"Leaders of tomorrow" they call the youth but since tomorrow has refused to come, youths must make tomorrow become today by taking the throne of their communities and indeed the nation. It is a process; today is the best time to start the journey.
This paper xrays what it takes to assume leadership and identified barriers to youth emergence.
Vortrag von Dr. Kathrin Muff (Business School Lausanne) zum Thema "The four roles of Responsible Leadership in management education" beim Zürich Behavioral Economics Network (#ZBEN) am 5. Oktober 2015 (Behavioral Economics & Leadership).
The quality of leadership you provide has a significant impact on the people you lead. After analyzing decades of research, Jim Kouzes and Barry Posner confirm this statement with some very compelling data. See how your leadership can positively—or negatively—make a difference.
Diversity and Inclusion in Action: Top Diversity Leaders Share Roadmaps for Success
Learning objectives: 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
We Are the World: A Journey Beyond Diversity to Cultural Competence
Learning objective: Increase cultural competence and strategies in the workplace
Seasoned and emerging leaders alike will be held accountable for negotiating and collaborating in an ever-evolving world of differences. Professional cultural competence expands the definition of diversity by encompassing other factors such as lifestyle, sexual orientation, learning styles, industry, positional power, etc. No matter where you are in your career, this course will challenge you to examine “what you know”, “what you don’t know”, and “what you need to do” to move toward greater cultural competence.
At the end of this seminar, participants will be able to:
a. Define cultural competence and diversity
b. List and assess cultural challenges that take place in your organization
c. Apply culturally sensitive collaboration and negotiation techniques
d. Identify specific personal and organizational strategies to improve cross cultural exchanges
Standardized Cultural Competency In-Service Training ProceedNCTSTA
Train staff members with this interactive presentation that includes various teaching tools such as: videos, quizzes, diagrams, visuals, discussion segments and hands-on activities to aid the learning process and maintain participant engagement.
Land grant leadership impact: Diversity, equity and inclusion of persons with...larachellesmith
So, as champions of the land-grant system, the history and the mission of our institution are no secret. But, for those of us who are not fully aware of its impact on vulnerable people, specifically Black people and those who experience vulnerabilities other than the color of skin, gender, sexual orientation, and disability status, allow me to spend this time enlightening you.
The Guiding Principles: Aligning What We Say with What We Domdalgarn
The Guiding Principles: Aligning What We Say with What We Do
Facilitated by Cynthia L. Jew, Ph.D
California Lutheran University
Department of Counselor Education
Presented at the VCSCA Fall Conference 2015
#Diversity Management, Definition Of Diversity, Types of Diversity, Benefit of Diversity , Challenges of Diversity.
The Definition of Diversity and Diversity management, Prejudice and its step and expression, what diversity look like in organization like WKU
Minimizing the challenge, and best practice of Diversity management,
Is Diversity management is important in campus, and its benefit for student, and How it can be structured.
The four types of Diversity, Internal Diversity, External Diversity, Organizational Diversity, world wide diversity
Strategies for building a campus community that includes disability as a issue of diversity. Vital to building an inclusive environment looking at the intersections of identity must be part of the conversations.
Communications~ Managing Conflict
Four of seven modules, created as part of a global front line leadership training. Project includes facilitators' guides, participant workbooks, job aides, etc.
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.
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.
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.
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
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
2. Objectives
• To give USCF Learning & OD team a brief sample
of my presentation style.
• To review our shared understanding and best
practices for organizational diversity, inclusion
and engagement.
• To facilitate a brief discussion on how UCSF
Learning & OD is contributing to a culture of
inclusion and engagement.
3. UCSF Commitment
We're committed to building a broadly diverse
community, nurturing a culture that is
welcoming and supportive, and engaging
diverse ideas for the provision of culturally
competent education, discovery, and patient
care ~UCSF Office of Diversity and Outreach
4. Diversity
Diversity refers to the variety of
personal experiences, values and
worldviews that arise from the
differences of culture and
circumstances.
Such variety includes gender,
race, sexual orientation, ethnicity,
religious beliefs, socio-economic
backgrounds, languages,
geographic region and more.
Adapted from : Jaramillo, Klint (19 January, 2017). Introduction to Diversity & Inclusion, UCSF Diversity &
Inclusion Training
5. Barriers to Diversity
• Power and Privilege
• Unconscious biases
• Micro-aggressions
• Media
Have you experienced any of these barriers in the UCSF culture?
6. Inclusion
Inclusion : sense of belonging.
• An environment that promotes
participation and collaboration
from all.
• Inclusive cultures enable others
to be respected and valued for
who they are.
• Degree to which employees feel
part of organizational processes
or part of the “in” group.
(Downey, 2015)
A diverse culture is not necessarily an inclusive culture.
Diversity is the mix. Inclusion is getting the mix to work well together.
7. Inclusion Starts with
Curiosity
• Willingness to learning
about differences
• Humility: Other oriented-
see the value of others
• EQ: Lifelong commitment to
learning, self evaluation and
self critique
• SQ: Ability to develop
partnerships to understand
more deeply
How can we create meaning and value collaborating with others we
view as “different”?
