Transcript Total Workforce Status Report

IPMA-HR Eastern Region Training Forum
May 5, 2014
Leadership: The Link Between
Diversity/Inclusion and High Performance
Carl Baldwin, Senior Manager
Golden Key Group
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Objective
• Discuss how leaders can create a work
environment that enables 100% of
employees to perform at 100% of their
capability.
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The Impact of Diversity on Mission Readiness
Mission
Readiness
100% of 100%
High Performance
Create the
climate
Inclusion
Eliminate
barriers
Policies, Procedures, Practices
Managed vs.
unmanaged
Diversity
Know yourself
Know your
people
Culturally Competent Leadership
© Renée Yuengling & Assoc. 2011
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Myth Busting
• Myth 1: Our differences don’t matter; we
should focus on how we are alike.
• Our Differences Matter: They Make a Difference
• The way we interpret specific events/data is determined
by our past experience and cultural narrative
• Myth 2: Only bad people are biased.
• Bias is hardwired in our brains…it enables us to make
choices efficiently
• We are often unconscious (unaware) of our biases…we
accept them as truth and behave accordingly
• Intent vs Impact
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Identity & Diversity
Ethnicity
Language
Religion
STRUCTURAL
Sexual Orientation
National Origin
Military/Civilian/Contractor
Appearance
Organization
Education
Empowerment
Gender
Office Location
Class
Identity
Rank/Level
Age
Security
Clearance
Management
Status
Parental Status
Attractiveness
Communication/Learning Style
Political Affiliation
CULTURAL
Race
Ability
HUMAN
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A word about Generational Diversity
Children today are tyrants. They contradict their
parents, gobble their food, and tyrannize their
teachers.
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A word about Generational Diversity
Children today are tyrants. They contradict their
parents, gobble their food, and tyrannize their
teachers.
~~~Socrates
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Current Climate?
• What is it?
• What does it depend on?
• Is it different for different groups?
Military/Civilian?
Male/Female?
Junior/Senior?
Technical/Non technical?
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What Creates Climate?
• Policy
• Procedure
• Practice
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Who Creates Climate?
BEST JOB
WORST JOB
What did your direct
boss DO that made
it your best job
ever?
•Behaviors
•Actions
What did your direct
boss DO that made
it your worst job
ever?
•Behaviors
•Actions
How did you
respond?
How did you
respond?
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Defining Inclusion
• A culture that fosters the maximum
engagement of the maximum number of
employees.
• Getting 100% from 100%
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Employee life cycle:
Source
?
Interviews
?
Complaints
?
Assessment
Tools
?
Panels
?
Recruitment
Exit
Onboarding
?
Hiring
/Retirement
Trainin
g?
Feedback
?
Performance
Management
Development
Standards
?
Mentoring
?
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Leadership
Development
?
Developmental
Assignments
?
Leading Others
1. Creates an inclusive
environment
2. Takes a multicultural
approach
3. Sets, communicates,
and maintains
standards for all
4. Seeks and accepts
feedback
5. Creates focus on the
team and task
6. Recognizes the need
for mentoring
7. Focuses on
performance results,
not performance style
8. Ensures behaviors
and decisions reflect
fairness
9. Develops direct
reports and fosters
talent throughout the
organization
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The Link To Leadership
•
•
Effective management of diversity is an issue of
leadership and strategic management of human capital.
An organization cannot get to high performance without
the effective management of diversity:
–
Individual awareness and skills (leadership)
–
Policies, procedures and practices free of barriers
–
An inclusive culture
It’s all about the climate you create
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Questions?
Thank you!
Carl Baldwin
703-501-7542
[email protected]
www.goldenkeygroup.com
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Research Point
Diversity climate, or inclusion, is defined
differently by different researchers, but a
generally accepted definition can be
summarized as:
“ perceptions that an employer utilizes fair personnel
practices and integrates the attributes of the workforce into
the work environment so all employees can reach their full
potential while working toward mission effectiveness. This is
accomplished at all levels of the organization through valuing
diversity and implementing policies that demonstrate a
commitment to diversity management.”
(Cox, 1993; Parks, 2008,)
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Research Point
Current research is inconclusive about the
impact of diversity on team performance.
– Managed, diversity can be a source of
creativity and higher performance
– Unmanaged, diversity can be a source
conflict, misunderstanding, and litigation
SEE: Ely, 2004; Van der Vegt & Bunderson, 2005; Jehn, Northcraft & Neale,
1999; Horowitz & Horowitz, 2007; Kirkman & Shapiro, 2005; Wetzer, Van
Hemert, 2008; Joshe & Roh, 2009
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Research Point
The relationship between diversity and
performance is contingent on how diversity
is managed -the importance of
effectively managing the diversity
climate in order to reap the benefits is
of significant importance.
SEE: Avery & McKay, 2010 ; Aghazdah, 2004; Basset -Jones, 2005; Cox, 1993;
Griggs, 1995; Harrison & Klein, 2007; Jayne, 2004; Thomas & Ely 1996; Van
Knippenberg, 2004; Van Knippenberg & Schippers, 2007; Ely, 2004; Van der
Vegt & Bunderson, 2005;
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