This document serves as an accessible version of this course and is intended only for those individuals who require an accommodation for a disability. If you do not require an accommodation based on a disability, you must complete the web-based training through ESS > My Training to receive credit on your transcript.
There is one website referenced in this course:
· Harvard University’s Implicit Association Test (IAT)
Hi everyone! Welcome to the Skype Broadcast session of Diversity, Equity, and Inclusion: Re-imagining the Culture of Your Workplace! My name is Nicole Tyler and I work for the Office of Administration’s Bureau of Talent Development. I’m excited about presenting on such an important topic. If you haven’t already, please take a moment to grab your favorite coffee or tea, a pen or pencil to take notes, and open your mind to different perspectives on diversity and inclusion. With that being said, I now present to you, Diversity, Equity, and Inclusion: Re-imagining the Culture of Your Workplace.
Imagine a world where every person was exactly the same. Where we all looked the same. Where we all had the same dreams. Where we all liked the same types of music, art, food, and coffee. And where we all lived the same story over and over again. Does this sound boring to you? Could you live through it? Thankfully, we do not have to imagine living in such a world. We are surrounded by diversity!
It’s within our communities, our workplaces, and the diverse constituents in which we serve. Each day we have an opportunity to celebrate our differences and harness the power that each of us brings to our teams, departments, and commonwealth as a whole.
And that’s exactly what this session is all about! By the end of this presentation, you will be able to:
Let’s start with the basics! The words “diversity” and “inclusion” are often used interchangeably, but they’re actually two, different concepts. And for some people, it may be even more confusing when the term “equity” is used in conjunction with diversity and inclusion.
With much talk about diversity, equity, and inclusion in the workplace these days, there is no better time to dig deep and establish shared, fundamental understandings of these terms and their meanings. We’ll start with diversity and inclusion!
According to leading diversity and inclusion strategist, Andres Tapia, diversity is the mix and inclusion in making the mix work. It’s almost like baking a cake.
For example, most traditional cakes have a combination of dry and wet ingredients, such as eggs, sugar, flour, and butter. On their own, the ingredients are individual items with a singular taste; which in the case of flour, is not so tasty. However, without flour you will have a sweet, flat, not-so-cakey thing that you wouldn’t want to eat. Essentially, the cake is not a cake without flour. When adding ingredient after ingredient, you’ll notice that the consistency changes. If you don’t have the right amount for each ingredient, the cake will not taste or look as it should. Due to each ingredient’s make-up and distinct qualities, the ultimate value is when all of these ingredients are mixed together in its proper proportion. At this point, something wonderful happens, that puts a smile on someone’s face when they taste it.
Food is something that many of us enjoy and some have made a living putting certain ingredients together in such a way that you experience creativity and innovation in every bite. Ultimately the taste is unexplainable. These are the moments that leave a lasting impression and make you wonder why you hadn’t experienced that dish sooner. It’s the same with diversity and inclusion. Like ingredients, recognizing the individuality and value of every person is essential to understanding the concept of diversity. When you intentionally focus on understanding each ingredient and the use of each ingredient and how it responds to the other ingredients; then and only then does inclusion happen at a level that it benefits other people. I bet you’re all hungry for some cake now!
Just like the ingredients in our cake analogy, diversity is everything that makes us unique from each other, such as our cognitive skills, personality traits, and those things that shape our identity - those being our race, gender, religion, sexual orientation, cultural background and much more. Most of us subconsciously associate the term diversity with race and gender, but it includes many other attributes.
There is an image of the Dimensions of Diversity Wheel being displayed on the screen. It includes all the dimensions of diversity, including our communication and leadership styles, educational backgrounds, geographical locations, thinking styles, and many other attributes that makes us unique.
While diversity is about the mix of people in a team and the different identities, backgrounds, and experiences of its team members, inclusion is about making sure the mix works. It’s about making everyone feel like they belong, like their voice matters, and making people feel like they don’t have to conform to others in order for their opinions or ideas to be valued. Inclusive cultures make people feel respected and valued for who they are as an individual or group. For some people, when they think of inclusion at work, they might think of celebrating a coworker’s birthday, maybe attending a monthly mentoring session during their lunch break, or even a manager supporting their needs as a working parent. In reality, inclusion is all of that and so much more.
