Accelerating the Transformation: Diversity and Inclusion
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This document outlines an agenda for a workshop on diversity and inclusion. The goals of the workshop are to understand what diversity and inclusion mean, and for participants to leave with an action item to commit to over the next four weeks. The agenda includes defining diversity and inclusion, discussing case studies, explaining why diversity and inclusion are important, and issuing a call to action. Participants will break into groups to discuss inclusive case studies and how situations could have been improved from different perspectives. The workshop aims to inspire an inclusive culture where employees can bring their full selves to work.
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Accelerating the Transformation: Diversity and Inclusion
- 1. Click to edit Master title style Accelerating the Transformation with Diversity & Inclusion
- 2. Goals of this Workshop What does Diversity & Inclusion mean? Case Studies & Why should we care? Call to Action Agenda 2
- 3. 3 Goals of this Workshop Understand what Diversity & Inclusion mean Walk away with one Action Item that you will commit to do, over the next 4 weeks Contribute To the realization of our Vision
- 4. I nclusion begins with ITo inspire an inclusive culture in which all employees can bring their full selves to work. In a way that employees view your company as an employer of choice where they can innovate and thrive. So that Your Business Unit can accelerate your transformation and drive the growth into new and existing markets.
- 5. What is Diversity? 5 It’s all of our human differences. Country Knowledge GenderSexual Orientation Cross Culture Beliefs & Value Systems Perspectives Business Experience Hobbies Educational & Economic Background Faith Religion Family Prioritie s Skills Thinking, Communica ting, & Learning Styles Life Experience Physical Abilities Ethnicity & Race Community Experience Nationality Personal Style Age
- 6. What is Inclusive? 6 Open to everyone, not limited to certain people. Family Prioritie s Country Knowledge GenderSexual Orientation Cross Culture Beliefs & Value Systems Perspectives Business Experience Hobbies Educational & Economic Background Faith Religion Skills Thinking, Communica ting, & Learning Styles Life Experience Physical Abilities Ethnicity & Race Community Experience Nationality Personal Style Age EVERY ONE Matters !
- 7. Inclusive Environment. 7 A place wherein everyone can bring their true selves. Family Prioritie s Country Knowledge GenderSexual Orientation Cross Culture Beliefs & Value Systems Perspectives Business Experience Hobbies Educational & Economic Background Faith Religion Skills Thinking, Communica ting, & Learning Styles Life Experience Physical Abilities Ethnicity & Race Community Experience Nationality Personal Style Age EVERY ONE Matters !
- 8. 8 Inclusion Starts with “I” Review video on “Inclusion Starts with I” Group discussion
- 9. 9 Video: #Inclusion Starts with I
- 10. 10 Discussion questions from Inclusion Starts With I What did you feel after watching the video? Any questions? Thoughts you would like to SHARE?
- 11. Important Diversity & Inclusion Challenges Unconscious bias – like likes like (favoring people who look like you, think like you and come from backgrounds similar to you) Covering – the feeling that you cannot show up as your “true self” at work 11
- 12. Covering An employee may color their hair to avoid being perceived as “too old” to keep up. Appeara nce Advocac y Affiliation Associati on An veteran may avoid challenging a joke about the military to avoid being seen as overly strident. A mother may avoid talking about her children to avoid co-workers from doubting their commitment to work. A gay employee may avoid bringing his spouse to work events, to avoid “standing out” from the crowd. the act of hiding our “true selves” or “modulating our identities” in order to be accepted by the mainstream 12
- 13. Inclusive Case Studies — An Interactive Discussion • Each table will find a typed out Case Study describing a real life scenario • Please read this at your table and start a discussion on how this scenario could have been improved from the perspective of different roles involved: Manager, employee, peers, Project Leader, etc., • You have 15mins for discussion • Please write your thoughts down to share • We will regroup and ask for each team to share their thoughts 13
- 14. 14 PSG Scenario #1 Ichika is in a remote location and calls in weekly to her manager’s staff meeting at an early hour to get updates and participate in discussions She is located in Japan listening while trying to translate the English presentations and discussions on the other end in her mind Her manager, Adam, asks a question to the team, and everyone begins to respond. Ichika really can’t understand as there are so many people talking on the other end and she isn’t able to get a word in edge wise. She tries to respond but there are really no breaks in the discussion to allow the phone to let her talk Ichika gets frustrated and gives up; continues to listen for the rest of the meeting rather than trying to speak up. Her team mates continue talking sharing their ideas At her yearly review, she notes that her manager Adam has commented that she needs to speak up more and participate in meetings to share her ideas Ichika feels like she is not understood and her manager is not seeing her issues Ichika
