Many people assume that workplace diversity is only about increasing racial, national, gender, or class representation in our workforce. A diverse workforce embodies varied perspectives and approaches to work that members of different identity groups bring. At this program, we’ll discuss how to create a diverse, equitable, and inclusive workplace as well as some of the legal parameters that guide our work.
Affirming and enabling diversity, equity, and inclusion
1. Affirming and Enabling Diversity,
Equity, and Inclusion
Supervisory Training Series
December 12, 2018
Toya Camacho, Assistant Vice President for OIDE, Title IX Coordinator
Molly Magavern, Director of Special Academic Programs
2. Introductions and tips for discussion
Introductions
Name and role
One way bias does or could impact your work
Tips for discussion
Inclusive pedagogy - e.g. Think, Pair, Share
Trust, confidentiality
Set aside skepticism
3. Objective: Provide tools and frameworks for you to
take back to your office
● Create a shared understanding of D, E, & I
● Provide some legal background
● Discuss role of bias, discrimination, harassment,
and microaggressions in office dynamics
● Develop goals for creating a diverse, equitable, and
inclusive workplace with a culture of respect
5. Definitions
* Our definitions come from the D5 Coalition, Racial Equity Tools Glossary, and UC Berkeley:
Diversity includes all the ways in which people differ, encompassing the
different characteristics that make one individual or group different from
another. While diversity is often used in reference to race, ethnicity, and
gender, we embrace a broader definition of diversity that also includes age,
national origin, religion, disability, sexual orientation, socioeconomic status,
education, marital status, language, and physical appearance. Our definition
also includes diversity of thought: ideas, perspectives, and values. And, we
recognize that individuals affiliate with multiple identities.
6. Thought exercise*:
1. How would you describe the diversity in your department?
2. Imagine you had different identities than the ones you have. How
would you feel working in your department?
3. What biases or barriers to diversity might be at play in your
department?
*Borrowed from Meg Bolger, What’s The Difference Between Diversity, Inclusion, And Equity?
7. Definitions, cont.
Equity is the fair treatment, access, opportunity, and advancement for all
people, while at the same time striving to identify and eliminate barriers
that have prevented the full participation of some groups. Improving equity
involves increasing justice and fairness within the procedures and
processes of institutions or systems, as well as in the distribution of
resources. Tackling equity issues requires an understanding of the root
causes of outcome disparities within our society.
8. Thought exercise:
1. How are decisions made in your department?
1. Why might some staff members feel that they are not fully
valued or treated fairly in your department?
1. What biases or barriers to equity might be at play in your
department?
9. Definitions, cont.
Inclusion is the act of creating environments in which any individual or
group can be and feel welcomed, respected, supported, and valued to
fully participate. An inclusive and welcoming climate embraces differences
and offers respect in words and actions for all people. It’s important to
note that while an inclusive group is by definition diverse, a diverse group
isn’t always inclusive. Increasingly, recognition of unconscious or ‘implicit
bias’ helps organizations to be deliberate about addressing issues of
inclusivity.
https://independentsector.org/resource/why-diversity-equity-and-inclusion-matter/
10. Thought exercise:
1. What makes you feel included at work?
2. How might someone with a different set of identities
experience working in your department?
3. What biases or barriers to inclusion might be at play in your
department?
11. Legal Background
The Equal Employment Opportunity Commission (EEOC) is
the federal agency charged with enforcing federal laws.
Equal employment opportunity laws, on both the federal and
state levels, are aimed at preventing and correcting
discrimination, harassment and retaliation in the workplace.
12. Legal Background (con’t.)
● Diversity and inclusion initiatives also go beyond what
is legally required to prevent discrimination under
equal employment opportunity laws.
● Equal employment opportunity laws represent the bare
minimum when it comes to legal compliance.
13. Relevant laws
Several federal laws specifically provide protections against harassment
and discrimination:
● Title IV and Title VI of the Civil Rights Act of 1964
● Title IX of the Education Amendments of 1972
● Section 504 of the Rehabilitation Act of 1973
● Titles II and III of the American with Disabilities Act
● Individuals with Disabilities Education Act (IDEA)
14. EEOC data
FY 2017 – 84,254 workplace discrimination charges filed:
● Race – 28,528 (31.9%)
● Disability – 26,838 (31.9%)
● Sex – 25,605 (30.4%)
● Age – 18,376 (21.8%)
● National Origin – 8,299 (9.8%)
● Religion – 3,436 (4.1%)
● Color – 3,240 (3.8%)
● Equal Pay Act – 996 (1.2%)
● Genetic Information – 206 (0.2%)
From EEOC.gov (FY2017 data)
15. Discrimination
● The denial of rights, benefits, equitable treatment, or access to
facilities available to all others, to an individual or group of people
because of their race, color, sex, ethnicity or national origin,
religion, age, disability, marital status, sexual orientation, gender
identity, gender expression, or veteran status.
