HMD320 Workplace Diversity and Inclusion Summary In a one-page, single-spaced INDEPENDENT paper, please address all three things below. Be sure to use 11 o

HMD320 Workplace Diversity and Inclusion Summary In a one-page, single-spaced INDEPENDENT paper, please address all three things below. Be sure to use 11 or 12-point font and use a full page. 1) what we have covered in class so far2) what YOU have taken away from this learning, and 3) how YOU would apply this in the real worldI will upload some lecture power points for you to review. HMD 320 Section 1001
Managing Workplace Diversity & Inclusion
TEN ELEMENTS OF STRATEGIC DIVERSITY PLAN
Excerpts from SOCIETY OF HUMAN RESOURCES MANAGEMENT
A strategic diversity management plan can help an organization make the most of its
diverse employees, customers and vendors by creating an inclusive and sustainable
culture. It guides the organization by communicating its vision for diversity, and an
execution plan for building, monitoring, and measuring success.
1. COMMITMENT FROM THE TOP-The people who will carry out the strategic
diversity plan must have the support and active involvement of the CEO,
Board of Directors, Executive Team, or Chief Diversity Officer (or some
combination of these parties). It is often the CEO that sets the tone for
diversity in the company and leads by example for all to follow.
2. MISSION, VISION & VALUES-What the company stands for in its business
sector and to its employees. What does the company want to be known for?
What is its reputation? What sets it apart? What is its vision for the longterm future as it serves its customers and develops its employees?
3. RECRUITMENT-This refers to the organization’s desire and ability to attract
individuals with a collective mix of similarities and differences. These
include not only race, religion, age, gender, ethnicity, military status, LGBT,
but also differences in experience, values, and beliefs. Do they provide
internships and recruit from diverse universities?
4. RETENTION-How good is the organization at retaining employees? Does it
believe in development and promotion from within? What does it do to
ensure employees are engaged and actively involved in the organization’s
success? How does the company use diversity and inclusion to retain
employees so they don’t want to leave and work elsewhere?
5. ONBOARDING, TRAINING & DEVELOPMENT- How does the organization
welcome and educate new team members? Is company culture clearly
communicated, and is everyone made to feel like a valuable contributor? Are
there training and mentoring opportunities for everyone to advance? Does
the organization offer development beyond specific job-related skills (such
as management techniques, executive leadership, public speaking)?
6. MARKETING, ADVERTISING, AND BRANDING- Does the organization
communicate that it values diversity and inclusion publicly? Is it part of its
Mission and Vision? Is it evident from website, taglines, logos, collateral
materials, speeches by senior leadership, participation in conferences?
7. CORPORATE SOCIAL RESPONSIBILITY (CSR)- This refers to an
organization’s ethical and socially responsible business behavior. Do they
promote environmentally friendly practices? Do they provide volunteers,
supplies, or funds to support community causes? Are they aligned with the
needs of the communities where they do business and draw its customer
base? Do they fund scholarships for diverse students?
8. VENDOR AND SUPPLIER DIVERSITY-Does the company value diversity
outside the organization as much as within? Do they actively seek minority
and diverse business partners that reflect its employee and customer bases?
9. CUSTOMER OR MEMBER EXPERIENCE- What is the experience customers,
members or partners have when they interact with the company’s
employees, products and services? Is it welcoming and inclusive? Can a
customer tell if this organization values diversity, and would this promote
long-term loyalty?
10. MEASUREMENT AND ACCOUNTABILITY-Has the organization established
measurable outcomes of diversity? How, and how frequently are they
monitoring progress? Who is accountable for correcting results, and what
are the consequences of not achieving diversity performance standards?
+
•Diversity
Planning
•Unconscious Bias
February 1, 2019
Module 2: Diversity in the
Workplace
+
Diversity Policy vs. Diversity Plan
? Diversity
Policy: Internal set of beliefs,
values, and procedures meant to form
company culture and guide employee
behaviors
?
Diversity Plan: a strategic, comprehensive
master plan that represents the company
from the inside out and where it stands in
an industry, community and global
marketplace
+
Sample Diversity Policy
?
[Company Name] is committed to fostering, cultivating and
preserving a culture of diversity and inclusion.
?
