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@aerialellis
•  Demographic shifts
•  By 2030, the number of people 65+ will double to 1 billion
•  Growing from 8% to 12% of world’s p...
The workplace is changing
•  Globalization competition is intense
•  Dramatic changes in the customer base
•  More women, ...
The approach to
communication is changing
•  Many managers are ill-prepared to handle diversity
issues
•  Many Americans g...
Strategic imperatives are changing
•  Becoming more competitive globally
•  Improving quality, productivity, consumer
outr...
The data is pointing toward diversity
• Companies with cultural diversity are at least 15 percent more
likely to experienc...
 
91% of job seekers
think diversity programs
make a company a better
place to work
	
  
	
  
	
  
Survey	
  commissioned	...
@aerialellis
.	
  
Inclusion . . .
Providing equal opportunity
to all people to fully engage
themselves in creating an
environment and ...
 	
  
Diversity	
  is	
  the	
  measure	
  or	
  the	
  varia9on	
  of	
  social	
  and	
  cultural	
  iden99es	
  among	
...
.	
  
Diversity and Organizational Competitiveness
COST:
doing a poor
job in
integrating
workers from
different
background...
Highest Level
of Awareness
Stages of
Diversity
Awareness
Denial
•  Narrow video
of the world
•  No awareness
of cultural
d...
© 2013 Thomson/South-Western. All
rights reserved.
1–13
Difficulties Resulting from
Increased Diversity and
Organizational...
Challenges For
Management
Organization
Culture
•  Valuing
differences
•  Prevailing
value system
•  Cultural
inclusion
Min...
Key
Strategic
Focus Areas
for Diversity
& Inclusion
Strategic
Leadership
Commitment Attraction,
Development
and
Engagement...
•  Leadership commitment
•  Equity in employment,
advancement, & recognition
•  Diversity & Inclusion principles
incorpora...
HR focuses on organizational culture.
PR focuses on organizational communication.
•  Initially, diversity officers had a d...
Developing Diverse
Communication Networks
•  Mentoring programs focused on
developing women, ethnic minorities, and
other ...
Workforce
•  Examine employee demographics
•  Examine composition of the labor pool
in the area
•  Examine composition of ...
ADVANCEMENT
Grooming talent for leadership	
  
Explain the whys Coach the why-nots
Provide a sense of
ownership in order t...
21	
  
HOW	
  DO	
  WE	
  MEASURE	
  SUCCESS?	
  
• 	
  Organiza)onal	
  composi)on	
  
–  Workforce	
  demographics	
  vs...
LET’S CONNECT
Aerial Ellis
Strategist | Speaker | Trainer
[Communication, Culture,
Diversity, Change, Community]
Talk to M...
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Communicating the Case for Diversity and Inclusion  Slide 1 Communicating the Case for Diversity and Inclusion  Slide 2 Communicating the Case for Diversity and Inclusion  Slide 3 Communicating the Case for Diversity and Inclusion  Slide 4 Communicating the Case for Diversity and Inclusion  Slide 5 Communicating the Case for Diversity and Inclusion  Slide 6 Communicating the Case for Diversity and Inclusion  Slide 7 Communicating the Case for Diversity and Inclusion  Slide 8 Communicating the Case for Diversity and Inclusion  Slide 9 Communicating the Case for Diversity and Inclusion  Slide 10 Communicating the Case for Diversity and Inclusion  Slide 11 Communicating the Case for Diversity and Inclusion  Slide 12 Communicating the Case for Diversity and Inclusion  Slide 13 Communicating the Case for Diversity and Inclusion  Slide 14 Communicating the Case for Diversity and Inclusion  Slide 15 Communicating the Case for Diversity and Inclusion  Slide 16 Communicating the Case for Diversity and Inclusion  Slide 17 Communicating the Case for Diversity and Inclusion  Slide 18 Communicating the Case for Diversity and Inclusion  Slide 19 Communicating the Case for Diversity and Inclusion  Slide 20 Communicating the Case for Diversity and Inclusion  Slide 21 Communicating the Case for Diversity and Inclusion  Slide 22
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Addressing Imperatives: The growing requirement to address how workforce diversity has a quantifiable effect on business/performance outcomes, creates financial/economic benefits, and shifts organizational culture to impact greater human contribution; Assessing Implementation: The proactive effort that responds to the changing demographic profile of the workforce through the implementation of programs and services that support and empower a diverse workforce through multicultural approaches (ie. programs, initiatives, execution); Achieving Success: The return on investment (ROI) in terms of performance and economic outcomes that results from leveraging the variant knowledge, skills, abilities, talents, intellectual capital, perspectives, working styles, etc. of a diverse workforce (process-oriented).

