The Inclusive Employee Experience - joe gerstandt
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The document discusses the concepts of diversity and inclusion in the workplace. It defines diversity as encompassing acceptance and respect for individuals' unique differences such as race, gender, beliefs. Inclusion is defined as treating individuals as insiders while allowing them to retain their uniqueness. The document notes that cultural differences can become obstacles or assets to team performance, depending on whether a culture embraces or suppresses diversity. It suggests inclusion occurs when individuals feel a sense of belonging and uniqueness, while exclusion happens when people are not made to feel like insiders or their differences are valued.
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The Inclusive Employee Experience - joe gerstandt
- 1. The Inclusive Employee Experience
- 3. âWell, I could be wrong, but I believe diversity is an old, old wooden ship that was used during the Civil War era.â -Ron Burgundy (Anchorman)
- 4. The concept of diversity encompasses acceptance and respect. It means understanding that each individual is unique, and recognizing our individual differences. These can be along the dimensions of race, ethnicity, gender, sexual orientation, socio- economic status, age, physical abilities, religious beliefs, political beliefs, or other ideologies. It is the exploration of these differences in a safe, positive, and nurturing environment. It is about understanding each other and moving beyond simple tolerance to embracing and celebrating the rich dimensions of diversity contained within each individual.
- 5. The concept of diversity encompasses acceptance and respect. It means understanding that each individual is unique, and recognizing our individual differences. These can be along the dimensions of race, ethnicity, gender, sexual orientation, socio- economic status, age, physical abilities, religious beliefs, political beliefs, or other ideologies. It is the exploration of these differences in a safe, positive, and nurturing environment. It is about understanding each other and moving beyond simple tolerance to embracing and celebrating the rich dimensions of diversity contained within each individual.
- 6. Inclusion!
- 7. Inclusion?
- 8. What does that mean? Why does it matter? Who is included in what? How does it happen? How can I tell it is happening? What gets in the way?
- 9. What looks like resistance is often a lack of clarity. Switch, Dan and Chip Heath
- 10. diversity isâŚ
- 11. inclusion isâŚ
- 12. Impact of Diversity on Team Performance Reference: Adler, N. J. International Dimensions of Organizational Behavior. 4th ed. Cincinnati, OH: South-Western, 2002. Cultural difference becomes an obstacle to performance Cultural difference becomes an asset to performance effectiveness in collective tasksless more c. Milton J.Bennett, 2008 Copyright Š 2009 Hewitt Associates reference: Adler, N.J. International Dimensions of Organizational Behavior. 4th ed. Cincinnati, OH: South-Western, 2002. c. Milton J. Bennett, 2008
- 13. Impact of Diversity on Team Performance Reference: Adler, N. J. International Dimensions of Organizational Behavior. 4th ed. Cincinnati, OH: South-Western, 2002. Cultural difference becomes an obstacle to performance Cultural difference becomes an asset to performance effectiveness in collective tasksless more c. Milton J.Bennett, 2008 Copyright Š 2009 Hewitt Associates reference: Adler, N.J. International Dimensions of Organizational Behavior. 4th ed. Cincinnati, OH: South-Western, 2002. c. Milton J. Bennett, 2008 ď diversity ďŻ performance
- 14. Impact of Diversity on Team Performance Reference: Adler, N. J. International Dimensions of Organizational Behavior. 4th ed. Cincinnati, OH: South-Western, 2002. Cultural difference becomes an obstacle to performance Cultural difference becomes an asset to performance effectiveness in collective tasksless more c. Milton J.Bennett, 2008 Copyright Š 2009 Hewitt Associates ď diversity ďŻ performance Ignore, deny, suppress differences. Avoid conflict or do it poorly. Lots of unwritten rules. Conformity & obedience are rewarded.
- 15. Impact of Diversity on Team Performance Reference: Adler, N. J. International Dimensions of Organizational Behavior. 4th ed. Cincinnati, OH: South-Western, 2002. Cultural difference becomes an obstacle to performance Cultural difference becomes an asset to performance effectiveness in collective tasksless more c. Milton J.Bennett, 2008 Copyright Š 2009 Hewitt Associates reference: Adler, N.J. International Dimensions of Organizational Behavior. 4th ed. Cincinnati, OH: South-Western, 2002. c. Milton J. Bennett, 2008 ď diversity ďŻ performance ď diversity ď performance
- 16. Impact of Diversity on Team Performance Reference: Adler, N. J. International Dimensions of Organizational Behavior. 4th ed. Cincinnati, OH: South-Western, 2002. Cultural difference becomes an obstacle to performance Cultural difference becomes an asset to performance effectiveness in collective tasksless more c. Milton J.Bennett, 2008 Copyright Š 2009 Hewitt Associates ď diversity ďŻ performance ď diversity ď performance Acknowledge and value differences. Focus on relationships and healthy disagreement. Few or no unwritten rules. Honesty is rewarded.