- 15. 15 PSG Scenario #2 Raj is a new hire who came from a competitor with 15 years experience and excited to contribute in a new Intel team He has worked on similar products but has a very different perspective on how to approach problem solving from his diverse industry experience He has tried to give constructive inputs on how to improve the product but feels like his inputs are not valued or tolerated. He finds that his team and manager tend to dismiss his ideas. He particularly has difficulty with Chang who is closed to Raj’s inputs on change The Manager, Sherly asked the project leader Alphonso to help work things out between these 2 people. Given the time crunch, stress factors, etc. the root issues were never really resolved The project was successfully completed but unfortunately Raj decided to move to another group within the company where he felt he would be better received RAJ
- 16. Why Should we Care? Diversity requires inclusion to succeed + = Diversity Inclusion Engaged and High Performing Teams Companies in the 1st quartile for diversity are more likely to have financial returns above their national industry medians: • 15% at gender diverse companies • 35% at ethnically diverse companies Companies in the bottom quartile are statistically less likely to achieve above-average returns. * * Source: McKinsey & Company, Why Diversity Matters January 2015 16
- 17. The Cultural Evolution — Moving to Inclusion IncludeTolerate Accept ValueExclude Ignored Feeling disrespected Feeling unwelcome Self-esteem drops Deliver work but feels like an outsider; not a part of the team Recognizing that you can offer valuable knowledge even if you are different Differences are considered to be of added value Regularly feeling heard, valued, welcome, respected: INCLUDED! Differences are celebrated 17
- 18. Call for Action
- 19. Call to Action — Ideas… Situations Action Item Co-worker contributed to your project, be it big or small I will recognize my peer employees who showcase Inclusion See a team member strong at something, but haven’t heard anybody speak of it I will advocate the strengths of my co-worker in case the management isn’t aware of it See someone sitting alone at lunch I will have lunch/mentor someone that is different from me See a lot of new faces on your floor I will say ‘Hello’ to 10 people I didn’t know at my workplace Teammate looks stressed, seems to be running around I will go out of the way to help a co-worker struggling with a project, to complete it successfully New employee very quiet & looking lost I will help someone new to my company, ramp up on logistics, roles & responsibilities, legacy, network with people etc. set one action item to complete in next 30 days 19
Notas do Editor
- Speaker Notes Here is the Agenda we will go over today. We will spend 45 minutes on this topic, and you’ll get to fully participate including a role play team exercise. I won’t do all the talking. At the end of this session you will have a better understanding of What does Diversity mean? What does Inclusion mean? Why does it matter to us? Why should we care about it here at Intel PSG? And we will share some takeaways and suggestions, about what you can do for yourself and for your team!
- Speaker Notes We have three goals for this Workshop Understand what Diversity and Inclusion means Walkaway with one action item , that each of you will commit to do over the next 4 weeks Towards the end of the track, each of you will write it down on the magnetic strip given to you, follow up on it, discuss it with your team and post it in your respective cubes By understanding Diversity & Inclusion, and acting on it – each of you will be contributing to the realization of our vision Let me show you our Vision in the next slide
- Speaker Notes As we embark upon our strategy of inclusion…we understand that this begins with all of us and all of us play an integral part in it. Whether we individual contributors, managers and leaders. Simply put, Inclusion begins with I and if you look in the middle of the word it also includes “us” ! This is about everyone being accountable to creating a inclusive environment. We hear the term Inclusion…quite simply it is a sense of belonging, feeling respected, valued and seen for who we are as individuals. One analogy that describes diversity vs inclusion is…diversity means being invited to the party, while inclusion means being invited to dance…feeling totally welcomed and a sense of belonging. The vision that is stated is one where we want ALL employees to Feel they can bring their full selves to work, to contribute and thrive at PSG. By doing this we can accelerate the transformation. Initiatives can be something as small ensuring everyone in the meeting is involved, regardless of their location.
- Speaker Notes Here is an exercise for all of us – Let’s watch a video on Inclusion and reflect on it for a few minutes. Let’s discuss about it as a class – I highly encourage you to voice your opinion and speak freely After which, we will debrief as a group, and discuss what you saw in the video.
