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Mat, 2014
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In the last Lieberman Learning Letter, I shared three possible problems with a diverse workforce and discussed the first one. I also gave you a real life solution that we had used with one of our clients.
In case you missed the last issue, here is the link, Three Potential Problems With a Diverse Workforce
This month I talk about the second possible problem and share another real life solution.
Potential Problem #2- People are in departmental ERG or functional silos, by demographics. You don't see an actual cross-section of people.
If you want to know what to do about it, read on.
Warm regards,
Simma
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May Special
From now until May 30, you can purchase the license to copy and distribute my
E-Book "110 Ways to Champion Diversity and Build Inclusion," for only $1500.00, (normally $1800)
In addition, I will provide you with a document version that will allow you to pick and choose any parts you'd like for your own training programs.
This great offer is available through May 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. Click here now
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People are in departmental ERG or functional silos, by demographics. You don't see an actual cross-section of people.
If you did a demographic analysis based on culture and ethnicity alone, you would conclude that there was real cultural diversity in the organization.
However, if you look closer, you will see that accounting is primarily people from one cultural group, research and development from another group, and customer service another.
Impact:
Departments were reticent and slow to help other departments. When a deadline was dependent on people working together from different departments , which also meant from different demographic groups, conflicts arose. Rather than work together to resolve conflict, people were blaming the problem on the fact that the other person or people involved were from a specific culture.
Reason:
The manager of each department made all the hiring decisions and recruited from their own cultural network. They only hired people with whom they felt most comfortable. This created cultural silos by department.
The CEO was uncomfortable with conflict, and tended to see each demographic group as a monolith. He decided the best action to take would be to keep everyone separate, eliminate any interaction between groups, and have all communication go through him.
The CEO was not taking leadership.He was intimidated, and didn't want people to think he was biased against any group, so he did nothing.
He convinced himself that he was empowering people to deal with their own issues, and resolve problems. This was a case of denial.
The results were disastrous. The organization became even more dysfunctional, service and products didn't meet deadlines, and customers were complaining about the atmosphere.
Solution:
* Change the recruiting and hiring process, involve more people in decision making, and eliminate unconscious and conscious hiring bias.
* Create an environment where employees interact with other departments, and help them become more comfortable working with people who are different.
* Develop the CEO to become a stronger leader, spend time with employees, and get to know them as individuals.
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Process:
1-We provided executive behavioral coaching for the CEO in inclusive leadership, cultural intelligence and communication.
2- We developed a diversity and inclusion training program for employees which included cross-cultural dialogues.
Participants in each session were from a department and demographic cross-section.
3- Where possible employees moved to different departments temporarily or permanently.
4- Hiring decisions were made by more than one person.
Everyone involved in the recruiting and hiring process was trained and coached to filter out conscious and unconscious biases, and look for diversity of thought, skills and experience in potential candidates.
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Results:
The CEO became more assertive, began to rely more on his executive team, and conducted weekly round-tables with a cross-section of employees to talk about new ways to work.
Employees developed more empathy for each other's work. They understood how each department was valuable and necessary for the success of the organization. Employees began to interact more with each other, find creative ways to solve problems and there was a noticeable increase in collaboration.
Ultimately, this led to higher morale, increased customer happiness, and greatly improved reputation.
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