Becoming an Inclusive
Organization
Moving Beyond Compliance--Empirical
Evidence and Key Strategies and Tools
Welcome and Introductions
• Good Morning
• Facilitator
– Kevin Christophe, Ph.D., Progress Consulting
• Co-facilitators
– Colleen Sullivan, M.A.—JLC, Inc.
– Heather J. Patchell, M.A.—BCG, Inc.
Collaborative: BCG, Inc. (BCG) and Progress
Consulting
• BCG, Inc.
– Since 1974
– Over 200+ cases in the EEO/AA area (both plaintiff
and defense cases)
– Administrative Skills Testing (OPAC)
– 911 Dispatcher Testing and AAP Software and
Services
• Progress Consulting
– Since 2002
– O.D. Consulting and Diversity Training
Our Focus
• 3 Levels of Analysis: Org., Group, and Individual
– Managing diversity is the way to become an inclusive
organization
• Part #1: Increase Knowledge
• Part #2: Moving Beyond Compliance: Key Diversity
Management Strategies and Tools
– How We Can Help
What Brings You Here Today
An Inclusive Organization…
• Helps to accomplish goals
• Improves our climate, making it more welcoming
and positive
• Attracts and retains talent
• Motivates and bring out the best in everyone
– Get more people involved and engaged
7 Attributes of an Inclusive Organization…
•
•
•
•
•
•
•
Values differences
Built on a culture of trust
Safe and honest communication
Embraces conflict
Caring leadership
People are treated as an asset
Seeks continuous improvement through
incorporating input from stakeholders
An Inclusive Organization:
• Is one where different voices are sought
out and utilized as opportunities for added
value. Different perspectives and frames of
reference offer competitive advantages in
teamwork, service delivery, product
quality, and output (Miller, 1998)
• In essence, it is one where diversity is
managed effectively
Workforce Challenges
• Did You Know:
– 75% of people entering the workforce are women, immigrants,
and people of color
– Diversity by itself results in problems
– Most workers report giving less than 100% effort most of the
time
• Questions:
– What is your organization doing to address these challenges?
– What are you doing?
– How are you bringing out the best in those under your sphere
of influence?
PART #1
Increase
Knowledge
Empirical Evidence
• Organizational
• Group
• Individual
Studies
• Meta-analysis of 800+ organizations over the
past decade show positive, curvilinear
relationships between diversity management and
organizational performance (McMahon, 2010)
• Two large group studies of 221,000 US federal
government employees (Pitts, 2009) and 11,000
Canadian workers reported significantly higher
quality in work-group performance,
organizational commitment, and job satisfaction
(Yap, Holmes, Hannan, and Cukier, 2010)
Diversity Mgt. Performance Curve
Predictable reactions leading to progress
Stages of Change Acceptance
Denial
Commitment
Threat
Opportunity
Resistance
Exploration
Performance Dip
Organizational Performance
• Diversity by itself results in group conflict
– Dissimilar others
• Diversity management leads to increased organizational
performance
• Positive, curvilinear relationship
• Requires
•
•
Sr. management commitment
Strategic framework
• Tie to organizational strategic objectives and goals
• Change management
•
Time, inclusive leadership training, and on-going
effectiveness assessments
WORKPLACE DIVERSITY AND ORGANIZATIONAL
PERFORMANCE MODEL (McMahon, 2010)
Group Level
• Effective Diversity
Training
– Assessment and jobrelevant based
– Increased work-group
performance, org.
commitment and job
satisfaction
• Inclusive Leaders
– Builds trust and rapport
– Seeks to involve and
bring out the best in all
Working together…
Individual Level
• Discretionary Effort
– Treated with dignity and
respect
– Positively reinforced
– Commitment
• Avoid turnover, turnunder, and litigation
PART #2
Moving Beyond Compliance: Key
Diversity Management Strategies &
Tools
D&I Strategies and Tools
• Show empirical evidence
– Main Studies
– Workplace Diversity and Org. Perf. Model
• Gain Sr. Management Commitment
– Climate Assessment
– Change Management Framework
o
See-Feel-Act
• Diversity Management
• What gets measured matters
– Performance management
Assessments
• Inclusiveness
– Do managers encourage individuals with different
backgrounds, talents, work styles, and personalities
to work together?
– I am made aware of important changes?
– My supervisor makes good use of my skills and
abilities?
– My supervisor listens to my ideas?
• Critical Questions for Capitalizing on Diversity
– Are there groups that I struggle to accept?
– Are there diversity related tensions or issues?
Change Management Framework
(Cohen & Kotter, 2005)
• Create a Climate for Change
– Increase urgency
– Building the guiding team
– Get the vision right
• Engage and Enable the Whole Organization
– Communicate for buy-in
– Enable action
• Implementing and Sustaining Change
– Don’t let up
Interested in Learning More?
• Contact
– Kevin Christophe, Ph.D. at
[email protected] or (916) 7104908
– Heather J. Patchell, M.A. at
[email protected] or (916) 294-4250
References
Christophe, Biddle, Nooren, and Patchell (2014). Making diversity work—moving beyond
compliance. Manuscript submitted for publication. To be published in EEO Insight in
the Summer of 2014, http://www.eeoinsight.com/).
Cohen, D.S. and Kotter, J.P. (2005). The Heart of Change Field Guide. Harvard Business
School Press: Boston, Massachusetts.
McMahon, A.M. (2010). Does workplace diversity Matter? A survey of empirical studies
on Diversity and firm performance. Journal of Diversity Management, 5(2), 37-48.
Miller, F.A. (1998). Strategic culture change: The door to high performance
and inclusion. Public Personnel Management, 5(2), 151-160.
Pitts, D. (2009). Diversity management, job satisfaction, and performance evidence from
U.S. federal agencies. Publication Administration Review, 69(2), 328-338.
Yap, Holmes, Hannan, and Cukier (2010). The relationship between diversity training,
organizational commitment, and career satisfaction. Journal of European Industrial
Training, 34(6), 519-538.