1. HUMAN RESOURCES Proposed Framework for a Strategic Plan for Diversity with a Diversity Management Structure Presented by: Edward W. Romero, Ph.D. Director of Diversity and Inclusion Texas A&M AgriLife Human Resources 2009/2010

2. HUMAN RESOURCES Texas AgriLife Extension Service This proposed strategic diversity management plan and management structure has taken into consideration the efforts made by Texas AgriLife Extension and their Diversity Catalyst Team. The recommended plan was designed to augment their current efforts, while encouraging other sister agencies of the AgriLife family to consider adopting a coordinated effort.

3. HUMAN RESOURCES Outline Managing Diversity Diversity Challenges and Benefits Diversity Dimensions Categories of Diversity Diversity Management Structure Strategic Plan Framework (Diversity Integration) What Can Leadership Do?

4. HUMAN RESOURCES Definitions Diversity… A collective mixture characterized by differences and similarities that are applied in pursuit of organizational objectives. Diversity Management... A comprehensive organizational and managerial process of planning for, organizing, directing, and supporting a collective mixture in a way that adds a measureable difference to organizational performance. Workplace diversity is an asset to any organization when appropriately governed and fully utilized.

5. HUMAN RESOURCES Effectively Managing Diversity Workplace diversity is an asset to any organization when appropriately governed and fully utilized. Organizations that embrace and manage diversity, will demonstrate tremendous strength in their organizations (creativity & innovation), improve communication, and collaborate productively. We anticipate increased employee satisfaction as a direct result of a strategic diversity management plan.

6. HUMAN RESOURCES Diversity Challenges How people react to differences. People respond to differences based on how they have been imprinted given their wide range of influences. Once individuals realize how their perceptions have been shaped by these influences, awareness begins! Awareness leads to greater understanding and the start of building a positive environment.

7. HUMAN RESOURCES Benefits of Diversity Although a diverse workplace is inevitable, diversity needs to be measurable to capitalize on the full benefit of diversity. Diversity must add a measurable difference to organizational performance. Environment within the organization will determine whether the benefits of diversity will be realized. Diversity Activity/Process OutcomeImpact Value Added

8. HUMAN RESOURCES Harnessing Power Specific steps must be taken to create an environment where employees feel welcome, feel valued for their contributions to the organization, and feel that their talents are being utilized. Harnessing this complexity and dynamic interaction – from an organizational perspective – lends itself to a great opportunity for improved performance (outcome) and a competitive advantage. Diversity drives creativity and inspires innovation!

9. HUMAN RESOURCES DIVERSITY DIMENSIONS Primary (core) Dimension Secondary Dimension

10. HUMAN RESOURCES Primary Diversity Dimension Age Sexual Orientation Mental/Physical Abilities Gender Ethnicity Race Education Communication Style Family Status Military Experience Organizational Role and Level Religious Beliefs First Language Geographic Location Income Work Experience Work Style The primary (core) dimension exerts an important impact on our early stages of socialization – and every stage of life. Usually people are able to see these dimensions (except sexual orientation) and people know these things about us before we even speak (physical). Usually when people are being stereotyped based on these dimensions, they become sensitive about it because it’s usually something they cannot change or modify.

11. HUMAN RESOURCES The Secondary Diversity Dimensions Age Sexual Orientation Mental/Physical Abilities Gender Ethnicity Race Education Communication Style Family Status Military Experience Organizational Role and Level Religious Beliefs First Language Geographic Location Income Work Experience Work Style The secondary dimensions also share certain characteristics. They are usually more variable in nature, less visible to others around us, and more variable in degree of influence. Secondary dimensions contain an element of control or choice. We can acquire, discard, or modify and therefore people are usually less sensitive about because they have made a choice on or have the power to change. In addition, we can choose to conceal or not disclose information related to this dimension. Their power is less constant and more individualized than the core dimensions because it is easier to see the connection of these secondary dimensions and events in someone’s lives.

12. HUMAN RESOURCES This is who we are! Age Sexual Orientation Mental/Physical Abilities Gender Ethnicity Race Education Communication Style Family Status Military Experience Organizational Role and Level Religious Beliefs First Language Geographic Location Income Work Experience Work Style Source: E. E. Hubbard, Diversity Management Age Sexual Orientation Mental/Physical Abilities Gender Ethnicity Race Education Communication Style Family Status Military Experience Organizational Role and Level Religious Beliefs First Language Geographic Location Income Work Experience Work Style Age Sexual Orientation Mental/Physical Abilities Gender Ethnicity Race Education Communication Style Family Status Military Experience Organizational Role and Level Religious Beliefs First Language Geographic Location Income Work Experience Work Style

13. HUMAN RESOURCES Different Categories of Diversity 1.Workforce Diversity 2.Behavioral Diversity 3.Structural Diversity 4.Business Diversity The new understanding of diversity involves more than increasing the number of different identity groups on the payroll. Thomas & Ely

