the new look of workforce diversity final version
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Workforce Diversity and InclusionTRANSCRIPT
THE NEW FACE OF
WORKFORCE DIVERSITY
Cecily Rodriguez
Office of Cultural & Linguistic
Competence
Encounters with Cultural Difference
Pat on the Back
Mr. K- Are you satisfied with the work of the division?
Ms. W- Yes. When you put Mr. Y in charge everything turned
around.
Mr. K- I agree , the whole team is working very well now.
Mr. W- Will you give Mr. Y some sort of recognition then?
Mr. K- I hardly think so, we wouldn’t want to embarrass him.
Cross Cultural Dialogues. Craig Sorti
Encounters with Cultural Difference
Saturday Shift
Mrs. J- Looks like we are going to have to be open this Saturday.
Mr. W- I see.
Mrs. J- Can you come in on Saturday for work?
Mr. W- Yes, I think so.
Mrs. J- That is great.
Mr. W- Yes, Saturday is a special day. did you know?
Mrs. J- How do you mean?
Mr. W- It is my son’s birthday.
Mrs. J- How nice, I hope you all enjoy it.
Mr. W- Thank you for your understanding.
Cross Cultural Dialogues. Craig Sorti
McDonald's TV ad that targeted the
Chinese consumer showed a Chinese
man kneeling before a cashier and
begging him to accept his expired
coupon. The ad caused uproar b/c
begging is considered a shameful act
in Chinese culture.
Gerber started selling baby food in Africa
with US packaging (a baby on the
label). Sales flopped and they realized
that companies typically have pictures
of contents labels.
IKEA once sold a workbench called
FARTFULL
Diversity Faux Paus
Participants will gain an understanding of the rationale
for investing in initiatives related to diversity and
contemporary approaches for fostering a culture of
inclusion through the use of a garden metaphor.
Section I – Do your research! Understanding the terminology
Section II- Gather your Gear- Explore how to use the legal, business,
cultural, and demographic frameworks to build the case and shape
the diversity goals in behavioral health and developmental disability
organizations.
Section III- Wrong plant, wrong place, too small a space, and fertilizer
burn- Common problems that inhibit a culture of inclusion
Section IV- Who helps your garden grow?
Section V- Plan out your landscape plan
Section VI- On your Mark, Get Set, Grow!
Wo
rksh
op
Ove
rvie
w
A common understanding of the
terminology
Doing your Research
Wh
at is D
ive
rsity?
Wh
at is In
clu
sion
?
The “New” Diversity
“New diversity,” focuses on the state of the
modern workplace, one that:
Is global.
Operates virtually.
Is in a state of constant, rapid change.
Requires awareness of cultural issues.
Demands technology literacy.
Is transient.
Uses multiple modes of communication.
Dr. Izzy Justice, founder of EQMentor
Wait!? Doesn’t Diversity Replace the
Mainstream Culture?
Diversity does not pit one culture against another for
dominance; it only allows for
cultural differences to be
employed to solve business challenges.
Diversity acknowledges and
uses these inherent differences to drive
innovation as a way of
creating better
organizational performance and competitive
advantage.
What is Inclusion
Inclusion is a culture that connects each
employee to the organization;
encourages collaboration, flexibility,
and fairness; and leverages diversity
throughout the organization so that all
individuals are able to participate and
contribute to their full potential. U.S. Office of Personnel Management
Office of Diversity and Inclusion
What is Inclusion?
Inclusion describes the extent to which each person in an organization feels welcomed, respected, supported and valued as a team member.
Inclusion is a two-way accountability; each person must grant and accept inclusion from others.
Adapted from SHRM –Business Plan for Diversity
What is a diversity initiative?
Companies who recognize
that they are only as
good as their employees
devote a great deal of
time and resources to
hiring the most talented
individuals.
Employers who put people
first, regardless of their
race, religion, gender,
age, or physical disability
have an advantage over
competitors.
A diversity initiative is a "comprehensive managerial process for developing an environment that works for all employees."
Roosevelt Thomas, Beyond Race
and Gender. (AMACOM, 1992).
Adapted from SHRM –Business Plan for Diversity
The diversity frameworks that build the
case and shape the diversity goals of
our organizations
Gather your Garden Gear!
Legal Frameworks
Legal Framework
-Civil Rights Act of 1866
-Civil Rights Act of 1964 Title VI
(Meaningful Access- national origin
discrimination ) & Title VII (disparate
treatment or intentional discrimination)
- Presidential Executive Order 13166 -
Federally Assisted Programs
-Americans with Disabilities Act
-Age Discrimination in Employment Act
-Equal Pay Act
-Rehabilitation Act of 1973
Business Framework
While organizations may have diversity in their midst,
employees may not perceive
that their social identities are appreciated and included in
the workplace.