Our human capital is the most valuable asset we have. The
collective sum of the individual differences, life experiences,
knowledge, inventiveness, innovation, self-expression, unique
capabilities and talent that our employees invest in their work
represents a significant part of not only our culture, but our
reputation and company’s achievement as well.
?
We embrace and encourage our employees’ differences in age,
color, disability, ethnicity, family or marital status, gender identity
or expression, language, national origin, physical and mental
ability, political affiliation, race, religion, sexual orientation, socioeconomic status, veteran status, and other characteristics that make
our employees unique.
+
Strategic Diversity Plan
1.
Commitment from the Top
2.
Vision, Mission and Values
3.
Recruitment
4.
Retention
5.
Onboarding, Training & Development
6.
Marketing, Advertising and Branding
7.
Corporate Social Responsibility
8.
Vendor, Supplier, and Partner Diversity
9.
Customer & Member Experience
10.
Measurement and Accountability
+
Company Resources for Fostering
Diversity
?
Employee Resource Groups (ERGs)
?
Women mentorship and Lean In Circles
?
Hispanic Managers
?
LGBT groups
?
Culture days and pot lucks
?
Outside guests and training
?
Retreats and site visits
+
Team Member Resource Groups:
Hilton Worldwide
* Jasmyn Franklin
+
Unconscious Bias
? Engrained
stereotypes and ideas we have been
taught to believe as true. These ideas are so
imbedded in our brains we actually believe they
are “natural” or the “norm.”
? History: Survival
depended on being able to
quickly identify people as belonging to groups
(friend or foe)
? Examples:
“Asians are good at math”
? “Blondes are flighty”
? “Jews are cheap”
? “Women are bad drivers”
?
+
Dangers of Unconscious Bias
?
?
Entire groups of people being overlooked
for job interviews and employment
opportunities
Leads to lack of diversity in the work place
? “Group
think” and poorer performance—
schools, societies and companies
?
Less engagement, higher turnover
+
Google’s Sr. Vice President of
People Operations
?“Discrimination
is an outcome
of people being unconsciously
biased against one another”
+
Impact of the “Like Me” Bias
?

The Business Case for Diversity – Training for
Supervisors
Reviewed April 2013
What is Diversity?
Diversity in the employment context is defined as the collective
mixture of differences and similarities that includes individual
and organizational characteristics, values, beliefs, experiences,
backgrounds, preferences and behaviors.
Workplace diversity allows each and every one of us to believe
in ourselves and to contribute the best we have to offer.
©SHRM 2008
2
What is a Diversity Initiative?
>
Companies who recognize that they are only as
good as their employees devote a great deal of time
and resources to hiring the most talented individuals.
By striving to build and maintain a diverse workforce,
they have access to a larger pool of candidates thus
improving the odds of hiring the best people.
> Employers who put people first, regardless of their
race, religion, gender, age, or physical disability have
an advantage over competitors.
©SHRM 2008
3
Business Reasons for Initiating Diversity
Programs
•
•
•
•
Increased sales revenue.
More customers.
Greater market share.
Greater relative profits.
©SHRM 2008
4
Business Reasons for Initiating Diversity
Programs (cont’d)
• Increased sales revenue
> Minorities in the U.S. now represent the
largest 25 sales growth markets for some
products.
> Companies realize that increasing the
amount of purchasing from minority
businesses may mean increased sales over
the long term
©SHRM 2008
5
Business Reasons for Initiating Diversity
Programs (cont’d)
• More customers
> Just as the workforce is becoming more
diverse, so is your market.
> “Minorities” are now the majority in six out of
the eight largest metropolitan areas of the
Unites States.
> The combined African-American, HispanicAmerican and Asian-American buying power
is more than $750 billion dollars.
> Women are the primary investors in more
than half of U.S. households.
©SHRM 2008
6
Business Reasons for Initiating Diversity
Programs (cont’d)
• Greater market share.
> From 1990 to 2005, minority group market
share and purchasing power doubled.
> The present and future monetary power of
diverse markets is more apparent each year.
©SHRM 2008
7
Business Reasons for Initiating Diversity
Programs (cont’d)
• Greater relative profits.
> According to a study by Cedric Herring,
professor of sociology at the University of
Illinois at Chicago:
• Average sales revenues of organizations
with low racial diversity were
approximately $3.1 million, compared with
$3.9 million for those with medium
diversity and $5.7 million for those with
high diversity*.
