'WORKPLACE BEHAVIORS THAT FOSTER A …...Business Case for Diversity and Inclusion Diverse and...
Transcript of 'WORKPLACE BEHAVIORS THAT FOSTER A …...Business Case for Diversity and Inclusion Diverse and...
"WORKPLACE BEHAVIORS THAT FOSTER A CULTURE OF INCLUSION"
PROGRAM OBJECTIVES
Gain a better understanding of how to recognize
and value diversity
Identify the contributions of all
employees
Engage in positive communication
and collaboration (team work)
Learn methods to provide equal & fair treatment to
all
“ Without an inclusive workplace environment, the power of diversity remains untapped, and talent is hidden. Unlock the benefits of diversity by creating an inclusive
culture where differences are celebrated, respectful debate is encouraged, and diversity of thought leads to innovative solutions.” – Lori Kantymir & Rebecca Hoke,
McLean & Company
GETTING THE JOB DOING THE JOB
HOW WE VIEW WORK
HOW WE ACT
WHO WE ARE
WHAT WE DO
V.A.B.E.S.WHAT WE THINK
CULTUREWHO WE ARE
WORKWHAT WE DO
UNDERSTANDING DIVERSITY AND INCLUSION
DIVERSITYDiversity refers to the unique traits that individuals possess. These can be understood in two general ways:
• Inherent diversity: traits that are central to identity, e.g. race, gender, sexual orientation, or disability status.
• Acquired diversity: traits that are acquired through experience, e.g. diversity of thought, cross-cultural communication skills, language, or social skills.
INCLUSIONInclusion refers to an environment of mutual respect in which differences are welcomed and leveraged for organizational benefit.
• An inclusive organization adopts a “learning and integration” approach to diversity:
o Emphasizes that every individual has unique insights that others can learn from.
o Integrates diverse perspectives to improve organizational strategy. (Source: Nishii)
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SHRM’s Definition of Diversity
Skin color
Gender
Age
Education
Socio-economic Status
Ethnicity
Native born/non native
Geographic Location
Military Experience
Parental Status
Habits
Thinking Styles
Work Background
Religion
Functional Specialty
Communication Style
Marital StatusBeliefs
Culture
Values
Behaviors
Visible
Diversity
Traits
Invisible
Diversity
Traits
Physical Abilities
Personality
Level in Organization
Sexual Orientation
Body Size/Type
At SHRM, we define diversity as “the collective mixture of differences and similarities that includes for example, individual and organizational characteristics, values, beliefs, experiences, backgrounds, preferences, and behaviors.”
Physical Traits
DIVERSITY FLOURISHES
WHEN THERE IS INCLUSION
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Business Case for Diversity and Inclusion
Diverse and inclusive companies do better financially:
Companies that shift to a workplace split evenly along gender lines increase revenue by roughly 41%. (Source: Dizikes 2014)
Companies in top quartile of gender diversity were 15% more likely to have financial returns that were above their national industry median. (Source: Hunt 2015)
Companies in the top quartile of ethnic diversity were 35% more likely to have financial returns above their national industry median. (Source: Hunt 2015)
The most ethnically diverse companies bring in nearly 15 times more revenue than those that are least ethnically diverse. (Source: Skanska 2014)
#1 Barrier to Diversity and
Inclusion:
Unconsious Bias
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UNCONSCIOUS BIAS
DO YOU SEE WHAT I SEE
Unconscious biases are:
Pervasive: everyone has them!
Stronger and more common toward those who have been historically
disadvantaged
Often based on a false assumption
Unconscious bias can:
Decrease productivity by unfairly increasing the workload of some
employees.
Make change management around D&I challenging.
Cause small inequities that may seem insignificant on their own
but build up overPersist despite good intentions because it is often woven into
organizational culture, practices, and processes.
Unconscious bias is a bias that an individual is unaware they have, often as a result of social beliefs and conditioning.
WHAT IS BIAS?
How does unconscious bias interfere with decision making?
RACIAL GENDER
CULTURAL
ENVIRONMENTALAFFINITY
HOW IT WORKS
PERCEPTION INTERPRETATIONS
PREFERENCES
SELECTIVEATTENTION
REACTION
THE LENS OF
UNCONSCIOUSNESS
VISUAL ACTIVITY
WORKPLACE BEHAVIORS
What behaviors limit workforce
productivity?
What positive behaviors that impact
an organization?
What behaviors support team
behaviors?
BIAS ESCALATION
IMPLICIT BIAS
DISCRIMINATION
HARASSMENT
BELIEF
ACTION
IMPACT
VALUES
PERSPECTIVE
BIAS ESCALATION
IMPLICIT BIAS
HARASSMENT
BELIEF
ACTION
IMPACT
VALUES
PERSPECTIVE
DISCRIMINATION
POINT OF ACTION
STRATEGIES FOR MANAGING WORKPLACE BEHAVIORS
CREATING A CULTURE OF INCLUSION
WATCH YOUR FIRST THOUGHTS
PROVIDES CLUES TO IDENTIFY YOUR BIASES
USE THE VALUE OF LOGIC
HOW MANY PEOPLE
DO YOU ACTUALLY KNOW
THAT CONFIRM TO YOUR
BIASES?
HIT THE PAUSE BUTTON
ALLOW YOUR RATIONAL
BRAIN TO KICK IN
ACT AS IF THE BIAS DOES NOT EXIST
CONSCIOUSLY BEHAVE
IN WAYS THAT
COUNTER YOUR BIAS
INCLUSION
CULTIVATE THE COMMON GROUND
IDENTIFY WHAT
YOU
HAVE IN COMMON
COMMUNICATING FOR INCLUSION
What are examples of
Microinclusion?
What are examples of
Microaggressions?Microassaults?Microinsults?
Microinvalidation?
MIC
RO
AG
RES
SIO
N
MIC
RO
INC
LUSI
ON
REFRAMING
“When you <do that> this is the impact”. "Your behaviors are
effective here; they are
not effective here."
"You've raised your voice
three times in meetings in
the last two weeks in
response to a co-worker's
legitimate, respectful
question"
"I've heard you talk
negatively about Joe and
Sue to other employees"
STRATEGIES FOR DEALING WITH DIFFICULT BEHAVIORS
Document and Follow-up
BEH
AV
IOR
S
CU
LTU
RE
INCLUSION
TO ALIGN WORKPLACE BEHAVIORS
PREVENTIVE ONGOING TRAINING
MEANINGFUL TEAMWORK ACTIVITIES
CIVILITY TRAINING
TRAININGSTRATEGIES FOR DEALING WITH DIFFICULT BEHAVIORS
Conclusion – Shifting our organizations to be Diverse and inclusive requires a shift in the way we view work
and align our workforce with Organizational Values