1. PWSHRM Diversity & Inclusion Today What You Don’t Know You Don’t Know For: Prince William SHRM By: Mauricio Velásquez, MBA President, CEO The Diversity Training Group

2. PWSHRM 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, executive coach, mentoring trainer, and expert witness (listed with TASA). DTG’s clients include small and large federal agencies including US Navy, USDOJ, NIST, NIH, EPA, ATFE, FCC, and USCIS. Past federal clients include DOI (BLM, BOR, BIA), USIA, USDA, US Coast Guard, and even the White House (previous administration). Mauricio has trained in every state but North Dakota and with a recent trip to Guantanamo Bay, Cuba, Japan, Guam, Italy, Spain – work and life has taken Mauricio to over 75 countries.

3. PWSHRM If you don’t like the title This is a workshop on:  Supervision, Management, Leadership  Respect, Trust, Engagement  Opportunity, Higher Performance  Current Events – 911 to Election  Parenting  Life

4. PWSHRM Mauricio’s Mission  Provoke Thought  Facilitate Discussion & Learning  Surprise You  Entertain You  Add Value  Provide Subject Matter Expertise

5. PWSHRM Opening Remark What You Don’t Know You Don’t Know (DKDK) What You Don’t Know (DK) What You Know (K)

6. PWSHRM Intent vs. Impact Intent (what you meant) vs. Impact (what you actually said)

7. PWSHRM Context - Let’s talk trends  What have you seen in the workplace?  What changes have you witnessed in your career?  What have you seen in the client marketplace?  Can you comment on what your competition has been doing with respect to their diversity efforts?  Have you compared who you hired, who is staying and who has left your organization 5 years ago, 3 years ago and today?  Have you looked at who your clients/customers are 5 years ago, 3 years ago and today and compared?  Have you done the same analysis going forward?

8. PWSHRM Diversity When you hear this term what “pops” into your head? What are all of the differences (and similarities) in our workplace? In our ranks, our peers, colleagues, travelers. What is Inclusion? What does it mean to be inclusive? What is Inclusion?

9. PWSHRM 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

10. PWSHRM 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

11. PWSHRM Dimensions of Diversity Indivi dual Organizational Affiliation Group Individual

12. PWSHRM 12 To includeTo welcome To make comfortable To acknowledge, value, and include others from all backgrounds INCLUSIVE

13. PWSHRM The Lunch Date  Adam Davidson  Screen Writer/Director  This was his thesis to get his degree in film from AFI – American Film Institute, New York City  Won many awards  Filmed in 1990

14. PWSHRM A Diversity Issue Exists…  When an issue (policy or business practice — formal, informal, internal, or external) has a different impact on a particular group (i.e., impact on men vs. women, black vs. white, American vs. foreigner, urban vs. rural background)  When it happens more frequently to a particular group (i.e., different groups have dramatically different “ numbers ”— turnover, terminations, promotions, few or no role models)  When it is more difficult for one group to overcome (upward mobility for a particular group within an organization, i.e., “ glass ceilings ” )

15. PWSHRM What do you think?  Is your biggest diversity issue or challenge or obstacle?  What is the root cause(s) behind this issue?  How can you address it? What are potential solutions and prioritize them? “Let’s look at some best practices. You don’t have to recreate the wheel – just take someone else’s tire and put a white wall on it!”- MV

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17. Nationwide Best Practices Sources: American Express Benchmark Study Business Week Special Sessions The Conference Board Best Practices Publications Fortune’s Best Practices Lists/Articles Towers-Perrin North-American Diversity Best Practices Study US Department of Labor and other US Government Studies

18. PWSHRM What is working – Critical Success Factors STRATEGIC I.Visible, supportive and fully-committed senior leadership II.Diversity strategy/plan developed & aligned with organization’s strategic plan III.Internal and external communications improved IV.Employee involvement and assessment V.Recruitment and retention activities improved VI.Measurement, metrics and follow through emphasized VII.Constant benchmarking and continuous improvement of diversity strategy and plan

19. PWSHRM Best Practices Checklist These practices have been compiled from observing and participating in the successful implementation of hundreds of inclusivity initiatives.  Do you have a workplace inclusivity strategic plan?  Do you have formal policies and procedures in place for promoting your inclusive work environment?  Have you made the business case for all of your diversity initiatives? Have you done your research; internal and external customer data (See article in this issue)?  Do you have a workplace inclusivity/diversity advisory or steering committee (ad-hoc employee group)?  Do you conduct structured group interviews for open management positions?  Do you have a formal, fully-inclusive mentoring program?

20. PWSHRM Best Practices Checklist  Are you attempting to diversify your recruiting pool while maintaining high standards?  Are you conducting diversity training for managers, supervisors, and employees?  Have you completed sexual harassment prevention training for all of your employees?  Do you offer more advanced courses in gender communications, problem- solving, and conflict management for diverse employees?  Have you developed an in-house diversity resource center complete with books, videos, newsletter, and other educational materials (like multicultural calendars) and made all of this available to your employees?  Are you acknowledging and celebrating the diversity within your employment ranks before attempting to value and manage your diversity (events, activities, etc.)?  What are you and your organization doing? What is working? Share your successes and what you have learned from your failures. Seek credit for your organization or submit anonymously. I guarantee confidentiality if you desire it.

21. PWSHRM 21 Valuing Diversity Being Inclusive Treating With Respect, Dignity Being Engaged, Performing @ Higher Level Relationship between Diversity, Inclusion, Respect & Engagement (Higher Performance)

22. PWSHRM What can I do? Knowledge – Action = Nothing Don’t act – nothing happens! There is no such thing as “innocent bystanders.”

23. PWSHRM A Short Course…. … In Human Relations You think this is a common sense – people that exclude often do not have common sense!

24. PWSHRM Navy Definition of Diversity All of the individual attributes and characteristics of our Sailors and Civilians that enhance the mission readiness of the Navy. MV – we have to be careful that our differences do enhance and NOT UNDERMINE our mission

25. PWSHRM For more information… CONTACT: The Diversity Training Group 692 Pine Street Herndon, VA 20170 Tel.703.478.9191 Fax 703.709.0591 Mauriciov@diversitydtg.com Mauricio Velásquez, MBA - President

26. PWSHRM 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.

27. PWSHRM Our Approach  FORM a partnership with our client  DIAGNOSE with a thorough, organization- wide needs analysis (interviews, focus groups, survey)  DESIGN a customized program based on a D & I strategy/plan  DEVELOP high impact training materials  IMPLEMENT or execute the strategy which typically includes training  EVALUATE and follow up