future of diversity and inclusion (draft) shrm 2014

@joegerstandt

#SHRM14

06/24/2014 10:45AM-12:00PM W1011.25 HR Credit | Competencies: Global and Cultural Effectiveness

The Future of Diversity & Inclusion

The future

belongs to

those who

prepare

for it

today.

next practices

1.authenticity

2.decision making

3.relational networks

4.behavioral intelligence

5.employee experience design

Where shall we go from here?

next practices

1.authenticity

2.decision making




@joegerstandt #SHRM14

Top Regrets of The Dying

Bronnie Ware, palliative nurse

self censorship

playing small

covering

downplaying differences

conforming

playing into expectations

Fear of Being Different Stifles

Talent

•29% altered their attire, 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

low

belongingness

high

belongingness

low value in

uniqueness

exclusion:Individual is not treated

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 value in

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 / organization

success.

inclusion:Individual is treated as

an insider and also

allowed/encouraged to

retain uniqueness within

the work group.

What

quadrant

would you

put yourself

in?

What

quadrant

does your

org aim

for?

What

needs to

change?

A quick chat…

do stuff!

• Start with yourself.

• Make “inclusion” more tangible.

• Reward initiative and risk taking.

• Provide variety of ways to participate & share.

• Provide employees with more choice

– what to work on

– where & when to work

– who to work with

– how to dress

next practices

1.authenticity

2.decision making





These theorems that when

solving problems, diversity can

trump ability and that when

making predictions diversity

matters just as much as ability

are not political statements.

They are mathematical

truths.-Scott Page

Group vs. Individual Decision Making

groups individuals

accuracy

speed

creativity

degree of

acceptance

efficiency

g

r

o

u

p

t

h

i

n

k

groupthink:

mode of thinking that happens

when the desire for harmony in a

decision-making group overrides a

realistic appraisal of alternatives.

Group members try to minimize

conflict and reach a consensus

decision without critical evaluation

of alternative ideas or viewpoints.

consider

decision

making… 1 - 10

What

makes it

better?

Another quick chat…

We simply decide

without thinking

much about the

decision process.-Jim Nightingale

If everyone is

thinking the same

thing, someone

isn’t thinking at all.-George S. Patton

dysfunctional disagreement

dysfunctional agreement





always

disagree lack of

trust

personal

conflict

us vs.

them




always

disagree lack of

trust

personal

conflict

us vs.

them

always

agreelack of

honesty

meeting

after the

meeting

avoid

conflict




sweet

spot

do stuff!

• Explicit framework for decision

making and disagreement.

• Promote, teach, reward respectful

disagreement and assertive

communication.

• Conflict management as a

management competency.

next practices

1.authenticity

2.decision making





consider a ten person team

1

2

4 5

9

3

876

10

1

9

7

6

5

2

3 8410

social network analysis

From time to time people discuss

important matters with other

people. Looking back over the

past six months, who are the

people with whom you discussed

matters important to you?


Consider the people you

communicate with in order to get

your work done. Of all the

people you have communicated

with during the last six months,

who has been the most important

for getting your work done?


Consider an important project or

initiative that you are involved in.

Consider the people who would be

influential for getting it approved

or obtaining the resources you

need. Who would you talk to, to

get the support you need?


Who do you socialize with?

(spending time with people after

work hours, visiting one another at

home, going to social events, out

for meals and so on) Over the last

6 months, who are the main people

with whom you have socialized

informally?

analysis

• group

• proximity

• expertise

• hierarchy

• gender

• age

• race

• ethnicity

analysis

• group

• proximity

• expertise

• hierarchy

• gender

• age

• race

• ethnicity

What do you have?

What do you have a

lot of?

What do you not

have?

What do you need to

do differently?

Who do you discuss new

ideas with?

Who do you turn to for help?

Who do you get the most

valuable information from?

Who do you trust to keep

your best interests in mind?

do stuff!

• Prioritize relationships.

• Make social time and space.

• Deliberate efforts to build

bridges.

• Social tools.

next practices

1.authenticity

2.decision making





It requires no hatred or fear to

assign meaning to the things

that we see, we do it

automatically.

The problem is that we forget,

do not realize, or deny that

this even happens.

stereotype

An idea or image; a mental

framework that contains our

knowledge, beliefs,

expectations and feelings

about a social group.

Stereotypes allow for no

individuality.

stereotype

waitress librarian

smoke

bowl

eat hamburgers

smoke

bowl

eat hamburgers

knit

wear glasses

eat salad

If you do not

intentionally,

include, you will

unintentionally

exclude.

do stuff!

• Invite an accurate understanding of

human nature, including appreciation

for the fact that we are naturally

biased.

• Intentional efforts to mitigate bias in

decision making about individuals

(interviewing, hiring decisions,

evaluation, etc.)

When Performance Trumps Gender Bias: Joint versus

Separate Evaluation

Iris Bohnet

Alexandra van Geen

Max H. Bazerman

Harvard Business SchoolWorking Paper 12-083 | March, 2012

next practices

1.authenticity

2.decision making



5.employee experience


do stuff!

• Be aware that your employees are

experiencing the workplace

differently, and that it impacts their

performance.

• Surfacing and sharing this information

can help you better meet unmet

needs.

• Involve employees in planning &

decision making.

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