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Affirming and enabling diversity, equity, and inclusion

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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.

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Affirming and enabling diversity, equity, and inclusion

  1. 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. 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. 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
  4. 4. Definitions Diversity Equity Inclusion
  5. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 19. Resolutions Goals: ● End the harassment ● Eliminate any hostile environment ● Prevent harassment from recurring ● Prevent retaliation against targeted individuals, witnesses, and complainants
  20. 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.
  21. 21. Diverse pool? Demographics of our pool versus who was interviewed: female 35 2 male 12 7 total 47 9
  22. 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. 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. 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. 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. 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. 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. 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. 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. 30. Developing Habits ● Value ● Behaviors ● Micro-resolutions ● Ongoing support ● Time ● 3R’s – Recognize – Reinforce – Reward!
  31. 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.
  32. 32. SUMMARY Practice Inclusion Building Habits Ideas Environment Backgrounds Behaviors Perspectives Habits
  33. 33. Thank you! Toya Camacho Office of Institutional Diversity and Equity Hopkins Hall, Rm. 110 Molly Magavern Special Academic Programs Hardy House, Rm. 201