- Speaker Notes Now let’s proceed to watch the video
- Speaker Notes Let’s think about the video for a minute What kind of thoughts ran through your minds while watching it How did you feel about it- Did you see yourself anywhere is this? What are your thoughts on this? If you get a room of silence then share your own thoughts and be authentic. Demonstrate your own vulnerability. Do any of us feel the same way here Anyone want to share something <Discuss with class for 5 mins>
- Speaker Notes It’s always hard to admit you’ve got a problem – especially when it’s something you don’t know about! There are many diversity and inclusion challenges we face, but there are two important concepts we'd like to introduce and focus on today. Unconscious bias which most of you should be familiar with and covering, which is a less commonly understood term. Unconscious bias is, as the name suggests, a bias everyone has yet is not aware the have it. A good way to define unconscious bias is "like likes like". As humans, we have a tendency to favor people who are familiar to us in backgrounds, thinking and ethics. A relatable phrase is "being on the same wavelength". The more different people are, the more likely you will be challenged to work with the person and the less likely you will be able to harness the benefits of diversity. Everybody suffers from unconscious bias, no matter how self aware they consider themselves to be. To speak simply, unconscious bias is the term given to the way our brains make decisions automatically, without thought. We have no control over unconscious bias when we are not aware of it. In the workplace, unconscious bias has a negative effect because it leads us to make decisions without the use of logic. We may prefer a manager because they are tall or they are male, for example, rather than the most important reason – that they are the best candidate. This is an example of unconscious bias. Simply put, this leads to like liking like...when we favor someone who looks like us or someone who comes from a similar background as ourselves, this leads to a lack of diversity. Separately, covering is a feeling that you cannot show up as your "true self" at work, as such you might take actions to deliberately hide your self. The challenge with this, we believe, is that when you are conscious of your self and constantly worrying about hiding certain parts of your self, you may not be able to bring your full potential to the table. Kenji Yoshino, an expert in the field states "Everyone covers. To cover is to downplay a disfavored trait so as to blend into the mainstream. So what does all of this have to do with PSG? by favoring one group over another and By covering our "true selves" we miss out on getting the BEST of ALL of our employees
- THIS SLIDE NEEDS TO BE READ VERBATIM. Let's dive a bit more into covering with the goal of understanding what it means since the term “covering” is not a common term. I think as we go through the definitions, you’ll see that while the term “covering” may be new – the concept is quite intuitive and real ... [this is a build slide, go through each of the 4 types of covering using the build, and when you do give a brief definition of each type and the definition below; you can also add/use your own personal examples] Appearance-based covering Altering you self-presentation (grooming, attire, and mannerisms), to blend-in with the mainstream folks at PSG. Advocacy-based covering Avoiding standing up/clarifying for the group/background/culture you come from. Affiliation-based covering Avoid behaviors widely associated with their identify, to negate stereotypes associated with that identity. Association-based covering Avoiding contact with other members of the same group/background/culture. Okay, hopefully everyone has a good understanding of what covering means. We will review this in more depth during our exercise.
- Guidelines to Facilitator Split the class into 2 groups (Use a numbering system to group all 1s together, 2s together and so on) Ask each group to gather around a flipchart – mark it with their group # Group all the remote attendees into one group – they will not have a flipchart (It will be a virtual discussion) Have all groups discuss at least 1 case study – write down their key takeaways (1 to 3) And have each group share one takeaway with the class Manage your time such that all these discussions and sharing are within 15 mins Ask each attendee to also write down a single action item that they will do and add to their quarterly goal – on the magnet/post-it provided Remaining details – ask them to capture it in the workbook and turn it in, to the facilitators
- Discussion Points Role: Manager (Adam) - What could have the manager Adam done to ensure Ichika was able to provide insights during the staff meeting? How and when could’ve Adam provided feedback to Ichika? Role: Employee (Ichika) - What could have Ichika done the moment she was getting frustrated? How and when could she have conveyed to Adam about her issues or concerns? Role: Team Peers – What could any one of the team members have done differently to change this dynamic or help/advocate for Ichika?
- Discussion Points Role: Manager (Sherly)- What should the manager have done to help Raj feel like he was being heard? Role: Employee (Raj) - What could Raj have done, to seek out advice in a situation like this? What should Raj have done to not let it get this far? Role: Employee (Chang) – What are some options for Chang in this scenario? Role: Project Leader (Alphonso) - What could the Project Leader have done to improve the situation? Role: Team Peers – What could any one of the team members have done differently to change this dynamic?
