The Dynamic Diversity TroupeDonna BauerWaynette LamorellStephanie Pugh

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Agenda1.Opening 2.Background of CRS3.Primary Research

1. Survey 2. Sample questions 3. Face-to Face Interviews 4. Selected comments from survey

4.Evaluation of Primary Research5.Secondary Research

1. Johnson & Johnson2. Kaiser Permanente3. Marriott International

6.Recommendations7.Questions

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Select a picture that best represents how you define diversity

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Why did you choose this picture?

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“Catholic Relief Services [CRS] was founded in 1943 by the Catholic Bishops of the United States to serve World War II survivors in Europe. Since then, [they] have expanded in size to reach more than 80 million people in more than 100 countries on five continents. [Their] mission is to assist impoverished and disadvantaged people overseas, working in the spirit of Catholic Social Teaching to promote the sacredness of human life and the dignity of the human person” (https://global.crs.org/pages/AboutCRS.aspx;

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CRS serves overseas in many ways, in multiple programs:

AgricultureEducationEmergencyFood securityHealthHIV & AIDSMicrofinancePeace-Building

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Agency assessmentPoll/Survey Interview employees Analyze data Evaluate findings against non-profit, for profit

& global organizations

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Overall Research Question:

In what ways can the development of a diversity plan address employees’ perceptions?

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Primary research was gathered through:Explanatory mixed-method designData collected through quantitative means via

survey Distributed to 70 employees, 32 responded

Qualitative means through face-to-face interviews Six employees interviewed representing race,

gender, generation and ranking

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Survey questions focused on:Employees’ personal views of diversity &

differences Employees’ assessment of management &

Agency

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Sample Question:

I tend not to judge others who are different from me:

Response % Response Total

Very true 37.5% 12

Mostly true 31.2% 10Somewhat true 21.9% 7Not true 9.4% 3

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Survey Question:

I feel free to disagree with others from diverse backgrounds without fear of being called prejudiced

Response % Response Total

Very true 34.4% 11Mostly true 46.9% 15Somewhat true 18.8% 6Not true 0% 0

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Survey Question:

CRS creates a culture that respects my values, beliefs, background and experiences

Response % Response Total

Very true 18.8 % 6Mostly true 46.9% 15Somewhat true 31.2%

10Not true 3.1% 1

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Survey Question:

Managers effectively use problem-solving skills to manage cultural differences

Response % Response Total

Very true 0 % 0Mostly true 21.9% 7Somewhat true 56.2% 18Not true 21.9% 7

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From survey findings, 3 areas of focus were used when interviewing:When employees assessed themselves, 80%

responded very or mostly true; when assessing management, 80% responded somewhat or not true

When asked if CRS took action to increase workplace diversity, this would help in Agency effectiveness, 80% responded very or mostly true

When asked if CRS developed a diversity strategy linked to the mission, new talent would be attracted. Again, 80% responded very or mostly true.

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Disparity between employees personal assessments, 80% with very or mostly true; and assessing management at 80% somewhat or not true

Interviewee - White male, Executive, 50-59 “It’s not about diversity, but how management

makes decisions. It’s not about intolerance, but that people are heard. People can say anything they want, but [will it be taken]” (personal communication, September 3, 2009).

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Disparity between employees’ personal assessments, 80% with very or mostly true; and assessing management at 80% somewhat or not true

Interviewee- Black male, Professional, 30-39

“I found it difficult to answer…there are management issues regardless of the [subject]” (personal communication, September 3, 2009).

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Disparity between employees’ personal assessments, 80% with very or mostly true; and assessing management at 80% somewhat or not true

Interviewee- Asian female, Manager, 40-49 “Human psychology…we always rate ourselves

positively and the ‘other’ negatively. I asked myself, where do I get these prejudices? From people - I hear something, dispel it but, it’s repeated over and over and it’s ingrained in my brain” (personal communication, September 3, 2009).

