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The new look of workforce diversity final version

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The new look of workforce diversity final version

  1. 1. THE NEW FACE OF WORKFORCE DIVERSITY Cecily Rodriguez Office of Cultural & Linguistic Competence
  2. 2. 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
  3. 3. 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
  4. 4. 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
  5. 5. 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! Workshop Overview
  6. 6. A common understanding of the terminology Doing your Research
  7. 7. What is Diversity? What is Inclusion?
  8. 8. 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
  9. 9. 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.
  10. 10. 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
  11. 11. 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
  12. 12. 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
  13. 13. The diversity frameworks that build the case and shape the diversity goals of our organizations Gather your Garden Gear!
  14. 14. Legal Frameworks
  15. 15. 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
  16. 16. 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.
  17. 17. U.S. OMB Guidance for Agency-Specific Diversity and Inclusion Strategic Plans The Business Framework
  18. 18. 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)
  19. 19. 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
  20. 20. 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
  21. 21. Understanding and embracing the multiple dimensions in your organization’s culture Cultural Framework
  22. 22. 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)
  23. 23. 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
  24. 24. 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
  25. 25. When Dimensions Clash
  26. 26. . The Demographic Framework
  27. 27. 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
  28. 28. 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
  29. 29. 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/
  30. 30. What inhibits a Culture of Inclusion? Wrong plant, wrong place, too small a space, and fertilizer burn
  31. 31. Exclude Denial Segregate Suppression Assimilation Building Relationships Mutual Adaptation Challenges
  32. 32. 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
  33. 33. 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).
  34. 34. Other Challenges
  35. 35. Who plays a role in creating the culture of inclusion? Who Helps Your Garden Grow?
  36. 36. 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
  37. 37. 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 Manage Bias
  38. 38. Role: Human Resources Fertilizer & Weed Killer
  39. 39. 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
  40. 40. Role: Communications Awareness is half the battle Know your audience Set a good example Listen Don’t assume Positioning & reputation
  41. 41. Planning a Diversity Initiative
  42. 42. Knowing what “could be” will help you shoot for the moon Your Landscape Plan
  43. 43. 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?
  44. 44. 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
  45. 45. 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.
  46. 46. Planning a Diversity Initiative
  47. 47. Organizational Readiness
  48. 48. 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”
  49. 49. 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.
  50. 50. 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
  51. 51. 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.
  52. 52. 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.
  53. 53. Picture this... Alachua County’s Diversity Master Plan
  54. 54. More information? Cecily Rodriguez Office of Cultural & Linguistic Competence Virginia Department of Behavioral Health & Developmental Services Cecily.rodriguez@dbhds.virginia.gov Susan Hurst, SPHR, New River Valley CSB SHurst@nrvcs.org Michael Tutt, Richmond Behavioral Health Authority tuttm@rbha.org Michael Wade, CDWP, New River Valley CSB MWade@nrvcs.org