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1 welcome! Cultural Competency - Key Considerations and Awareness
for an Inclusive VA Workforce John Fuller, Ed.D. Chief Diversity Educator Office of Diversity and Inclusion

2 Learning Objectives At the end of this session, you will have gained knowledge of key considerations for workforce inclusion through Examining: How external and internal factors affect you and your employees Identifying: Perceptions of Diversity, Inclusion, and Culture Recognizing: Cultural Competency is a lifelong process Discussing: Various cultural awareness areas to include: Generational, Religious and Veteran cultures Considering : Cultural competency’s relation to Patient Centered Care and awareness of Employee Self-Determination Theory

3 To fulfill the mission and vision
A Diverse Workforce: Build a diverse, high-performing workforce that reflects all segments of society. An Inclusive Workplace: Cultivate a flexible, collaborative, and inclusive work environment that leverages cultural competency and empowers all contributors. Outstanding Public Service: Facilitate outstanding, culturally competent public service and stakeholder relations through effective leadership and accountability. DI Strategic Plan

4 Equality of Employees Not everyone is “equal” but the premise of equality means everyone has an equal opportunity and the ability to contribute, advance their careers, and contribute to civility in an open and psychologically safe environment. Everyone has the ability to do something amazing; some just do it on a more regular basis.

5 Managers’ and Employees’ Workplace Challenges

6 Our Customer is Changing
There will be more Veterans who: Live in Rural Areas Identify as LGBT Have service-connected disabilities Are Hispanic/Women Hold diverse religious beliefs Are from younger generations Post test question #10 1. Culture encompasses which of the following facts: The ethnicity of a Veteran Disabled Veterans Rurality Poverty All of the above Click initiated bullets . . . Innovation requires you to change the rules of engagement What assumptions am I making, That I am not aware I am making, That gives me what I see? Although diverse, the federal government continues to face challenges to inclusion; we go to great efforts to bring in diverse employees, then we retrofit them for the “VA” culture. cultural competency and inclusion must be the complementary cornerstones of our talent management strategy and our business processes. The federal government is one of the most diverse environments in American society in terms of race, ethnicity, gender, and gender identity. This is the inclusion and cultural competency challenge. cultural competency without inclusion, will not work All Expect Inclusive Services

7 From Road Rage to Desk Rage
Commuting to work and someone cuts you off, accident or weather delays, etc.? Just received a foreclosure notice on your home? Husband, wife, or partner lost their job yesterday? Listening to constant criticisms of the VA in the media? Not being allowed to telework if eligible? Thinking about your current boss? or co-workers?... Your tremendous workload?....then you arrive at work! What do you and your facility employees experience before coming to work and keep those experiences with them during the day? What are they worried about, care about, stressed out about? Is their respective employee atmosphere at work conducive to productivity or is productivity impacted by external/internal pressures?

8 Presenteeism Personal Problems 62% Job overload 60%
Financial Stress 56% Lack of Resources 47% Depression/Anxiety 46% Issues with co-workers 41% Technology Issues 31% Care giving Responsibilities 30% Issues with supervisors 26% Lack of training 23% “I just want to do my 8 hours and go home. Help me make it through the day!”

9 Non-productive Harassing or Incivil Workplace Behaviors
Missing work, taking extended breaks, finishing projects late Accepting favors, like missing work without penalty Racial, ethnic, or sexual comments/slurs Engaging in provocative conduct Gossiping about anything Using excessive profanity within your communications As the role playing exercise illustrates, people sometimes respond to sexual harassment by engaging in non-productive behaviors. In the role play, the employee avoided the supervisor and did not seek important guidance. Yes, she does this in order to avoid having to deal with a situation that she finds difficult, but she is paying a price. Bullet four: Yes, you can wear anything you want and no, short skirts and low cut blouses are not invitations for rape. But, if your patients are spending time staring down the neck of your low cut blouse, don’t be surprised is someone gets the wrong idea.

10 The Incivility Continuum
Negative Behavior Rude comments (hey, nothing personal!) Insensitive actions Unintentional slights Complaining Gossip/rumors Cultural bias Crude jokes Profanity Rolling eyes Verbal Aggression Yelling / loud voice Belittling comments Intimidation / threats Discriminatory comments Cursing at someone Humiliation Physical/Sexual Aggression Assault / Battery Throwing objects Violent outbursts (e.g., hitting the wall) Inappropriate touching Harassment

11 Humor - A Risky Behavior?
Humor can relieve tension and energize teasing and sarcasm, however, are high risk communications. Does this mean that all fun is out of order in the workplace? "It was just a joke" is not an excuse. People often have such different perspectives on sarcasm, jokes, etc. Remember that only the impact, and not the intent Make certain that your behavior; whether in person, by phone, text, twitter, Facebook, or via , is welcome.

