Transcript Creating and Sustaining a Diverse and Inclusive Culture at TWU

 Please
follow the guidelines in the
presentation and note your answers on a
sheet of paper.
 There
are no right answers just questions and
exercises that we hope will be beneficial in
exploring your role in diversity.
 Diversity
– is acknowledging, understanding,
accepting, valuing and celebrating
differences among people with respect to
age, class, ethnicity, gender, physical and
mental ability, race, sexual orientation,
spiritual practice and public assistance
status.
 Inclusion – is empowering and leveraging
diversity in the workforce by enabling
individuals to contribute to their fullest
potential through individual development,
retention, and pluralistic work processes.
Vice presidents, deans, directors, and
department heads support efforts to achieve a
diverse faculty and/or staff in their respective
divisions, colleges, and departments.
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To introduce the knowledge and skills necessary to
create a more inclusive university community in areas
including ability/disability status, ethnicity, gender,
race, religion, age, sexual orientation, and socioeconomic status.
To increase awareness in participants of how
attitudes, beliefs, behaviors, and language can affect
the relationships between students, staff, faculty,
and administrators in our university community.
To empower and motivate all members of our
university community to be involved.
To encourage participants to develop strategies to
involve others and increase community cohesiveness
on campus throughout the academic year.
On a piece of paper please note some
specific attributes from the list that you
would use to describe yourself.
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On the same piece of paper complete a
few of the following statements that make
you unique.
Creative
Disciplined
Intelligent
Funny
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Assertive
Courageous
Decisive
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Candid
Enthusiastic
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Hard-working
Musical
Athletic
Serious
Studious
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Frugal
Gender
Age
Ethnic background
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My favorite music genre is_______________
I play a musical instrument ______________
My favorite season is ___________________
My marital status is ____________________
I belong to social or civic groups, _________
I completed education degree/s __________
My religious affiliation is ________________
I have children, pets, hobbies ____________
Important values in my life are ___________
I belong to employee or professional groups
_____________________________________
I am an expert in ______________________
My favorite activity is __________________
Do you believe this gives an accurate
description of who you are? If not, then
add any additional qualities or
characteristics that you consider
important to your identity.
 Write
one sentence that describes personal
characteristics that you believe are natural
and that you are predisposed to possess.
 Write
one sentence that describes personal
characteristics that you had to strive to
achieve or change.
 For
the purpose of this training the
information you have recorded from the
previous two slides will be considered your
“social identity”.
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Social identities can be primary or secondary.
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A primary social identity is one that is extremely difficult to
change, usually (though not always) an identity into which one is
born.
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A secondary social identity is more transient, and typically
something that is chosen and that may change over time.
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A social identity is a form of group membership (i.e., female,
caucasian, teacher, married with children and drives a Ford).
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Social identities apply to all, but being a member of one social
identity group (i.e., Generation X) often excludes you from other
social identity groups within the same social identity (i.e., Baby
Boomers).
Race
Gender
Sexual
Orientation
Ability/
Disability
Personality
Primary Identity is the
core of “who you are”.
Education/
Religion/Affiliation
Marital Status & Parental
Status
Work Experience & Level
in Organization
Socio-Economic Status
 Visible
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 Invisible
Skin Color
Gender
Which of the traits
that you have listed
would be considered
visible?
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Religion
Sexual Orientation
Which of the traits
that you have listed
would be considered
invisible?
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A stereotype is an exaggerated belief associated with a
social identity and occurs when behavioral traits are
ascribed to individuals on the basis of their apparent
membership in a group.
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Stereotyping is often unconscious and often out of
ignorance and not malice.
Ex. All motorcycle riders are anti-establishment
 Ex. Women are too emotional
 Ex. Men are afraid of commitment
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Stereotypes are harmful because they are almost always
negative and prevent us from seeing people as individuals
with unique skills and characteristics.
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Prejudice is a logical outcome of stereotyping. Prejudice is
“a feeling, favorable or unfavorable, toward a person or
thing, prior to, or not based on actual experience.”
