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The Inclusive Employee Experience - joe gerstandt
The document discusses the concepts of diversity and inclusion in the workplace. It defines diversity as encompassing acceptance and respect for individuals' unique differences such as race, gender, beliefs. Inclusion is defined as treating individuals as insiders while allowing them to retain their uniqueness. The document notes that cultural differences can become obstacles or assets to team performance, depending on whether a culture embraces or suppresses diversity. It suggests inclusion occurs when individuals feel a sense of belonging and uniqueness, while exclusion happens when people are not made to feel like insiders or their differences are valued.
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- 1. The Inclusive EmployeeExperience
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- 3. “Well, I couldbe wrong, but I believe diversity is an old, old wooden ship that was used during the Civil War era.” -Ron Burgundy (Anchorman)
- 4. The concept ofdiversity encompasses acceptance and respect. It means understanding that each individual is unique, and recognizing our individual differences. These can be along the dimensions of race, ethnicity, gender, sexual orientation, socio- economic status, age, physical abilities, religious beliefs, political beliefs, or other ideologies. It is the exploration of these differences in a safe, positive, and nurturing environment. It is about understanding each other and moving beyond simple tolerance to embracing and celebrating the rich dimensions of diversity contained within each individual.
- 5. The concept ofdiversity encompasses acceptance and respect. It means understanding that each individual is unique, and recognizing our individual differences. These can be along the dimensions of race, ethnicity, gender, sexual orientation, socio- economic status, age, physical abilities, religious beliefs, political beliefs, or other ideologies. It is the exploration of these differences in a safe, positive, and nurturing environment. It is about understanding each other and moving beyond simple tolerance to embracing and celebrating the rich dimensions of diversity contained within each individual.
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- 8. What does thatmean? Why does it matter? Who is included in what? How does it happen? How can I tell it is happening? What gets in the way?
- 9. What looks like resistanceis often a lack of clarity. Switch, Dan and Chip Heath
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- 12. Impact of Diversityon Team Performance Reference: Adler, N. J. International Dimensions of Organizational Behavior. 4th ed. Cincinnati, OH: South-Western, 2002. Cultural difference becomes an obstacle to performance Cultural difference becomes an asset to performance effectiveness in collective tasksless more c. Milton J.Bennett, 2008 Copyright © 2009 Hewitt Associates reference: Adler, N.J. International Dimensions of Organizational Behavior. 4th ed. Cincinnati, OH: South-Western, 2002. c. Milton J. Bennett, 2008
- 13. Impact of Diversityon Team Performance Reference: Adler, N. J. International Dimensions of Organizational Behavior. 4th ed. Cincinnati, OH: South-Western, 2002. Cultural difference becomes an obstacle to performance Cultural difference becomes an asset to performance effectiveness in collective tasksless more c. Milton J.Bennett, 2008 Copyright © 2009 Hewitt Associates reference: Adler, N.J. International Dimensions of Organizational Behavior. 4th ed. Cincinnati, OH: South-Western, 2002. c. Milton J. Bennett, 2008 diversity performance
- 14. Impact of Diversityon Team Performance Reference: Adler, N. J. International Dimensions of Organizational Behavior. 4th ed. Cincinnati, OH: South-Western, 2002. Cultural difference becomes an obstacle to performance Cultural difference becomes an asset to performance effectiveness in collective tasksless more c. Milton J.Bennett, 2008 Copyright © 2009 Hewitt Associates diversity performance Ignore, deny, suppress differences. Avoid conflict or do it poorly. Lots of unwritten rules. Conformity & obedience are rewarded.
- 15. Impact of Diversityon Team Performance Reference: Adler, N. J. International Dimensions of Organizational Behavior. 4th ed. Cincinnati, OH: South-Western, 2002. Cultural difference becomes an obstacle to performance Cultural difference becomes an asset to performance effectiveness in collective tasksless more c. Milton J.Bennett, 2008 Copyright © 2009 Hewitt Associates reference: Adler, N.J. International Dimensions of Organizational Behavior. 4th ed. Cincinnati, OH: South-Western, 2002. c. Milton J. Bennett, 2008 diversity performance diversity performance
- 16. Impact of Diversityon Team Performance Reference: Adler, N. J. International Dimensions of Organizational Behavior. 4th ed. Cincinnati, OH: South-Western, 2002. Cultural difference becomes an obstacle to performance Cultural difference becomes an asset to performance effectiveness in collective tasksless more c. Milton J.Bennett, 2008 Copyright © 2009 Hewitt Associates diversity performance diversity performance Acknowledge and value differences. Focus on relationships and healthy disagreement. Few or no unwritten rules. Honesty is rewarded.