It’s really about how you feel connected to your workplace and the people around you. In the office, an inclusive environment is a combination of values that comes through in both subtle and overt ways. It’s one that includes fairness, which means respect and fair practices for all. It’s one that fosters a sense of belonging. This means that we are consciously making an effort to show everyone that they’re valued and welcome at the table. It’s also one that includes a sense of safety. This means that it’s a team environment of openness where people feel psychologically safe to be their authentic selves. And last but not least, an inclusive environment includes a sense of empowerment. This means it’s a culture where people are encouraged to make decisions, speak up, and grow and fulfill their potential.
Simply put, inclusion is something that does not happen on its own and you need to ask everyone to put forward their feelings, ideas and questions in meetings. When employees see the value in inclusion and see how their ideas or feedback are enacted, they will invest in the cause and be more inclined to contribute.
When we talk about diversity and inclusion, one key concept that’s often left out of the conversation is equity. Equity is the fair treatment, access, opportunity, and advancement for all people, while at the same time striving to identify and eliminate barriers that have prevented the full participation of some groups.
Equity recognizes that advantages and barriers exist. As a result, everyone doesn’t start from the same place. It’s a process that begins by acknowledging that unequal starting places exists and makes a commitment to correct and address the imbalance. This concept may sound the same as the term “equality.” However, equality is not the same as equity.
To further explain this concept, the following description is of an image that is being displayed on the screen.
On the left side of the screen, each person (there are three people of different heights) is given the same size box to stand on to pick an apple from the tree. But because some of the individuals are taller – a privilege – they’re able to obtain the apple, which the shortest person cannot.
On the right side of the screen, we’re shown what it looks like to employ equity instead. When the less-privileged (those who are shorter and cannot reach the apples) are armed with resources (such as more boxes to stand on to create the same height as the taller individuals) that offer the same opportunities as their peers, fairness is achieved. Equality is the end goal. Equity is the means to get there.
If we treat people equally, we would give everyone the same box to stand on, so only the tallest person could reach the fruit. If we treat them equitably, we would give them as many boxes as they need to reach the fruit. In other words: Equality is the end goal. Equity is the means to get there. On the job, that example takes shape in more serious applications. Issues of gender, race, sexual orientation, language, and disability requires employers to be deliberately conscious of equity when creating company policies and workflows. Choices like creating an open atmosphere or space for employees to share their concerns on various issues, providing accessible workspaces, and ensuring interview panels are diverse, requires more intentional thinking, but the result is worthwhile – an environment that creates equal access and opportunities for all.
As you can see, diversity, equity, and inclusion are powerful words and concepts. They are mutually reinforcing principles within an organization. A focus on diversity alone is insufficient because an employee’s sense of belonging and experience of fairness is critically important.
Another way of relating these terms to one another is by thinking that diversity is having a seat at the table, equity is entering the conversation without barriers, and inclusion is being heard and having a voice at the table. When diversity, inclusion, and equity go together, an entire workforce is empowered to bring their best to work. I hope that by separating these terms and being clearer about the language will help us engage in deeper and more meaningful conversations that encourage a fresh perspective. We’ll have an opportunity for questions and answers during a future live question and answer panel discussion.
Now that we’ve defined the dynamic trio - diversity, equity, and inclusion - let’s explore their impact in the workplace.
Most of us recognize that having a diverse workforce is a good thing. And now there is overwhelming evidence of a strong business case for diversity and inclusion.
Here are a few recent statistics that prove why such initiatives are at the forefront of organizations across the U.S. The U.S. population is becoming increasingly diverse. More women, racial and ethnic minorities, LGBTQ individuals, veterans, and people with disabilities are entering the workforce at exponential rates. In fact, according to data from the U.S. Census Bureau, our nation will no longer have any single ethnic or racial majorities by the year 2065.
