the inclusive employee experience - joe gerstandt
TRANSCRIPT
The Inclusive Employee Experience
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“Well, I could be wrong, but I believe
diversity is an old, old wooden ship that was used during the Civil
War era.”-Ron Burgundy (Anchorman)
The concept of diversity encompasses acceptance and respect. It means understanding that each
individual is unique, and recognizing our individual differences. These can be along the dimensions of
race, ethnicity, gender, sexual orientation, socio-economic status, age, physical abilities, religious
beliefs, political beliefs, or other ideologies. It is the exploration of these differences in a safe, positive,
and nurturing environment. It is about understanding each other and moving beyond simple tolerance to embracing and celebrating the rich dimensions of
diversity contained within each individual.
The concept of diversity encompasses acceptance and respect. It means understanding that each
individual is unique, and recognizing our individual differences. These can be along the dimensions of
race, ethnicity, gender, sexual orientation, socio-economic status, age, physical abilities, religious
beliefs, political beliefs, or other ideologies. It is the exploration of these differences in a safe, positive,
and nurturing environment. It is about understanding each other and moving beyond simple tolerance to embracing and celebrating the rich dimensions of
diversity contained within each individual.
Inclusion!
Inclusion?
What does that mean?
Why does it matter?
Who is included in what?
How does it happen?
How can I tell it is happening?
What gets in the way?
What looks like resistance is
often a lack of clarity.
Switch, Dan and Chip Heath
diversity is…
inclusion is…
Impact of Diversity on Team Performance
Reference: Adler, N. J. International Dimensions of Organizational Behavior.
4th ed. Cincinnati, OH: South-Western, 2002.
Cultural difference becomes an
obstacle to performanceCultural difference becomes an
asset to performance
effectiveness in collective tasksless more
c. Milton J.Bennett, 2008
Copyright © 2009 Hewitt Associates
reference:
Adler, N.J. International Dimensions of Organizational Behavior. 4th ed.
Cincinnati, OH: South-Western, 2002.
c. Milton J. Bennett, 2008
Impact of Diversity on Team Performance
Reference: Adler, N. J. International Dimensions of Organizational Behavior.
4th ed. Cincinnati, OH: South-Western, 2002.
Cultural difference becomes an
obstacle to performanceCultural difference becomes an
asset to performance
effectiveness in collective tasksless more
c. Milton J.Bennett, 2008
Copyright © 2009 Hewitt Associates
reference:
Adler, N.J. International Dimensions of Organizational Behavior. 4th ed.
Cincinnati, OH: South-Western, 2002.
c. Milton J. Bennett, 2008
diversity
performance
Impact of Diversity on Team Performance
Reference: Adler, N. J. International Dimensions of Organizational Behavior.
4th ed. Cincinnati, OH: South-Western, 2002.
Cultural difference becomes an
obstacle to performanceCultural difference becomes an
asset to performance
effectiveness in collective tasksless more
c. Milton J.Bennett, 2008
Copyright © 2009 Hewitt Associates
diversity
performance
Ignore, deny, suppress differences.
Avoid conflict or do it poorly.
Lots of unwritten rules.
Conformity & obedience are rewarded.
Impact of Diversity on Team Performance
Reference: Adler, N. J. International Dimensions of Organizational Behavior.
4th ed. Cincinnati, OH: South-Western, 2002.
Cultural difference becomes an
obstacle to performanceCultural difference becomes an
asset to performance
effectiveness in collective tasksless more
c. Milton J.Bennett, 2008
Copyright © 2009 Hewitt Associates
reference:
Adler, N.J. International Dimensions of Organizational Behavior. 4th ed.
Cincinnati, OH: South-Western, 2002.
c. Milton J. Bennett, 2008
diversity
performance diversity
performance
Impact of Diversity on Team Performance
Reference: Adler, N. J. International Dimensions of Organizational Behavior.
4th ed. Cincinnati, OH: South-Western, 2002.
