step-by-step guide to achieving diversity in the workplace

7/29/2019 Step-by-Step Guide to Achieving Diversity in the Workplace

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A Guide to Achieving Diversity

and Inclusion in the Workplace

Step-By-Step:


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T H I R D S E C T O R N E W E N G L A N D w w w . t s n e . o r g

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Achieving diversity and inclusiveness in the workplace is aundamental part o ullling the mission o any organization.Diversity and inclusiveness in the workplace is particularly important

when the primary business is people serving people. Working toachieve diverse and inclusive environments has numerous demonstratedbenets, including:

Enhanced creativity

Better and more productive communications

Faster problem solving Enhanced programs and services to constituents

Making the commitmentis the rst and most crucial step. Educatingourselvesabout how deep the commitment must be over time is a bighurdle. Te best work requires commitment to support continuouseorts to address an organizations challenges. Understanding that thework is not linearis also important. Tere is no beginning and endon a checklist.

Achieving diversity and inclusiveness in your workplace is instead aprocess or creating change through education, collaboration andvigilance. Each new level o insight can result in growth and newexperiences or individuals and the organization. Te work itsel canbe uncomortable, and the territory unamiliar. Te question is:

Are we willing to live with that discomfort for a time in order toachieve healthy, whole communitieswith parity for all?

A Guide to Achieving Diversity

and Inclusion in the Workplace

Step-By-Step:


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Phase 1: Prepare for Start-UpBeore introducing organization-wide diversity eorts, senior-level sta and theboard o directors should learn as much as possible about implementing adiversity process. Tey should also identiy internal and external resources thatthey can rely on or support and assistance, e.g., stafng and nancial.

Familiarity with how other organizations have successully managed anorganizational change process can build commitment and enthusiasm. It can also

create a sense o empowerment which may diminish the anxiety o venturing intouncharted waters.

While it only makes sense to be well-prepared beore undertaking a diversityinitiative, this preparation will almost certainly ortiy the initiative during lagtimes and when these eorts are met with resistance.

Key Participants An organizations director/CEO should be the visible leader and spokesperson

or achieving diversity.

Te board o directors should be involved rom the outset.

With leadership in place, a diversity coordinator(s) should be selected andgiven specic responsibilities and direct access to top management.

A diversity committee should be established with representation that reflectsthe diversity o the organization and as many levels o the organizationalstructure as possible.

I it is easibleto invite representatives o the groups served by the organizationto join the diversity committee, they will add other vital perspectives.

Te organization may also consider hiring a consultant to assist with urtherplanning and implementation.

Action Steps

1. o help build an eective working team, engage planners and leaders inteam-building experiences, and provide educational materials about diversity

and organizational change.

2. Determine a budget or the diversity initiative.

3. Identiy various individuals including board members, senior or ront-linemanagers.

4. Clariy time commitments and expectations or all participants.

5. Establish a calendar o regularly scheduled meetings or diversity planners.

6. Establish a short-term plan or the next stage o the initiative.

7. Consider hiring a consultant to assist with planning and implementation.

Timing

Te executive director/CEO and the board o directors must determine whenthe diversity initiative should begin and whether or not there is a projectedtimeline or its implementation. Once these decisions have been made, it is timeto schedule an event to kick o the initiative and give it recognition throughoutthe organization.


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Phase 2: Establish a FrameworkA substantive ramework will help the organization build and reinorce thecommitment to the diversity initiative, and respond to pressure rom internal andexternal sources o resistance. Tere are several key components to the success oany initiative:

A clearly articulated philosophy and vision about diversity and its connection tothe mission o the organization

Clarity about terminology such as diversity, inclusion and cultural competence, andworking denitions o diversity and inclusion

A business case or diversity which outlines the ways in which diversity canimprove operations and enable sta and volunteers to more eectively meet theneeds o those being served

Expected outcomes stated with measurable language

Te concept o saety

Candor

Te concept o saety is a crucial component o the ramework. Organizationalleaders must create an environment in which all members o the organization eel

they can participate and share their perspectives honestly without ear o reprisal.Candor is essential in the assessment process i the resulting plan or diversity is tobe accurate.

