Reinventing Diversity and Your Role as HR Professionals in an Era of Disruption

www.drshirleydavis.com
Dr. Shirley Davis, SPHR
Global Workforce Expert, Executive Coach, Author
President, SDS Global Enterprises, LLC
February 2015
Reinventing Diversity
in an Era of Disruption
and Reinventing Yourself

www.drshirleydavis.com 2
A New Global Reality--VUCA World
2

An Era of Disruption
Flattened WorldGlobalization

4
The Global Workforce is Changing
Women are
the focus of
85% of D & I
efforts
worldwide
10% of world’s
population
lives with a
disability
4/5
generations
in the
workforce
AGING
Workforce
Worldwide,
49% of
college
students
are women
LGBT Anti-
discrimination
laws in 52
countries
Globally, women
control nearly $12
trillion of the
overall $18.4
trillion in
consumer
spending
Islam now
makes up
21% of the
population
China will be
the top
economy in
2020 and India
is predicted to
claim that spot
by 2050

The Workforce is More
Diverse, Global, Virtual,
and Hyper-Connected

Strategic
Nimble

REINVENTING THE WORKPLACE
7

76% CEOs
are making
changes to their
strategy for
managing
talent
Sources: Forbes Insights. “Global Diversity and Inclusion: Fostering Innovation Through a Diverse Workforce”
July 2011; PWC 15th Annual Global CEO Survey 2012
8
31%
of employers
worldwide find it
difficult to fill
positions
53% of CEOs
see lack of key
skills as a major
challenge

10 Global Workforce Issues Keeping
CEOs/Business Leaders Up at Night

Job Satisfaction
10
Percent
U.S. Job Satisfaction is Declining
Conference Board survey, January, 2010

Employee Engagement
Engagement Levels
Disengaged
Actively engagedActively disengaged
54%
17% 29%
Source: Gallup Management Journal's semi-annual Employee Engagement Index

Globally, just
35% of workers
are highly
engaged
Source: Towers Watson Global Workforce Study on Engagement, 2012
Highly Engaged
Unsupported
Detached
Disengaged
35%
22%
17%
26%
12
Employee Engagement

Priority Areas of Focus “Why it Matters”
Leadership
 Is effective at growing the business
 Shows sincere interest in employees’ well-being
 Behaves consistently with the organization’s core values
 Earns employees’ trust and confidence
Stress, balance and
workload
 Manageable stress levels at work
 A healthy balance between work and personal life
 Enough employees in the group to do the job right
 Flexible work arrangements
Goals and objectives
Employees understand:
 The organization’s business goals
 Steps they need to take to reach those goals
 How their job contributes to achieving goals
Top Five Drivers of Engagement and
Retention

Priority Areas of Focus “Why it Matters”
Supervisors
 Assign tasks suited to employees’ skills
 Act in ways consistent with their words
 Coach employees to improve performance
 Treat employees with respect
Organization’s image
 Highly regarded by the general public
 Displays honesty and integrity in business activities
Top Five Drivers of Engagement and
Retention

REINVENTING DIVERSITY & INCLUSION

The Evolution of Diversity & Inclusion
Diversity 1.0
1960s – 1970s
Stay Out of Trouble
1980s – 1990s
Diversity 2.0
Can’t We All Get Along;
It’s the Right Thing To Do
2000 – Present
Diversity 3.0
Diversity Helps Us Compete;
Be Relevant
The Future
Diversity 4.0
Sustainability; Global;
Innovation; Cultural
Competence

Race/Color
Gender
Age
Education
Socio-economic Status
Ethnicity
Native born/non native
Geographic
Location
Military Experience
Parental
Status
Smoker/Non smoker
Thinking Styles
Work Background
Religion
Functional Specialty
Communication Style
Marital Status
Beliefs Culture
Values
Behaviors
Visible
Diversity
Traits
Invisible
Diversity
Traits
The collective mixture of differences and similarities that includes for example,
individual and organizational characteristics, values, beliefs, experiences,
backgrounds, preferences, and behaviors. A few examples include:
Sexual OrientationPhysical Abilities/Qualities
PersonalityLevel in
Organization
Physical
Attributes
Definition of Workplace
Diversity

Inclusion Defined
The achievement of a work environment in which all individuals are
treated fairly and respectfully; have equal access to opportunities and
resources; and can contribute fully toward an organization’s success.

19
The D & I Business Case
• Increasingly more
diverse
• Top talent has
choices
Workforce: Talent
Acquisition
• Inclusion and
engagement highly
correlated
• Inclusion drives
innovation
• Losing great talent
costs millions
Workplace: Talent
Engagement & Retention
• Customers are more
diverse
Organizations need
to understand
different needs
Marketplace: Customers
Suppliers & Community

The Business Case for Diversity
Mutually
Beneficial
Partnership
Potential
Gains In
Service,
Quality & Cost
Savings
From
Current
To Diversity
Outcomes
To Business
Outcomes
20
Workforce Workplace Community
Workforce
with Best
Talent
Quality
Solutions
Inclusive Work
Environment
Marketplace Suppliers
Increased
Performance &
Innovation
Positive
Reputation
In all
Communities
Customer /
Member
Satisfaction
New &
Emerging
Markets,
Services,
Products
Customer /
Member &
Employee
Attraction &
Retention

Practitioner
Competencies
Strong
Business Case
Commitment
from the Top
Vision,
Mission, Strategy
Recruiting &
Sourcing
Retention
Training &
Development
OnboardingCommunications
Marketing,
Advertising,
Branding
Leveraging Employee
Diversity
Strategic Alliances &
Partnerships
Corporate Social
Responsibility
Member/ Customer
Experience
Supplier/Vendor
Diversity
Measurement &
Accountability
Strategic Diversity
& Inclusion
Framework
21

Diversity & Inclusion:
Best Practices
22
1. Lead the effort from the top
2. Make diversity a core value
3. Build an infrastructure to
support diversity
4. Focus on diversity in the
entire talent pipeline
5. Network intensively with
business-unit managers
6. Launch Business Resource
Groups
7. Revise business processes to
support diversity
8. Set clear diversity targets
9. Cast a wide recruiting net
10. Offer appropriate management
incentives
11. Make diversity training a way of life
12. Focus on the business case for
diversity
13. Establish metrics and track
progress
Source: 2009 Global Diversity & Inclusion: Perceptions, Practices, & Attitudes (SHRM)

REINVENTING YOURSELF

1. Human Resource Technical Expertise and Practice
2. Relationship Management
3. Consultation
4. Organizational Leadership and Navigation
5. Communication
6. Global and Cultural Effectiveness
7. Ethical Practice
8. Critical Evaluation
9. Business Acumen
Reinventing Yourself as an HR Professional
9 Primary Competencies: Elements for HR Success
http://www.shrm.org/HRCompetencies/Pages/default.aspx
24

Redefine SuccessRebrand Yourself:
4 V’s of Career Success
Reevaluate Your
Relationships
Reprioritize Your Goals
Reassess Your Purpose
Reinventing Yourself
Visionary
Visibility
Vocal
Value
6

Recognize Your Value
26
When you reinvent yourself, you…
• Live life without regrets
• Live life with purpose
• Live life with passion
• Live full and die empty
• Leave a lasting legacy

Shirley Davis, Ph.D., SPHR
Website: www.drshirleydavis.com
Email: drshirleydavis@gmail.com
Phone: +1-410-917-4421
Follow me on: Twitter (@DrShirleyDavis)
Facebook Fan Page (The Success Doctor)
LinkedIn (Dr. Shirley Davis)
SDS Enterprises, LLC
A Global Workforce Solutions Firm

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