diversity-building aninclusve culture for Maher

DIVERSITY- BUILDING AN INCLUSIVE CULTURE

ANJUM ISRAR, CPA, CMA, CGMA

Diversity- Building an Inclusive Culture

Objective: 1.Understanding and Managing Diversity

2.Building Inclusive Culture

3.Diversity Training of Workforce


DIVERSITY: Is another word used for differences between people The quality or state of having many different forms, types, ideas, etc. The state of having people who are different races or who have different cultures in a group or organization


1. Races

2. Gender

3. Ethnic background

4. Ages

5. Physical and cognitive abilities

6. Sexual orientations and identities

7. Religious beliefs

8. Learning and work style

9. Body types

10.Work/life commitment

DIVERSITY FACTORS

Who we are: Race, Gender, age, ethnicity,

physical considerations, religion, sexual orientation

How we lead: Learning, teaching, sharing, acceptance, understanding, innovation, results-driven,

integrity

How we interact: Accountability, appreciation,

respect, empowerment, teamwork, openness,

positive change, flexibility, opportunity, inclusion,

work/life balance,

What we’ve learned: Educational background, work experience, beliefs,

family situation, geographic, background, job assignments


Why should you bother about all these sources of individual difference, such as gender, cultural back ground, professional culture etc.?


?


Emotions

Automatic Processes

Patterns

1 2

3

Continuous flow of data

from the world

around you


WHY BUILD A DIVERSE WORKFORCE:

•Competitive advantage

•Globalization


THE CHALLENGE OF DIVERSITY

CONFLICT

FEAR OF BEING BIASED


Distinguishing between performance and diversity

related problems

•Identify tension

•Define the job requirement

•Ask whether person can do job

•Separate facts and assumptions

•Consider any biases affecting views

•Identify actions needed to correct situation

•Implement the action


DISPELLING MISPERCEPTION ABOUT DIVERSITY:

•Members of a particular group aren’t all alike

(avoid stereotype attitude)

•Each person has more than one identity’s

•A person identity can change


Resolving the problem/conflict:

• Reflect

• Connect

• Question yourself

• Shift your mindset


What is diversity in organization?

1. Difference among employees in a work place.

2. Unit-level initiatives intended to improve job opportunities for women and people of color

3. Company-level polices governing the number of minority members a firm must employ to meet legal

requirements.


Which of the following best defines stereotypes?

1. Behavior intended to denigrate another person, based

on his or her race, gender, or other distinguishing characteristics.

2. Conventional, formulaic, and oversimplified conceptions, opinions, or images of particular group

3. An adverse judgment or opinion formed beforehand or without knowledge or examination of the fact


Definition of INCLUSION The act of including : The state of being included A relation between two classes that exists when all members of the first are also members of the second

http://www.merriam-webster.com/dictionary/including

http://www.merriam-webster.com/dictionary/included


Contributing

Belonging

Contributing and belonging are linked together in a very interesting way

Belonging leads to the desire to contribute more

Contributing increases belonging


Contributing

Belonging

Positive Impact

Virtuous Cycle

Virtuous Cycle

People share ideas

People deliver extra

effort

People tolerate

adversity

People support

colleagues

When contribution and belonging increase


Contributing

Belonging

Negative Impact

Vicious Cycle Vicious Cycle

People withhold opinions

People become

disengaged

People feel more stress

People make less

effort

When contribution and belonging decrease


INCREASING LEVELS OF INCLUSION IN YOUR ORGANIZATION :

INCLUSIVE BEHAVIOR FOR EVERYONE:

Reflect on your own actions

Seek diverse inputs

Focus on other’s perspectives

Allow others to contribute more

Clarify personal values


How can it help you to be more inclusive?

Much of our decision making and the actions that follow are automatic. The patterns that we use to process data cause this.

What can you do immediately?

Commit to reflecting on your behaviors regularly,

Raise your level of awareness about decisions and behaviors before they occur.

Reflect on your own actions



Knowing what others need to feel valued

Raised awareness about others’ perspectives


Think a few minutes to reflect on what’s important to others?

Find out more about the other’s perspective

Once you have a better idea of what they need to feel valued, work out ways in which you can respond to those needs.

Focus on other’s perspectives



Most people come to work wanting to be contribute.

Remember that people expect contributions to be evaluated on merit


Finds ways that allow people to contribute as often as possible and ensure that what they are contributing in acknowledged and valued.

Have a conversation with the chosen person and listen carefully to what they have to say.

If you need help, instead of avoiding asking for help,

If someone offers you help, see if you can find ways to allow them to help.

