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Understanding the Diverse Workforce: Its a Matter of Respect! Developed and Facilitated by: Jan Dwyer Bang, MBA, CSP.

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Presentation on theme: "Understanding the Diverse Workforce: Its a Matter of Respect! Developed and Facilitated by: Jan Dwyer Bang, MBA, CSP."— Presentation transcript:

1 Understanding the Diverse Workforce: Its a Matter of Respect! Developed and Facilitated by: Jan Dwyer Bang, MBA, CSP

2 After attending this session, you will be able to: Recognize the benefits of honoring and respecting multiple perspectives Identify why inclusion is critical to your agencys success Discover and model the words, attitudes, and behaviors that support inclusion and respect

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6 A diverse workforce: An atmosphere where a variety of people and ideas is welcomed and valued. An environment that naturally enables people to contribute to their fullest potential and support of their agencys goals Definitions

7 Respect: The state of being honored or esteemed, to show consideration for, treat courteously or kindly Workplace diversity: The variety of differences between people in an organization. It is the collective strength of experiences, skills, talents, perspectives, and cultures that each employee brings to the workplace. Definitions

8 The Four Layers of Diversity 1.Organizational Dimensions 2.External Dimensions 3.Internal Dimensions 4.Personality Diversity

9 Inclusion: Respecting and valuing the unique dimension that each individual adds to an organization. It includes engaging similarities and differences to create a culture of belonging where people are valued and respected. Definitions

10 Culture: A set of accepted behaviors, patterns, values, assumptions, and shared common experiences. Definitions

11 Cross-Cultural Iceberg: A Metaphor for Understanding

12 The effort to provide an equal work experience, free from discrimination, for all people. Equal Employment Opportunity

13 DOP champions the commitment of the State to employ a workforce that reflects Washingtons diversity in culture, race, ethnicity and gender and to provide a work environment free from discrimination. DOP is dedicated to achieve equal employment opportunity for people of color, persons over 40 years of age, persons with disabilities, women, and disabled and Vietnam –era veterans. Statement - DOP

14 Refers to the tools and programs designed to ensure equal opportunity and to increase active good faith efforts to attract, develop, and retain a diverse workforce Affirmative Action

15 What Affirmative Action is NOT: Affirmative action is not about quotas. Rather, goals serve as flexible targets and are a ways of measuring good faith efforts to make all aspects of the entire affirmative action program work. Affirmative action is not "reverse discrimination". Affirmative action does mean taking affirmative steps to attract minorities and women for available employment opportunities and to ensure that candidates are evaluated fairly using non-biased job-related selection criteria. Affirmative action does not reward race or sex in place of merit. It is intended to ensure that employers hire the most qualified people, including members of groups that previously have been subject to unlawful discrimination.

16 Oversimplifications of people groups Is a form of prejudice that can form damaging images of a people because of a particular characteristic without any knowledge of the person Stereotype

17 Diversity Profile (As of 9/30/2010) WA State Employee Diversity Data CategoriesStatewide % Female Persons with Disabilities Vietnam Era Veterans Disabled Veterans Persons of Color Persons Age 40 and Older Black Hispanic Native American Asian Caucasian

18 Each group will answer the following questions. The group that gets the most answers correct – wins! 1.The actual term affirmative action was used by President Kennedy. TRUE OR FALSE 2.Affirmative action includes the policies and procedures to guarantee employment to everyone. TRUE OR FALSE Competition

19 3.What are the two goals of a diverse workforce? 4.What do you do if you believe you have been discriminated against? 5.Identify some examples of inclusion in the workplace. 6.What are some barriers to inclusiveness?

20 7. What are the four layers of diversity? 8.What is the definition of a stereotype? 9.What does the exposed tip of the cross cultural ice berg represent? What does the submerged part of the iceberg represent? Share why culture is often compared to an ice berg. Competition

21 10.The millennials (Employees born between 1980 and 2000, or 1981 and 1999) have the following work characteristics: (Select all that apply) a)They are used to working in teams and want to make friends with people at work. b)They work well with diverse coworkers. c)They are not open to feedback d)Are the most connected generation in history Competition

22 EXTRA CREDIT: What is the name of Jans business and what is it based on? Competition

23 A diverse workforce… 1.Enhances the quality of problem solving and innovation. 2.Increases productivity. 3.More actively engages customers in a global workplace. 4.Attracts and retains the best employees. 5.Decreases costs. Benefits of Diversity

24 1.Assumptions 2.Perceptions 3.Stereotypes 4.Lack of Knowledge of other cultures 5.Ineffective communication Barriers to Inclusiveness

25 Assumptions Catch yourself every time you say, I assumed… or I thought… Practice validating your assumptions before things go wrong Notice your tendency to assume negatively based upon faulty data, a negative bias or stereotype, or the fact that you dont know the person very well

26 Our perceptions represent how we interpret or view what goes on around us. When new information does not coincide with pre-conceived ideas or past experience it receives little consideration, is distorted, or ignored. Perceptions