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Communicating the Case for Diversity and Inclusion

  1. 1. @aerialellis
  2. 2. •  Demographic shifts •  By 2030, the number of people 65+ will double to 1 billion •  Growing from 8% to 12% of world’s population from 2010-2030 •  75% of the U.S workforce will be millennials by 2025 •  Blacks and Hispanics will make up 62% of the US population causing a majority//minority shift by 2045. •  A growing middle class in emerging/growth markets •  China’s middle-class consumers accounts for 75% of its urban population •  The MENA region is expected to contribute 40% of international growth among emerging markets •  Increasing incidence of chronic disease •  52 million people die of chronic disease each year •  Over the next 20 years, will cost the global economy $47 trillion Some irrefutable facts
  3. 3. The workplace is changing •  Globalization competition is intense •  Dramatic changes in the customer base •  More women, people of color, and immigrants seeking opportunities  
  4. 4. The approach to communication is changing •  Many managers are ill-prepared to handle diversity issues •  Many Americans grew up in racially unmixed neighborhoods •  Do not talk about so-called “personal” or sensitive issues in the workplace •  Had little exposure to people substantially different from themselves •  Uncomfortable talking about cultural differences •  Develop limited perspectives from inner circle or news media
  5. 5. Strategic imperatives are changing •  Becoming more competitive globally •  Improving quality, productivity, consumer outreach, customer service and culture •  Retain, recruiting & advancing diverse talent •  Applying new information technology to reach greater innovation
  6. 6. The data is pointing toward diversity • Companies with cultural diversity are at least 15 percent more likely to experience above-average ROI; companies within the top quartile for racial and ethnic diversity are 35 percent more likely to do the same. • Even gender split contributes to 41% increase in revenue; Companies with higher female representation at the top management outperform those that don’t by delivering 34% greater ROI. Fortune 1000 companies that had women CEOs between 2002-2014 produced equity returns 226 percent. • More than ¾ of c-suite execs reported that their global companies are looking to focus more on leveraging diversity for innovation over the next three years. (Forbes Insights)    
  7. 7.   91% of job seekers think diversity programs make a company a better place to work       Survey  commissioned  by  The  New  York  Times  
  8. 8. @aerialellis
  9. 9. .   Inclusion . . . Providing equal opportunity to all people to fully engage themselves in creating an environment and a cultural attitude whereby everyone and every group fits, feels accepted, has value and can contribute to society. @aerialellis
  10. 10.     Diversity  is  the  measure  or  the  varia9on  of  social  and  cultural  iden99es  among  employees   exis9ng  together  in  a  defined  se@ng.       Inclusion  is  the  mechanism  that  welcomes  all  employees  to  par9cipate  and  creates  feeling  they   belong;  the  state  of  diversity  being  acknowledged,  heard,  respected  and  supported.     Diversity is the measure or the variation of social and cultural identities among employees existing together in a defined setting. Inclusion is the mechanism that welcomes all employees to participate and creates feeling they belong; the state of diversity being acknowledged, heard, respected and supported.
  11. 11. .   Diversity and Organizational Competitiveness COST: doing a poor job in integrating workers from different backgrounds can result in increased labor costs and lost business. RESOURCE ACQUISITION: attracting and retaining employees from different backgrounds increases the ability to compete in tight labor markets. MARKETING: having a reputation for valuing all types of workers affects the ability to market to different types of consumers. SYSTEM FLEXIBILITY: the diverse life experiences of people helps them to develop cognitive flexibility and openness to experience. CREATIVITY & PROBLEM SOLVING: including groups from different backgrounds and experiences results in greater creativity and problem-solving ability.