12 What Can You Do? Say you do not like it and ask the person to stop.
Tell your supervisor If you are a supervisor and witness this, stop the behavior immediately. If the conduct is repeated it can become a violation and the offender can be advised of this. Inform employee to keep a log or diary of the conduct, including dates, times, witnesses, direct quotes, s, tweets, Facebook postings, and any documents or photographs.

13 Veterans WILL talk about these subjects!
Psychological Safety Is it safe to take a risk? The right to express thoughts and opinions freely and encourage open expression within a climate of civility, sensitivity and mutual respect. Are co-workers comfortable and capable of having a discussion with issues, i.e., Immigration, Religion, LGBT, Political Elections, Affirmative Action, in-house promotions, Tea Party, Unions, changes in the workplace, etc., openly and respectfully? Veterans WILL talk about these subjects! 13

14 Does not have to be supervisor to subordinate
When was the last time you received recognition at work for a job well done or gave recognition to someone else for a job well done? Does not have to be supervisor to subordinate Encourage encouragement and set the example .

15 Rapid Demographic Changes 1990-2010
Only one-third of households now have children Since 1990 more Asians were added (4.3 million) to the population than Blacks (3.7 million) About 430,000 Asians arrived in the U.S. in 2010 representing 36% of all new immigrants that year. Almost one in six Americans are Hispanic (31% of immigrants) More than doubled since 1990

16 Rapid Demographic Changes
11 Million people in 2012 on Social Security Disability Insurance compared to 4.2 Million in 1990 Educational Gap is growing Women make up nearly 60% of college enrollment More women receive graduate and doctorate degrees 5.5 Million 85+ years of age in population Doubled since 1990 41% share of births by unmarried women in 2010 (up from 26% in 1990) Age particularly has an impact on the VA with more Veterans living a lot longer requiring longer and more expensive treatments/care. Workplace is impacted by increasing single parent births; management must take this into consideration for workplace flexibility.

17 It is not Quantum Physics but… What is Diversity…..really?
In its broadest context, diversity includes all that makes us unique: race, color, gender, religion, national origin, age, disability, culture, sexual orientation, gender identity, parental status, educational background, socioeconomic status, intellectual perspective, organizational level, and more. You It is I! From ODI’s Glossary of Terms Nine Dimensions of Difference Reprinted with permission from Loden Associates.

18 Secondary Dimensions Characteristics that represent an individual’s group identity Unlike primary dimensions because of the element of choice Reprinted with permission from Loden Associates.

19 What’s Inclusion Empowering the full potential of all employees.
An Inclusive Workplace allows leaders to leverage the diverse talents and attributes of the entire workforce. Inclusion: A practice that enables the full participation and contribution of the workforce in support of the mission of the organization by eliminating implicit and explicit barriers. 5. Inclusion is a process that enables the full participation and contribution of the workforce by eliminating implicit and explicit barriers. Post test question #5 B. False A. True Click initiated bullets . . . As stated in the Office of cultural competency and Inclusion’s strategic plan on the ODI internet site. An Inclusive Workplace is one that allows agencies to leverage the diverse talents and attributes of the entire workforce by configuring: work opportunities business processes functional operations rewards systems work-life options professional interactions Communications information-sharing decision-making And the purpose for an inclusive workplace? empower the full potential of all employees. Empowering the full potential of all employees.

20 What is Culture? Integrated patterns of human behavior that include the language, thoughts, communications, actions, customs, beliefs, values, and institutions of racial, ethnic, religious, or social groups. The Joint Commission: Advancing Effective Communication, Cultural Competence, and Patient- and Family-Centered Care: A Roadmap for Hospitals. Oakbrook Terrace, IL: The Joint Commission, 2010.

21 Cultural Competence Cultural Competence refers to a combination of knowledge, skills and awareness pertaining to cultural differences and different interpretations across groups It includes the awareness of and respect for differences, without making assumptions that everyone from a particular background holds the same beliefs and practices. Developing cultural competence results in an ability to understand, communicate with, and effectively interact with people across cultures.

