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)

6

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