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WDN 11 Why Diversity Training and Related Efforts Have to Change! For: Workforce Diversity Network Power of Inclusion Conference 2011 By: Mauricio Vel.

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Presentation on theme: "WDN 11 Why Diversity Training and Related Efforts Have to Change! For: Workforce Diversity Network Power of Inclusion Conference 2011 By: Mauricio Vel."— Presentation transcript:

1 WDN 11 Why Diversity Training and Related Efforts Have to Change! For: Workforce Diversity Network Power of Inclusion Conference 2011 By: Mauricio Vel á squez, MBA President, CEO The Diversity Training Group 692 Pine Street Herndon, VA 20170

2 WDN 11 Meet Mauricio Velásquez Mauricio Velásquez is the President and CEO of The Diversity Training Group (DTG) in Herndon, VA. Mauricio serves as a diversity strategy consultant, diversity trainer, sexual harassment prevention trainer, toxic employee, executive coach, mentoring trainer, and expert witness (20 yrs). DTGs clients include small and large organizations and public and private entities. From the Surgeon General of the Navy to the DOJ, from Guantanamo Bay, Cuba to Spain, Italy, Japan and Guam most recently. From the White House to Native American Tribes to law enforcement to Nixon Peabody, Energy East/RPG in this town. Mauricio has trained in every state but North Dakota. Work and life has taken him to more than 75 countries.

3 WDN 11 Mauricios Mission Today Provoke Thought Facilitate Discussion and Learning Add Value Provide Subject Matter Expertise Make the conversation today real, pertinent and useful

4 WDN 11 Our #1 Ground Rule Today PARTICIPATE! Dont hold back Shoot at my fight Make me dance

5 WDN 11 So what are you seeing? Why are we having this conversation? Why Diversity Training and Related Efforts Have to Change! Lets start with the organizational conversation first – big picture

6 WDN 11 Turn to your colleague Discuss for 60 seconds Be ready to share your top answers with room ! Why Diversity Training and Related Efforts Have to Change! - Organizationally Speaking (Big Picture First) before we focus on diversity training specifically

7 WDN 11 What audience said… Why D & I has to change? The word, the language of our field changing Productivity - Different ideas -> different people Bias ---- A few people committee, savioritis Not getting results/not working Done wrong -> Backlash No follow through/no post work Stagnation -> no momentum/flat No leadership/leadership -> has not measure No time/no resources, Stronger efforts in past Commitment/resilient, reluctant – ambush, Be comfortable -> being comfortable

8 WDN 11 What DTG is seeing… IN GENERAL / BROADLY SPEAKING… Training, all training has been slashed (economy) People being promoted into supervisory and management roles with no training at all (or training comes – after the fact) No conversation about Can this person manage people different from him/her? A lot of denial – We dont have D & I issues? I truly believe…. Most people can barely manage people like themselves let alone people who are different

9 WDN 11 DTG is hearing / getting a lot of.. Why are we doing this? Why diversity and inclusion? Why now? What is diversity and inclusion? Why should I care? What is in it for me or for my organization? Did they talk to anyone prior to training? None of these questions are answered prior to coming to the workshop or training. Diversity professionals inside and outside organization are not doing the up front work.

10 WDN 11 When you dont do the up front The audit / needs assessment / diagnosis work… (interviews, focus groups, survey work) The down the back work gets harder, you become vulnerable What is down the back work? - BACKLASH!!!!!

11 WDN 11 What is Backlash? Audience said…. Backlash Blame Denial Retaliation Sabotage/set up/Ambush Ridicule Passive - Aggressive Diminished to lowest common dominator

12 WDN 11 Backlash Resistance Skepticism is natural Cynicism can be avoided (with proper up front work) Definitely a bad attitude coming into session Sabotage Ironic – Participants have a bias about a workshop on bias

13 WDN 11 Feeding the Monster What You Dont Know You Dont Know (DKDK) What You Dont Know (DK) What You Know (K)

14 WDN 11 Now we focus on training itself Doing a fair amount of rescue diversity work – someone else started the conversation but created enemies - polarized Few learning cultures out there (people who want to go to training – any training) No time for training Too busy Bias for a workshop on bias – bias squared Training itself is ineffective Why would you embrace diversity and inclusion if you were the enemy, the bad guy?