  12. 12. Highest Level of Awareness Stages of Diversity Awareness Denial •  Narrow video of the world •  No awareness of cultural differences •  In extreme cases, may claim other cultures are subhuman Defense •  Perceives threat against one’s comfortable worldview •  Uses negative stereotyping •  Assumes own culture superior Minimizing Differences •  Focuses on similarities among all peoples •  Hides or trivializes cultural differences Acceptance •  Recognizes validity of other ways of thinking and perceiving the world •  Accepts behavioral differences and underlying differences in values Adaptation •  Able to empathize with those of other cultures •  Able to shift from one cultural perspective to another Integration •  Multicultural attitude- enables one to integrate differences and adapt cognitively and behaviorally @aerialellis
  13. 13. © 2013 Thomson/South-Western. All rights reserved. 1–13 Difficulties Resulting from Increased Diversity and Organizational Responses Internal •  Contribution vs. Fit •  Dysfunctional communication processes •  Discrimination and Harassment •  Perceptions that nontraditional workers are unqualified •  Bias: Hiring, Structural, Performance •  Lowered Attachment, Commitment, and Satisfaction External •  Boycotts •  Negative publicity
  14. 14. Challenges For Management Organization Culture •  Valuing differences •  Prevailing value system •  Cultural inclusion Mindsets about Diversity •  Level of majority buy- in (resistance or support) •  Challenge met or barely addressed? •  Obstacle or opportunity? Education Programs •  Educate management value of differences •  Promoting knowledge/ acceptance •  Taking advantage of opportunities that diversify provides Race/Ethnicity/ Nationality •  Effects on cohesiveness, communication, conflict, morale •  Effects of group identity on interaction (stereotyping) •  Prejudice (racism, ethnocentrism) HR Management Systems •  Recruitment •  Training and development •  Performance appraisal •  Compensation and benefits •  Promotion Higher Career Involvement of Women •  Dual-career couples •  Sexism and sexual harassment •  Work-family conflict @aerialellis
  15. 15. Key Strategic Focus Areas for Diversity & Inclusion Strategic Leadership Commitment Attraction, Development and Engagement Education & Training Culture & Values Customers/ Publics Communication & Marketing Suppliers Accountability & Measurement Community Involvement
  16. 16. •  Leadership commitment •  Equity in employment, advancement, & recognition •  Diversity & Inclusion principles incorporated in strategic planning •  Accommodation for diverse physical, cognitive, and developmental abilities •  Powerful communication and information sharing (transparency) •  Shared accountability and responsibility •  Continuous learning •  Competency-based diversity training (starting with managers and supervisors) •  Participatory work processes •  Interdisciplinary, pluralistic teams for optimum perspective •  Inclusive organizational culture •  Culturally competent retention and rewards strategies (empowerment, not just $) •  Collaborative, constructive conflict management
  17. 17. HR focuses on organizational culture. PR focuses on organizational communication. •  Initially, diversity officers had a direct line to the CEO and C-Suite, providing instant credibility and backing for D&I efforts and giving access across the entire corporation and different business functions so that they could ensure a comprehensive approach to diversity initiatives, and meet business imperatives. •  Together, HR & PR hold leadership teams accountable for strategic diversity deliverables while diversity officers play a comprehensive cross-functional role across multiple lines of business. •  The most successful companies develop enterprise-wide objectives with business- specific execution and solutions through HR and PR, and align business leaders with a dotted line into the CDO. Merging HR & PR @aerialellis