Key Participants

Organizational leaders must continue active involvement and should issue an openinvitation or sta members to join the diversity committee as a way o creatingownership in the initiative. Participants should reflect the demographics andoperational levels o the organization.

However, individuals who are people o color should not be expected to speak orthat group as a whole. As participation in the initiative broadens, organizations

should be sensitive to power dynamics. rue inclusion will require shits in power.Action Steps

1. Dene organizational culture by considering such actors as philosophy, policiesand practices, interpersonal dynamics and work environment.

2. Articulate the benets and motivations or becoming a more diverse organization.

3. Dene what the organization will look like when it becomes more diversewithin the context o mission.

4. Identiy other organizations, both locally and nationally, that might serve asmodels or diversity eorts.

5. Develop a realistic action plan or diversity eorts that takes into accountongoing operations and competing priorities.

6. Develop criteria to measure success. In other words, begin to build anevaluation plan.

7. Create a sae environment or candid and honest participation.

Timing

Set xed times or diversity committee meetings. Begin to schedule meetings andevents to build momentum or the initiative, being certain that meetings andactivities are accessible to those they are intended to include. Sta time or thediversity initiative should be incorporated into sta work plans so that the eort isnot viewed as ancillary to their other responsibilities.


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Phase 3: Begin ImplementationTe rst two phases set the stage or the diversity initiative. At this point, imple-mentation begins in earnest and activities become more visible as organizationalinterventions.

During this phase, the organization continues to build knowledge through needsassessments or a cultural audit, and is able to identiy issues and themes thatrelate to diversity. It also sorts out other issues that represent general organiza-

tional and management problems. Te assessment can also help identiy existingresources and other strengths which can be very encouraging.

A comprehensive needs assessment will gather data about interpersonal behavior,organizational culture and systems that impact people. Te ndings o variousaudits and assessments can be used to develop a strategic plan to addressdiversity-related concerns.

Lending objectivity to the inormation gathering process is critical. I a consul-tant has not been engaged up to this point, now would be the time to work withsomeone who has knowledge o organizational development issues and experi-ence with diversity initiatives.

As dierent members o the organization become involved through variousactivities, expectations and reactions begin to emerge. I not already evident,resistance is likely to occur as increasing time and attention are given to thediversity initiative. It is essential to have a communication plan in place to supportthe process that is underway.

I a strategic planning process is underway, outcomes o the assessment caninorm the planning process. I the organization is working within an existingstrategic plan, those goals and objectives should be reviewed at the outset ocreating the diversity ramework.

Key Participants

Te diversity committee will plan and oversee the needs assessments and/or

audit, and take responsibility or developing a diversity plan based on thendings. Managers should have input and be prepared to communicate plans totheir respective departments and to help build commitment.

Action Steps

1. Engage the services o an experienced consultant.

2. Conduct a needs assessment or cultural audit among sta, board members andconstituents, when appropriate, o the organization, or at least among arepresentative sample. And communicate ndings throughout the organiza-tion. Audit organizational demographics, systems, policies and procedures.

3. Determine priorities within the context o the strategic plan and a realistictimeline, considering resources such as sta time and ongoing operations.

4. Set relevant, pragmatic and achievable goals or bringing about organizationaldiversity. Articulate expected outcomes and measures o change.

5. Use meeting agendas, newsletters, memos and other orms o communicationto publicize the diversity process and accomplishments o the initiative to dateand to outline the next steps.

Timing

Allow sucient time to ensure that the needs assessment or cultural audit andplanning process are not rushed or orced.


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Phase 4: Integrate Diversity and Organizational GoalsIn many ways, this stage is the linchpin o a diversity initiative. Individuals atall levels o the organization become involved through education and trainingprograms, while diversity committee members continue to review existing policiesand procedures as they relate to diversity. As more individuals are involved,communication eorts should be enhanced.

All activities should be monitored to determine their eectiveness in supporting

diversity goals. Adjustments should be made as necessary. Data gathered at theconclusion o specic activities will also contribute to the overall evaluationprocess.