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Lack of knowledge and understanding is generally the basis
of stereotyping.
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Staying silent in the face of demeaning comments,
stereotypes or bias allows these attitudes and behaviors to
thrive.
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This undermines our ability to create an inclusive
workplace where all employees are welcomed, treated
with respect and able to do their best work.
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Diversity is the right thing to do.
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Diversity is the smart thing to do for our university
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Doing the right thing is more than “not doing the wrong
thing”.
There is a major difference between supporting diversity
and making a commitment to a diverse and inclusive
work environment.
We not only need to think differently, but we need to
act differently.
There is a strong and compelling business case for
diversity that leads to more innovative work and
increased profits.
Diversity is good business
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We can increase enrollment by offering quality
education to a more diverse group of students.
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We can attract a larger number of qualified job
applicants by offering a work environment supportive
of employee diversity.
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An appreciation of diversity will allow us to be more
innovative.
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Employees in inclusive environments are happier
because of their acceptance; therefore TWU can
retain top talent with an environment that is
collegial and respectful.
 Please
take a few minutes think about
your department and areas of
responsibility and give YOUR answer for
the question: “What’s the business case
for diversity at TWU?”
Possible responses:
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Greater adaptability and flexibility in a rapidly
changing world;
2.
Attracting and retaining the best students, faculty
and staff;
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Reducing costs associated with turnover,
absenteeism and low employee morale;
4.
Return on investment from various initiatives,
policies and practices;
5.
Increased appeal to an expanded diverse student
group;
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Reduced exposure for discriminatory practices
claims.
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Defining diversity and understanding how to navigate through
a diverse workforce are two very different things. It is one
thing to understand what diversity is, but it's another to hire
and manage the human complexities of a diverse workforce.
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In talking about diversity, we not only focus on the visible
examples such as race, age, gender, and national origin, but
also on not-so-visible examples such as personality, style of
interaction, lifestyle situations, education, and work function.
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It is the identification, acceptance and understanding of those
differences and similarities that allow individuals to become
aware of and fully use their talents and abilities to make
unique contributions to workgroups and organizations.
What skills and behaviors should supervisors and
managers at TWU exhibit to encourage a diverse
and inclusive work environment?
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Self-awareness and self-examination of possible
prejudices and stereotyping;
Seek to understand perspectives of colleagues who
have different backgrounds;
Value differences and treat people as unique
individuals;
Provide coaching and mentoring opportunities;
Cultivate respect and appreciation for the array of
diversity within your group; and
Set an example through inclusive hiring, development
and advancement of the best talent.
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The story of the blind men and
the elephant.
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Six blind men were asked to
determine what an elephant
looked like by feeling different
parts of the elephant's body. The
blind man who feels a leg says
the elephant is like a tree; the
one who feels the tail says the
elephant is like a rope; the one
who feels the trunk says the
elephant is like a snake; the one
who feels the ear says the
elephant is like a hand fan; the
one who feels the belly says the
elephant is like a wall; and the
one who feels the tusk says the
elephant is like a spear.
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This story is a parable regarding the fact that people tend
to consider only a tiny portion of reality and then draw
conclusions based on this very limited view.
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The world is filled with different views and different
people. If we don’t broaden our perspective to include
the opinions and views of others we often make poor
judgments and bad decisions.
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Stephen Covey says, “Seek first to understand, then to be
understood.”
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We must be willing to change our opinions even if it is
uncomfortable for us to do so.
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WORKFORCE DIVERSITY PLAN FOR RECRUITING AND SELECTION
GUIDELINES
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Texas Woman’s University’s Workforce Diversity Plan for
Recruiting and Selection Guidelines address statutory
requirements such as the Civil Rights Act, the Americans with
Disabilities Act, the Texas Commission on Human Rights Act, and
the State Appropriations Act.
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These ensure equal employment opportunity for all applicants,
uniform reporting procedures, and compliance with federal and
state laws and regulations.
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The Accountability Statement referenced in the Recruiting and
Selection Guidelines applies to all recruitment efforts at TWU.