14. HUMAN RESOURCES Categories and Elements of Diversity Workforce Diversity Behavioral Diversity Gender Race Ethnicity Religion Sexual Orientation Physical Ability Age Family Status Economic Background & Status Geographical Background & Status Market Demographics Work Styles Thinking Styles Learning Styles Communication Styles Aspirations Beliefs/Value Systems Changes in Attitudes Expectations of Employees

15. HUMAN RESOURCES Structural Diversity Business Diversity Interactions Across Functions Across Organizational Levels of Hierarchy Across Divisions/Colleges Across Organizations Engaged in: ─ Strategic Alliances (i.e. former students) ─ Cooperative Ventures Expansion and Segmentation of Customer Markets The Diversification of Products and Services Offered Variety of Operating Environments: ─ which organizations work and compete ─ i.e. legal and regulatory ─ labor markets ─ community and societal expectations ─ business cultures and norms Categories and Elements of Diversity

16. HUMAN RESOURCES Differing Goals Separate functions (different goals) of diversity management from those of affirmative action and equal employment opportunity : 1.the goal of affirmative action is the elimination of the under- representation of women and minorities in the workforce; 2.the goal of equal employment opportunity is the elimination of discrimination based on age, race, color, gender, ethnicity, disability, and religion; 3.the goal of diversity management is the optimization of individual and organizational performance.

17. HUMAN RESOURCES Diversity Management Structure (DMS) Without the proper components in place weakens and limits the efficacy of the plan; and will take longer to achieve the desired outcome – if at all. The DMS is meant to provide the infrastructure needed to ensure success of the Strategic Diversity Plan and create a systematic process. A successful process includes an effective communication plan. Given Texas A&M AgriLife’s structure and complexity, the Diversity Management Structure provides transparency to the process, encourages employee engagement, and ensure all engage in the change process. The DMS is not meant as a reporting hierarchal structure to the Director of Diversity and Inclusion, but rather a means of information flow.

18. HUMAN RESOURCES

19. IMPLEMENTATION OF STRATEGIC PLANS FOR EACH AGENCY Strategic Plans can include, but are not limited to: TALENT ACQUISITION Recruiting PlanHiring Practices Turnover Per cost of RecruitPromotion RETENTION Turnover/AttritionEmployee Behavior Professional DevelopmentAbsenteeism Succession PlanningMentoring TRAINING ORGANIZATIONAL IMPACT Reporting Exit Interviews Demographics Auditing Promotion and Marketing (PR) Supplier Relationships ORGANIZATIONAL IMPACT Reporting Exit Interviews Demographics Auditing Promotion and Marketing (PR) Supplier Relationships STRATEGY Diversity Team Leads Diversity Advocates Diversity Councils Create Strategic Diversity Plan Diversity Vision & Mission Statements Reporting Demographics ASSESSMENT Cultural & Climate Assessment Determine Management & Employee Competence Return on Investment Metrics (baseline data) Personal Diversity Paradigm Tool ASSESSMENT Cultural & Climate Assessment Determine Management & Employee Competence Return on Investment Metrics (baseline data) Personal Diversity Paradigm Tool LEADERSHIP Willingness to Commit to Diversity Principles Model Desired Attitudes Model Desired Actions Model Desired Behavior Communicate Diversity Vision Encourage Employee Engagement Accountability LEADERSHIP Willingness to Commit to Diversity Principles Model Desired Attitudes Model Desired Actions Model Desired Behavior Communicate Diversity Vision Encourage Employee Engagement Accountability PLANNING Governance Budget Diversity Management & Communication Infrastructure Administrative Leadership TRAINING Strengths-based Approach Diversity Management Training Cultural Awareness Coaching Online Modules Highlight Various Cultures Continued Assessment Strategic Plan Framework

20. HUMAN RESOURCES What Can Leadership Do? 1.The leadership must understand that a diverse workforce will embody a different perspective and approaches to work, and must truly value variety of opinion and insight. 2.The leadership must recognize both the learning opportunities and the challenges that the expression of different perspectives presents for an organization. 3.The organizational culture must create an expectation of high standards of performance from everyone.

21. HUMAN RESOURCES What Can Leadership Do? continued… 4.The organizational culture must stimulate personal development. 5.The organizational culture must encourage openness. 6.The culture must make workers feel valued. 7.The organization must have a well-articulated and widely understood mission.

22. HUMAN RESOURCES References Holmes, M. E., & Thomas, R. (2008). Personal diversity paradigm: A tool for exploring your orientation to diversity (V.1.0). R. Thomas & Associates, Inc. Odums, G. A. (n.d.). Diversity principles: Strategic integration. Chicago: TLC Group Production Team. Hubbard, E. E. (2004). The manager’s pocket guide to diversity management. Amherst, MA: HRD Press, Inc. Thomas, D. A., & Ely, R. J. (2001). Making differences matter: A new paradigm for managing diversity. Harvard Business Review on Managing Diversity. Boston, MA: Harvard Business School Publishing Corporation. Community of respect trainers manual. (2009). Office of International Outreach, Texas A&M University.