15 WDN 11 Bad versus Good Training What pops into your head?

16 WDN 11 Audience for Bad Training Too much humor Exclusive - one group - No commitment Reactionary – reason doing I –way/expect centered/didactic No training Mandatory – e-learning in lieu of Mechanical/not fluid Not participant – centered Numbers/stats – too much (not argument) Train all - I pot at who is missing Too safe/too PC (old bad videos)

17 WDN 11 Audience for Good Training Inclusive/everyone – participate, all participate Discomfort – is minimized Leadership/support/commitment - Top Risk Taking by all Asking – Tough questions Ahas - many Insights Tip/Tool/Techniques

18 WDN 11 Audience mentioned… Metrics Measure like you measure anything else Levels of training Dont know you dont know – to what you know (Awareness) – measure what? Skill based Coaching problem solving – can measure Knowledge application – behavioral change, case studies, solving problems, resolving conflict – can really measure

19 WDN 11 Bad Training- Good Training Fuels backlashNo platform for backlash Confrontational - "in your faceNon-confrontational Expert trainer drives courseFacilitator leads Theory-based, academicPractical, "real world Negative examples or role playsPositive examples are used Expert-centeredParticipant-centered Polarizes participantsUnifies participants No pre-work or post-workMandatory pre / post work

20 WDN 11 Bad Training- Good Training "Off the shelf" - one schoolCustomized" – eclectic No/little diagnosis/needs analysis Mandatory up front work "Hit or missAlways on target "Blame and shamePositive "Live in the pastLook to the future DivisiveUnifies Awareness-based Skill / Knowledge-based "What next? I know what to do"

21 WDN 11 Bad Training - Good Training Talks about victimsTalks about shared responsibilities "Build the temple, they will come"They dont worship in a temple! HR drivenGrass roots driven Diversity trainer is the saviorDiversity trainer is an advisor Dependence on trainerClient-trainer partnership In a hurryCautious, take your time Check the boxThere is no box ReactiveProactive

22 WDN 11 What 1 thing makes the biggest difference? What is the lynch pin?

23 WDN 11 Diversity Dashboard – like in a car you have gauges… What are the gauges? What are you watching? What should everyone be watching?

24 WDN 11 The gauges… Where are we sourcing? Who are we hiring? Who is leaving voluntarily? What does the exit interview data tell us? Who is staying? Who is moving up? Who have we identified as high potentials? Compare year to year for trends….. D & I issues have to be relevant, we have to stay relevant in these times…

25 WDN 11 Summarizing Workplace is changing, getting more diverse You cannot stop it Denying these changes are happening is foolish Ignoring these changes do not make them go away Marketplace is changing, getting more diverse You cannot stop it Denying these changes are occurring is foolish Ignoring these changes does not make them go away Having diversity issues is not a bad thing All organizations have diversity issues Not addressing these issues is where organizations "go very wrong What is a diversity issue?

26 WDN 11 Definition of a D&I Issue…. You have a firm/organizational diversity (inclusive workplace) issue… when an issue (i.e., policy or business practice - formal, informal, internal or external) has a different impact on a particular group (for example, who gets mentored, choice assignments, overtime – who does not) when it happens more frequently to a particular group (for example, who gets to go to conferences, high visibility work, put on committees, teams) when it is more difficult for one group to overcome (upward mobility for a particular group within a firm including glass or brown ceilings)

27 WDN 11 More on D & I Issues… A diversity issue exists where the firm policy or business practice has an impact exclusive of difference (not inclusive of difference). Is there a trend or pattern (intentional or unintentional) that affects different groups of staff differently? Having a diversity issue is not necessarily a bad thing. Doing nothing about it given you have knowledge of the issue(s) is where firms go wrong (a kind of negligence so to speak). Being in denial about these issues does not make them go away. Ignorance is not bliss!

