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In my last two newsletters I shared the first two of the three potential problems with a diverse workforce and what to do about them.
1- Your workforce is visibly diverse but people aren't talking to each other.
2- People are in department, ERG or functional silos, by demographics. You don't see an actual cross-section of people.
3- Your workforce has a demographic cross-section, but almost all of that diversity is at the lowest level, and each level above gets more mono-cultural.
In this issue I talk about the third potential problem, which may be the most complex. Without addressing this issue, you will never be able to practice good diversity management.
In case you missed the last two issues, here are the links, Three Potential Problems With a Diverse Workforce, and Second Potential Diverse Workforce Problem
I would love to hear about any potential problems that are of interest to you. Send me an e-mail or call me.
Potential Problem #3-
Your workforce has a demographic cross-section, but almost all of that diversity is at the lowest level, and each level above gets more mono-cultural.
If you want to know what to do about it, read on.
Warm regards,
Simma
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Looking for a speaker for your next meeting or conference who engages the audience, and will get you the results you want?
Contact Simma now!
Do you want a more culturally intelligent workforce who can interact and do business with anyone?
We can help you.
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Summer Special Double Play
From now until August 30-
1- Purchase the license to copy and distribute my
E-Book "110 Ways to Champion Diversity and Build Inclusion"
2- Schedule a 30 minute teleconference with me for you, and/or your employees to talk about how to implement any of the suggestions in the book for only $1750 (normally $2,000.)
This special offer is available through August 30, 2014, so contact us now.
510-527-0700 or [email protected]
You can also buy individual copies below
New E-Book
110 Ways to Champion Diversity and Build Inclusion
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What people say about the book
"This is a simple tool filled with a variety of good ideas that when implemented will certainly help set the tone for a more inclusive and rewarding workplace. Actions do speak louder than words and this booklet gives you and anyone in your organization 110 ideas to get started on."
Nadia Younes
Group Adviser, Diversity and Inclusion
Rio Tinto
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Our E-workbook,
Stress Management for the Motivated, is now available for only $9.99 For more information or to purchase a copy.
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Potential Problem #3- Your workforce has a demographic cross-section, but almost all of that diversity is at the lowest level, and each level above gets more mono-cultural.
Our client had a demographic cross-section, but almost all of that diversity was at the lowest level, and each level above got more mono-cultural. (I call that "looks good in the company photo.")
Reason: The CEO and members of the executive suite did not have a good grasp of the concept of diversity management as a business practice, and incorrectly equated diversity and inclusion with Affirmative Action and EEO.
It was as though the leadership team was looking out the window of the top story of a skyscraper and viewing all of the employees at once. They saw the visible diversity and thought that was enough.
Their vision was limited and did not extend to the overall culture of the whole organization, and the change in mind-set that they themselves needed to undergo. They felt threatened on some level at the idea of changing their hiring practices and making room for differences. They needed help to see how bringing more diversity of people, thoughts and ideas to the leadership team would benefit the organization.
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Process: We worked with the CEO to broaden his vision and redefine diversity, and inclusion. We reviewed and reengineered the hiring and promotion process for senior management.
We saw that most promotions were being given to people, white men who graduated from Ivy League schools, much like the people on the executive team. Research shows that people tend to hire people most like them, and with whom they are most comfortable. Comfort does not automatically equal innovation, and in fact consistent sameness and comfort often equals stasis, which was what was going on this organization.
There was a need to coach the CEO and the leadership team to be aware of and filter out unconscious and conscious biases in how they made hiring and promotion decisions, and to differentiate between requirements and subjective criteria that did not determine who well someone did their jobs.
They created a new process to inform everyone about opportunities to advance. In the past, new positions were filled through word of mouth, which meant that only a select few had the information.
In order to break the hiring and promotion patterns of the CEO and other people involved in those decisions we trained them to be more culturally intelligent so they could develop relationships with candidates from any culture, or who were different than them in any way.
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Results: Once leadership understood
* the business case for diversity at the senior and executive levels
* the need to provide everyone with the opportunities and skill building to move up
* and the way to engage more people in the process,
change began to occur.
We began to see more women and people of color in senior management roles. Graduating from Ivy League schools was no longer an unspoken criteria, and the organization looked more like the community and global market it served.
Ultimately, the organization increased its profit, and became known as one of the best places to work. Employees even raved about the company on social media.
The CEO we worked with recently retired and the legacy of inclusion he created continues. The last time we were at their corporate headquarters, people at various levels were interacting, and sharing ideas. Cultural intelligence, diversity management and inclusion were part of their cultural lexicon.
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