Another factor to consider is that 67% of job seekers consider workplace diversity an important factor when considering employment opportunities, and more than 50% of current employees want their workplace to do more to increase diversity. (Glassdoor). In the same study, a diverse workplace proved important to a majority of Caucasian workers, but it was of paramount importance to minority job seekers: 72% of women (v. 62% of men), 89% of African Americans, 80% of Asians, and 70% of Latinos ranked workforce diversity as important in their job search.
Beyond changing national demographics, workers are seeking more diverse and inclusive workplaces because 45% of American workers experienced discrimination and/or harassment in the past year. On top of that, only 40% of women feel satisfied with the decision-making processes at their organization (versus 70% of men), which leads to job dissatisfaction and poor employee retention. And 78% of employees who responded to a Harvard Business Review study said they work at organizations that lack diversity in leadership positions. According to the study, “without diverse leadership, women are 20% less likely than straight Caucasian men to win endorsement for their ideas; people of color are 24% less likely; and those who identify as LGBT are 21% less likely.”
Another important factor that is driving the need for diversity and inclusion initiatives is the increasing presence of the millennial generation in the workplace. By the year 2025, 75% of the global workforce will be made up of millennials – which means that this group will occupy the majority of leadership roles over the coming decade. They will be responsible for making important decisions that affect workplace cultures and people’s lives. This group has a unique perspective of diversity.
Interestingly, according to a report by Deloitte, diversity is perceived differently by generations. While older generations tend to view diversity through the lenses of race, demographics, equality and representation, millennials see diversity as a melding of varying experiences, different backgrounds and individual perspectives. They view the ideal workplace as a supportive environment that gives space to varying perspectives on a given issue. Millennials are also significantly more likely than Gen Xers and Boomers to consider diversity and inclusion an important factor in considering a new job (47% vs. 33% and 37%, respectively).
When you take these statistics into consideration, it’s easy to understand why DEI initiatives are top priorities for leaders and employees within the commonwealth.
There’s also endless benefits of implementing D&I initiatives in the workplace. There’s literally no downside!
Diversity in the workplace leads to increased creativity. When you put together people who see the same thing in different ways, you are more likely to get a collaboration of fresh, new ideas, thus improving the creativity of your workforce.
Diversity in the workplace also leads to higher innovation rates. A 2018 study by Harvard Business Review found that companies with higher-than average diversity had 19% higher innovation rates.
Companies with higher workplace diversity solve problems faster. Harvard Business Review also found diverse teams are able to solve problems faster than cognitively similar people. Diverse teams solve problems 60% faster than less-diverse teams.
Workplace diversity leads to better decision-making results. When employees with different backgrounds and perspectives come together, they produce more solutions, which leads to the more informed and improved decision-making processes and results.
Diversity in the workplace also ensures a variety of different perspectives. Since diversity in the workplace means that employees will have different characteristics and backgrounds, they are also more likely to have a variety of different skills and experiences. This also allows employees to learn from each other and grow. When people are exposed to new ideas and cultures, they are forced to open their minds and gain a clear view of the people that surround them.
Workplace diversity leads to higher employee engagement.
The link between workplace diversity and employee engagement is pretty straightforward - when employees feel included, they are more engaged.
Workplace diversity is also beneficial for employee retention.
When employees feel accepted and valued, they are also happier in their workplace and stay longer with a company. As a result, companies with greater diversity in the workplace have lower turnover rates.
And last, but not least, workplace diversity helps organizations to have a better understanding of its customers. If you don’t have diverse viewpoints on your teams, you very likely don’t have your finger on the pulse on the needs of your constituents. It can also strengthen your customer relationships. Many people like to see a diverse workforce; it makes them feel welcomed and encouraged to interact and work with your organization.
Bottom line - Diverse team members with a common purpose—and who are made to feel comfortable to be themselves—deliver better results.
Despite the benefits and its importance in the workplace, research shows that many organizations continue to struggle with diversity and inclusion. We’re going to shift gears and focus on what hinders us from truly embracing diversity and fostering an inclusive environment.
One barrier to embracing diversity and creating an inclusive environment is our mindset or approach to how we view diversity. Although there are several misconceptions about diversity, we’re going to focus on some of the most common ones.