27 Virtually every problem in human relations stems from a difference in perception. – Robert L. Katz

28 FOULED UP FILES ARE THE RESULT OF FOOLISH NEGLECT AND FINISHED FILES ARE THE RESULT OF SCIENTIFIC STUDY COMBINED WITH THE EXPERIENCE OF MANY YEARS Count the Fs in the sentence

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30 What do People want from their jobs? From Supervisors High wages Job security

31 What do People want from their jobs? From Employees 1.Full appreciation of work done 2.Feeling of being in on things

32 We see things not as they are, but as we are. -Dr. Wayne Dyer

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40 Stereotypes Stereotype: A conventional, oversimplified conception, opinion, or image. "Elderly Americans are the neglected sector of the fashion industry, stereotyped by blue hair and polyester pantsuits" (American Demographics).

41 Stereotypes First used in the 18 th century to describe a printing process designed to duplicate pages of type In the 19 th century, psychiatrists used this term to describe a repetitive behavior A lack of awareness and misinformation are the foundation of making stereotypes

42 How to handle Stereotypes Look at yourself first – what stereotypes do you hold? Examine the basis of widely held stereotypes – you can take the power away when you see that many times they are based on wrongly held assumptions Work to accept differences – in yourself and others

43 Enhancing your Cultural Competency Slow down Get to know other cultures Examine your own assumptions Be an active listener Getting beneath the surface takes time – ask questions and seek to understand without judgment Before interacting with a certain culture, do the research

44 The Speaker-Listener Technique Rules (for both) - Speaker has the floor, share the floor, no problem solving Rules for the Speaker – Speak for yourself, talk in small chunks, stop and let the listener paraphrase Rules for the Listener – Paraphrase what you hear, dont rebut, focus on the speakers message Adapted from A Lasting Promise by Scott Stanley, Daniel Trathen, Savanna McCain, and Milt Bryan

45 Listen from the inside out Paraphrase (To make sure you understood AND to show the speaker youve heard) Acknowledgement (Feelings crave acknowledgement) Adapted from Difficult Conversations by Douglas Stone, Bruce Patton, and Sheila Heen

46 Active Thoughtful PPT 4-2

47 QuestioningAccepting PPT 4-3

48 PPT 4-2 PPT 4-3 PPT 4-2 PPT 4-3 Active Thoughtful AcceptingQuestioning PPT 4-4

49 PPT 4-2 PPT 4-3 PPT 4-4 Thoughtful Steadiness Accepting Influence Accepting Steadiness Active Questioning Dominance PPT 4-7 Influence Active Dominance Questioning Conscientiousness

50 PPT 4-2 PPT 4-3 PPT 4-4 Thoughtful Steadiness Accepting Influence Accepting Steadiness Active Questioning Dominance PPT 4-7 Influence Active Dominance Questioning Conscientiousness Direct, results-oriented Expressive, Relationship Supportive, CooperativeAnalytical, Deliberative

51 Conflict and Stress PPT 6-2

52 D i S C Tends to: ASSERT Tends to: SUPPRESS PPT 6-16

53 PPT 6-2PPT 6-16 D i S C Focuses on: FEELINGS Focuses on: LOGIC PPT 6-17 Responses to Conflict

54 PPT 6-2PPT 6-16 PPT 6-17 WITHDRAW Goal: Justice COMPLY Goal: Harmony EXPRESS Goal: Acknowledgement DEMAND Goal: Victory Focuses on: FEELINGS Tends to: SUPPRESS Focuses on: LOGIC Tends to: ASSERT PPT 6-18

55 OH-23 Is there a predominant style that describes your team? D culture – quick decisions, direct answers and a competitive atmosphere. Interpersonal communication may suffer in this environment and those less assertive may feel overwhelmed i culture – energetic atmosphere, a focus on innovation, and lots of time spent in meetings or social gatherings. Those less people-oriented may be frustrated by the focus on group activities and poor planning and lack of details may prevent an I culture from implementing any ideas

56 OH-23 S culture – stability, predictability, and friendliness. Values strong teamwork and a management work-life balance. Stagnation may be a risk in this culture and efforts to move the organization forward may met with hesitation C culture – quality, accuracy, and order. Cynical toward new ideas and trust usually has to be earned. The group may miss opportunities because it spends so much time analyzing and may resist growth for fear of lowering its standards Is there a predominant style that describes your team?

57 OH-23 Implications of Group Culture What does your group value the most? What types of behaviors does it reward? What does it encourage? D culture - Results, independence, achievement, decisiveness, and success i culture - Enthusiasm, optimism, collaboration, passion, and fun S culture - Thoughtfulness, teamwork, humility, stability, and harmony C culture - Accuracy, dependability, precision, competency, and quality

58 Diversity Competencies Respect Empathy Understanding Interpersonal Skills Knowledge Feedback

59 After attending this session, you will be able to: Recognize the benefits of honoring and respecting multiple perspectives Identify why inclusion is critical to your agencys success Discover and model the words, attitudes, and behaviors that support inclusion and respect

60 OH-23 Action Planning


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