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The search committee chair and/or the hiring manager are
responsible for collecting appropriate documentation of the
search and selection process. Please refer to the Accountability
Statement for more detail.
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Tips on conducting an inclusive selection process:
Actively recruit for inclusion
 Target the recruiting approach to reach a diverse, qualified pool of applicants;
 Apply appropriate recruiting efforts to offset the challenges presented by this
position;
 Seek the ultimate recruiting goal: a large, diverse, highly qualified applicant
pool.
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The degree to which the selection process has been inclusive depends on
 A broad distribution of the position announcement;
 The diversity of the applicant pool;
 The willingness to expand the range of experiences accepted as evidence of
future success;
 A conscious commitment to focus the assessment of each candidate against only
the established criteria, minimizing the occasion to make/add assumptions; and
 Hearing and leveraging diverse perspectives during the assessment process.
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Develop specific departmental selection criteria to add to the Applicant Selection
Matrix (available online and through the OHR) using the published qualifications and
the job description for the position. Complete this prior to review of applications.
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Ensure equitable treatment of all applicants. Assess all applicants against the same
standard. Extend the same opportunities to all applicants.
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Access Review:
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Consciously examine bias and assumptions associated
with the search;
Make a commitment to fill a large, diverse pool of
qualified candidates;
Develop a broad description of scholarship, experience,
and disciplinary background – rather than narrow; and
Develop an aggressive and comprehensive recruitment
plan that uses multiple recruitment strategies, focusing
on personal networking and targeted mailings.
Diversity Review:
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Base recruiting and screening process on departmental
needs and assessment of job requirements;
Expand the evaluation criteria to encompass the
greatest degree of exposure to a diverse community; and
Prior to the actual screening, determine the evidence
you are willing to accept as proof that candidates meet
the posted criteria.
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Process Review:
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Follow the process as outlined in the “TWU Search and
Selection Handbook” for all faculty and staff hiring;
Allow ample time for review;
Communicate early and often with the Office of Human
Resources;
Send the completed Applicant Selection Matrix form for
pre-approval to the Manager of Recruitment and
Selection in the Office of Human Resources; and
Make your assessment visible - use the Applicant
Selection Matrix form.
 Equity Review:
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Hold all applicants to the same standard;
Use criteria listed in the job description; and
Make judgments consistent with the criteria when
assessing applicants.
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Complete the Hiring Evaluation
assure you have followed all
Checklist to
guidelines.
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Stereotypes: Fully understand what stereotypes are
and are not. Learn how stereotypes affect others and
ourselves. Learn how to recognize them and stop
negative behavior.
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Similarities: What we have in common is often what
brings us together. Learn how to search for what we
share rather than focus on differences.
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Be aware of and appreciate points of view that differ
from your own.
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Benefits: Explore the benefits and rewards of a
diverse organization in ways you may have never
considered. The world has changed, and because of
the global marketplace, diversity is more important
than ever.
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are a number of compliance areas
related to managing diversity:
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Affirmative action and equal opportunity,
Harassment prevention,
Handling of complaints, and
Enforcement of disability and non discrimination
policies.
 Review
the basic tenets of the policies and
practices and assure that your area is in
compliance with these basic laws and
policies.
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What do you do if someone you care about is the
target of demeaning stereotypes? What if you are
being demeaned or stereotyped?
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Staying silent in the face of demeaning comments,
stereotypes or bias allows these attitudes and
behaviors to thrive. This undermines our ability to
create an inclusive workplace where all employees
are welcomed, treated with respect and able to do
their best work.
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Most employees and leaders who want to speak up don't
know how. So, we say nothing. How often do you speak up
on behalf of respect?
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Don’t tolerate negative comments about yourself or other
people, especially those comments that further
stereotypical views.
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Be the one to steer the conversation away from negative
talk.
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Change the subject or point out other positive qualities
that are more important.
Just one person speaking up can inspire others to do
the same.
Please note on your paper:
 Choose one of the following responses:
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“I learned …”
“I re-learned …”
“I appreciated …”
“I was surprised …”
 How
will you apply this new or affirmed
knowledge going forward?