- 17. Impact of Diversity on Team Performance Reference: Adler, N. J. International Dimensions of Organizational Behavior. 4th ed. Cincinnati, OH: South-Western, 2002. Cultural difference becomes an obstacle to performance Cultural difference becomes an asset to performance effectiveness in collective tasksless more c. Milton J.Bennett, 2008 Copyright Š 2009 Hewitt Associates ď diversity ďŻ performance ď diversity ď performance Which outcome do you want?
- 18. Fear of Being Different Stifles Talent Harvard Business Review March 2014 Kenji Yoshino, Christie Smith
- 20. What would the number be where you work?
- 23. 29% altered their attire, grooming or mannerisms to make their identity less obvious 40% refrained from behavior commonly associated with a given identity 57% avoided sticking up for their identity group 18% limited contact with members of a group they belong to
- 24. 66% of these employees said that it significantly undermined their sense of self
- 25. 50% stated that it diminished their sense of commitment
- 26. Inclusion and Diversity in Work Groups: A Review and Model for Future Research Lynn M. Shore Amy E. Randel Beth G. Chung Michelle A. Dean Karen Holcombe Ehrhart Gangaram Singh Journal of Management Vol. 37 No. 4, July 2011
- 29. low belongingness high belongingness low uniqueness high uniqueness inclusion: Individual is treated as an insider and also allowed/encouraged to retain uniqueness within the work group.
- 30. low belongingness high belongingness low uniqueness exclusion: Individual is not treated as an organizational insider with unique value in the work group but there are other employees or groups who are insiders. high uniqueness inclusion: Individual is treated as an insider and also allowed/encouraged to retain uniqueness within the work group.
- 31. low belongingness high belongingness low uniqueness exclusion: Individual is not treated as an organizational insider with unique value in the work group but there are other employees or groups who are insiders. high uniqueness differentiation: Individual is not treated as an organizational insider in the work group but their unique characteristics are seen as valuable and required for group inclusion: Individual is treated as an insider and also allowed/encouraged to retain uniqueness within the work group.
- 32. low belongingness high belongingness low uniqueness exclusion: Individual is not treated as an organizational insider with unique value in the work group but there are other employees or groups who are insiders. assimilation: Individual is treated as an insider in the work group when they conform to org. / dominant culture norms and downplay uniqueness. high uniqueness differentiation: Individual is not treated as an organizational insider in the work group but their unique characteristics are seen as valuable and required for group inclusion: Individual is treated as an insider and also allowed/encouraged to retain uniqueness within the work group.
- 33. assimilation inclusion Individual is treated as an insider in the work group when he/she conforms to dominant culture norms and downplays uniqueness. Individual is treated as an insider and is allowed and encouraged to retain uniqueness within the work group.
- 34. Is it safe to be unpopular?
- 36. Are there things we do not discuss?
- 37. Is there a specific idea of what leadership looks like?
- 38. assimilation inclusion Individual is treated as an insider in the work group when he/she conforms to dominant culture norms and downplays uniqueness. Individual is treated as an insider and is allowed and encouraged to retain uniqueness within the work group. 1 2 3 4 5 6 7 8 9 10 How would you score your culture and why?
- 41. It requires no hatred or fear to interpret, or assign meaning (judge) to the things that we see and hear⌠in fact it happens automatically. The problem is that we forget, do not realize, or deny that this even happens.
- 44. Less than 15% of American men are over six foot tall, yet almost 60% of corporate CEOs are over six foot tall. Less than 4% of American men are over six foot, two inches tall, yet more than 36% of corporate CEOs are over six foot, two inches tall. Timothy A. Judge, Ph.D., University of Florida, and Daniel M. Cable, Ph.D., University of North Carolina
- 45. If you do not intentionally and deliberately include, you will unintentionally exclude.
- 46. low belongingness high belongingness low uniqueness exclusion: Individual is not treated as an organizational insider with unique value in the work group but there are other employees or groups who are insiders. assimilation: Individual is treated as an insider in the work group when they conform to org. / dominant culture norms and downplay uniqueness. high uniqueness differentiation: Individual is not treated as an organizational insider in the work group but their unique characteristics are seen as valuable and required for group inclusion: Individual is treated as an insider and also allowed/encouraged to retain uniqueness within the work group.
- 47. 1.unwritten rules 2.bias 3.belonging 4.uniqueness / difference
- 49. ⢠unwritten rules ⢠bias ⢠belonging ⢠uniqueness 1. ___________ 2. ___________ 3. ___________ 4. ___________ Making meetings more inclusive.
- 50. â˘beginning of day â˘organizational decision-making â˘interactions / social norms â˘meetings â˘conflict â˘end of day
- 51. âWe need in every community a group of angelic troublemakers.â Bayard Rustin