0 ian dodds consulting alliance partners: accra, den hague, new york, frankfurt, kuala lumpur ...
TRANSCRIPT
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Ian Dodds
Consulting Alliance partners:
Accra, Den Hague, New York, Frankfurt, Kuala
Lumpurwww.iandoddsconsulting.
com
‘Inclusion is now recognised as mainstream to
business success and here’s how to make it
happen’
Copyright Ian Dodds Consulting Ltd, All Rights Reserved
What we’ll discuss
■ How do Diversity and Inclusion contribute to success?
■ Leveraging the Power of Inclusion to deliver high performance
■ Some successful case studies
The big performance benefits from managing diversity happen when an inclusive
environment is created
D i v e r s i t yEvery way in
which anymixture of people has
bothsimilarities and
differences
■ It is about a culture where each person: − Feels respected & valued− Feels their ideas & opinions
are heard − Can perform to their full
potential
■ It involves sustained and long-term strategic effort
■ It’s happening when diversity of thought is embraced in finding the best ways to serve clients and customers
I n c l u s i o n
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Organisations with great leaders and great managers capitalise on what’s similar and
different about people:
Great leaders – find out what is similar and capitalise on it to rally people to create a better future for their organisation.
Great managers – find out what is different about people and turn each person’s talents into performance both for now and for the future.
(Adapted from Marcus Buckingham)
Organisational
Level
Function
Division
Sector
Location
Career Motivations
SecondaryLocation
Marital/Parental Status
Hobbies
Religion
EducationalBackground
Language/Accent
Social status
Appearance
Nationality
Primary
Race
Ethnicity
Physical & Mental Ability
SexualOrientation
Gender
Age
Personality/Values/Beliefs
How we communicate
How we see ourselves – (group or individual)
What we focus on: task vs. relationship
INTERACTING
How we see time
How much we try to control
How we organise power
DECISION MAKING
How we giveexplanations
How we processinformation
How we makeconclusions
PROBLEM SOLVING
Diversity has many elements and these impact on how we interact with others, solve
problems and make decicions
7Managing RiskManaging Risk High PerformanceHigh Performance
Equal Opportunities
ManagingDiversity & Inclusion
ValuingDifferences
Focus
Race, Gender, Disability
All the ways we are different
Creating an inclusive work environment
Managing Diversity and Inclusion Involves Culture Change to deliver the big performance
benefits
Responsive services/Better problem solving/Performance gains
Culture embraces difference
Meeting stakeholders’ needs
Mutual respect
Mutual accommodation
Social and moral responsibility
More women and minorityethnic people
Individual adapts
Legal responsibility
Result
ChangeRequired
Motivation
Managing RiskManaging Risk
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1.Reduced recruitment costs and a greater talent pool
2.Raised employee motivation and productivity
3.Enhanced Employer Brand
4.New ideas and better products and services for customers and service users
5.Great teamwork through enhanced interactive effectiveness
When an organisation is inclusive it gains significant performance benefits:
(Source: Harnessing Workforce Diversity , Create – survey of 400 organisations investing in D&I)
(Source: Prof Sandy Pentland, HBR, Apr 2012)
(Prof Scott E Page)
Diverse teams consistently outperform homogeneous teams in solving problems
There are 2 conditions:
1.The problem has to be complex.
2.Team members have to listen to each other and explore differing ideas and points of view.
Diversity trumps ability theorem:
Leveraging the Power of Inclusion successfully takes long-term strategic effort, involving 5
stages
Diagnostic to find out
what is helping and hindering inclusion
for different diversity groups
Set up a D&I
Steering Group to
formulate a Diversity & Inclusion strategy
Implement the
Diversity & Inclusion strategy
1. Senior managers role model inclusive behaviour
2. Ensure managem
ent processes & systems
are inclusive
1. Communicate
Diversity &
Inclusion success stories
2. Keep up to date on
Diversity &
Inclusion best
practices
In Stage 1 a diagnostic needs to be conducted
Diagnostic to find out what is helping and hindering inclusion for
different diversity groups
Stage 1
Unfreeze
We do this via:
1.Our online Power of Inclusion diagnostic survey tool.2.Affinity focus groups, using our highly effective template based on behavioural change methodology.3.Key employee interviews, using our highly effective template based on behavioural change methodology.