One myth revolves around the idea that diversity is about exclusivity. In reality, diversity encompasses all human differences and excludes no one. Just to give you some context behind this idea - Corporate America’s history is one where Caucasian men have been considered “the majority” and women and people of color have faced discrimination in the workplace and beyond. The systemic inclusion and exclusion of certain groups over a long period of time allowed access to opportunities and industries for only some groups and those groups gained dominance and power in those industries and became the norm. What many people fail to realize is that diversity and inclusion initiatives have evolved over the years – one that focuses not only on these groups, but also acknowledges the multi-dimensionality of all groups and individuals. That said, it’s not about excluding some groups, such as Caucasian males, rather, it’s about creating a culture where everyone (each individual) can thrive and contribute to an organization.
Another common myth is that diversity without inclusion is sufficient. In reality, without inclusion, diversity does not work!
Some teams and/or departments are quick to tout how diverse they are, but that doesn’t automatically translate into an inclusive environment. For example, if some employees feel like they can’t express a different point of view in a meeting, without dissent and judgement…that’s a problem. Another example is when employees are consistently interrupted or have their ideas attributed to other people. Diversity with inclusion is a conscious choice and a deliberate effort to enable employees to bring their whole selves to work.
Some of us are also of the mindset that diversity is just a fad. Diversity has always been one of the hottest topics in the workplace, but in recent years, it has become a major goal for many companies. It’s not just a nice to have, but a necessity for organizations. As we learned earlier, its benefits are directly related to an organization’s bottom line and the overall well-being of its employees.
And last but, not least, some of us think that diversity and inclusion is the responsibility of Human Resources. While it’s common to find diversity and inclusion initiatives led by Human Resources, organizations who have fully embraced D&I have often made it a leadership imperative. Every individual in the organization is responsible for inclusion. While it might start at the top, it’s the job of the frontline managers to nurture it within their teams and ensure that it is lived by every member of the organization.
In order for us to fully embrace diversity, equity, and inclusion efforts, it is important for us to have the right mindset – one that clearly understands the value of a diverse workforce and an inclusive culture…ultimately, it’s a win-win situation for everyone!
In addition to a few misconceptions, one of the biggest barriers to achieving diversity and creating an inclusive environment is the role of unconscious bias. We’re often unaware of the ways in which our attitudes, beliefs and perceptions about others affect our behavior—and the result can be an exclusive workplace culture.
Unconscious biases, also known as implicit biases, are the underlying attitudes and stereotypes that people unconsciously attribute to another person or group of people that affect how they understand and engage with a person or group.
And just to make sure we’re all on the same page, a stereotype is a fixed, over generalized belief about a particular group or class of people. For example, just think about some of the stereotypes that many of us face as commonwealth employees - like being lazy, incompetent, or lack of integrity, etc.
To help us better understand this concept, I’m going to share with you how our brain works in relation to how we naturally form biases. We gather millions of bits of information and our brain processes that information in a certain way – unconsciously categorizing and formatting it into familiar patterns. Since our brains take in more information than it can process, we rely on mental shortcuts to simplify the world around us. Which means that we sometimes rely on stereotypes. Our brains are hardwired to make unconscious decisions, because the number of choices we face every day would be overwhelming if we had to consciously evaluate every single one. That means there is a direct link between our unconscious thinking and our actions and behavior. Sometimes those mental shortcuts are helpful. For example, if an animal is running towards you in the woods, you don’t stop to think about whether it’s a bear or some other animal before you decide what to do. You make a snap judgement. But relying on snap judgements about people can be very harmful.
Given these facts, no one is immune from bias. We may try to be as objective as possible when making important decisions, especially when these relate to work. However, as human beings, we are subject to unconscious bias in one way or another. The fact is we ALL have them. Having an unconscious bias doesn’t make you a bad person—it just means you’re human. So, we can talk about this openly, and without blame or shame.
Now, one thing that I want to point out is that some biases are positive and helpful – like choosing to only eat foods that are considered healthy. But biases are often based on stereotypes, rather than actual knowledge of an individual or circumstance. Whether positive or negative, such cognitive shortcuts can result in prejudgments that lead to rash decisions and sometimes, discriminatory practices.