For this reason, building inclusive
workplaces ensures that all
employees feel included,
connected, and engaged.
U.S. OMB Guidance for Agency-Specific Diversity and Inclusion Strategic Plans
The Business Framework
Diverse markets require diverse operatives to:
• ensure that products and services are respectful and avoid faux pas
• help organizations understand how to interact with a diverse client base
• build community support
• Help manage perceptions of historically underserved markets
Research
Mixed gender groups outperformed single-gender groups. (1961) Routine problem solving better handled by homogeneous groups, less-defined problems better suited to heterogeneous groups. (1984) Diverse ethnic groups produced more effective solutions than homogeneous groups. (1992)
The Business Framework
Society for Human Resource Management
(SHRM) study: diversity
initiatives positively affect the bottom line
Ability to recruit
Ability to retain
Improved client relations
Improved productivity
Improved corporate culture
The Business Framework
Disparities in Access and Outcomes
Mental Health: Culture, Race, Ethnicity Supplement to Mental Health: Report of the Surgeon General (2001)
“Minority populations have a disproportionate burden of death and disability. Research has proven that communities of color don’t access services in proportion to the white community and their outcomes are less successful than that of the white community.”
Documented disparities for people of color include:
Less availability and access to services
Lower likelihood of receiving services
Greater likelihood of receiving poorer quality of care and disproportionate treatment outcomes
Over represented in hospitalizations (more restrictive settings)
Under represented in research
Understanding and embracing the
multiple dimensions in your
organization’s culture
Cultural Framework
There are complex,
multiple cultural
dimensions operating
in your organization at
all times at all levels.
We may not even
understand how these
dimensions influence
our behavior, much less
be able to articulate
how (D’Andrade (1987)
Culture influences how we attempt to
provide support
a filter through which people process their
experiences and events of their
lives
influences people’s values,
actions, and expectations of themselves and
of others informs our understanding of when support is
needed
influences how and from whom we seek support
Organizational Culture
Appropriate Dress
Interaction with Superiors
Terminology Used
Collective social and
political beliefs
How are people
reprimanded?
How are people
rewarded?
What do people do on
breaks
Interaction with peers
Decision making process
When Dimensions Clash
.
The Demographic Framework
The Demographic Framework
Demographic Changes Over 350 languages are spoken in
the U.S. More women in the workplace There are more than 47 million
people in the nation who speak a language other than English, and over 30 million who were born outside the United States
During the past decade, the number of Spanish and Asian-language speakers grew by 50%
Over 17% of the nation’s population speak a language other than English at home.
Range of ages in the workplace New workforce tends to be more
culturally diverse
http://www.slideshare.net/TransparentLanguage/infographic-speaking-of-languages
http://www.pewresearch.org/next-america/#Two-Dramas-in-Slow-Motion
Slide Source: Qian Cai . University of Virginia Weldon Cooper Center for Public Service 2011
Latino Population, Census 2010
Black Population, Census 2010 Asian Population, Census 2010
The Demographic Framework
Talk to us!
From a Workforce perspective….
What is one “cultural” group
that is underrepresented in
your organization?
What is the consequence of
their underrepresentation?
Activity created by Language & Cultural Worldwide
http://www.languageandculture.com/
What inhibits a Culture of Inclusion?
Wrong plant, wrong place, too small
a space, and fertilizer burn
Exclude
Denial
Segregate
Suppression
Assimilation
Building Relationships
Mutual Adaptation
Challenges
What is a “Good Cultural Fit”?
People’ who conform to the organizational
culture? People we feel comfortable with?
People whose behavior is similar to ours?
People who look like us? People who have the same values?
Could it be that “Cultural Fit” means “just
like me?” Adapted from Language and Culture Worldwide
http://www.languageandculture.com/
Challenges
Bias impacts the decisions in the
workplace
Recommendation letter study
Letters for women differed from
those for males
Letters for women were “shorter, less
assuring, raised more doubts, and
portrayed women as students and
teachers while portraying men as
researchers and professionals.”
(Trix and Psenka 2002).
These decisions are not made by “bad” people with bad attitudes, but
rather by people unaware of the
unconscious process that they use to make
decisions about people.
“Are Emily and Greg more
employable than Lakisha and
Jamal? “
People with “white-sounding” names
were 50% more likely to get a
response to their resume than
those with “black-sounding”
names. (Bertrand, 2004).
Other Challenges
Who plays a role in creating the culture
of inclusion?
Who Helps Your Garden Grow?
Role- Leadership
“Within the American Red Cross organization, diversity and
inclusion is achieved by aligning diversity efforts with
organizational business objectives to ensure….. the following:
Being Reflective of Communities We Serve by the enhancement
of the Red Cross ability to attract and retain diverse volunteers,
employees and donors representative of the communities we
serve.