Cultural difference becomes an
obstacle to performanceCultural difference becomes an
asset to performance
effectiveness in collective tasksless more
c. Milton J.Bennett, 2008
Copyright © 2009 Hewitt Associates
diversity
performance diversity
performance
Acknowledge and value differences.
Focus on relationships and healthy disagreement.
Few or no unwritten rules.
Honesty is rewarded.
Impact of Diversity on Team Performance
Reference: Adler, N. J. International Dimensions of Organizational Behavior.
4th ed. Cincinnati, OH: South-Western, 2002.
Cultural difference becomes an
obstacle to performanceCultural difference becomes an
asset to performance
effectiveness in collective tasksless more
c. Milton J.Bennett, 2008
Copyright © 2009 Hewitt Associates
diversity
performance diversity
performance
Which outcome do you want?
Fear of Being Different Stifles
TalentHarvard Business Review
March 2014Kenji Yoshino, Christie Smith
What would the number be where you work?
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
66% of these employees said that it significantly undermined their
sense of self
50% stated that it diminished their
sense of commitment
Inclusion and Diversity in Work Groups: A Review and Model for Future Research
Lynn M. Shore
Amy E. Randel
Beth G. Chung
Michelle A. Dean
Karen Holcombe Ehrhart
Gangaram Singh
Journal of Management Vol. 37 No. 4, July 2011
low
belongingness
high
belongingness
low
uniqueness
high
uniqueness
low
belongingness
high
belongingness
low
uniqueness
high
uniqueness
low
belongingness
high
belongingness
low
uniqueness
high
uniqueness
inclusion:
Individual is treated as an
insider and also
allowed/encouraged to
retain uniqueness within
the work group.
low
belongingness
high
belongingness
low
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
uniqueness
inclusion:
Individual is treated as an
insider and also
allowed/encouraged to
retain uniqueness within
the work group.
low
belongingness
high
belongingness
low
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
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.
low
belongingness
high
belongingness
low
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
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.
assimilation inclusion
Individual is treated as an
insider in the work group
when he/she conforms to
dominant culture
norms and downplays
uniqueness.
Individual is treated as
an insider and is
allowed and
encouraged to retain
uniqueness within the
work group.
Is it safe to be unpopular?
Is there a penalty for candor?
Are there things we do not discuss?
Is there a specific idea of what
leadership looks like?
assimilation inclusion
Individual is treated as an
insider in the work group
when he/she conforms to
dominant culture
norms and downplays
uniqueness.
Individual is treated as
an insider and is
allowed and
encouraged to retain
uniqueness within the
work group.
1 2 3 4 5 6 7 8 9 10
How would you score your culture and why?
1-10unwritten
rules
What
makes it
better?
It requires no hatred or fear to interpret, or assign meaning (judge)
to the things that we see and hear… in fact it happens
automatically.
The problem is that we forget, do not realize, or deny that this even
happens.
Less than 15% of American men are over six foot tall, yet almost 60% of corporate CEOs are over six foot tall. Less than 4% of American men are over six foot, two inches tall, yet more than 36% of corporate CEOs are over six foot, two inches tall.
Timothy A. Judge, Ph.D., University of Florida, and Daniel M. Cable, Ph.D.,
University of North Carolina
If you do not intentionally and
deliberately include, you will unintentionally
exclude.
low
belongingness
high
belongingness
low
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
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.
1.unwritten rules
2.bias
3.belonging
4.uniqueness / difference
• unwritten
rules
• bias
• belonging
• uniqueness
1. ___________
2. ___________
3. ___________
4. ___________
Making
meetings more
inclusive.
•beginning of day
•organizational decision-making
•interactions / social norms
•meetings
•conflict
•end of day
“We need in every community a group of angelic troublemakers.”
Bayard
Rustin
joegerstandt.com
linkedin.com/in/joegerstandt
youtube.com/joegerstandt
twitter.com/joegerstandt
slideshare.net/joeg
402.740.7081
Thank you!