22 Joint Commission Expectations
*Cultural competence requires organizations and their personnel to do the following: (1) value diversity; (2) assess themselves; (3) manage the dynamics of difference; (4) acquire and institutionalize cultural knowledge; and (5) adapt to diversity and the cultural contexts of individuals and communities served *The Joint Commission: Advancing Effective Communication, Cultural Competence, and Patient- and Family-Centered Care: A Roadmap for Hospitals. Oakbrook Terrace, IL: The Joint Commission, 2010. Our principles of community should include affirming diversity, inclusion, and openness in the workplace; it enriches our lives and creates a vibrant workplace

23 How Does Your Level of Cultural Competency Affect Veteran Care?
Health care providers bring perception, traditions, and patters of communications based on cultural, racial and ethnic identity to the clinician-patient interaction. Cultural issues can influence appropriate diagnosis, treatment adherence as well as care seeking behavior and maintenance by Veterans leading to health care disparities.

24 VHA Defining Excellence
Patient (Veteran) centered; Characterized by team care; Continuously improving itself; and Data driven, evidence based

25 Data Driven & Evidence Based
10 Principles Service quality and value are always defined by the Veteran; Veteran participation adds value and quality to their service experience; Everyone must believe that the Veteran matters and act that way (Veteran-focused culture); Find, hire, train and retain competent and caring employees;

26 10 Principles, cont. Veterans expect employees who are not only well trained but have good interpersonal skills; Veterans expect the service experience to be seamless; Avoid making Veterans wait for the service; Create the setting (environment) the Veteran expects; Measure all aspects of the service experience - ‘what gets measured gets managed’ - Ask Veterans about their experience at the time the service is being delivered; and Commit to continuous quality improvement, i.e., patient satisfaction surveys, town hall meetings, etc.


28 Service Core Values Echo Throughout the VA
Army: Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, Personal Courage Navy and Marine Corps: Honor, Courage, Commitment Air Force: Integrity, Service Before Self, Excellence Coast Guard: Honor, Respect, Devotion to Duty (Advocacy) VA War Related Illness and Injury Study Center (WRIISC) )2011 Same elements as rural culture-- family-- becomes your buddies, unit, platoon –Military molds enlistees from ground up Military doesn't change core personality, but experiences and exposure to different people, cultures, combat, and training creates an evolving perspective on self, world, and life in general. Military experiences, along with maturing, can change personal values, attitudes, and expectations Vets bring it all back home

29 Defines Who We Are Integrity Commitment Advocacy Respect Excellence
3 clicks initiate the topics of: Icare and the idea of who we are as a VA employee. The individual being at the center of a lot of activity and chaos. Bottom line, Lincoln’s promise and the mission of the VA.

30 Military vs. Civilian Work Culture
Military: Command & Control Operations Model Hierarchical /vertical structure - more exact rules of conduct Veterans share a bond in beliefs, traditions, values, and the concept of rank and structure – Not just a job but a way of life Firm, fair and consistent plus always a sense of urgency in getting the mission accomplished Far less time spent in meetings – The B vs. L&M Principle Military: Command & Control Operations Model Hierarchical / vertical structure More exact rules of conduct Defined roles, rank & status (defined/assigned military occupational career fields) Consistency across units/organizations Clearly defined career progression Veterans share a bond in beliefs, traditions, values,  and the concept of rank and structure

31 Civilian vs. Military Work Culture
Corporate/Non-military: Collaborative Model More implied or "understood" rules of conduct Flexible/ambiguous roles & status - variations across teams Less defined career progression or lateral assignment opportunity No matter the length of service or era, all Veterans still have much of their military culture ingrained in them. However, separating active duty members and current Veterans of the VA need to be able to adjust and collaborate. Corporate/Non-military: Collaborative Model Matrix structure More implied or "understood" rules of conduct Flexible/ambiguous roles & status Variations across teams/divisions Less defined career progression with opportunity for lateral assignments

32 Language Awareness for Civilians Military Cultural Competence
AIT Tunnel Rat FUBAR O Dark 30 Head MOS ADA In Country DEROS Butter Bar Green Zone IED DEROS an important difference in older vets vs newer vets Advanced Infantry Training F__up beyond all recognition Combat Infantry Badge Date Expected Return from Overseas If you don’t know, it’s okay to ask (or to Google!)