Allow others to contribute more



Diverse perspective will likely come from different people.

Seeking diverse opinions and perspectives, especially if they’re different from your own, will help you broaden and enrich you own thinking


If you work in a team, at the next meeting make sure everyone in the team expresses an opinion when there is a debate. Encourage people to speak up.

When your team reached an important decision without considering any alternative ideas, challenge the team to develop a few different perspectives.

Ask a colleague who has a different background (cultural, professional, working style etc.) if they’re able to give you a different perspective from one you currently hold about something. See if you can use what you’ve learned to other areas of your thinking.

Seek diverse inputs



Knowing what you need to feel valued will help you recognize it more easily.

Raised awareness will also mean that you can tell others more clearly what is important to you. That will help them to help you feel included!


Before you undertake an action, think about what you’re hoping to achieve;

Ask yourself again what you will value in that.

Clarify personal values

•Hold oneself and others accountable for creating an inclusive culture •Invite engagement and dialogue •Foster transparent decision making •Understand and engage with resistance


INCREASING LEVELS OF INCLUSION IN YOUR ORGANIZATION :

INCLUSIVE BEHAVIOR FOR LEADERS:

•Create an environment of respect, fairness, and equity •Build systems, processes and practices that support and sustain inclusion •Foster transparency throughout the organization •Promote team work •Create a diverse organization •Foster continue learning and growth


INCREASING LEVELS OF INCLUSION IN YOUR ORGANIZATION : INCLUSIVE ORGANIZATIONAL POLICIES AND PRACTICES:

DIVERSITY TRAINING:

•START WITH A VISION OF DIVERSITY •CONDUCT A CULTURAL AUDIT •FORM A DIVERSITY TASK FORCE •DESIGN A DIVERSITY TRAINING PROGRAM •TRAIN PEOPLE TO TRAIN


STEP-1 IMPLEMENTING DIVERSITY TRAINING: START WITH A VISION OF DIVERSITY:

WHAT THE VISION STATEMENT CAN DO:

•Keep on target

•Provide focus

•Building foundation


STEP-1 IMPLEMENTING DIVERSITY TRAINING:

THE DIVERSITY VISIONING PROCESS SHOULD:

•Involve staff

•Provide opportunities for discussion

•Conclude with documentation

•Reflect the core principles


STEP-1 IMPLEMENTING DIVERSITY TRAINING:

SAMPLE VISION


“to create a work environment that emphasis our commitment to treating each other with dignity, trust and respect by recognizing each others’ beliefs, values and differences”

STEP-2 CONDUCT A CULTURAL AUDIT AUDIT GOAL FOR YOUR ORGANIZATION:

•Provide an overview of your climate of diversity

•Provide information on the dynamics of diversity among employees

•Understand issues and concerns about diversity

•Provide critical information for leadership


STEP-2 CONDUCT A CULTURAL AUDIT SUCCESSFUL CULTURAL AUDIT:

•Covers a broad range of issues from many viewpoints; •Show how diversity stands now and suggest directions and actions for future •Include a broad spectrum of people throughout the process

•Include both quantitative and qualitative data


STEP-2 CONDUCT A CULTURAL AUDIT BENEFITS OF CULTURAL AUDIT:

•Help identify what training and incentives employees need for professional and personal development

•Provides information, so trainers and human resource staff can better coordinate all development programs

•Identifies perceived barriers, issues and problems that employees experience in a multicultural work environment

•Use sound information to develop action plans and strategies for valuing diversity in the workplace

•Identifies strength and support for diversity in the organization


STEP-2 CONDUCT A CULTURAL AUDIT DESIGN A COMPREHENSIVE CULTURAL AUDIT:

•The inventory survey

•Focus group

•Individual interviews

•Consultants. Vendors, customer’s observations


STEP-3 FORM A DIVERSITY TASK FORCE

•How you can include the entire organization

•Who will organize or lead the efforts?

•Who will help smooth the process

•What is the best way to continue?

•How will we use the information


STEP-3 FORM A DIVERSITY TASK FORCE

TASK FORCE RESPONSIBILITIES: •Clarify role and expectation •Get to know each other •Determine the mission and vision •Get educated •Divide into sub-committees •Determine the communication strategies •Lay out the budget


STEP-4 DESIGN A DIVERSITY TRAINING PROGRAM IDENTIFY NEEDS &DESIGN COURSE

•Cognitive

•Behavior

•Emotion

•Organization


STEP-5 TRAIN PEOPLE TO TRAIN

•Benefits •Cost •Selection criteria


Difference is relational ….

It exists between people, not in people


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diversity-building aninclusve culture for Maher