Amanda Fernandez 2019

HTTPS://WWW.YOUTUBE.COM/WATCH?V=RG6CVID

NEIS&FEATURE=YOUTU.BE

Amanda Fernandez 2019

DISCOMFORT IS THE

PRICE OF ADMISSION

TO A MEANINGFUL LIFE.

Amanda Fernandez 2019

How many of you feel that the staffing complement at the place of your employment

reflects the community you serve in all its variation and plurality?

Is your workplace diverse?

A: YES, MY WORKPLACE IS

DIVERSE

B: NO

Amanda Fernandez 2019

• NUMBERS & REPRESENTATION

• RIGHT THING TO DO

• BUSINESS PRIORITY → COMPETITIVE ADVANTAGE

• ABSOLUTE PRIORITY → STRATEGIC VALUE

• TRADITIONALLY FOCUSED ON REDUCING BIASES AND

INCREASING REPRESENTATION

Amanda Fernandez 2019

DIVERSITY IS

BEING INVITED

TO THE PARTY;

INCLUSION IS

BEING ASKED

TO DANCE

-VERNĀ MYERS

Amanda Fernandez 2019

INCLUSION

•

•

•

•

•

INTEGRATED

Amanda Fernandez 2019

• If there were two white people and one black person, participants tended to choose a white candidate

• In a pool of four candidates, if there were three men and one woman, the woman did not stand a chance of being hired

• Pool of two men + two women = likelihood of hiring a woman becomes 79 times greater

• Pool of four candidates, if two were a minority, the likelihood of hiring a minority was 193 times greater, and this effect held no matter the size of the pool

Amanda Fernandez 2019

CANDIDATE 1

White, qualified, hits all the

wickets, interviewed well,

scored well on the tests,

and seems like the optimal

candidate.

CANDIDATE 2

Minority, new immigrant,

not as qualified, did well

enough on the interview,

failed the final interview

test.

Amanda Fernandez 2019

• HIRE FOR ATTITUDE AND APTITUDE-- TRAIN FOR

SKILL

• NOT JUST HOW A PERSON FITS JOB, BUT HOW

PERSON COMPLIMENTS EXISTING TEAM AND

ORGANIZATION

• NOT JUST HIRING FOR TODAY, BUT FOR

TOMORROW AS WELL

• THOUGHTFULNESS, PLANNING & BALANCE

• ASK: HOW IS THIS PERSON DIFFERENT ? HOW

CAN WE LEVERAGE THIS DIFFERENCE?

• TAKE A SYSTEMS APPROACH

• IDENTIFY & ELIMINATE SYSTEMIC BARRIERS

Amanda Fernandez 2019

Should be targeted, purposeful and by design

Can’t post at same job sites and expect different results

Make a mistake? Efforts aren’t working? Try something else

Share your strategies widely: success and failing forward

Growth mindset to failing

New problems require new solutions

Amanda Fernandez 2019

Amanda Fernandez 2019

HOW MANY OF YOU HAVE D&I POLICIES AND EXECUTION PLANS?

A: Yes to Both

B: Yes to Policy

C: No to Policy

D: Don’t Know

Amanda Fernandez 2019

Amanda Fernandez 2019

Diversity needs to be managed—someone in the organization needs to own and be responsible for diversity

initiatives. Assessment of their performance should be linked to the deliverables of the execution plan

Critical to have execution plans with clearly defined goals and targets with timelines

Policies only respond to the Say portion of the Say:Do ratio

Amanda Fernandez 2019

Execution & operational plans are short in duration to ensure goals are met in a timely manner--Our work in building a diverse workforce is never done. Our work in responding to the TRC’s calls to action is

never done, even though initiatives may have been operationalized.

Innovative practices and outputs require multiple and plural sources of input

Important to measure, but what gets measured and how it gets measured is critical—sometimes a systems-approach can be a

disservice

Amanda Fernandez 2019

• OPTIMAL DISTINCTIVENESS THEORY: INDIVIDUALS NEEDS TO FEEL

UNIQUE IN THEIR WORK ENVIRONMENT AS WELL AS BELONG TO

THAT SAME WORK ENVIRONMENT

• INHERENT TENSIONS WITHIN THIS NOTION OF INCLUSION—MULTIFACETED

• INCLUSION IS A MULTI-LEVEL PHENOMENON AS IT OCCURS

WITHIN A CONTEXT—INCLUSION DOES NOT HAPPEN IN

ISOLATION; WHEN OTHERS IN YOUR GROUP FEEL EXCLUDED THIS

WILL IMPACT THE EXTENT TO WHICH YOU FEEL INCLUDED

Amanda Fernandez 2019

Strategic value of diversity practices are only successful if it is complimented and supported by inclusivity

ALL members of our organization must benefit from inclusive practices--including the dominant group

Change management is a key component of managing inclusion

Buy-in from all members is critical

Inclusion is felt. Inclusion is perceived.