33 Average age of soldiers
Age a factor in Vet adjustment how far along life’s path? Where and who they were on Dec World War II – 26 Volunteers and Draft

34 Average age of soldiers
Life not really set yet Draft a factor Vietnam – 19 Draft and Volunteers

35 Average age of soldiers
Iraq/Afghanistan 30 All Vounteer No Draft—all volunteer Disruption much greater Reserve and Guard deployments More women deployed to combat zones

36 “Deployment Transitions are often marked by crisis points in the family life cycle.”
Remember that multiple deployments are more the norm currently Guard/Reserve members not expecting the increased and unexpected timing of deployments. Active Duty isn’t fully predictable, but a little more consistent and certainly expected

37 Some Guidelines – Interacting with Veterans
It is never OK to ask a Veteran if he or she has killed someone in combat or joke about it. When you thank a Veteran for their service it is appreciated. Don’t tell us that wars are a waste of dollars or lives or was fought for oil – What we may hear in that is that our best friend or other brothers and sisters in arms died for nothing. Many more of us today have PTSD or TBI. We can be sensitive about our acquired disability and that war injuries today are different and often not visible. It is not OK to tell someone they “don’t look disabled”

38 Cultural Implications
for Female Veterans Women Veterans in VA hospitals and employment create a changing dynamic in medical treatment and transitioning employees Job Market Leaves Female Vets Behind Unemployment rate higher than male Veterans Military skills not understood by civilian employers Companies avoid hiring jobless Current women war Veterans are one of the fastest growing segments of the Veteran homeless population Female Veterans are twice as likely to become homeless as compared to women who never served 300,000 female patients within VA healthcare system Female Iraq and Afghanistan Veterans diagnosed with depression versus PTSD in VA facilities* Women’s Health Sciences Division of VA’s National Center for PTSD, has resulted in numerous discoveries, including indication that men and women present with PTSD in different ways* More than 40% were very dissatisfied with the competence level of VA doctors for women-specific or gender-specific issues* Over 1.8 Million Female Veterans 300,000 Female VA Patients

39 Women Veterans Struggling to find work – Can be choice or circumstance, i.e., family, school, disability preventing full time work. nearly one out of five women who served in the military at home or abroad during the two wars is now without a job, according to the new Bureau of Labor Statistics report More than 40% of women Veterans surveyed were very dissatisfied with the competence level of the VA for women-specific or gender-specific issues Women have had difficulty gaining recognition for their combat service. Women Veterans in VA hospitals and employment create a changing dynamic in medical treatment and transitioning employees.

40 Women Veterans VA and DoD finds assaults more common – study shows more happen in war zones and becoming more frequent in all locations. Nearly 50% of women sent to Iraq and Afghanistan report being sexually harassed. 42% experience PTSD as a result Himmelfarb, N., Yaeger, D., & Mintz, J. Posttraumatic stress disorder in female veterans with military and civilian sexual trauma. Journal of Traumatic Stress, 19,

41 Religious/Spiritual Beliefs and Practices
Cultural and religious and practices can affect health outcomes and health behaviors. They can influence the perception of illness, disease and the causes. They can have an effect on how health care treatment is sought and attitudes toward providers. There is a need to learn more as we treat patients and each other who are different than us. In Hispanic culture, - Preventative care may not be practiced - Being overweight may be seen as healthy/good well being Traditional diet is high in salt, sugar, starches and fat Expressiveness of pain is culturally acceptable - The family may not want terminally ill told as it prevents enjoyment of life left In Asian culture, The traditional Asian definition of causes of illness is based on harmony expressed as a balance of hot and cold states or elements Use of Chinese Medical Practices, such as acupuncture, herbal remedies In South Asian and many other cultures direct eye contact is generally regarded as aggressive and rude. Norms about touch… head is highest part of body and should not be touched - Communication based on respect, familiarity is unacceptable In American Indian culture, - Live in harmony with all things, connection to the Natural world For many Native cultures, direct eye contact may be considered rude and disrespectful Wide variation in comfort levels with interpersonal proximity Body language and non-verbal communication are important The tribe and extended family come first, before self Preference for a narrative style of communication In English culture, a certain amount of eye contact is required, but too much makes many people uncomfortable. Most English people make eye contact at the beginning and then let their gaze drift to the side periodically to avoid 'staring the other person out'. Since religion and spirituality can be a sensitive subject, what culturally competent communications skills should be employed when addressing their effect on health? Ask the patient if there are any cultural, religious, or spiritual beliefs or practices that may influence his or her care.