So where exactly do our biases come from? Developments in neuroscience now demonstrate that many biases are formed throughout life and held at the subconscious level, mainly through societal and parental conditioning. Examples include, the media, family, school/education, teachers, religious beliefs, political views, friends, and other external influences. Biases are formed, starting at a young age…often as a result of one’s upbringing. They’re formed through direct and indirect messages about people based on characteristics such as, race, ethnicity, age, gender and appearance. For example, if you’ve learned – through personal experiences, media exposure, and general cultural conditioning throughout your life – that women are caretakers, it may be difficult for you to envision women in leadership positions.
Skin color, gender and age are generally what people think of when they consider biases, but individuals can harbor unconscious bias about many other characteristics, including:
· Height and weight
· Introversion and extroversion
· Marital status and parental status
· Disability status
· Foreign accents
· Where someone attended college
· Hobbies or extracurricular activities
All of these characteristics and many others can influence everything from who gets interviewed to who gets hired to who gets terminated. They can affect the way people are mentored, how employees socialize with one another, who is given plum assignments and promotions, and much more.
There are over a hundred types of biases - at least 175 to be exact - but we’re going to focus on some of the most common ones that show up in the workplace.
One common bias is known as Affinity Bias. Affinity Bias is the tendency people have to connect with others who share similar interests, experiences and backgrounds. For example, when companies hire for ‘culture fit,’ they are likely falling prey to Affinity Bias. When hiring teams meet someone they like and who they know will get along with the team, it’s more often than not because that person shares similar interests, experiences and backgrounds, which is not helping your team grow and diversify. This could be graduates from specific schools, people who have worked at certain companies, and more. While similarities shouldn’t automatically disqualify a candidate, they should never be the deciding factor, either.
Another common bias is known as Confirmation Bias. Confirmation Bias is our tendency to search for and favor all information that confirms our beliefs while ignoring all information or devaluing information that contradicts our beliefs. A common example of Confirmation Bias comes in the form of millennials and their work ethic. Many have a strong belief that millennials are entitled, lazy, and lack the drive to succeed. They’ll point out anecdotal evidence about how a particular millennial that they know has a floundering career and is addicted to their smartphone. However, recent research from the Harvard Business Review indicates that millennials are workaholics. They are more likely to identify as “work martyrs” and less likely to use all their vacation time, than their Gen Xers and Baby Boomer counterparts. Still, the perception of millennials as a sluggish generation lacking work ethic will persist because those who believe it will likely not look for evidence to disconfirm their beliefs. Likewise, another example is a strong belief that older generations are unable to learn new things.
Performance Bias occurs when people who are part of some groups, such as Caucasians or men, are judged by their expected potential, while those who are part of other groups, such as people of color or women, are judged by their proven accomplishments. For example, in a recent study, resumes were sent out that were identical aside from one version having a woman’s name, and the other having a man’s name. The results showed that 79% of applicants with the men’s name versus only 49% of those with a woman’s name were deemed “worthy of hire.” In another example, the American Economic Review published a study showing that resumes with European-sounding names received 50% more calls for interviews than identical resumes with ethnic-sounding names.
Attribution Bias is closely linked to Performance Bias. It affects how we assess other people and their achievements. Because some people see women as less competent than men, they may undervalue their accomplishments and overvalue their mistakes. For example, research shows that feedback given to women tends to be vague and focused on communication style, while men are given specific feedback that tends to be tied to organizational goals and technical skills that accelerate advancement.
The Halo/Horns Effect is another common type of workplace bias. The Halo/Horns Effect is a bias that causes you to allow one trait, either positive (which is the halo), or negative (which is the horn), to overshadow other traits, behaviors, actions, or beliefs. An example of the “Halo” effect is when an employee is viewed favorably because of one particular aspect of their performance, such as results-focused. This individual may be less likely to be held to the same standard on other important things (e.g. proper communication with other employees, adhering to standard procedures, etc.). This can result in us overlooking negative aspects about someone and ultimately lead to us choosing the wrong person for a role or failing to address performance issues or problematic behaviors. Its opposite is the ‘horns effect’, where we concentrate on a person’s failings and overlook their positive attributes or achievements. The Halo and Horn Effect can develop feelings of unfairness, resentment and favoritism within the workplace. It is often recognized by team members, especially if they are receiving more of the Horn side of the effect.
