Transcript Andrea Agnew May 19th Dinner Presentation

DISMANTLING BARRIERS TO INCLUSION
GREATER VALLEY FORGE HUMAN
RESOURCE ASSOCIATION, INC. (GVFHRA)
Andrea A. Agnew
May 19, 2009
OBJECTIVES

This session will explore barriers to achieving organizational
inclusion. Are diversity practitioners part of the problem or the
solution or both?

Create space for authentic dialogue to address barriers to success.

Equip practitioners and business leaders with the skills to model
and create a culture of inclusion that fully utilizes the abilities of a
diverse workforce.

Improve their own level of diversity competence.
DIVERSITY: A NUMBERS GAME

Throughout the 1990's, diversity continued to be about the
numbers of different kinds of people in the workforce as a whole
and at each level. (Diversity)

During that decade, the definition of diversity expanded to include
many dimensions beyond gender and race.

It became clear over the years that it was not enough to focus on
hiring alone. It became important to retain a diverse workforce, as
well. (Inclusion)
INCLUSION: IT’S THE CULTURE

Today, organizations have focused their efforts on retaining
employees in their workforce and have begun to assess the quality
of their employees' experience in the organization.

Do employees in all groups and categories feel comfortable and
welcomed in the organization?

Do they feel included and do they experience the environment as
inclusive?
IN THIS SESSION YOU WILL:

Identify the top ten diversity competencies and assess your own
abilities in this area

Learn what it takes to create and lead inclusive teams

Tap skills for growing and retaining all employees

As practitioners and business leaders, learn how to make diversity
work at the individual, interpersonal, group, and organizational
levels
DOES ANY OF THIS SOUND FAMILIAR?

Managers expected to manage diversity

Managers not told what that means

Managers not given skills and competencies to manage diversity

Managers expected to do more with less

Managers are “the problem”

Blurred lines between EEO, Affirmative Action, Diversity and
Inclusion
DOES ANY OF THIS SOUND FAMILIAR?

No clear rationale given for managing diversity

Managing diversity not valued as a key management competency

Managers not held accountable for this competency

No clear connection between managing diversity and high
performance

Diversity competency marginalized

Managers managing across cultures, time zones and sometimes
borders
MANAGING DIVERSITY

The comprehensive management process for creating an
environment that enables all members of a workforce to be
productive, without advantaging or disadvantaging anyone
THE FAULTINES

As inclusion becomes the focus of diversity work, the attention
switches to the systems, policies and practices of the company.

Several systems influence the degree to which the climate is
inclusive:
SYSTEMS AND POLICIES

Communications

Coaching

Work assignment

Hiring

Training and education

Career development

Performance management

Flexible work arrangements

Mentoring

Managers' accountability
TOP 10 DIVERSITY COMPETENCIES
1.
Accurate self-assessment
2.
Willingness to influence and be influenced
3.
Courage
4.
A leadership style that projects the expectation of positive outcomes
5.
Establishing mutual guidelines and communication processes
which support innovation, openness, flexibility and teamwork
TOP 10 DIVERSITY COMPETENCIES
6.
Authentic behavior
7.
Addressing the common needs for respect, inclusion, and
opportunity at all levels of the organization
8.
An ability to align diversity with business strategies
9.
Freedom to Pilot and Experiment
10.
Need for passion, compassion and forgiveness
“Space for Grace”
QUESTIONS?
THANK YOU!