Diversity & Inclusion - Functional Area 12

Home

Diversity & Inclusion

Encompasses activities that create opportunities for the organization to leverage the unique backgrounds and characteristics of all employees to contribute to its success

Visible traits (diversity traits)

include external physical characteristics that are easily recognizable. Culture, ethnicity/race, gender, nationality, physical attributes, age, and language

Invisible traits (diversity)

attributes that are not readily seen. EX: perspectives and life experiences, including family, education, values and beliefs, work styles, socioeconomic status

Equity

refers to a focus on PROMOTING FAIRNESS and JUSTICE via organizational structure, not EQUALITY, which focuses on providing equal support levels to employees.
THE GOAL OF EQUITY is to use the available support systems to ensure that everyone ends up at the

personality, internal dimensions, external dimensions, organizational dimensions

4 layers of diversity (this model underscores the fact that we are all multidimensional and that none of the many ways to identify us tell the whole story)

Personality (layer of diversity)

at the center are matters unique to the individual - style and characteristics, preferences, perceptions, cognitive learning styles, behavioral predispositions - all of which are influenced by the outer layers (AKA our environment)

internal dimensions (diversity layer)

these are aspects of self, often assigned at birth, over which we have LITTLE CONTROL over. EX; Gender, sexual orientation, race, age, physical abilities

External Dimensions (diversity layer)

results of life experiences and choices. They include geographic location, income, personal habits, recreational habits, religion, education, work experiences, marital status, etc.

Organizational Dimensions (diversity layer)

similarities and differences based on an individual's position in the organization, including functional level, classification, content or field of work, division, department, work location, union affiliation, management status, etc.

Dimension-Specific issues

each diversity dimension presents unique opportunities and challenges. EX: personality, gender, sexual orientation, religion, ethnicity and race, nationality, age, SES, family status, org function/level. AN ORG MUST RECOGNIZE THAT EACH INDIVIDUAL IS MULTI

Inclusion

the extent to which each person in an org feels welcomed, respected, supported, and valued as a team member.
While diversity asks: WHO do we bring into the org, INCLUSION asks: HOW do we make them feel WELCOME?
- Inclusion is how you leverage the value of

Covering

diversity WITHOUT inclusion. When an org promotes ASSIMILATION but NOT INCLUSION, employees learn to "cover" their:
- appearance: adjusting their attire, grooming, and mannerisms to blend in
- affiliation: avoiding behaviors associated with their identity

Diversity Benefits

- attracts and retains the best human talent - improved creativity and innovation
- recruitment and retention
- market strengths
- branding
- global integration/local differentiation

Diversity Costs

- fragmented, nonproductive, indecisive teams
- increased cost and time frames: training, recruitment, management
- communication difficulties
- blurred branding
- stereotyping
- global integration/local differentiation
- upfront costs for designing diver

Ways to increase diversity?

voluntary training, self-managed teams, cross-training, college recruitment targeting women and minorities, mentoring for women and minorities, diversity tasks force, diversity managers

Majority backlash

the result of members of the majority feeling excluded from the benefits of diversity initiatives.

Bias-based exclusion

discriminatory treatment of minority employees

Diversity & Inclusion Process

1. Executive Commitment
2. Preliminary assessment
3. Infrastructure creation
4. System Changes
5. Training!
6. Measurement and Evaluation
7. Evolution and Integration

Executive Commitment

Step 1 in the D&I Process. there must be REAL, ACTIVE, and LONG-TERM COMMITMENT for the effort to succeed, not a public relations statement or symbolic gesture. The real degree of commitment soon becomes clear, "The message about the priority on diversity

Preliminary Assessment

Step 2 in the D&I Process. The purpose of this initial assessment is to:
- identify current needs in order to set corresponding priorities, goals, and objectives
- Provide benchmarks against which the success or failure of the D&I strategies can be measur

Infrastructure Creation

Step 3 in the D&I Process. Designated groups whose sole responsibility is to guide, oversee, and champion the org's D&I initiatives. INCLUDES:
- Diversity Councils
- Employee Resource Groups

Diversity Councils

a task force created to define the D&I initiative and guide the process. The key responsibilities include:
- setting goals and priorities
- ensuring ALIGNMENT with core business strategies
- Identifying obstacles and opportunities
- recommending actions
-

Employee Resource Groups

voluntary groups for employees who share a diversity dimension. Can serve as a social network and support group, career development group, think tank, or advocacy group. THEY ARE SELF SELECTING GROUPS
- KEY SERVICE CAN PROVIDE IS FORMAL COMMUNICATION w/ t

System Changes

Step 4 in the D&I Process. Review and revise to align with diversity goals:
- organizational systems
- operational processes, procedures and practices.
SYSTEM CHANGES INCLUDE:
- RECRUITING, SOURCING, HIRING
- ONBOARDING, RETENTION
- PROMOTION, CAREER DEVE

Training

Step 5 in the D&I Process. Programs consist of:
- Diversity Awareness Courses: to help their people develop a greater sensitivity to the opportunities and challenges of working in an increasingly dynamic and diverse org
- Diversity Management Courses: to

Measurement and Evaluation

Step 6 in the D&I Process.
Process measures include: how did we do? What went well? What didn't? Why?
Results measures: what differences has it made to the organization? Decrease in turnover?

Evolution and Integration

Step 7 in the D&I Process.
Integration: make D&I part of "the way we do business" and "who we are"
Evolution: global expansion, initiative's own success, shifts in focus over time

Generating Useful D&I Metrics

- let go of the notion that each country must have the same measures
- engage local staff fully in determining "the differences that make a difference"
- use a wide range of measures - BEYOND DEMOGRAPHICS - to demonstrate PROGRESS toward inclusion and FUL