Amanda Fernandez 2019

Intention is less relevant—the

end result still feels the same

Courses of action must be

thoughtful, deliberate and

by design

Failing forward and growth

hacking require constant

course corrections

Amanda Fernandez 2019

• MINORITIES BEGIN TO FEEL HEARD WHEN NUMBERS HIT 30%

• DELOITTE & THEIR INCLUSION INDEX: TRACKS HIRING AND PROMOTION OF EMPLOYEES

ACROSS SEVERAL SLICES OF DIVERSITY

• TRACKING HARD DATA HIGHLIGHTS GAPS

• TRACKING HARD DATA IS FIRST STEP IN HOLDING LEADERS AND MANAGERS ACCOUNTABLE

• MEASURE OF INCLUSION-EXCLUSION CONSISTS OF 3 COMPONENTS: (1) INVOLVEMENT IN

WORK GROUPS; (2) PARTICIPATION IN DECISION-MAKING PROCESS; (3) ACCESS TO

INFORMATION AND RESOURCES

Amanda Fernandez 2019

Discomfort and being comfortable with ambiguity are critical aspects to moving forward

Your Say:Do ratio needs to equal 1 as this is the foundation for integrity and trust

Accept and be comfortable with failure, because if you aren’t failing, you are probably not trying hard enough to move forward

Start measuring and tracking numbers

Amanda Fernandez 2019

IF YOU HAVE FORMAL AUTHORITY SET TARGETS FOR YOURSELF AND FOR YOUR TEAM—BUILD

EXECUTIONS PLANS AND HOLD EACH OTHER ACCOUNTABLE.

FOR EXAMPLE: TARGETS COULD BE- INCREASE DIVERSITY BY 15% AT ALL LEVELS OF THE

ORGANIZATION BY Q1 2020.

OR

IF FOR EXAMPLE, 15% IS UNREALISTIC, BUT YOU KNOW THAT 7% OF THE COMMUNITY YOU SERVE

ARE IMMIGRANTS, THEN YOUR TARGET SHOULD BE: INCREASE DIVERSITY BY 7% AT ALL LEVELS OF THE

ORGANIZATION BY Q1 2020.

IF YOU DON’T HAVE FORMAL AUTHORITY AND ARE NOT A MANAGER, THEN SPEAK TO YOUR

MANAGER ABOUT D&I INITIATIVES. EXPLAIN WHAT D&I MEANS TO YOU AND WHY IT IS IMPORTANT

TO YOU. ASK ABOUT TARGETS, EXECUTION PLANS AND HOW POLICIES AND STRATEGIC PLANS ARE

ENACTED.

Amanda Fernandez 2019

TAKE A COURSE UNRELATED TO YOUR JOB AT LEAST

ONCE A YEAR. EXAMPLES INCLUDE: MORTUARY SCIENCE, ECONOMICS, THE ART OF HORSESHOEING, STATISTICS,

SMALL ENGINE REPAIR, MARKETING, AN ENTRY LEVEL PHYSICS COURSE OR A SECURITIES COURSE

Amanda Fernandez 2019

AMANDA.FERNANDEZ@UTORONTO.CA

HTTPS://WWW.LINKEDIN.COM/IN/AMANDA-FERNANDEZ-19AA94146/

Amanda Fernandez 2019

• “NUMBERS TAKE US ONLY SO FAR”-WILLIAMS

• 3 BIASES THAT HIJACK PERFORMANCE REVIEWS, AND HOW TO ADDRESS THEM -JONES, SMITH, ROCK

• 5 THINGS WE LEARNED ABOUT CREATING A SUCCESSFUL WORKPLACE DIVERSITY PROGRAM- PRUITT, BRINKWORTH, YOUNG, APONTE

• BETTER DECISIONS THROUGH DIVERSITY- PHILLIPS, LILJENQUIST, NEALE

• CORPORATE DIVERSITY INITIATIVES SHOULD INCLUDE WHITE MEN- WITTENBERG-COX

• CULTURAL BROKERAGE AND CREATIVE PERFORMANCE IN MULTICULTURAL TEAMS-JANG

• DIVERSITY DOESN’T STICK WITHOUT INCLUSION- SHERBIN, RASHID

• DIVERSITY MANAGEMENT EFFORTS AS AN ETHICAL RESPONSIBILITY: HOW EMPLOYEES’ PERCEPTIONS OF AN ORGANIZATIONAL INTEGRATION AND LEARNING APPROACH TO DIVERSITY AFFECT