Unconscious bias can have real consequences on the overall employee experience, and over time, it hinders an organization’s diversity and inclusion efforts. As you saw in the previous examples, unconscious bias can derail diversity, recruiting and retention efforts, and unknowingly, shape an organization’s culture.
Here are just a few recent statistics that show the magnitude of this problem in many organizations across the country. A recent study evaluated over 3,000 respondents, consisting of men, women, African Americans, Caucasians, Asians, and Hispanics. They were between the ages of 21 and 65. Also, they were all employed full-time, in white collar occupations with at least a bachelor’s degree. The results show that:
· 36% of people think of people with disabilities as less productive than people without disabilities
· 48% of African American women and 47% of Latina women report being mistaken for administrative or custodial staff
· 46% of LGBTQ+ Americans remain closeted, and
· 21% of workers have experienced age discrimination (44% know someone who has)
In this same study, of those who reported experiencing workplace bias, 33% stated that they feel alienated, 34% withhold ideas and solutions, and 80% would not refer people to their employer. These devastating effects have a negative impact on engagement, retention, and turnover.
Over time, feelings of isolation, alienation, and withholding take a toll on the person. Stress hormones in our systems results in:
· Low or no emotional engagement
· Increased stress related illness
· Increased accidents and absenteeism in the workplace, and
· Above average employee turnover
And consider this: It can take the brain 3-4 hours to rid itself of the stress hormones. Each time an employee feels discriminated against or experiences unconscious bias, these emotions resurface. On the downside, employees do not have the capacity to do their best work. In addition, they may not have the ability to work at all. This level of disengagement is rising for U.S. companies. As a result, it can lead to $450-550 billion in losses each year.
Despite the grim realities of unconscious bias, individuals and organizations can and do grow. Changing workplace attitudes and prejudices is possible. It begins with awareness and honest dialog about how they present in our lives and in our offices. Over the next few slides, you’re going to receive tips and best practices on how to reduce your biases, embrace diversity and create an inclusive culture.
The first step in overcoming our biases is to simply acknowledge the fact that we have unconscious biases. When we deny them, it’s like claiming you can see the back of your own head without using a mirror. Accept that we all have unconscious bias!
It’s also important to learn about our own biases. One tool to help you evaluate yourself is the Harvard University’s Implicit Association Test (IAT). The Implicit Association Test (IAT) measures attitudes and beliefs that people may be unwilling or unable to report. The IAT may be especially interesting if it shows that you have an implicit attitude that you did not know about. For example, you may believe that women and men should be equally associated with science, but your automatic associations could show that you (like many others) associate men with science more than you associate women with science.
Another tip for reducing unconscious bias is to slow down. Our brains can consciously process only around 40 items of information per second, but as many as 11 million things unconsciously. So, when we rush our choices our brains rely on shortcuts – biases – to make decision-making easier and quicker. Lessen the risk of these biases affecting your decisions by slowing down and giving yourself more time to arrive at conclusions.
Also, widen your social circle. Research has consistently shown that prejudice decreases as people have more contact with different social groups, and the same applies to unconscious bias. Just having contact with the people towards whom you've got a bias and learning more about them can help to undermine your bias and replace it with new information.
Another important tip is to increase self-awareness. Start by noticing your reactions, responses, and judgments throughout the day to different situations and individuals. Pay attention to how you feel. Often, when we encounter difference, a judgment arises within us. Take note and ask yourself: “Is this one of my biases? Is my judgment warranted? What am I feeling?” An example of this is gender bias, where you might believe that one gender can do the job better than another gender. Something else to consider is if someone has a different view on an issue from yours. Does it make you uncomfortable? Being aware of your feelings of discomfort is an excellent peek into potential unconscious biases.