Key Participants

Senior management and other key sta throughout the organization shouldremain actively involved and should seek eedback and accountability rommanagers and others instrumental in moving the various action steps orward.

Action Steps

1. Employ consultation and technical assistance and appropriate training topromote diversity goals. All eorts should be pragmatic in their approachrelating to daily operations and presented in a positive way.

2. Call upon skillul consultants to implement activities and place diversityeorts within the context o the total organization.

3. Seek ongoing eedback rom participants as a way to rene the relevance oactivities and monitor overall progress. Ask, How does the organizationimplement inclusive practices?

4. Anticipate reactions and issues that will surace and have guidelines in placeto address them.

5. Use a variety o strategies to communicate about the diversity process, whilereinorcing the connection o diversity activities to the larger goals and missiono the organization.

6. Establish committees with representatives rom dierent areas o the organiza-tion to review policies and practices that relate to diversity concerns.

Timing

Schedule and announce upcoming events with adequate lead times. Be certainthat major diversity-based activities are scheduled at optimal times and thatindividuals are acknowledged or their role and participation.


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Phase 5: Evaluate ProgressInormal evaluation should take place throughout a diversity initiative to reviseand rene specic activities. But it is also essential to engage in a ormal evalua-tion with a design and methodology that will assess overall organizational changeand measure the impact o diversity eorts. In undertaking an evaluation,organizations should anticipate three types o outcomes:

progress

no progress unexpected change

Be prepared to address each.

Key Participants

A consultant can bring a broad and objective perspective to the task o evalua-tion. In many cases, one consultant may be able to provide an important threado continuity by ullling a number o responsibilities rom assessment toplanning to evaluation.

At each stage o the diversity initiative, however, the organization should makesure that the consultant has the appropriate skills. A consultants amiliarity and

experience with your type o organization can yield results more eectively.

While the consultant may take the lead in evaluation, the diversity committeeshould give direction to the consultant and remain actively involved throughoutthe process.

Action Steps

1. Focus the evaluation on the measurable goals and objectives o the diversityinitiative.

2. Use a comprehensive approach to evaluate individual change as well as changesin organizational systems. Gather data through multiple methods and rommultiple sources.

3. Identiy barriers and enablers to achieving diversity and inclusion to helpguide subsequent eorts.

4. Communicate ndings throughout the organization to build knowledge andunderstanding.

5. Acknowledge and celebrate even the slightest increment o progress.

Timing

In practice, evaluation begins at the earliest stages o the initiative and continuesthroughout. Including evaluation as an ongoing component o a diversityinitiative design allows or the flexibility and reocus necessary to stem resistanceand keep the process moving orward.


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Phase 6: Redefine Direction and GoalsAn organization should use the results o the evaluation to reexamine andredene its direction, clariy and ocus goals and objectives, develop new strategiesand plan or the uture.

Key Participants

Te diversity committee should review the ndings rom evaluations and othersources. It should also make recommendations about uture directions or

consideration by the executive director and board.Action Steps

Modiy goals and objectives, establish new goals and strategies, and conductuture planning.

Seek to determine the context in which change isor is notoccurring.

Seek recommitment rom key participants.

Communicate new goals and strategies throughout all levels o theorganization.

Timing

Acknowledge burn out and any changes that lead to a reconstitution o the

diversity committee in a timely way. Create opportunities or other people in theorganization to join the committee.


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Phase 7: Consolidate Activities and PoliciesTe most successul aspects o the diversity initiative should be incorporated intothe general activities and policies o the organization. Tis will help to ensure theongoing presence and vitality o diversity eorts even as an organization takessteps to address other unmet diversity needs.

Key Participants

Senior management and the board o directors should take the lead in

recommitting to diversity eorts and in articulating the alignment. Tey mayalso need to examine the mission as well as benets or the entire organizationand its constituents.

Action Steps

1. Reexamine working strategies and solutions to determine i they shouldbecome part o the organizations structure, processes or strategic planning.