©SHRM 2008
8
Steps in Establishing a Diversity Initiative
The four primary steps in establishing a diversity
initiative are:
1. Accessing opportunity internally.
2. Reducing liability internally.
3. Accessing opportunity externally.
4. Reducing liability externally.
©SHRM 2008
9
Steps in Establishing a Diversity Initiative
Step 1 – Accessing Opportunity Internally
Assessing opportunity internally focuses on
building an inclusive work environment that
attracts and retains talented people,
encourages creativity and innovation and
obtains commitment and top performance from
employees.
Are there disparities between groups and how they are treated
(e.g., by seniority, race, age, gender, education, parental status,
etc.)?
> What is the demographic makeup of your workforce in line level
and management, and how does that compare to the surrounding
labor force
> Are there untapped resources of talent within the organization such
as overqualified, underutilized or undeveloped employees?
> What obstacles are recruiters finding?
>
©SHRM 2008
10
Steps in Establishing a Diversity Initiative
Step 2 – Reducing Liability Internally
Reducing internal liability involves minimizing risk
and cutting the cost of problems that result
when diversity is mismanaged.
> What are the statistics around grievances, complaints and
>
>
>
>
lawsuits in your organization?
How much has your organization spent on legal fees for
discrimination or wrongful termination lawsuits?
Which departments, divisions, or groups are experiencing
low morale, diminished performance or conflict?
What are absenteeism and turnover rates?
What do exit interviews tell you about why people leave?
©SHRM 2008
11
Steps in Establishing a Diversity Initiative
Step 3 – Accessing Opportunity Externally
Accessing opportunity externally requires
focusing on a growing and changing
marketplace. The demographic changes in a
customer base mean opportunities for growth in
new and different products and services.
> What are the demographics of your customer base?
> How do the demographics of your workforce compare to
>
>
>
>
those of your customer base?
In how many countries do you do business?
How many languages and cultures are represented in your
marketplace?
How many of these languages and cultures are represented
in your workforce?
What do customer satisfaction surveys tell you about
missed opportunities and needed improvements in products
or services?
©SHRM 2008
12
Steps in Establishing a Diversity Initiative
Step 4 – Reducing Liability Externally
Reducing liability externally pertains to limiting
negative perceptions about your organization in
the marketplace. A damaged image because of
diversity-related insensitivity is costly in lost
customers and markets.
> What customer complaints have you received?
> What (if any) discrimination lawsuits have been brought
against your organization by external entities?
> What is the rate of repeat business or customer loss?
> Is there negative publicity for your organization ?
©SHRM 2008
13
Diversity Metrics
Meaningful metrics promote support for dedicating resources for
diversity initiatives and help link diversity initiatives to
organizational strategic goals and objectives.
>
>
>
>
>
Number of participants in the firm’s diversity programs
Number of diverse employees in formal mentoring programs who
get promoted.
Diversity objectives are aligned with to bonus and compensation
Representative mix on the board of directors.
Employee and customer satisfaction data
©SHRM 2008
14
DEFINITION
A mission statement is a concise explanation of the organization’s reason for
existence. It describes the organization’s purpose and its overall intention. The
mission statement supports the vision and serves to communicate purpose and
direction to employees, customers, vendors and other stakeholders.
WHY IT MATTERS
This helps to identify what’s important to the company for both its employees AND its
external stakeholders. It should also be a differentiating item that sets one company
apart from its competition.
EXAMPLES
Hilton
Today, Hilton Worldwide remains a beacon of innovation, quality, and success. This
continued leadership is the result of our staying true to our Vision, Mission, and Values.
Our Vision is to fill the earth with the light and warmth of hospitality.
Marriott
Our core values make us who we are. As we change and grow, the beliefs that are
most important to us stay the same—putting people first, pursuing excellence,
embracing change, acting with integrity and serving our world. Being part of Marriott
International means being part of a proud history and a thriving culture.
Notice that these two global powerhouses of hospitality are focused on different things.
Hilton is “owning innovation.” Marriott is basing success on “putting people first.” Hilton
wants to fill the earth with warmth, and Marriott refers to serving the world through its
proud history. One seems forward looking, and the other is taking a historical
perspective.