In addition to challenging our biases, here are a few recommendations on how to embrace diversity and create an inclusive workplace. These are particularly geared toward supervisors and managers.
First, make diversity and inclusion a priority. It should be communicated early and often so it’s a valuable part of your culture, whether you’re talking to candidates, employees, customers, or stakeholders. It’s also crucial that D&I be part of your branding, not just a one-off training session. Create a long-term plan to include diversity at all levels of your organization. Then, invest in strategies that shift your culture. Strategies include talent development, performance management, learning, and retention of top talent. For example, you could begin with a strategic onboarding process that incorporates many different perspectives and outlooks from various members of your staff.
Also focus on listening and empathy. People want to know they matter. They need a sense of belonging, both intellectually and emotionally. As a leader, it’s important to listen to each person within your team and make them feel included. Start by understanding your own story. Everyone has felt excluded, shamed, or interrupted at one point or another. Remember how you felt in those situations, and then try to be empathetic when someone else faces similar concerns. The key points to remember are we all have common ground, and we all deserve understanding.
Encourage a culture of frequent check-ins. One-on-ones aren’t just for providing in-the-moment feedback, they’re also opportunities for managers to build trust with direct reports. This is key for the kind of open dialogue that allows employees to honestly express their needs, or to discuss challenges they may experience in your workplace (particularly those of a sensitive nature).
As a leader, it’s also important to create safe spaces for your employees. Think about needs for privacy and safe spaces at work, such as lactation rooms for new mothers, or quiet workspaces for workers who may be distracted or overstimulated by open floor plan seating. This extends to the remote space as well. Create digital safe “spaces” by encouraging employees to add pronouns to their email signatures and usernames. Honor introverts by making digital culture events optional. And so on.
Create opportunities for conversation. Let’s face it: No matter how “woke” we think we are; we never stop learning new things about the people around us. Your employees likely have strong relationships with their immediate teammates, but how well do they know their other colleagues? Encourage a workplace culture of inclusivity by making opportunities for employees to mix and chat. This could take a formal structure, like town hall meetings. But don’t underestimate the authenticity of a casual setting like company-wide lunches, volunteer days, or cross-team activities.
In addition to creating opportunities for conversation, provide a forum for introverts to shine. It’s no secret that traditional corporate culture rewards extroversion. Those who speak up in meetings, take charge of projects, and advocate for themselves have traditionally climbed the ladder in leaps and bounds over their skilled (but quieter) coworkers. As part of your inclusivity initiatives, train managers to make space in meetings to hear employees who may be more inclined to hang back or might feel anxious arguing a point. You can provide further assistance by offering opportunities to give non-verbal feedback, such as suggestion boxes. Finally, designate solitary spaces to work and eat so that these thoughtful, talented workers can recharge and keep giving you their best.
These are just a few examples of regular actions that leaders can take day-to-day to ensure their organization is as inclusive as possible. It’s not always easy, because considering diversity and inclusion is not always a natural tendency especially when we’re tired, stressed, or under time constraints and pressure. Often, it’s not that we don’t want to be inclusive, but just that we forget in the face of other priorities. But if we can remind ourselves to slow down and think, “What about diversity and inclusion?” Just that thought can help us to remember to do these small, but extremely important and impactful actions that can help everyone feel like they belong.
Now here are a few best practices for all employees on how to embrace diversity and create an inclusive culture.
One tip is the use of empathy. As per one recent research study, it was found that the leaders who were given top ratings by their subordinates were all empathetic and compassionate. They put themselves in the shoes of their employees and think from their perspective. Thus, instead of judging them, they allow the employees to expand. The leaders become more inclusive and in turn get a team that supports them and their projects. As employees, you can do the same. Instead of judging co-workers for their comments, simply try to understand them. If you empathize you would be able to make yourself and others much more inclusive.