● Discrimination can take the form of isolated or repeated
behaviors directed against an individual or a group or of patterns
of inequitable treatment in a workplace or learning environment.
16. Discrimination - examples
● Employee or manager treats one group of people less fairly than other
groups of people because of a protected class or any other defining
characteristic
● Consistently giving merit pay to males because they are male or to
females because they are female, and not because of individual
performance
● Not letting a person take the day off for a religious holiday
● Taking responsibilities away from someone because she is pregnant
17. Harassment
Harassment is unwelcome verbal, non-verbal, or physical
conduct that:
● has the purpose or effect of unreasonably interfering with the
individual’s work or educational performance;
● creates or has the intention of creating an intimidating or hostile
working and/or learning environment;
● or unreasonably interferes with or limits one’s ability to participate in
or benefit from an educational program or activity.
18. Examples - Harassment
● Bullying can be harassment
e.g., a bully shoves someone
● Bullying can be discriminatory harassment
e.g., a bully begins to target those with disabilities or
those of a particular ethnicity
19. Resolutions
Goals:
● End the harassment
● Eliminate any hostile environment
● Prevent harassment from recurring
● Prevent retaliation against targeted individuals, witnesses, and
complainants
20. Tip
It is important not only to have discrimination, harassment
and retaliation policies in place, but also to make sure that
all employees and supervisors receive training on them
and know how to identify and report instances of
discrimination, harassment and retaliation.
22. Implicit and Explicit Bias
Bias is the leaning in favor of or against one thing, person, or group
compared with another, usually in a way considered to be unfair.
Explicit biases refers to the attitudes and beliefs we have about a
person or group on a conscious level. Occur as the result of
deliberate thought. People are more likely to express explicit biases
when they perceive an individual or group to be a threat to their well
being. Implicit biases refer to attitudes and stereotypes that affect our
understanding, actions, and decisions in an unconscious manner.
They are involuntarily formed and typically unknown to us.
23. Microaggressions
A statement, action, or incident regarded as an instance
of indirect, subtle, or unintentional discrimination against
members of a marginalized group such as a racial or
ethnic minority. (Oxford English Dictionary)
24. Thought exercise
1. Think of real or possible scenarios from your work that involve bias,
discrimination, harassment, or microaggressions that you are willing
to share at your table.
2. At your table, discuss at least one scenario and helpful ways a
supervisor might respond.
25. Steps to Increase and Manage Workplace
Diversity
Respond to Complaints:
● You should immediately respond to complaints about
offensive jokes, comments and behavior and show that such
inappropriate conduct is not tolerated.
● You should address workplace conflict when it occurs and
not wait for the situation to worsen.
26. Steps to Increase and Manage Workplace Diversity
(con’t.)
● Implement an “open door” strategy and encourage
employees to report ideas, complaints and concerns
and make them feel valued;
● Implement conflict resolution strategies.
27. Handling Conflicts
● Try to correct any misunderstandings and
miscommunications early on.
● Very often conflict occurs because individuals do not
understand where a co-worker is coming from.
● Detecting and working to resolve misunderstandings and
miscommunication at the first instance can be extremely
beneficial.
28. Handling Conflicts (con’t)
● Stress the importance of reporting harassment
experienced or witnessed;
● Open the lines of communication - Make sure
individuals feel their voices are heard.
29. Steps for affirming and enabling D, E, and I in
your workplace
● Look for a cultural addition rather than a “fit” when hiring
● Create a shared understanding of D, E, and I
● Increase awareness of bias, discrimination, and harassment
● Understand and minimize stereotypes and microagressions
● Create opportunities for staff to understand and respect one another
● Address conflicts
● Communicate
30. Developing Habits
● Value
● Behaviors
● Micro-resolutions
● Ongoing support
● Time
● 3R’s – Recognize – Reinforce – Reward!
31. Goal setting
Think of (and write down) three goals you can set for
yourself to help your department or office become more
diverse, equitable, and inclusive.
33. Thank you!
Toya Camacho
Office of Institutional Diversity and Equity
Hopkins Hall, Rm. 110
Molly Magavern
Special Academic Programs
Hardy House, Rm. 201
Editor's Notes
Introductions
One way bias does or could impact your work
Tips: Think, pair, share - inclusive pedagogy
confidentiality
Ground Rules
Confidentiality
Set aside skepticism
Can an individual be diverse? A diverse pool of candidates rather than a diverse candidate.
Questions: What is the diversity in your department? How would you feel working in your department if you had a different identity?
Diversity is often used euphemistically. Let’s be specific and concrete.
How are decisions made in your department?
What are the possible barriers to equitable processes?
What biases might be at play?