  18. 18. Developing Diverse Communication Networks •  Mentoring programs focused on developing women, ethnic minorities, and other under-represented employee groups; but also the mentor. •  Networking/affinity programs that connect employees who share a similar identity or cultural background, such as discussions and meetings to share information, and seek support and career advice. •  Listening Sessions are great method of engaging one’s organization to find out how policy change might affect the employees. •  Unconscious Bias Training – (Project Implicit) provides internal insight into the stumbling blocks that prevents inclusive environment. @aerialellis
  19. 19. Workforce •  Examine employee demographics •  Examine composition of the labor pool in the area •  Examine composition of the customer base Career Advancement •  Eliminate the glass ceiling •  Accomplish mentoring relationships Accommodating Special Needs •  Child care •  Non-English speaking training materials and information packets can be provided •  Maternity or paternity leave •  Flexible work schedules •  Home-based employment •  Long-term-care insurance, special health or life benefits Developing Diverse Communication Networks @aerialellis
  20. 20. ADVANCEMENT Grooming talent for leadership   Explain the whys Coach the why-nots Provide a sense of ownership in order to show real impact RETENTION Creating culture for long-term employment Recognize value beyond stereotypes/Avoid the pigeonhole. Acknowledge core values by understanding motivation. RECRUITING How to find multicultural talent Align with senior-level professionals who are ethnically diverse. Align with orgs that serve specific cultural groups/ advocate for diversity. @aerialellis
  21. 21. 21   HOW  DO  WE  MEASURE  SUCCESS?   •   Organiza)onal  composi)on   –  Workforce  demographics  vs.  RCLF/CLF   –  Analysis  of  promo9ons,  separa9ons,  hiring…     •   Organiza)onal  culture   –  Climate/employee  surveys   –  EEO  complaints,  grievances,  disciplinary  ac9ons   • Organiza)onal  performance   –  Line  of  business  objec9ves   –  Outcome  metrics:  quality,  service  level,  efficiency     Correlate:  Establish  baseline  in  year  1,  then  correlate  annually  thereaXer  to   gauge  progress.   What  is  being  measured  at  your  company?  Are   managers  being  rated  on  D&I  ini9a9ves,  such   as  recruitment  and  advancement  of   underrepresented  groups?  Are  compensa9on   and  promo9on  9ed  to  achieving  D&I   objec9ves?  In  order  to  meet  diversity   objec9ves,  what  is  being  measured  must  be   meaningful  from  the  perspec9ve  of  both  the   company’s  diversity  and  business  objec9ves.     •  Has trust been built? •  What are the cross-cultural competence skills of those involved our efforts? •  Has a safe environment been created where people will not feel judged or punished for their difference or level of competence? •  Do we have a skilled facilitation for both employee and leadership discussions? •  Does our program present the kind of cultural change that requires new initiatives, programs and engagement? •  Is there a commitment to ongoing learning?   Measuring Success Models @aerialellis
  22. 22. LET’S CONNECT Aerial Ellis Strategist | Speaker | Trainer [Communication, Culture, Diversity, Change, Community] Talk to Me: 615.307.0460 Book Me: hello@aerialellis.com Work with Me LinkedIn: aerialellis
  • MaryMares8

    Nov. 24, 2021
  • BrandiGreene4

    Jan. 16, 2017
  • benjaminevans

    Dec. 15, 2016
  • aerialellis1

    Nov. 19, 2016

Addressing Imperatives: The growing requirement to address how workforce diversity has a quantifiable effect on business/performance outcomes, creates financial/economic benefits, and shifts organizational culture to impact greater human contribution; Assessing Implementation: The proactive effort that responds to the changing demographic profile of the workforce through the implementation of programs and services that support and empower a diverse workforce through multicultural approaches (ie. programs, initiatives, execution); Achieving Success: The return on investment (ROI) in terms of performance and economic outcomes that results from leveraging the variant knowledge, skills, abilities, talents, intellectual capital, perspectives, working styles, etc. of a diverse workforce (process-oriented).

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