leading and engaging diverse workforce
TRANSCRIPT
10/18/2021
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Leading And Engaging A Diverse WorkForcePSA Security Convention 2021
April Simpkins, SHRM‐CP, PHR
Chief Human Resources Officer
HR Consultant
Totalhr
April Simpkins• Over 30 years of human resources experience
• Consulted with more than 1000 entrepreneurs
• Consulted in 15 different industries
• Managed an employee hotline for clients
• Named one of Charlotte, NC’s 50 Most Influential Women
• Named Fort Mill/Tega Cay Businessperson of the Year
• Board Member, York County Regional Chambers of Commerce
• Avid Runner and Athlete
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Agenda
1. Understanding
DEI and Generational Differences
2. Building An Engaging and Inclusive Culture
4. Recruiting And
Retaining Talent
3.Constructive Confrontation
5. Questions
UnderstandingDEI And
Generational Differences
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What Is…
Diversity
• Valuing and promoting differences and unique characteristics of groups and individuals in the workplace.
Four Types Of Diversity
Internal Diversity ‐ traits that you are born into.
Age
National Origin
Ethnicity
Gender
Physical Ability
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Four Types Of Diversity
2. External Diversity ‐ traits related to a person but not necessarily characteristics
that you’re born with.
Education
Appearance
Geographic Location
Family Status
Spiritual / Religion
Relationship Status
Socioeconomics Status
Four Types Of Diversity
3. Organizational Diversity – means it’s related to your position in the organization.
Job Function
Management Status
Work Location
Department
Seniority
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Four Types Of Diversity
4. World View Diversity factors that we observe, feel, or experience that shape our
world views.
Diversity of thought
Cultural events
Politics
History knowledge
What Is…
Inclusion
• To empower and galvanize diversity in the workforce by enabling groups and individuals to contribute to their fullest potential.
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What Is…
Equity
• Recognizing that each person has different circumstances and allocating the resources and opportunities needed to reach an equal outcome.
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Summary
Diversity – Celebrating uniqueness
Equity – Support that enables employees to reach equal outcomes
Inclusion ‐ Employees empowered to contribute to the organization
Who Are The Generations
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Who Are The Generations1994‐2007Generation Z
1922‐1945Traditionalists
1979‐1993Millennials
1965‐1978Generation X
1946‐1964Baby Boomers
2008‐2021 Generation Alpha
Traditionalists (99 – 76 years old)
Formative Experiences: Great Depression, New Deal, Attack On Pearl Harbor, World War II
Family Children Should Be Seen And Not Heard
Leadership By Hierarchy
Communication: Face‐to‐face
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Baby Boomers (75‐57 years old)
Formative Experiences: Cold War, Civil Rights Movement, Space Travel Assassinations
Family Family Oriented, Keeping Up With The Jones
Leadership By Consensus
Communication: Face‐to‐face Ideally, Telephone
“Work ethic is measured in hours worked.”
Tips on Managing and Engaging Baby
Boomers
• Walk the talk on work‐life balance by redesigning jobs to accommodate multiple life demands
• Encourage them to enrich their present job and grow in place if that brings balance.
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Generation X (56 – 43 years old)
Formative Experiences: End Of The Cold War, Live Aid, Challenger Disaster, Desert Storm, MTV
Family Increase In Divorce, Single Parents, Latchkey Kids
Leadership By Competence
Communication: Text Messaging Or E‐mail
“Believes the smartest person in the room belongs at the front of the room”
Tips on Managing and
Engaging Generation X
• Acknowledge their ability to work independently and encourage them to leverage their entrepreneurial abilities
• Discuss what the job can do for them and what they can learn from it
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Millennials (42‐28 years old)
Formative Experiences: 9/11 Terrorist Attacks, School Shootings, Social Media, Reality TV, Internet
Family Helicopter Parents, Child Focused World
Leadership By Pulling Together
Communication: Text Messaging, Instant Messaging
Tech Savvy
Tips on Managing and
Engaging Millennials
• Demonstrate the stability and long‐term value of the organization
• Show the organizations flexibility and learning opportunities
• Provide work schedules that help them build careers and families (or personal interests) at the same time
• Make groups and teams part of their job
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Generation Z (27‐14 years old)
Formative Experiences: Economic Downturn, Global Warming, Cloud Computing
Family Stealth Moms, Multi‐generational Households
Leadership Servant Leadership
Communication: Tech Driven Face‐to‐face
“Rely on influence vs. credentials”
Generation Z ‐1994‐2007
• Tech Dependent
• Social Media Savvy
• Globally Conscious
• Meaningful Work
• Quick Learning Access
• Workplace Flexibility
• Connected; yet stealth
“Rely on influence vs. credentials”
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Tips on Managing and Engaging Gen Z
• Incorporate mentor programs and initiatives for career guidance.