It is the emotional impact of stories and quotes which generate the will to act by senior management
In Stage 2 a an Inclusion Steering Group is established
Set up an Inclusion Steering Group to formulate a Diversity &
Inclusion strategy
The Inclusion Steering Group needs to:
1.Acquaint itself with the findings of the diagnostic.2.Educate itself on D&I Best Practices.3.Guide any Task Groups it sets up, e.g. on flexible working.4.Formulate the D&I strategy and underpin it with behavioural change methodology.
Stage 2
Mobilise
In Stage 3 the Diversity and Inclusion Strategy is rolled out
The Inclusion Steering Group needs to:
1.Lead, monitor and measure the implementation of the D&I strategy.2.Provide inclusion and diversity management training for senior managers.3.Provide unconscious bias training for senior managers, including knowing how it plays out in relation to gender, cross-cultural and generational differences.4.Provide development activities, e.g. Mentoring Circles, to develop high potentials from all diverse backgrounds.5.Develop eLearning programme offerings on relevant aspects of diversity and inclusion.
Stage 3
RealiseImplement the Diversity & Inclusion strategy
In Stage 4 leadership role modelling is critical and talent management processes need to be
proofed
The Inclusion Steering Group needs to:
1.Offer a workshop for leaders to ‘pinpoint’ the behaviours they need to role model to drive their business strategy, values or inclusion.2.Introduce leadership behaviour pulse survey feedback.3.Provide behavioural coaching for the leaders.4.Train interactive effectiveness coaches, using our unique interactive behaviours tool.5.Proof all talent management processes and systems to ensure that they are inclusive and free of unconscious bias.
Stage 4
Embed
1. Senior managers role model inclusive behaviour
2. Develop great, inclusive teams
3. Ensure management processes & systems are inclusive
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Between 80% and 90% of behaviour in an organisation is influenced by what leaders do
and say
Criteria for recruitment, promotion, retirement and exit
Formal and informal socialisation
Recurring systems and procedures
Organisation design and structure
Design of physical space
Stories and myths about key people and events
Formal statements, charters, creeds, codes of ethics(Adapted from
Ed Schein)
What the leader attends to, measures, rewards and controls Leader reaction to critical incidents Leader behavioural role modeling
Most influential
(Professor Ed Schein)
‘Telling’
Objectives and why important
Giving information
Making content suggestions
Making process suggestions
Summarising
Disclosing
- Information known only to you
- Something about self
Summarising outcomes and follow-up
The interactive behaviours that power inclusion
and great teams
‘Seeking’ Seeking information
Seeking suggestions
Checking
understanding
Developing suggestions
Acknowledging
- Content
- Feelings Bring-in
In Stage 5 reinforcing best practice is important
The Inclusion Steering Group needs to:
1.Identify and collect inclusion success stories.2.Train internal Inclusion Champions.3.Develop a means to keep up to date on diversity and inclusion best practices.
Stage 5
Sustain
1. Communicate Diversity & Inclusion success stories
2. Develop Inclusion Champions
3. Keep up to date on Diversity & Inclusion best practices
Cisco Systems EMEA: innovation is the key driver
■ Innovation is seen to be critical and US experience indicates that a inclusion is an innovation driver
■ Business case made by the CEO finding out by listening to stories from women and Minority Ethnics that it needs to address unconscious bias
■ Inclusion Steering Group formulates the D&I strategy
■ Behavioural training for senior management
■ Task group on flexible working
■ Internal Inclusion Ambassadors help to drive the transformation
■ Website engages employees by providing opportunities to feature D&I successes
1. More people from underrepresented groups, recruited, promoted & retained.
2. Levels of inclusion being rated highly by external benchmarking agencies.
3. Increased innovation measured by Cisco’s innovation portal.
“I don’t think I have ever been in an office with a stronger sense of
purpose, contentment, candour, coherence or vigour”
Quote from a UK newspaper by a fly-on-the wall business reporter demonstrating the
Power of Inclusion in an HMRC Office