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0 Ian Dodds Consulting Alliance partners: Accra, Den Hague, New York, Frankfurt, Kuala Lumpur www.iandoddsconsulting.com ‘Inclusion is now recognised as.

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Presentation on theme: "0 Ian Dodds Consulting Alliance partners: Accra, Den Hague, New York, Frankfurt, Kuala Lumpur www.iandoddsconsulting.com ‘Inclusion is now recognised as."— Presentation transcript:

1 0 Ian Dodds Consulting Alliance partners: Accra, Den Hague, New York, Frankfurt, Kuala Lumpur ‘Inclusion is now recognised as mainstream to business success and here’s how to make it happen’ Copyright Ian Dodds Consulting Ltd, All Rights Reserved

2 What we’ll discuss ■ How do Diversity and Inclusion contribute to success? ■ Leveraging the Power of Inclusion to deliver high performance ■ Some successful case studies

3 2 How do Diversity & Inclusion contribute to success?

4 The big performance benefits from managing diversity happen when an inclusive environment is created D i v e r s i t y Every way in which any mixture of people has both similarities and differences ■ It is about a culture where each person: −Feels respected & valued −Feels their ideas & opinions are heard −Can perform to their full potential ■ It involves sustained and long-term strategic effort ■ It’s happening when diversity of thought is embraced in finding the best ways to serve clients and customers I n c l u s i o n

5 4 Organisations with great leaders and great managers capitalise on what’s similar and different about people: Great leaders – find out what is similar and capitalise on it to rally people to create a better future for their organisation. Great managers – find out what is different about people and turn each person’s talents into performance both for now and for the future. (Adapted from Marcus Buckingham)

6 Organisational Level Function Division Sector Location Career Motivations Secondary Location Marital/Parental Status Hobbies Religion Educational Background Language/Accent Social status Appearance Nationality Primary Race Ethnicity Physical & Mental Ability Sexual Orientation Gender Age Personality/ Values/Beliefs How we communicate How we see ourselves – (group or individual) What we focus on: task vs. relationship INTERACTING How we see time How much we try to control How we organise power DECISION MAKING How we give explanations How we process information How we make conclusions PROBLEM SOLVING Diversity has many elements and these impact on how we interact with others, solve problems and make decicions

7 6 Managing Risk High Performance Equal Opportunities Managing Diversity & Inclusion Valuing Differences Focus Race, Gender, Disability All the ways we are different Creating an inclusive work environment Managing Diversity and Inclusion Involves Culture Change to deliver the big performance benefits Responsive services/ Better problem solving/ Performance gains Culture embraces difference Meeting stakeholders’ needs Mutual respect Mutual accommodation Social and moral responsibility More women and minority ethnic people Individual adapts Legal responsibility Result Change Required Motivation Managing Risk

8 7 1. Reduced recruitment costs and a greater talent pool 2. Raised employee motivation and productivity 3. Enhanced Employer Brand 4. New ideas and better products and services for customers and service users 5. Great teamwork through enhanced interactive effectiveness When an organisation is inclusive it gains significant performance benefits: ( Source: Harnessing Workforce Diversity, Create – survey of 400 organisations investing in D&I) ( Source: Prof Sandy Pentland, HBR, Apr 2012)

9 (Prof Scott E Page) Diverse teams consistently outperform homogeneous teams in solving problems There are 2 conditions: 1.The problem has to be complex. 2.Team members have to listen to each other and explore differing ideas and points of view. Diversity trumps ability theorem:

10 Leveraging the Power of Inclusion to deliver high performance

11 Leveraging the Power of Inclusion successfully takes long- term strategic effort, involving 5 stages Stage 1 Unfreeze Stage 2 Mobilise Stage 3 Realise Stage 4 Embed Stage 5 Sustain Diagnostic to find out what is helping and hindering inclusion for different diversity groups Set up a D&I Steering Group to formulate a Diversity & Inclusion strategy Implement the Diversity & Inclusion strategy 1.Senior managers role model inclusive behaviour 2.Ensure management processes & systems are inclusive 1.Communicat e Diversity & Inclusion success stories 2.Keep up to date on Diversity & Inclusion best practices