EMPLOYEE BEHAVIOR RABL, TRIANA, BYUN, BOSCH

• DOES PERCEIVED INCLUSION MATTER IN THE WORKPLACE? - CHEN, TANG

• HELP YOUR EMPLOYEES BE THEMSELVES AT WORK- CLARK, SMITH

• HOW LEADERS SHAPE THE IMPACT OF HR'S DIVERSITY PRACTICES ON EMPLOYEE INCLUSION-BUENGELERA, LEROYB, DE STOBBELEIRC

• HOW MANAGERS CAN PROMOTE HEALTHY DISCUSSIONS ABOUT RACE- HUDSON BANKS

• INCLUSIVE WORKPLACES: A REVIEW AND MODEL. SHOREA, CLEVELAND, SANCHEZ

• LEADERSHIP IN YOUR MIDST: TAPPING THE HIDDEN STRENGTHS OF MINORITY EXECUTIVES- HEWLETT, LUCE, WEST

• LESSONS FROM YELP’S EMPIRICAL APPROACH TO DIVERSITY- WILLIAMS, SUBRAMANI, LUCA, DONAKER

• MOVES TO INCREASE DIVERSITY AND INCLUSION IN THE WORKPLACE: FAIRNESS AND CAMARADERIE AS BUILDING BLOCKS. HUMAN RESOURCE MANAGEMENT INTERNATIONAL DIGEST, VOL. 26 ISSUE: 2

• THE 3 TYPES OF DIVERSITY THAT SHAPE OUR IDENTITIES – DE ANCA, ARAGON

• THE MOST CREATIVE TEAMS HAVE A SPECIFIC TYPE OF CULTURAL DIVERSITY- JANG

• THE OTHER DIVERSITY DIVIDEND- GOMPERS AND KOVVALI

• TO RETAIN EMPLOYEES, FOCUS ON INCLUSION — NOT JUST DIVERSITY- BROWN

• WHAT WE LEARNED FROM IMPROVING DIVERSITY RATES AT PINTEREST - MORGAN

• WHEN CONFRONTING A BIASED COMMENT CAN INCREASE YOUR SENSE OF BELONGING AT WORK- RATTAN

Amanda Fernandez 2019

• HTTPS://WWW.TED.COM/TALKS/LIZ_OGBU_WHAT_IF_GENTRIFICATION_WAS_ABOUT_HEALING_COMMUNITIES_INSTEAD_OF_DISPLACING_THEM

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• HTTPS://WWW.TED.COM/TALKS/JANET_STOVALL_HOW_TO_GET_SERIOUS_ABOUT_DIVERSITY_AND_INCLUSION_IN_THE_WORKPLACE?REFERRER=PLAYLIST-A_BLUEPRINT_FOR_DIVERSITY_IN_THE_WORKPLACE

• HTTPS://WWW.TED.COM/TALKS/RAY_DALIO_HOW_TO_BUILD_A_COMPANY_WHERE_THE_BEST_IDEAS_WIN?REFERRER=PLAYLIST-A_BLUEPRINT_FOR_DIVERSITY_IN_THE_WORKPLACE

• HTTPS://WWW.TED.COM/TALKS/VERNA_MYERS_HOW_TO_OVERCOME_OUR_BIASES_WALK_BOLDLY_TOWARD_THEM

• HTTPS://WWW.TED.COM/TALKS/MELLODY_HOBSON_COLOR_BLIND_OR_COLOR_BRAVE

• HTTPS://WWW.TED.COM/TALKS/JANET_STOVALL_HOW_TO_GET_SERIOUS_ABOUT_DIVERSITY_AND_INCLUSION_IN_THE_WORKPLACE

• HTTPS://WWW.TED.COM/TALKS/PRIYA_VULCHI_AND_WINONA_GUO_WHAT_IT_TAKES_TO_BE_RACIALLY_LITERATE?LANGUAGE=EN

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• HTTPS://WWW.TED.COM/TALKS/HOWARD_C_STEVENSON_HOW_TO_RESOLVE_RACIALLY_STRESSFUL_SITUATIONS

• HTTPS://WWW.TED.COM/TALKS/TAMEKIA_MIZLADI_SMITH_HOW_TO_TRAIN_EMPLOYEES_TO_HAVE_DIFFICULT_CONVERSATIONS

• HTTPS://WWW.TED.COM/TALKS/LUVVIE_AJAYI_GET_COMFORTABLE_WITH_BEING_UNCOMFORTABLE

• HTTPS://WWW.TED.COM/TALKS/SUSAN_DAVID_THE_GIFT_AND_POWER_OF_EMOTIONAL_COURAGE

Amanda Fernandez 2019