28 WDN 11 So, how to address these issues WORST PRACTICES FIRST – NOBODY TALKS ABOUT THEM!

29 WDN 11 Worst Practices 1.Firm has no diversity strategy or plan 2.Firm has no diversity mission or vision 3.Firm has no core values 4.Firm is only rolling out off-the-shelf diversity training 5.Firm wants to cut straight to training 6.Firm is not weaving diversity and inclusion into the fabric of the organization 7.Firm is not willing to acknowledge the workplace is changing (labor force), the marketplace is changing (client force) and society-as-a-whole is changing

30 WDN 11 More Worst Practices Firm does not value the competencies, the skills of being an inclusive manager The actual diversity training rolled out is awareness- based only The actual diversity training is the old past failed formula of blame and shame diversity training

31 WDN 11 3 KEY Worst Practices Firms definition of diversity is narrow and not inclusive – too focused on traditional EEO/AA roots of diversity and really not where the field and the conversation is today. Firm has no Chief Diversity Officer – a part-time or full-time person who is fully dedicated to be the internal change agent, the keeper of the culture of the firm constantly ensuring it is inclusive. Firm has a CDO but all this firm did was promote the highest ranking minority professional in their ranks (usually from another department) and put them in as a figurehead because that is all they are – they have no diversity education background, no budget, no resources or support and most important no influence or power.

32 WDN 11 Now for BEST PRACTICES YOUR ACTUAL D & I TRAINING… 1.…comes with an actual workbook 2.…includes predetermined training objectives 3.…is built around objectives that came from some kind of a prior training needs analysis 4.…is linked to your organizations mission and core values 5.…reflects an acknowledgement by firm leadership thatstatus quo is not working 6.…implies a bias for action 7.…is part of a much bigger organization-wide diversity strategy and

33 WDN 11 MORE BEST PRACTICES 8.…is an acknowledgement that we have not been preparing our supervisors and managers to do their job 9.…includes skills, tools, tips and techniques for dealing with diversity issues 10.…is linked to your annual performance appraisal process 11.…has messages that are also woven into your new hire orientation, your supervisory, managerial and executive development curricula

34 WDN 11 Now for BEST PRACTICES

35 WDN 11 In closing…. Organizations cannot continue to support "the status quo" Cannot continue to manage your human resources the "same old way – the way we have always done it New workers, new workplaces, new emerging markets - require new management techniques and methodologies

36 WDN 11 Dimensions of Diversity Individual Group Organizational Affiliation Military Experience Religion Income Work Experience Geographic Location Language Education Work Style Family Status Communication Style AgeGender Ethnic Heritage Race Mental/ Physical Abilities Sexual Orientation Operational Role and Level

37 WDN 11 Dimensions of Diversity Military Experience Religion Income Work Experience Geographic Location Language Education Work Style Family Status Communication Style AgeGender Ethnic Heritage Race Mental/ Physical Abilities Sexual Orientation Operational Role and Level

38 WDN 11 Dimensions of Diversity Indivi dual Organizational Affiliation Group Individual

39 WDN 11 Behaviors, Attitudes, and Values… … influence our behavior Behaviors Attitudes Values

40 WDN 11 What Your Scores Tell You Naive Acts with no knowledge or awareness of biases and prejudice and their impact on others. What they dont know they dont know. This person has no clue as to the impact of their actions on others Perpetuator Aware of biases and prejudices, but continues behaviors and actions that reinforce and support stereotypes and intolerance. This person is aware of the impact of their actions on others, but continues with such behaviors nevertheless, You cant teach an old dog new tricks Avoider Aware of biases and prejudices, but makes a conscious choice to ignore inappropriate behavior or withdraw from it. This person would rather turn and walk away than understand and address inappropriate behaviors or that bias that can appear or be misinterpreted as support. If you are not part of the solution, you are part of the problem.