• Offer work/ work balance. Most have or want a “side hustle.”
• Emphasize the stability of the organization
• Provide opportunities and encourage volunteerism
Who Are The Generations1994‐2007Generation Z
1922‐1945Traditionalists
1979‐1993Millennials
1965‐1978Generation X
1946‐1964Baby Boomers
1964Title VII of the Civil Rights Act
1990Americans With Disabilities Act
1993Family Medical Leave Act
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Implicit Bias
• Brain receives 11 million pieces of information
• Brain groups things together
• Bias occurs when categories are labeled
• Affects morale, motivation and commitment
• We all have implicit biases
• We can override implicit biases
Microaggressions
“Culture Fit”
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5 Tips on Generational Inclusivity
1. Walk the talk on work‐life balance and work‐work balance
2. Make paths for stationary growth
3. Provide structure for independent working
4. Be transparent regarding the long‐term vision of the organization
5. Incorporate mentor programs and career guidance
Building An Engaging and Inclusive Culture
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The Power Of Engagement
ORGANIZATIONS WITH HIGH ENGAGEMENT LEVELS
1. Employees perform 20% better
2. Employees are 87% less likely to leave
3. Have a 53% better understanding of patient needs
4. Employees take 3.5 fewer sick days per year
5. See a 57% increase in discretionary effort from staff
Three Levels of Engagement
Engaged (“A” PLAYERS)
Positive MoraleFull Of IdeasThink Outside The Box“Can Do” AttitudeStrong Work EthicDrive Innovation
Engaged29%
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Three Levels of Engagement
Disengaged (“B” PLAYERS)
Marking timeComplacentLower customer satisfaction“quit but stayed”Emotionally checked outFocused on “putting in their time”
Disengaged57%
Three Levels of Engagement
Unengaged (“C” PLAYERS)Low moraleDiminished performanceHigher turnoverIncreased absenteeismMore safety issuesRegularly undermine the accomplishments of their engaged coworkers
Unengaged14%
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Three Levels of Engagement
Engaged (“A” PLAYERS) Disengaged (“B” PLAYERS) Unengaged (“C” PLAYERS)
Gallup 12 Questions on Engagement
1. Do you know what is expected of you at work?
2. Do you have the materials and equipment to do your work right?
3. At work, do you have the opportunity to do what you do best every day?
4. In the last seven days, have you received recognition or praise for doing good work?
5. Does your supervisor, or someone at work, seem to care about you as a person?
6. Is there someone at work who encourages your development?
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Gallup 12 Questions on Engagement
7. At work, do your opinions seem to count?
8. Does the mission/purpose of your company make you feel your job is important?
9. Are your associates (fellow employees) committed to doing quality work?
10. Do you have a best friend at work?
11. In the last six months, has someone at work talked to you about your progress?
12. In the last year, have you had opportunities to learn and grow
Engagement Strategies
• Affinity groups (ESG)
• Work/life balance
• Training and development
• Personal enrichment opportunities
• Health Perks/ Mental Health Support
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Culture vs. Subculture
Culture“The shared values, beliefs and assumptions considered to be the appropriate way to think and act within an organization.”
Fundamentals of Organizational Behavior – 2nd Edition
10 Ways Leaders Influence Organizational Culture – William Craig – Forbes Oct 9, 2018.
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Subculture
“The contradictions between what an organization says about it’s culture; and the culture employees actually experience.”
Fundamentals of Organizational Behavior – 2nd Edition.
Train Your Leaders
35% of U.S. workers polled said they’d willingly forgo a substantial pay raise in exchange for seeing their direct supervisor fired
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Leadership and Culture
• Recognize Diversity
• Implicit Bias
• Managing Crisis
• Deescalating Tense Situations
• Difficult Conversations
Constructive Confrontation
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Why Are Some Conversations Difficult?
• Historical baggage
• Strong Emotions
• Potential Consequences
• Wider Conflict
• Timing
• Relationships
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• 1 in 4 people have been putting off an uncomfortable conversation for at least six months.