8. Personal Accountability
• Examine your power and
privilege
• Make the unconscious
conscious (identify origin of
judgments and biases)
• Harvard Implicit Bias Test
• Challenge your attitudes and
biases
• Inclusive Language
• Seek Coaching
On going self-examination, growth & commitment to life long learning
9. Building Team & Organizational
Inclusion
• Ongoing, competency-driven training & mentoring
• Action Learning: Examining Real Time Case Studies
• Ongoing dialog: Employee Resource Groups
• Participating in Task Forces, Committees, Councils
• Developing Organizational Partnerships
• Social Learning/Networking
Leveraging Differences by Leveraging Strengths
10. Engagement
Kahn, Dr William A. (1990). Psychological Conditions of Personal Engagement and Disengagement at Work,
Academy of Management Journal, 32
• A heightened emotional connection that an
employee feels for his or her organization that
influences him or her to exert great discretionary
effort to their work (Kahn, 1990).
• Individuals making real choices about how much of
their real, personal selves they can reveal and
express in their work
• Meaningfulness in work, psychological safety, and
psychological availability
• People expressing themselves cognitively, physically,
and emotionally in their roles
11. Engagement Drivers
• Respect, Care, Connection, Feedback, Check-Ins,
Recognition
• Understanding and appreciation
Relationship with
Manager
• Mission
• Corporate Responsibility Commitment
• D & I Commitment
Alignment with
Organization
• Career Pathing, Career Development, IDP’s,
Strengths Focused
Career
Development
• Sense of Belonging (Inclusion)
• Autonomy, Creativity, Problem Solving
• Recognition
Contribution
• Information, Team Support, Physical ResourcesResources
13. Culture of Trust
Diversity
&
Inclusion
Trust
Climate
as cultural
competency
Engage
ment
TRUST
“a psychological state comprising the intention to accept
vulnerability based upon positive expectations of the
intentions or behavior of another” Positive perceptions of
diversity practices will be positively related to a trusting
climate only when employees perceive high levels of
inclusion. (Downey, et, al 2015).
14. Culture of Trust
Diversity
&
Inclusion
Trust
Climate
as cultural
competency
Engage
ment
T – Treat others respectfully, fairly, and consistently
R – Respect and appreciate individual differences in perspectives
and backgrounds
U – Understand and respond to the needs and concerns of others
S – Seek to preserve relationships and strengthen collaboration
even under difficult circumstances
T – Take the responsibility to model ethical behavior and maintain
high standards of personal integrity
15. Engagement through Diversity & Inclusion
SUMMARY
• A diverse culture is not necessarily an Inclusive culture
• Inclusion is an inside job as much as it is collective action
• Life long learning and curiosity nourish cultures of inclusion
• Trust as a leadership competency is implicit to employees
engagement
• On going competency based leadership development, and
other professional training and mentoring contribute to
inclusion and engagement
16. Engagement through Diversity & Inclusion
SUMMARY
• Key engagement drivers include relationship with
manager, recognition contribution, career growth,
autonomy, creativity.
• UCSF is deeply committed to research, excavation
and implementation of best practices in Diversity,
Inclusion and Engagement
17. Discussion
UCSF Learning & OD Initiatives addressing Diversity,
Inclusion and Engagement
• Unconscious Bias Educational Initiative
• Engagement Surveys (Gallup)
• Great People, Great Place
• Building a Culture of Recognition
• Competencies- based leadership
• Addressing Micro-Aggressions
• Intentional Recruitment- Leadership Diversity-Upward
Mobility
• Talent Management- Succession Planning
18. Discussion
UCSF Learning & OD Initiatives addressing Diversity,
Inclusion and Engagement
• Climate Surveys (every 3 yrs)
• Registered Campus Organizations
• Emerging Leaders Fellowships
• Town Halls
• Ambassador Summits
• My UC Career
• Campus Wide Diversity Retreats
• Education on issues for communities of color,
LGBT, women & people with disabilities
19. Discussion
Learning & OD
• What initiatives are you or have you bee directly involved
with that are supporting employee engagement?
• What initiatives are you involved with that are supporting
diversity & inclusion in the UC culture?
20. Unconscious Bias Training
23%
59%
18%
Unconcious Bias Training - UCSF
Faculty
Learners
Staff
12%
8%
80%
Unconscious Bias Training - Faculty
CTSI
Graduate Division
School of Medicine
3%
19%
40%
19%
19%
Unconscious Bias Training - Learners
Multicultural Resource
Center
School of Dentistry
School of Medicine
School of Nursing
School of Pharmacy
9%
49%
8%
7%
4%
23%
Unconscious Bias Training - Staff
CTSI
Human Resources
Multicultural Resource
Center
School of Dentistry
School of Medicine
UCSF ABOG
Data:9/13/13-9/28/15diversity.ucsf.edu
Total = 1330 Total = 307
Total = 778 Total = 245
Editor's Notes
Downey, S.N. (2015). The role of diversity practices and inclusion in promoting
trust and employee engagement, Journal of Applied Psychology 45.
S
(Downey, S.N. et, al (2015). The role of diversity practices and inclusion in promoting trust and employee engagement, Journal of Applied Psychology 45.
ore specifically,
our results indicate that positive perceptions of
diversity practices will be positively related to a trusting
climate only when employees perceive high levels of inclusion.
(Downey, S.N. et, al (2015). The role of diversity practices and inclusion in promoting trust and employee engagement, Journal of Applied Psychology 45.