It is increasingly important for all organisations to be diverse and inclusive. But what does this actually mean, and how might organisations becoming more inclusive. One of the great challenges facing an organization is getting all employees to develop the competence and confidence to embrace its diversity. This workshop will provide opportunity for participants to develop understanding of diversity competence and the importance of inclusive leadership by all members of an organisation.
3. What does diversity mean to you?
§ Factors that may contribute to identities
§ Cultural Influences
§ Encountering another cultures
§ Not cultural facts, cultural possibilities
§ Understanding stereotypes
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4. What is the most pressing reason for making
diversity and inclusion a top strategic business
consideration in your organisation?
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6. Proven
Widen talent pool
Employment of ‘best candidate’
Flexible working arrangements
Staff are valued
Staff are motivated and
Developed
Low staff turnover
Indirect
Better public image
Satisfying work environment
Improved staff relations
Increased job satisfaction
Increased productivity
Competitive edge
Debatable
Employees ‘give their best’
Staff more in touch with clients
Enhance innovation
Creativity and problem solving
Better customer service
Improved quality
The Benefits
of Diversity
Reference:
Kandola, R. and Fullerton, J.
(1998) Diversity in Action:
Managing the Mosaic (2nd
Edition) London: Institute of
Personnel and Development
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THE LINKAGE
INCLUSIVE
LEADERSHIP
ASSESSMENT
MODEL™
14. Inclusive Leadership versus Traditional
Management
Traditional Management
•Effective and efficient utilisation of employees in pursuit of the
organization’s mission, goals and objectives
Inclusive leadership
A comprehensive management process that addresses the
organisation’s infrastructures to create an environment that enables
all members of a workforce to be productive, without advantaging
or disadvantaging anyone
Inclusive leadership has 2 components
§As an individual – setting a tone for diversity
§As a power in the infrastructure – eliminating structural inequality
15. • How is inclusive leadership different from traditional
management?
• What additional skills may be required?
• Why might leaders avoid, overlook or resist inclusive
leadership?
• What do leaders have to gain by becoming good at
inclusive leadership?
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