42 Americans who say they are…….
Religion & Culture – Americans who say they are……. 68% are either Moderately or Very Religious 32 % are either not religious or Non Affiliated

43 How Many Symbols Can You Identify?
Christian Cross Star of David Muslim Crescent Hindu Omkar Shinto Torii Hindu Lotus Flower Sikh Khanda Toaist Taiji Zoroastrian Faravahar Baha’I Nine Pointed Star Buddhist Dharma Wheel Jainism Wicca Unitarian-Universalism Unification Church

44 Asian American Religious Beliefs*
Christian 42% Unaffiliated 26% Buddhist 14% Hindu 10% Muslim 4% Other Religion 2% Sikh 1% * * Pew Forum on Religion & Public Life “While the U.S. is generally considered a highly religious nation, African-Americans are markedly more religious on a variety of measures than the U.S. population as a whole, including level of affiliation with a religion, attendance at religious services, frequency of prayer and religion’s importance in life (79%)…..nearly 80% Protestant.”**

45 Generational Perspectives
Whatever your age, the other ages you have are still inside of you. That’s what gives you the compassion and patience for those who are irritatingly younger (or older) than you! The principles other generations used to get through life remain relevant – yet you may need a completely different set of tools in order to tackle modern nuances of the current workplace.

46 What is a Generation? “In addition to coincidence of birth year grouping, a generation is also defined by common tastes, attitudes, and experience…. Those times encompass a myriad of circumstances – economic, social, sociological, and, of course, demographic.” Not everyone fits their generational profile perfectly – it is about common experience. The focus is on the feel and face of a generational cohort. An old adage holds that “people resemble their times more than they resemble their parents.” Generations overlap at their endpoints, so there are no hard signs when one generation stops. In addition, those born closer to the start of one generation may have a slightly different experience then those born at the end of the same generation. For example, some say Boomers end at 1960 and others indicate 1964 is the end of the boomer generation Much of this research is based on mainstream American ideas and perspectives. We understand that stereotyping is dangerous (whether by generation or any other characteristic). The idea is to help us explore the problems, pressures, and opportunities of working, learning, and living in a world of mixed generations. Unique individuals are a result of their own makeup and unique experiences in addition to these generational experiences. Remember that there is as much within generation difference as difference between generations. Zemke, R. Raines, C., & Filipczak, B. (2010) Generations at work: Managing the clash of Veterans, Boomers, Xers, and Nexters in your workplace. New York:Amacon.

47 Generational Differences
Preferred Leadership Approach Communication Style Motivational Buttons How They Interact with Others Preferred Approach to Feedback View toward the VA When generations fail to communicate with each other: May impact turnover rates, recruitment, hiring, training, retention) May impact grievances and complaints May impact perceptions of fairness & equity

48 Department of Veterans Affairs by Generations
DVA by Generations # Employees Distribution Greatest Generation % Silent Generation , % Baby Boomers , % Generation X , % Generation Y/Millennials , % Generation Z % Totals , % Senior Executive Service Workforce by Generations Traditionalist % Baby Boom % Generation X % Generation Y/Millennial % Generation Z % Totals % Managers and Supervisors by Generations Traditionalist % Baby Boom , % Generation X , % Generation Y/Millennial % Totals , % Source: ODI Workforce Analysis Team, May 2011 April 2011

49 Department of Veterans Affairs by Generations
DVA by Generations # Employees Distribution Greatest Generation % Silent Generation , % Baby Boomers , % Generation X , % Generation Y/Millennials , % Generation Z % Totals , % Senior Executive Service Workforce by Generations Traditionalist % Baby Boom % Generation X % Generation Y/Millennial % Generation Z % Totals % Managers and Supervisors by Generations Traditionalist % Baby Boom , % Generation X , % Generation Y/Millennial % Totals , % Source: ODI Workforce Analysis Team *2 SES Millennial

50 Current Working Generations
Veterans or Traditionalists ( ) Baby Boomers ( ) Generation X ( ) Generation Next or Millennials ( ) Please note: Almost all analyses of generations give different inclusive birth years. These are just a guideline.