Increasing effectiveness and Accountability in all We Do by
creating and applying measurable diversity goals and
objectives.
Becoming Better at Telling Our Stories to Diverse Audiences by
improving, and/or expanding, messaging to diverse
audiences, which effectively conveys the American Red Cross
commitment to diversity and inclusion, and highlights success
stories demonstrating that commitment.”
Strategic Alignment
Role- Management
Lead by example
Revisit job descriptions
Evaluate cross cultural skills in
screening
Allow staff to be themselves
Take immediate action
Account for cultural competence in
annual performance reviews
Ma
na
ge
Bia
s
Role: Human Resources
Fertilizer
&
Weed Killer
Small piece of a larger
developmental learning
process
Strategic
Customized
Safe
Uncomfortable
Challenging
Interactive
Engaging
Adapted from SHRM article “Creating a Strategic Diversity Management Plan”
Role: Training and Development
Role: Communications
Awareness is half the battle
Know your audience
Set a good example
Listen
Don’t assume
Positioning & reputation
Pla
nn
ing
a D
ive
rsity In
itia
tive
Knowing what “could be” will help you
shoot for the moon
Your Landscape Plan
A Culture of Inclusion
Do our practices inhibit or prohibit
employee engagement?
Do we seek meaningful inclusion of cultural
considerations throughout the planning
process?
Cross Cultural
Mentoring
Do we get regular
feedback from
employees?
Do we have ONGOING training that develops a workforce able to work
cross culturally?
Require the bilingual staff to be tested for
their proficiency?
Diversity Councils
Develop & maintain
professional development opportunities
for employees
Do we evaluate cross
cultural competence
on annual performance
reviews?
Do we hold managers
accountable when don’t
model inclusive
behaviors?
A Culture of Inclusion
Do we utilize outreach strategies and
engage cultural brokers?
Do we explore new methods for
recruitment and retention of culturally
competent staff
Do we provide safe venues for people to discuss their communication differences?
Do we maintain demographic, cultural,
and epidemiological profiles?
Pre-test the reader-friendliness of employee education materials with focus groups
Don’t forget our Roadmap!
Theme 1:
Governance, Leadership, and
Workforce
• Advance and sustain organizational
governance that promotes equity
through policy, practices, and
allocated resources.
• Recruit, promote, and support a
culturally and linguistically diverse
governance, leadership, and
workforce .
• Educate and train leadership and
workforce in culturally and
linguistically appropriate policies and
practices on an ongoing basis.
Planning a Diversity Initiative
Organizational
Readiness
Action Steps o .
Identify leadership that will support the diversity initiative.
Assess interest level in a diversity initiative and
identify individuals with greatest and least level
of interest.
Develop a comprehensive plan
using a strategic planning process
Communicate the initiative
incorporating senior leadership and using
multiple methods.
Identify goals and outcomes
Evaluate regularly
Adapted from SHRM article “Creating a Strategic Diversity
Management Plan”
Planning a Diversity Initiative
Adapted from SHRM article “Creating a Strategic Diversity Management Plan”
Measurement & Accountability.
Make sure to identify or develop tools
that help you determine if diversity
efforts have achieved the desired results.
Be sure to identify who is responsible for a
correcting the methodology so that
those desired results can be achieved
if you do not reach them at first.
Planning your own D&I initiative
On your Mark, Get Set, GROW!
Image - Alachua County’s Diversity Master Plan
Alachua County’s Diversity Master Plan
Activity 1- Pitch to Leadership
Activity 2- Plan the organizational readiness evaluation
Activity 3- Outline the communication plan
Activity 4- Outline what changes might be required in recruitment, screening, and selection
Activity 5- Outline changes and/or additions to retention and organizational development
Activity 6- Strategize the additional methods needed to inform and engage managers.
Each table is a group.
Create an outline to
address the activity to
which you are assigned.
Spend about 10
minutes thinking
through the process
and writing it down
and 5 minutes thinking
about how you will
present it to the group.
Growing your garden
57
Diversity is defined as the collective mixture of differences and similarities that includes for example, individual and organizational characteristics, values, beliefs, experiences, backgrounds, preferences and behaviors.
A diversity initiative is a "comprehensive managerial process for developing an environment that works for all employees.”
Just like a beautiful garden, diversity and inclusion has to be studied, nurtured, repaired and tended over the long term.
Picture this... Alachua County’s Diversity Master Plan
More information?
Cecily Rodriguez Office of Cultural & Linguistic Competence
Virginia Department of Behavioral Health & Developmental
Services
Susan Hurst, SPHR, New River Valley CSB
Michael Tutt, Richmond Behavioral Health Authority
Michael Wade, CDWP, New River Valley CSB [email protected]