- 17. Impact of Diversityon Team Performance Reference: Adler, N. J. International Dimensions of Organizational Behavior. 4th ed. Cincinnati, OH: South-Western, 2002. Cultural difference becomes an obstacle to performance Cultural difference becomes an asset to performance effectiveness in collective tasksless more c. Milton J.Bennett, 2008 Copyright © 2009 Hewitt Associates diversity performance diversity performance Which outcome do you want?
- 18. Fear of Being DifferentStifles Talent Harvard Business Review March 2014 Kenji Yoshino, Christie Smith
- 20. What would thenumber be where you work?
- 23. 29% altered theirattire, grooming or mannerisms to make their identity less obvious 40% refrained from behavior commonly associated with a given identity 57% avoided sticking up for their identity group 18% limited contact with members of a group they belong to
- 24. 66% of these employeessaid that it significantly undermined their sense of self
- 25. 50% stated that itdiminished their sense of commitment
- 26. Inclusion and Diversityin Work Groups: A Review and Model for Future Research Lynn M. Shore Amy E. Randel Beth G. Chung Michelle A. Dean Karen Holcombe Ehrhart Gangaram Singh Journal of Management Vol. 37 No. 4, July 2011
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- 29. low belongingness high belongingness low uniqueness high uniqueness inclusion: Individual is treatedas an insider and also allowed/encouraged to retain uniqueness within the work group.
- 30. low belongingness high belongingness low uniqueness exclusion: Individual is nottreated as an organizational insider with unique value in the work group but there are other employees or groups who are insiders. high uniqueness inclusion: Individual is treated as an insider and also allowed/encouraged to retain uniqueness within the work group.
- 31. low belongingness high belongingness low uniqueness exclusion: Individual is nottreated as an organizational insider with unique value in the work group but there are other employees or groups who are insiders. high uniqueness differentiation: Individual is not treated as an organizational insider in the work group but their unique characteristics are seen as valuable and required for group inclusion: Individual is treated as an insider and also allowed/encouraged to retain uniqueness within the work group.
- 32. low belongingness high belongingness low uniqueness exclusion: Individual is nottreated as an organizational insider with unique value in the work group but there are other employees or groups who are insiders. assimilation: Individual is treated as an insider in the work group when they conform to org. / dominant culture norms and downplay uniqueness. high uniqueness differentiation: Individual is not treated as an organizational insider in the work group but their unique characteristics are seen as valuable and required for group inclusion: Individual is treated as an insider and also allowed/encouraged to retain uniqueness within the work group.
- 33. assimilation inclusion Individual istreated as an insider in the work group when he/she conforms to dominant culture norms and downplays uniqueness. Individual is treated as an insider and is allowed and encouraged to retain uniqueness within the work group.
- 34. Is it safeto be unpopular?
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- 36. Are there things wedo not discuss?
- 37. Is there aspecific idea of what leadership looks like?
- 38. assimilation inclusion Individual istreated as an insider in the work group when he/she conforms to dominant culture norms and downplays uniqueness. Individual is treated as an insider and is allowed and encouraged to retain uniqueness within the work group. 1 2 3 4 5 6 7 8 9 10 How would you score your culture and why?
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- 41. It requires nohatred or fear to interpret, or assign meaning (judge) to the things that we see and hear… in fact it happens automatically. The problem is that we forget, do not realize, or deny that this even happens.
- 44. Less than 15%of American men are over six foot tall, yet almost 60% of corporate CEOs are over six foot tall. Less than 4% of American men are over six foot, two inches tall, yet more than 36% of corporate CEOs are over six foot, two inches tall. Timothy A. Judge, Ph.D., University of Florida, and Daniel M. Cable, Ph.D., University of North Carolina
- 45. If you donot intentionally and deliberately include, you will unintentionally exclude.
- 46. low belongingness high belongingness low uniqueness exclusion: Individual is nottreated as an organizational insider with unique value in the work group but there are other employees or groups who are insiders. assimilation: Individual is treated as an insider in the work group when they conform to org. / dominant culture norms and downplay uniqueness. high uniqueness differentiation: Individual is not treated as an organizational insider in the work group but their unique characteristics are seen as valuable and required for group inclusion: Individual is treated as an insider and also allowed/encouraged to retain uniqueness within the work group.
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- 49. • unwritten rules • bias •belonging • uniqueness 1. ___________ 2. ___________ 3. ___________ 4. ___________ Making meetings more inclusive.
- 50. •beginning of day •organizationaldecision-making •interactions / social norms •meetings •conflict •end of day
- 51. “We need inevery community a group of angelic troublemakers.” Bayard Rustin
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