It’s also important to be open-minded. Being open-minded is just as important as connecting with your team. So, practice putting your assumptions and stereotypes aside. We all have them, but they're not helpful to make others feel comfortable. Instead, make sure you learn with every step you take in your journey for better inclusion at work. Even if you've never been in such a diverse space, time and experience will let you know which responses are appropriate and which aren’t. As long as you're aware of how your demeanor contributes to the inclusion or lack-there-of in the workplace, open to hearing the opinions of others and willing to change what you need to change, you'll be on your way to success. A person is like a book with many, many years of experience. If you simply be curious and try to learn what he/she has to offer, becoming inclusive will be much easier than you think.
Another best practice is to support and celebrate your differences. Being heard is great but being celebrated is even better. So, invite your employees and coworkers to share their traditions with the rest of the team. Doing this is nothing but valuable, as everyone will learn more about everything.
One tip is to create a shared calendar. Every year ask your employees to add festivities to the calendar that are important to them. This way you can show respect to different cultures on special days simply by wishing the employee a good Hanukkah, Chinese New Year, Kwanzaa, Cinco de Mayo - you name it. When appropriate, you can even organize small celebrations at the office.
And here’s one last tip - be aware of your communication style. It's 2020 and we've all heard about mansplaining: it happens when a man explains something to a woman in a condescending way, assuming from the get-go that she doesn't know it. This is a great example of a communication style that doesn't promote inclusion but rather makes people feel like less than, and the same mistake can happen between races, religions, and more. To avoid this, make sure that you speak to everyone on the same level. This will make everyone more comfortable to let you know that they don't understand a certain concept and, when that happens, it's your cue to explain. And this includes body language as well – pay close attention to your hand gestures, rolling of the eyes, sighs, and other non-verbal cues that could potentially send negative messages to your recipients.
After learning about the importance of diversity, equity, and inclusion and its full suite of benefits, it’s time for us to re-imagine our workplace culture! As we re-imagine the culture of our workplace, keep these key facts at the forefront of your mind:
· Diversity, equity, and inclusion is not a box to check, a quota to fill, or a ‘nice to have’ – it is a must-have in the workplace
· Diversity, equity, and inclusion are not passive ‘buzz’ terms; diversity with inclusion is a conscious choice and a deliberate effort to enable employees to bring their whole selves to work, and
· Last, but not least, diversity, equity, and inclusion involves everyone.
There’s an old African proverb that says, it takes a village to raise a child. It means that an entire community of people must interact with children for those children to experience and grow in a safe and healthy environment. Likewise, it takes the entire commonwealth workforce to fully embrace diversity and create an inclusive culture.
So, I humbly ask, that you - as fellow peers, colleagues, and leaders - to take a deeper dive and consider your next steps. A good place to start is by examining and challenging your own biases. Use the tips and best practices that were shared during the presentation. Also, think about how you can be more inclusive in the workplace and consider expanding your cultural competence. This includes learning more about various religious, ethnic, cultural, or social groups. For example, look for opportunities to get to know people outside of your immediate circle. This might include volunteer work, such as serving food at a homeless shelter or making regular visits to a nursing home. Perhaps it’s as simple as getting to know your neighbors on a deeper level. Try something new. Visit a play or concert that is outside your norm.
When we embrace differences, we approach the world with open minds. We see people as people, rather than groups or demographics – and that benefits everyone.
This presentation, along with other diversity trainings, is just the first step in re-imagining our workplace culture. There is still work to be done, but every step in the right direction gets us closer to shifting mindsets and transforming progress as the new normal. When we get it right, we can build an irresistible and highly engaged workforce that is both passionate about its people and delivering solutions for our external customers.
I’d like to end this presentation with a powerful quote. “When we listen and celebrate what is both common and different, we become a wiser, more inclusive, and better organization.”
Thank you for the opportunity to share some important information about diversity, equity, and inclusion. I hope you found the content to be of value and a beneficial use of your time. Take care and until then, let’s continue our journey from diversity to inclusion.
This document serves as an accessible version of this course and is intended only for those individuals who require an accommodation for a disability. If you do not require an accommodation based on a disability, you must complete the web-based training through ESS > My Training to receive credit on your transcript. For individuals who do require an accommodation for a disability: Thank you, once you have fully reviewed the information in this training, email the LSO Administrator Resource Account to request credit for completing this course. You will not receive credit for completing this course until you do so.