Neither is better. Each works uniquely for the company and customers it serves.
JANUARY 2015
Why diversity matters
Vivian Hunt, Dennis Layton, and Sara Prince
New research makes it increasingly clear that companies with
more diverse workforces perform better financially
Diversity’s dividend
What’s the likelihood that companies in the top quartile for diversity
financially outperform those in the bottom quartile?1
15%
more likely
to outperform
Gender-diverse
companies
1
35%
more likely
to outperform
Ethnically diverse
companies
Results show likelihood of financial performance above the national industry median. Analysis
is based on composite data for all countries in the data set. Results vary by individual country.
Source: McKinsey analysis
We know intuitively that diversity matters. It’s also increasingly clear that it makes sense in
purely business terms. Our latest research finds that companies in the top quartile for gender or
racial and ethnic diversity are more likely to have financial returns above their national industry
medians. Companies in the bottom quartile in these dimensions are statistically less likely to
achieve above-average returns. And diversity is probably a competitive differentiator that shifts
market share toward more diverse companies over time.
While correlation does not equal causation (greater gender and ethnic diversity in corporate
leadership doesn’t automatically translate into more profit), the correlation does indicate that when
companies commit themselves to diverse leadership, they are more successful. More diverse
2
companies, we believe, are better able to win top talent and improve their customer orientation,
employee satisfaction, and decision making, and all that leads to a virtuous cycle of increasing
returns. This in turn suggests that other kinds of diversity—for example, in age, sexual
orientation, and experience (such as a global mind-set and cultural fluency)—are also likely
to bring some level of competitive advantage for companies that can attract and retain such
diverse talent.
McKinsey has been examining diversity in the workplace for several years. Our latest report,
Diversity Matters, examined proprietary data sets for 366 public companies across a range of
industries in Canada, Latin America, the United Kingdom, and the United States. In this research,
we looked at metrics such as financial results and the composition of top management and
boards.1 The findings were clear:
• Companies in the top quartile for racial and ethnic diversity are 30 percent more likely to have
financial returns above their respective national industry medians.
• Companies in the top quartile for gender diversity are 15 percent more likely to have financial
returns above their respective national industry medians.
• Companies in the bottom quartile both for gender and for ethnicity and race are statistically less
likely to achieve above-average financial returns than the average companies in the data set
1
The Women Matter research
McKinsey published in 2007
identified a positive relationship
between corporate performance
and gender diversity. We have
since expanded the focus of this
research to examine diversity
more broadly, from gender to
race and ethnicity to sexual
orientation. Our latest research
examined metrics such as total
revenues, earnings before
interest and taxes, and returns
on equity for the years 2010 to
2013. In addition to capturing
gender information, the data set
included information on
ethnicity, race, or both from
publicly available sources.
For a detailed explanation of
how we conducted our research,
please see our full report,
Diversity Matters, on
mckinsey.com.
(that is, bottom-quartile companies are lagging rather than merely not leading).
• In the United States, there is a linear relationship between racial and ethnic diversity and better
financial performance: for every 10 percent increase in racial and ethnic diversity on the seniorexecutive team, earnings before interest and taxes (EBIT) rise 0.8 percent.
• R acial and ethnic diversity has a stronger impact on financial performance in the United States
than gender diversity, perhaps because earlier efforts to increase women’s representation in the
top levels of business have already yielded positive results.
• In the United Kingdom, greater gender diversity on the senior-executive team corresponded to
the highest performance uplift in our data set: for every 10 percent increase in gender diversity,
EBIT rose by 3.5 percent.
• While certain industries perform better on gender diversity and other industries on ethnic and
racial diversity, no industry or company is in the top quartile on both dimensions.
3
• The unequal performance of companies in the same industry and the same country implies that
diversity is a competitive differentiator shifting market share toward more diverse companies.
We’re not suggesting that achieving greater diversity is easy. Women—accounting for an average of
just 16 percent of the members of executive teams in the United States, 12 percent in the United
Kingdom, and 6 percent in Brazil—remain underrepresented at the top of corporations globally.
The United Kingdom does comparatively better in racial diversity, albeit at a low level: some
78 percent of UK companies have senior-leadership teams that fail to reflect the demographic
composition of the country’s labor force and population, compared with 91 percent for Brazil and
97 percent for the United States….
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