41 WDN 11 What Your Scores Tell You IWE Change Agent Acts as a role model. Takes action when appropriate and addresses behaviors when important. IWE Change Agent will take risks and use the many tools available to him/her. IWE Change Agent will take peers aside and provide feedback and coaching with the intent to improve work relationships and personal productivity Fighter Attacks all actions and confronts all behaviors. Always on the lookout for injustice but is often too confrontational, sometimes in public settings. Although a very important role, too often these individuals are labeled as troublemakers. If you have this energy, this fervor, please consider the change agent approach to problem-solving and inclusivity.

42 WDN 11 Some Tools

43 WDN 11 Start Message Start with a Positive Please stop_______________________________________ (describe negative/unproductive behavior) Start_____________________________________________ (describe new, more appropriate/positive behavior) Continue_________________________________________ (describe ongoing positive behavior) End with a Positive

44 WDN 11 I-Statement How do I coach someone when I feel my differences are being held against me? (Start with a Positive) When you ___________________, I feel ______________________ (describe behavior) (impact of behavior) I would prefer ___________________________________________ (new behavior – more appropriate/productive) OR I feel _____________________, when you ____________________ (impact of behavior) (describe behavior) I would prefer ___________________________________________ (new behavior – more appropriate/productive) OR When I see ______________, it makes me feel ____________________ (describe behavior) (impact of behavior on you/group) I would prefer _______________________________________________ (new behavior – more appropriate, more productive) (End with a Positive)

45 WDN 11 How Do We Categorize People?

46 WDN 11 Using Communication to Solve Problems StepActionExample Identify and agree on the problem (consensus) Ask the right questions. Ask for the facts Verify the information Decide what else you need to know Help me understand exactly Let me make sure this is recorded correctly I will be able to help you better if I know… Conduct problem- cause analysis to identify a specific problem and its cause Restate the problem in simple terms Get agreement on the problem and its importance/impact So, the basic issue is… It seems we agree it is important to fix this because… Identify solutions/alternative s Ask what can be done to solve the problem Suggest other options for consideration Tell them what you can do What ideas do you have on how this can be fixed? In similar situations we have.. I really wish we could do exactly what you suggested. However, according to…, we must… ?

47 WDN 11 Using Communication to Solve Problems StepActionExample Implement solutions/take action with the help of the customer Ask for their cooperation Tell them what you will do Suggest how they can help, now and the next time Ill need your help to… Here is what I can do… To get this resolved quickly, Ill need you to…, and if this should happen again, please… End with an agreement and a thank you. Monitor and follow up on the situation Summarize what will be done, and by whom Thank the customer for cooperation and help Promise to follow up to ensure the solution really worked Can I assume that we agree on…? Thank you for being so cooperative in helping us to solve this problem. I will call you in a week to be sure the situation is resolved.

48 WDN 11 Action Plan How can I create an inclusive work environment? How can I use what I have learned in this class in my organization and beyond?

49 WDN 11 For more information… CONTACT: The Diversity Training Group 692 Pine Street Herndon, VA Tel Fax Mauricio Velásquez, MBA - President

50 WDN 11 DTG is a Team of Experts in... Stress Management / Bullying / Anger Management / Toxic Employees Organizational Redesign Cross-Cultural Communication Cultural Intelligence Conflict Resolution & Mediation Sexual Harassment E-Learning Diversity Education E-Learning … consulting & training.

51 WDN 11 Our Approach FORM a partnership with our client DIAGNOSE with a thorough, organization- wide needs analysis DESIGN a customized program based on a diversity strategy DEVELOP high impact training materials IMPLEMENT or execute the strategy which typically includes training EVALUATE and follow up


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