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With Colleagues
With Members
With Self
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HR Website
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Employee Relations and Equal Opportunity
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http://www.twu.edu/Employee-Relations-and-EqualOpportunity/diversity-resources.asp
General Diversity
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Equality Magazines
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Diversity Issues in the Workplace
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http://humanresources.about.com/od/diversity/Diversity_Issues_
Diversity_in_the_Workplace.htm
US Census Bureau Minority Links
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http://www.equalitymagazines.com/
http://www.census.gov/pubinfo/www/hotlinks.html
National Association for Equal Opportunity in Higher
Education
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http://www.nafeo.org/community/index.php
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African American
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Black/African Related Culture and Issues
http://www.africa.upenn.edu/Home_Page/mcgee.html
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NAACP Online
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Asian
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Asian Nation
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League of United Latin American Citizens (LULAC)
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http://www.lulac.org/
Native American
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American Indian and Alaskan Native Population
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http://www.asian-nation.org/index.shtml
Hispanic
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http://www.naacp.org/home/index.htm
http://www.census.gov/pubinfo/www/NEWamindML1.html
Women
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Women in Higher Education
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http://www.wihe.com/
Women in Business
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http://www.wib-i.com/
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Disability
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Americans with Disabilities Act
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Job Accommodation Network
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http://www.adrc-tae.org/tiki-index.php?page=MentalIllness
Veteran
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Department of Veterans Affairs
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http://www.add.org/
Aging & Disability Resource Center
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http://www.aapd-dc.org/
Attention Deficit Disorder Association
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http://janweb.icdi.wvu.edu/
American Association of People with Disabilities
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http://www.ada.gov/
http://www.va.gov/
Sexual Orientation
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Lesbian, Gay, Bisexual, Transgender Rights
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http://www.hrc.org/about_us/index.htm
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The workplace of tomorrow will reflect a broad range of
backgrounds and perspectives, introducing new challenges
in thinking, communication and team-building.
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Citizens of tomorrow will require multicultural
competence beyond our current imagination.
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Texas Woman’s University is committed to building a
community of students, faculty and staff in which
diversity and inclusiveness are fundamental values.
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People are different, and the differences among
them are what we call diversity — a natural and
enriching hallmark of life.
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A climate of healthy diversity is one in which people
value a rich panoply of diverse ideas, perspectives
and backgrounds, individual and group differences,
and communicate openly.
Diversity is:
a)
b)
c)
d)
Acknowledging, understanding, accepting and
valuing differences among people with respect
to age, class, ethnicity, gender, physical and
mental ability, race, sexual orientation,
spiritual practice and public assistance status.
Obeying all Civil Rights Laws
Another version of EEO.
The sole responsibility of the Human Resources
Department
The answer is “a”
A Social Identity is:
a)
b)
c)
d)
How you look
A group to which you belong
A club you can join
Determined by your personality
The answer is “b”
A Social Identity can be visible or invisible.
True
False
The answer is “true”
Which is an example of a stereotype?
Tattoos represent rebelliousness
b) Men are better at handling money
c) Women are too emotional
d) All of the above
a)
The answer is “d”
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When you hear someone make a statement that
indicated a stereotype the best thing you can do
is stay quiet and don’t get involved
True
False
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The answer is “False”
Diversity efforts might include: (check all that
apply)
a)
b)
c)
d)
Hiring a person of a different culture
Ignoring a person’s differences
Encouraging each person to recognize
differences
Don’t allow stereotyping to influence
employment decisions.
The answer is “a”, “c”, and “d”
You have successfully completed this training.
To receive credit for this training you must complete the
information located on the following website.
Click here
Recognizing and Sustaining a Diverse and Inclusive Culture at
Texas Woman’s University
Or copy and paste the following address on your internet browser:
http://www.surveymonkey.com/s.aspx?sm=fW2p1znCfk5ZLL7r8YY4kg_3d_3d
If you have any other questions, please direct them to the
Office of Human Resources at 940-898-3555.