Workforce Cultural Diversity Training - Documentation Website · 2016-03-15 · Workforce Cultural Diversity Training First Transit, Inc. TP23 - Cultural Diversity. ... styles, perspectives,

Workforce Cultural DiversityTraining

First Transit, Inc.

TP23 - Cultural Diversity

OBJECTIVES

Upon completion of this course, learners will beable to:Define diversity; Explain what diversity is, and what it is not; Analyze diversity issues beyond the assumed

categories; Apply behavioral tools for fostering a more

inclusive work atmosphere.


Diversity Defined

Diversity is the mosaic of people who bring a variety ofbackgrounds, styles, perspectives, values and beliefs asassets to the groups and organizations with which theyinteract.


Primary and Secondary Dimensions ofDiversity

Age

SexualOrientation

Ethnicity

Gender

Race

Disability

Geographiclocation

Education

Working /Thinking Style

Family Status

CommunicationStyle

OrganizationalRole and Level

First Language

Religion

SocioeconomicStatus

Work Experience

MilitaryExperience


Examples of Cultural and GenerationalDifferences:

Individual vs. Team Work orientation

Visual vs. Oral Learning Style

Expressive vs. Introverted behavior

Physical vs. Non-Physical

Emotional vs. Reserved Personality

Assertive vs. Obliging Behavior

Outgoing vs. Solitary Social Style

Work vs. Family Focus

Divergent vs. Convergent Thinking

Long Term vs. Short Term Career Planning


A New Metaphor for American Culture

The “melting pot” metaphor ofAmerican society has evolved.Instead, consider a vegetable soupmetaphor.

You can easily identify and tastethe flavors of the individual parts.

Member of individual groups maynot want to be assimilated, theywant their tastes, looks, andtexture to remain whole.

To reap the business benefits ofdiversity you must employinclusive work strategies.


Benefits of Workforce Diversity andInclusion

ImprovedUNDERSTANDING ofthose you work for, with,and around.



Creates a workenvironment that allowseveryone to meet their fullPOTENTIAL.



Provides MULTIPLEPERSPECTIVES onproblem solving.



Better PERFORMANCEoutcomes.



Increased employeePRODUCTIVITY.



Increased RETENTIONrates.



Boosts employeeMORALE.



Improved CUSTOMERRELATIONS.



Reduces COMPLAINTSand grieveances.



IT’S THE RIGHT THINGTO DO.


What does Diversity mean for theWorkplace?



To be a high performingorganization:

Diversity should bebroadly defined by EEOCdemographics

Social perspectives

Cognitive perspectives

Behavioral perspectives



To be effective, diversity management must be strategically implemented andaligned with business goals

Diversity requires investment and attention to be effective.



Intolerance and insensitivity to diversity breeds disastrous andcostly results.



Diversity principles must beincorporated to all aspects of anorganization’s performanceculture, including: Leadership communications Recruitment and retention

strategies Rewards and development

systems Group work processes Succession planning Strategic planning


What is Organizational Culture?

Organizational culture is the expression of assumptions, values,and beliefs which govern how people who are part of anorganization behave.


What is Organizational Inclusion?

Equity of Practices

Organizational Culture

Voice & Participation

Extent to which the organizationprovides fair and equitabletreatment to all employees andgroups

Extent to which culture avoidsassimilationist strategies and is opento learning from different and non-traditional sources

Extent to which the organizationdraws up on diverse sources ofknowledge and experience forplanning and operations


Obstacles to Cross-CulturalCommunication

Fear

IrrationalAssumptions

Prejudice

Misunderstanding


Obstacles to Cross-CulturalCommunication: Irrational Assumptions

An irrational assumptionis a belief that is foundedon baseless supposition,often skewed by bias. Oneof the best examples ofirrational assumptions arethe stereotypes weformulate about peoplebased on their associationor membership with culturalor ethnic groups.


Obstacles to Cross-CulturalCommunication: Misunderstanding

Misunderstandings are anormal part of communicationeither because we unintentionallyor intentionally use the wrongwords or because we don’tunderstand what is being said tous. To prevent misunderstandingknow who you’re talking to, berespectful, and be sure of whatyou want to say


Obstacles to Cross-CulturalCommunication: Prejudice

By definition, prejudice iseither a bias in favor of oragainst something. Suchbiases can of course bebenign, however, thosepreferences having to dowith people can be hurtfuland cause problemsespecially in the workplace.


Obstacles to Cross-CulturalCommunication: Fear

Fear of change in the workplace is counterproductive, especiallyfear of ideas and people who are different from us.


#1 Rule for Diversity, Inclusion, andConstructive Conflict Management

Dialogue! Dialogue!Dialogue!

In order to understand theother person’s point ofview, seek first tounderstand

In order to communicateyour own position

In order to arrive at amutually beneficialagreement that servescommon goals


How Can Managers Promote Diversityand Inclusion?

Lead employees by example; respect people and diversity in theworkplace

Create a welcoming, inclusive environment in which toconduct business

Incorporate diversity in policies, strategic plans, and operationalprocedures

Learn and practice early conflict resolution strategies

Practice regular, effective, and open communication;empower your employees. This requires trust.

Demonstrate executive commitment to diversity on anongoing and regular basis.

Walk the talk.


How Can Employees Promote Diversity?

Practice positive, constructive work habits in the workplace workcooperatively towards a common goal.

Live up to the social contract; contribute to your fullpotential; strive for excellence.

Recognize and respect others and their individuality.

Think before you speak and be sensitive to others.

Talk about your differences and ask tactful questions abouthow people want to be treated.

Eliminate stereotypes and generalizations.


Case Study

Susan, a First Transit employee, was sent to Costa Rica for several weeksto learn about transportation industry opportunities. The day Susanarrived, she was scheduled to meet with local transit authorities for aninformal, social networking event at 7 pm. She arrived at 7 pm sharp, buthad to wait a half hour before her colleagues began to show up. No oneapologized for being late. Susan was so upset by this, that shecomplained. They were all unresponsive to her concerns. She regardedthis tardiness as a sign of disrespect, and could not understand why noone was sympathetic to her.

What should Susan have done? Is this a cultural issue?


Case Study

Costa Ricans are known for observing Tico time, known locally as “la horatica”. Traditionally, late arrivals to social events, and even sometimes tobusiness meetings, are not viewed as rude. Tardiness is not meant tooffend (p. 71) .

It is Susan’s responsibility to educate herself on Costa Rican culture,customs, and etiquette before traveling. Had she done this, Susan wouldhave:

had a better idea of what to expect from her hosts; not take the tardiness of her hosts personally; and been prepared to respond appropriately and with respect to the

people she could potentially be doing business with.

Gillespie, K. , Hennessey, H. (2016). Global Marketing. New York, NY: Routledge.


Contact Information

Please email any questions or concerns to:[email protected]


Documents

Workforce Cultural Diversity Training - Documentation Website · 2016-03-15 · Workforce Cultural Diversity Training First Transit, Inc. TP23 - Cultural Diversity. ... styles, perspectives,