51 Veterans or Traditionalists: Born 1900 - 1945
Greatest Generation Sandra Day O’Connor, Tom Brokaw, Aretha Franklin, Sidney Poitier, John Glenn, Barbara and George Bush, Rosa Parks, Ray Charles, Johnny Cash, Joe DiMaggio, Joe Louis,

52 Veterans or Traditionalists: 1900-1945
Also known as the Greatest Generation Defining events: Great Depression, New Deal, World War II, Korean War; remembers life before TV and fireside chats with FDR. Faith in institutions; loyal; patriotic and actually did ball room dancing. “Save for a rainy day,” “Waste not, want not” Remembers cars with running boards. Influential people: Ella Fitzgerald, Charles Lindberg, Franklin Delano Roosevelt Lancaster, Lynne. Stillman, David. When Generations Collide : Who they are, Why they Clash, how to Solve the Generational Puzzle at Work. New York: HarperCollins; 2002. Greatest Generation Individuals born between 1900 and 1945 Combines 2 generations , 75 million people Earliest memories and influences associated with WWII Also known as Veterans, GIs, Mature(s), Silent, Seniors, Traditionalists Sandra Day O’Connor, Tom Brokaw, Aretha Frankiln, Sidney Poitier, John Glenn, Barbara and George Bush, Rosa Parks, Ray Charles, Johnny Cash More thatn any other generation grew up in an era where they had to learn to do without

53 Baby Boomers: Born 1946 to 1964 Bill Clinton, Jane Pauley, Larry Bird, Magic Johnson, Katie Couric, Spike Lee, Oprah Winfrey, Mick Jagger, David Letterman, Mel Gibson.

54 Baby Boomers: Defining events: television, Vietnam, women’s and human rights movements, wanted to join the Mickey Mouse Club; saw every episode of Leave it to Beaver. Optimistic and competitive; prosperous Promise of good education = opportunities their parents didn’t have; used a typewriter to write term papers Influential people: Martin Luther King, John F. Kennedy, Richard Nixon, Beaver Cleaver Now dealing with difficult life decisions; retire or not to retire? Lancaster, Lynne. Stillman, David. When Generations Collide : Who they are, Why they Clash, how to Solve the Generational Puzzle at Work. New York: HarperCollins; 2002. Baby Boomers Individuals born between 1946 and 1964 80 million people Raised in a era of extreme optimism, opportunity, and progress. Bill Clinton, Jane Pauley, Larry Bird, Magic Johnson, Katie Couric, Spike Lee, Oprah Winfrey, Mick Jagger, David Letterman, Mel Gibson.

55 Generation X: Born Michael Jordon, Peyton Manning, Tiger Woods, George Stephanapolous, Courtney Love and Kurt Cobain, Prince, Drew Barrymore, Brad Pitt, Jamie Foxx.

56 Generation Xers: Born 1965-1980
Defining events: Challenger explosion, fall of Berlin Wall, fall of Soviet Union, personal computer, played Asteroids on an Atari, Schoolhouse Rock, and cell phones; comfortable with smart phones. Skepticism; institutions called into question, rise of single parents and both parents working of Gen X (latchkey kids), record player is antique, Ipod is a given; environmentally conscious. Now in middle and upper management waiting for those “old folks” to get out of the way Leading people: Monica Lewinsky, O.J. Simpson, Supermodels, Michael Jordan, Dilbert Lancaster, Lynne. Stillman, David. When Generations Collide : Who they are, Why they Clash, how to Solve the Generational Puzzle at Work. New York: HarperCollins; 2002. Generation X Individuals born between 1965 and 1980 46 million people An age deep in the shadow of the Baby Boomers Also known as X’ers, Twenty-somethings, Thirteeners, Baby Busters, Post-Boomers Personal computer and other media including cellphones, pdas, cable tv, video games, fax machines and the list goes on and on.

57 Millennials: Born Avril Lavigne, Paris Hilton, Danica Patrick, Brittney Spears, Mary Kate and Ashley Olsen, Carmelo Anthony, LaBron James, Dwayne Wade, Prince William and Harry, Beyonce, Macauley Culkin.