- Speaker Notes Now that we are all on the same page of what Diversity and Inclusion means. Well, I think we are – does anyone have any questions about the definition of diversity and inclusion? Ok, if not – let's move and talk about why it matters, why I care, why Intel cares, and most importantly whey YOU should care. For me there's 2 simple reasons. And those two reasons are that when you have diverse team and ensure that team is supported by an inclusive environment that enables them to be their "true self" and feel a part of the team, then YOU as a manager get: 1) A more engaged team 2) A higher performing team. And why does this matter? Two things. 1) Engagement to me means that your team is always creating, innovating, and thinking. I have found that some of the best decisions and ideas your teams will make will happen when they "aren't trying" - for example, when they are in the car, taking a walk, in the shower ,etc. And the only way you are going to get their mindshare at what I call these " opportunistically creative times" is to ensure they are engaged. 2) Research shows that high performing teams exist when the team has the following characteristics … Solid and deep trust in each other and in the team’s purpose — they feel free to express feelings and ideas. Team members are clear on how to work together and how to accomplish tasks. Team members actively diffuse tension and friction in a relaxed and informal atmosphere. The team engages in extensive discussion, and everyone gets a chance to contribute — even the introverts. Leadership of the team shifts from time to time, as appropriate, to drive results. No individual members are more important than the team. … and believe me the only way people are going to feel trust, clarity on who is doing what, relaxed and open discussion and ability to contribute in their own way, and the ability to assume the lead when needed … is if they feel included. So, for me and this is back by research too (a quick google search will give you many research examples) … according to a 2015 report from McKinsey & Co: Research finds that companies in the top quartile for gender or racial and ethnic diversity are more likely to have financial returns above their national industry medians. Specially 15% for gender diverse companies and 35% for ethically diverse companies. Companies in the bottom quartile in these dimensions are statistically less likely to achieve above-average returns. The best way for YOU to get most out of your team is to CREATE diversity and ENSURE inclusion in your teams. Here are some numbers to put this effort into perspective, and *statistically speaking*, efforts to improve diversity pay off But let’s not focus on these particular numbers. They’re not actually important! If we focus on the numbers (because our identity is that of “a data driven company”) we might: …argue about 15% or the 30% statistics because the “industry average” may not itself be inclusive …quibble on what threshold was used to declare “diverse” – was it “match the general population of the US, or of Silicon Valley?” …start asking *profoundly pointless* questions like, “hey, does the knee of the curve happen if we’re only 85% diverse? 70%? 60%?” The point is: we do this not because we believe in these exact numbers. We do this because we believe in the underlying relationship between DNI, an engaged team, high-performance, and a better company. This is an active and positive VALUE CHOICE we have made, as a company, as a BU, as a team.
- Speaker Notes Where are we at, as PSG? We may have some folks in each of these buckets shown above Remember the case studies? Are you able to picture the employees who left in any one of the buckets above? Was there was a breakdown of Inclusion during one of the above stages? What is it that you, me and each one of us can do to ensure that all of us are in the last bucket: ‘Feeling Included’ Examples of Inclusion For instance, suggesting that employees rotate as meeting leaders might help an untested employee showcase her value to others. Handing some management responsibilities for a new project to a more introverted worker might help build his confidence and give him facetime with others. “Anything a manager can do to create a positive message that every person is valued and has equal access in that group is a good thing,” HERE IS YOUR CALL TO ACTION!
- Speaker Notes Inclusion requires conscious effort from everyone to involve the entire team with transparent communication resulting in high performance achievement. As with any course, the benefits are reaped after the class is over and is directly related to the steps you decide to take. Reinforcement (or repetition) is how we change behavior. These are……(summarize quickly) Fostering inclusion is an ongoing process. “Being inclusive is not a ‘check the box’ activity. “It’s a way of being, and you never stop working at it.” Changing practices to incorporate inclusive policies and behaviors can be difficult, but creating an environment where everyone feels they can speak up will only result in better business outcomes. Ask each attendee to also write down a single action item that they will do and add to their quarterly goal – on the magnet/post-it provided. Please have them take the post-it and place in their office in a very visible location. It is about having a visual reminder to prompt them. On the slide you, see some ideas or examples for you consideration…take a few minutes and write down your one action item. Remaining details – ask them to capture it in the workbook and turn it in, to the facilitators CONCLUSION: TRY SOMETHING NEW. SHARE YOUR IDEAS... THANK YOU.
- Guidelines to Facilitator Show the video – let the video run, while you collect the feedback (Case studies printouts) from the attendees Write the date on the turned-in sheets And ensure everybody walks away with 1 action item written on their magnetic strips/post-its LINK: https://videoportal.intel.com/media/0_1wqaavyq