2. Develop or use new methods to assess and promote progress on an individualand organizational level.

3. Continue to introduce new practices and events that support a multiculturalorganization.

4. Integrate elements o the initiative that speak to a business case or diversity.

5. Articulate the mission within the context o outcomes and newly implementedstrategies.

6. Ask, How do we demonstrate inclusion?

7. Engage management in a discussion about next steps, and identiy otherexpertise and resources to help move the organization in that direction.

8. Revise and or rene the communications plan.

Timing

It cannot be emphasized strongly enough that there is no end to a processwhich helps create diversity and supports inclusion. Te seven phases are repeatedat each new level o organizational growth.

Nonetheless, when an organization arrives at the consolidation stage, it is impor-tant to publicly acknowledge that a milestone has been reached. It is vital to takestock o accomplishments to date and use them to envision the nextstages o the organizations development.


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TSNEs Diversity and Inclusion InitiativeTe Diversity and Inclusion Initiative (DI) is widely recognized as GreaterBostons primary resource or area nonprots working to create inclusive organi-zational cultures. Since 1990, the program, now part o Tird Sector NewEngland, has helped nearly 100 local organizations support equal opportunityand access to power and influence.

oday, through the work o the DI sta and the Diversity and Inclusion InitiativeSteering Committee, Tird Sector New Englands program oers best practicesand creative solutions or achieving the goal o organization-wide diversity tobecome stronger and more eective. Strengthening individual nonprots and thesector as a whole, the Diversity and Inclusion Initiative:

Collaborateswith and supports nonprots seeking to increase their eective-ness through diversity. o date nearly 100 organizations have been awardedover $1.3 million in technical assistance grants.

Developsa community o practice among grantee organizations throughindividual and collective technical assistance and during quarterly meetingswith all grantees. Workshops ocus on recruitment and retention strategies,

class issues and biases, and disability awareness and power. Supportsa range o activities within nonprot organizations, including organi-

zational assessments, diversity plan development, sta and board training, andrevisions o bylaws and personnel policies. Te DI also supports implementa-tion o recruitment and retention strategies and sta time.

Sustainsa resource partnership with Community Change, Inc. by expandinga collection o anti-racism materials in the Pappenheim Library. Tisincludes print, video and audio media on diversity and inclusion or useby any organization.

Maintainsa consultant database or organizations that choose to use diversityconsultant services and expertise to acilitate internal initiatives.

Providesvisibility to diversity issues through events like Organizational Diversity Why Bother? a public orum presented to the Boston community.

Program Accomplishments, 19902009 Created a program model today recognized nationally to help organizations

identiy and address diversity and inclusion challenges based on collaborativelearning among grantee organizations, which includes technical assistance,peer support and training.

Collaborated and supported 100 organizations with $1.5 million in technicalassistance grants.

Undertook ormal evaluations o grantees: 1992, 1994, 1996, 2003, 2007.

Partnered with Community Change Inc., an anti-racism organization, andsubsidized expansion o its library to include print, audio and video materialson diversity and inclusion.

Featured in news articles and periodicals: Te Nonproft Quarterly, Bay Win-dows, Baystate Banner, Managing Diversity, Boston Business Journal, BostonGlobeand Chronicle o Philanthropy.


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For more information, contact:

Diversity and Inclusion Initiative

Third Sector New England

89 South Street

Suite 700

Boston, MA 02111-2670

tel 617.523.6565

fax 617.523.2070

[email protected]

www.tsne.org/diversityinitiative

More About Third Sector New England

England helps nonprofit organizations eectivelyengage and strengthen the communities they seOur programs and services include executive andorganizational transition, executive search, mana-ment consulting and training, and grantmaking tfoster diversity and capacity building. We alsoprovide fiscal sponsorship regionally, and we havdeveloped the multi-tenant TSNE NonProfit Centfor Bostons progressive social change organizatioAs nonprofit professionals, we share the sectors b

practices and creative solutions, with an emphashelping to create supportive nonprofit networks

For updates on trends, best practices and news the sector, sign-up for the TSNe-Bulletin and/orjoin our other e-communities atwww.tsne.org.

2010 Third Sector New England

step-by-step guide to achieving diversity in the workplace

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