12 In Stage 1 a diagnostic needs to be conducted Diagnostic to find out what is helping and hindering inclusion for different diversity groups Stage 1 Unfreeze We do this via: 1.Our online Power of Inclusion diagnostic survey tool. 2.Affinity focus groups, using our highly effective template based on behavioural change methodology. 3.Key employee interviews, using our highly effective template based on behavioural change methodology. It is the emotional impact of stories and quotes which generate the will to act by senior management

13 In Stage 2 a an Inclusion Steering Group is established Set up an Inclusion Steering Group to formulate a Diversity & Inclusion strategy The Inclusion Steering Group needs to: 1.Acquaint itself with the findings of the diagnostic. 2.Educate itself on D&I Best Practices. 3.Guide any Task Groups it sets up, e.g. on flexible working. 4.Formulate the D&I strategy and underpin it with behavioural change methodology. Stage 2 Mobilise

14 In Stage 3 the Diversity and Inclusion Strategy is rolled out The Inclusion Steering Group needs to: 1.Lead, monitor and measure the implementation of the D&I strategy. 2.Provide inclusion and diversity management training for senior managers. 3.Provide unconscious bias training for senior managers, including knowing how it plays out in relation to gender, cross-cultural and generational differences. 4.Provide development activities, e.g. Mentoring Circles, to develop high potentials from all diverse backgrounds. 5.Develop eLearning programme offerings on relevant aspects of diversity and inclusion. Stage 3 Realise Implement the Diversity & Inclusion strategy

15 In Stage 4 leadership role modelling is critical and talent management processes need to be proofed The Inclusion Steering Group needs to: 1.Offer a workshop for leaders to ‘pinpoint’ the behaviours they need to role model to drive their business strategy, values or inclusion. 2.Introduce leadership behaviour pulse survey feedback. 3.Provide behavioural coaching for the leaders. 4.Train interactive effectiveness coaches, using our unique interactive behaviours tool. 5.Proof all talent management processes and systems to ensure that they are inclusive and free of unconscious bias. Stage 4 Embed 1.Senior managers role model inclusive behaviour 2.Develop great, inclusive teams 3.Ensure management processes & systems are inclusive

16 15 Between 80% and 90% of behaviour in an organisation is influenced by what leaders do and say Criteria for recruitment, promotion, retirement and exit Formal and informal socialisation Recurring systems and procedures Organisation design and structure Design of physical space Stories and myths about key people and events Formal statements, charters, creeds, codes of ethics (Adapted from Ed Schein)  What the leader attends to, measures, rewards and controls  Leader reaction to critical incidents  Leader behavioural role modeling Most influential (Professor Ed Schein)

17 ‘Telling’ Objectives and why important Giving information Making content suggestions Making process suggestions Summarising Disclosing  Information known only to you  Something about self Summarising outcomes and follow-up The interactive behaviours that power inclusion and great teams ‘Seeking’ Seeking information Seeking suggestions Checking understanding Developing suggestions Acknowledging  Content  Feelings Bring-in

18 In Stage 5 reinforcing best practice is important The Inclusion Steering Group needs to: 1.Identify and collect inclusion success stories. 2.Train internal Inclusion Champions. 3.Develop a means to keep up to date on diversity and inclusion best practices. Stage 5 Sustain 1.Communicate Diversity & Inclusion success stories 2.Develop Inclusion Champions 3.Keep up to date on Diversity & Inclusion best practices

19 Cisco Systems EMEA: innovation is the key driver ■ Innovation is seen to be critical and US experience indicates that a inclusion is an innovation driver ■ Business case made by the CEO finding out by listening to stories from women and Minority Ethnics that it needs to address unconscious bias ■ Inclusion Steering Group formulates the D&I strategy ■ Behavioural training for senior management ■ Task group on flexible working ■ Internal Inclusion Ambassadors help to drive the transformation ■ Website engages employees by providing opportunities to feature D&I successes 1.More people from underrepresented groups, recruited, promoted & retained. 2.Levels of inclusion being rated highly by external benchmarking agencies. 3.Increased innovation measured by Cisco’s innovation portal.

20 “I don’t think I have ever been in an office with a stronger sense of purpose, contentment, candour, coherence or vigour” Quote from a UK newspaper by a fly-on-the wall business reporter demonstrating the Power of Inclusion in an HMRC Office

21 Questions ?


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