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Comments from survey “For CRS, workplace diversity should focus

on creating a better understanding of participants of the diversity of those we serve both overseas and in the U.S. as well as the unique culture, ethnicities and perspectives of current and prospective staff members” (survey communication, August 28, 2009)

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Comments from survey“I am concerned not just about race, culture and religion, but also about gender imbalance in positions of leadership, and attitudes towards women in the work place and particularly women who happen to have families. We have good benefits, but I think we also have attitudes in place that keep very good people from getting positions they should have, simply because others believe they might prioritize a family commitment over a work commitment at some point. There is not much that is explicit, but plenty of undercurrent, and it would be great to have this sort of issue addressed openly” (survey communication, August 28, 2009)

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Comments from survey “We are already a diverse workplace, having

employees of different religions, races, nationalities. I don't really feel the need for work place diversity training. If a person doesn't embrace diversity, I'm not sure 'trainings' will change that attitude-if a person doesn't enjoy workplace diversity, I don't think they'd be happy at CRS! “ (survey communication, August 28, 2009)

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Evaluation of Primary ResearchManagement seems to be a primary issue with decision-

making & the message it sendsAll white men at executive level conveying that diversity is

not valued Emphasis on hiring Catholics & a sense of the glass ceiling if

one isn’t Data revealed that employees view themselves open to

diversity, working in multicultural teams, at ease with others from diverse backgrounds, etc.

There seems to be a positive atmosphere and acceptance of workplace diversity from employee perspective

Employees felt it important to have educational sessions and small group discussions to look at various views of diversity and one’s biases and stereotypes

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Secondary Research: Johnson & JohnsonCommitment to treat their customers, employees,

stockholders and communities fairly 6% of the executive staff bonuses are tied to

diversity resultsDiversity Director reports to the CEO Board of Directors represent 9% black, 9% Asian,

9% Latino and 27% female31% of the female employees are executives Affinity groups, mentoring programs and a

diversity university. 23

Secondary Research: Kaiser Permanente Offers a wide range of diversity resources to providers, employees, &

patients. Executive leadership ties 10% of bonuses to achieving diversity goals. Workforce = 56.9 % Black, Asian, Latino & American Indian; 76.4% female CEO’s direct reports = 21% Black, 14.5% Latino, 14.5% Asian and 36%

women. Work/life programs & diversity

basic diversity awareness for employees culturally competent care for health care providers executive leadership diversity series mentoring and coaching for the Protégé of Color Leadership program diversity awareness orientation for new employees interpreter training program qualified bi-lingual staff training diversity and health video series

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Secondary Research: Marriott International CEO personally signs off on executive compensation tied to

diversity accounting for 13% of bonusesCEO chairs the company's internal diversity council Fair treatment of associates by providing training and

advancement opportunities Actively supports community and encourages associate

volunteerismDiversity Excellence established in 2005 honoring diversity

from the global workforce, to owners, franchisees, customers, suppliers and communities

Mandatory diversity trainingWorkforce includes Blacks, Latinos, Asians and American

Indians representing 60.4% of U.S workforce25

Recommendations: Multiple-phases over a five year periodYear-one (macro–level)

Establish a diversity council Establish formal policy Engage Board members of diverse backgrounds

Year-one (micro-level) Employee discussion groupsIntegrate with Justice & Solidarity Reflection

workshop

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Recommendations:Year-two:

Intentional targeted recruitmentExpand outreach to universities/colleges with

recruitment effort for CRS’ Fellows program Soliciting feedback from CRS’ constituents Offer religious education classes that

represents the varied religions at CRS

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Recommendations: Year-three:

Establish affinity groups of shared values/interests

Perform diversity awareness orientation for new employees & add mentoring programs

Implement a mandatory annual diversity training

Add online educational resources to strengthen diversity awareness & support continuity

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Recommendations: Year-four

Form a career development and mentoring program for diverse staff

Implement a mentoring/coaching program to promote people of color and females in leadership positions

Mentoring/coaching program aimed at succession planning for diverse staff

Ongoing executive leadership training in awareness, and valuing/managing diversity

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Recommendations: Year-five

Hire full-time Diversity Director reporting to Chief of Staff Oversee diversity council and direction of the plan Monitor and evaluate each year’s development

activities Survey and interview employees periodically Keep abreast of industry practices, trends and

innovations in the field of diversity

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References Canas, K. & Sondak, H. (2008). Opportunities and challenges of

workplace diversity. New Jersey: Pearson Education, Inc. Catholic Relief Services. Retrieved September 4, 2009 from

https://global.crs.org/pages/AboutCRS.aspx Johnson & Johnson. Retrieved August 12, 2009, from

http://www.jnj.com/connect/about-jnj/diversity/?flash=true Kaiser Permanente. Retrieved August 12, 2009, from

Http://diversity.kp.org/ and Http://kpnet.kp.org/mas/hr/about_hr/deparments/abouthr_diversity.htm

Marriott Corporation. Retrieved August 12, 2009, from Http://www.marriott.com/corporateinfo/culture/corValuesCulture.mi

The 9th Annual 2009 DiversityInc Top 50 Companies for Diversity (2009). Retrieved August 12, 2009 from http://www.diversityinc.com/public/5449.cfm

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