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Difficult Topics
• Feeling discounted, disrespected
• Trying to find out where you stand with someone who is hard to read
• Asking for assistance, admitting failure, apologizing
Difficult Topics
• Discussing concerns about someone’s performance or attitude
• Addressing micro‐aggressions or stereotyping behavior
• Holding someone accountable if they don’t follow through
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Why Don’t Difficult Conversations Go Well?
• We tend to let our emotions rule.
• We physically react with facial expressions and body language.
• We move hastily.
• We act in self defeating ways.
Crucial Conversations – Tools For Talking When Stakes Are High
Three Positions
When confronted, people generally take one of three story positions:
1. Victim Stories – “It’s not my fault”
2. Villain Stories – “It’s all your fault”
3. Helpless Stories – “There’s nothing I can do”
Crucial Conversations – Tools For Talking When Stakes Are High
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Elements of the Process
…create conditions in yourself and others that will make
dialogue the path of least resistance.”
Crucial Conversations
Practicalities: When And Where?
• Arrange the meeting sooner rather than later.
• If possible, arrange the meeting in a place that is private and where you won’t be interrupted.
• Choose the meeting time strategically.
• Let your colleague know what the meeting is about beforehand so that they don’t arrive ‘cold.’
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1. Open The Conversation
• Use the KISS technique to open the meeting (Keep It Short and Simple).
• Thank the employee for meeting with you.
• Avoid blame, judgements and criticism.
• Engage in active listening.
2. Invite Discussion
Potential Questions
• Tell me how you see the situation.
• Have I got the full picture?
• What do you want to happen?
• How can I help or support you?
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3. Closing The Conversation
Close The Conversation By:
• Summarizing clearly what has been agreed and the way forward.
• Thanking your colleague for listening and their contribution.
Case Study
“Seek first to understand, then to be understood.”
Steven Covey‐ The Seven Habits Of Highly Effective People
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Case Study
• The Company is implementing a Diversity & Inclusion program.
• There’s lots of excitement about the program however, everyone isn’t fully onboard.
• A male employee has expressed fear that he will be overlooked for future opportunities as a result of the diversity initiative.
Case Study
• Arrange the meeting
• Choose the meeting time
• Tell the employee the nature of the meeting.
• Explain why we are meeting now,
• Invite discussion: Tell me how you see the situation? How can I support you?
• After the conversation, give a recap
• Give a check in date
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Recruiting and Retaining Talent
Where Do I Find Talent
How Do I Get People To Stay
Why Aren’t They Happy Here
Can My Organization
Survive Turnover
Retention Challenge
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Statistically Speaking
67% of job seekers consider workplace diversity an important factor when looking for employment opportunities. (Glassdoor)
Statistically Speaking
Companies with more diverse management teams have 19% higher revenues due to innovation. (Boston Consulting Group study)
50% of current employees want their workplace to do more to increase diversity. (Glassdoor)
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Statistically Speaking
By 2025, 75% of the global workforce will be made up of millennials. (2018 Deloitte Millennial Survey)
By 2025, 74% of the millennial workforce will believe their organization is more innovative when it has a culture of inclusion. (2018 Deloitte Millennial Survey)
Stay Interview
Poll your current employees and have them answer two questions:
1.Why they chose your company?
2.Why they stay?
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Phase 1: Start Up
Phase 2: Growth
Phase 3: Maturity
Phase 4: Decline
Hiring Phase –Get The Right People On The Bus
Interviewing Best Practices
Provide Interview Instructions
• Directions• Time / Contact Person
• Names Of Those Present
• COVID Protocols• Interview Topics• Value Proposition
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Interviewing Best Practices
• Why…are you interested in joining our company?
• Why… did you decide to leave your previous employer?
• Explain…Why…you have a vacancy.
Onboarding Agenda
• First Day/ Orientation
• 30‐Day Review ‐Company Assessment
• 60‐Day Review – Employee Assessment
• 90 ‐ Day Review – Set Goals
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1. Stay interviews provide you with the most genuine value proposition you can offer a candidate during the interview.
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2. Hire according to the phase of your organization.
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3. Allow the candidate to hold you to promises and guarantees your made during the interview and onboarding process.
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Hiring And Onboarding Summary
Trust Transparency Accountability
April Simpkins, PHR, SHRM‐CP Chief Human Resources Officer
HR Consultant
www.Totalhr.net
Connect with me:April Simpkins
Questions?
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