58 Millennials: Born Also known as Echo Boom, Generation Y, Baby Busters Defining events: Oklahoma City bombing, Columbine High School massacre, death of Princess Diana, Lewinsky scandal, smart phones – live on social networks with texting as major communication vehicle Realistic; optimistic yet cautious; multiculturalism, believe in group consciousness and collaboration “Personal Safety” is a workplace concern; appreciate diversity; deeply worried about future and employment Influential people: Barney, Backstreet Boys, Venus and Serena Williams, Tinky Winky Lancaster, Lynne. Stillman, David. When Generations Collide : Who they are, Why they Clash, how to Solve the Generational Puzzle at Work. New York: HarperCollins; 2002. Millennials Individuals born between 1981 and 1999 76 million people Living in a high-tech, neo-optimistic time. Influential people seemed larger than life Appreciate diversity because their have been exposed to many different types of people through travel, daycare, technology, and the media.

59 What Generation? Training and Development Journal November, 1970
Seeking challenge Looking for meaningful work Chance to prove themselves and show they can perform well Enjoys contact with people Desire to be in a position of responsibility Resents being looked at as though they have no experience Tends to be more job mobile Less respectful of authority Click will reveal pictures from the sixties and article source Many will say Millennial or Xr but it is Baby Boomers as will be revealed on the next mouse click Each generation is seen as less disciplined, wanting more, and having different attitudes (often times seen as negative) than their predecessors. Generational Difference with Female Veterans – Cultural Implications, changing nature. CLICK

60 When We are Focused We See with Clarity
Each person has a different perspective The brain filters reality through experience, beliefs, education and imprints a new reality.



63 Recruiting Strategies
Specify the need for skills to work effectively in a diverse environment in the job, for example: "demonstrated ability to work effectively in a diverse work environment." Make sure that good faith efforts are made to recruit a diverse applicant pool. Focus on the job requirements in the interview, and assess experience but also consider: transferable skills and demonstrated competencies, such as analytical, organizational, communication, coordination.

64 Considerations Before Interviewing
Prior experience has not necessarily meant effectiveness or success on the job. Know your own cultural biases; assess yourself. What stereotypes do you have of people from different groups and how well they may perform on the job? What communication styles do you prefer? Sometimes what we consider to be appropriate or desirable qualities in a candidate may reflect more about our personal preferences than… about the skills needed to perform the job.

65 Fairness Best Practices
Many people think that "fairness" means "treating everyone the same.“ How well does treating everyone the same work for a diverse staff? While distributing s to all staff is "treating everyone the same," this approach may not communicate essential information to everyone. A staff member who missed out on essential information might feel that the communication process was "unfair.“ A process that takes account of the diverse levels of English language and reading proficiency among employees.

66 A Manager’s Three Best Practices
Fully recognize and understand the employee’s perspective. An employee’s unique perspective is the “truth” from which that employee operates. Effective managers develop a deep understanding of employees’ perspectives. Communicate to the point of “Over Communication” Information helps employees understand their work and make wise choices. Controlling/judgmental communication blocks engaging dialogue. Generate opportunities for choice – Examine practices

67 How Can Managers Support Internal Motivation?
Leaders can’t create internal motivation in their employees. They can support internal motivation by creating conditions that allow employees to satisfy their own needs for competence, relatedness, and autonomy. Leaders should recognize that they are not solely responsible for thinking of a solution but arriving at one.

68 Employee Self Determination
COMPETENCE The need to feel valued as knowledgeable, skilled, and experienced. People have a powerful need to hone and demonstrate skills, whether technical, interpersonal, or leadership.

69 RELATEDNESS The need to collaborate with others.
Most employees actually want to work with others. Studies show this internal need is powerful motivator. Working effectively with others improves business results through a melding of views and experiences.

70 Autonomy The need to exercise self-regulation, within guidelines, to achieve business goals. No one has total freedom in the workplace because everyone must contribute to shared results. Still, people crave autonomy, or freedom to shape their work to support. the work of others.

71 Consequences of Status Quo
Ignoring cultural issues costs time, money, and efficiency. Some of the consequences can include: unhealthy tensions between people of differing gender, race, ethnicity, age, abilities or generations, etc. loss of productivity because of increased conflict; inability to attract and retain talented people of all kinds; EEO complaints and other actions.

72 Summary Internal and external factors influencing workplace respect and productivity Diversity should be broadly defined Inclusion is about valuing all employees Cultural Competency is a continuous process Evidence based Patient Centered Care Religious dynamics, unique Veteran culture, and workplace generations Managers’ best practices facilitating employee self determination

73 Department of Veterans Affairs Office of Diversity and Inclusion
John Fuller, Ed.D. Chief Diversity Educator Office of Diversity and Inclusion Honor, Courage, Commitment Semper Fi

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