THE NEW FACE OF

WORKFORCE DIVERSITY

Cecily Rodriguez

Office of Cultural & Linguistic

Competence

Encounters with Cultural Difference

Pat on the Back

Mr. K- Are you satisfied with the work of the division?

Ms. W- Yes. When you put Mr. Y in charge everything turned

around.

Mr. K- I agree , the whole team is working very well now.

Mr. W- Will you give Mr. Y some sort of recognition then?

Mr. K- I hardly think so, we wouldn’t want to embarrass him.

Cross Cultural Dialogues. Craig Sorti

Encounters with Cultural Difference

Saturday Shift

Mrs. J- Looks like we are going to have to be open this Saturday.

Mr. W- I see.

Mrs. J- Can you come in on Saturday for work?

Mr. W- Yes, I think so.

Mrs. J- That is great.

Mr. W- Yes, Saturday is a special day. did you know?

Mrs. J- How do you mean?

Mr. W- It is my son’s birthday.

Mrs. J- How nice, I hope you all enjoy it.

Mr. W- Thank you for your understanding.

Cross Cultural Dialogues. Craig Sorti

McDonald's TV ad that targeted the

Chinese consumer showed a Chinese

man kneeling before a cashier and

begging him to accept his expired

coupon. The ad caused uproar b/c

begging is considered a shameful act

in Chinese culture.

Gerber started selling baby food in Africa

with US packaging (a baby on the

label). Sales flopped and they realized

that companies typically have pictures

of contents labels.

IKEA once sold a workbench called

FARTFULL

Diversity Faux Paus

Participants will gain an understanding of the rationale

for investing in initiatives related to diversity and

contemporary approaches for fostering a culture of

inclusion through the use of a garden metaphor.

Section I – Do your research! Understanding the terminology

Section II- Gather your Gear- Explore how to use the legal, business,

cultural, and demographic frameworks to build the case and shape

the diversity goals in behavioral health and developmental disability

organizations.

Section III- Wrong plant, wrong place, too small a space, and fertilizer

burn- Common problems that inhibit a culture of inclusion

Section IV- Who helps your garden grow?

Section V- Plan out your landscape plan

Section VI- On your Mark, Get Set, Grow!

Wo

rksh

op

Ove

rvie

w

A common understanding of the

terminology

Doing your Research

Wh

at is D

ive

rsity?

Wh

at is In

clu

sion

?

The “New” Diversity

“New diversity,” focuses on the state of the

modern workplace, one that:

Is global.

Operates virtually.

Is in a state of constant, rapid change.

Requires awareness of cultural issues.

Demands technology literacy.

Is transient.

Uses multiple modes of communication.

Dr. Izzy Justice, founder of EQMentor

Wait!? Doesn’t Diversity Replace the

Mainstream Culture?

Diversity does not pit one culture against another for

dominance; it only allows for

cultural differences to be

employed to solve business challenges.

Diversity acknowledges and

uses these inherent differences to drive

innovation as a way of

creating better

organizational performance and competitive

advantage.

What is Inclusion

Inclusion is a culture that connects each

employee to the organization;

encourages collaboration, flexibility,

and fairness; and leverages diversity

throughout the organization so that all

individuals are able to participate and

contribute to their full potential. U.S. Office of Personnel Management

Office of Diversity and Inclusion

What is Inclusion?

Inclusion describes the extent to which each person in an organization feels welcomed, respected, supported and valued as a team member.

Inclusion is a two-way accountability; each person must grant and accept inclusion from others.

Adapted from SHRM –Business Plan for Diversity

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.

Employers who put people

first, regardless of their

race, religion, gender,

age, or physical disability

have an advantage over

competitors.

A diversity initiative is a "comprehensive managerial process for developing an environment that works for all employees."

Roosevelt Thomas, Beyond Race

and Gender. (AMACOM, 1992).

Adapted from SHRM –Business Plan for Diversity

The diversity frameworks that build the

case and shape the diversity goals of

our organizations

Gather your Garden Gear!

Legal Frameworks

Legal Framework

-Civil Rights Act of 1866

-Civil Rights Act of 1964 Title VI

(Meaningful Access- national origin

discrimination ) & Title VII (disparate

treatment or intentional discrimination)

- Presidential Executive Order 13166 -

Federally Assisted Programs

-Americans with Disabilities Act

-Age Discrimination in Employment Act

-Equal Pay Act

-Rehabilitation Act of 1973

Business Framework

While organizations may have diversity in their midst,

employees may not perceive

that their social identities are appreciated and included in

the workplace.

For this reason, building inclusive

workplaces ensures that all

employees feel included,

connected, and engaged.

U.S. OMB Guidance for Agency-Specific Diversity and Inclusion Strategic Plans

The Business Framework

Diverse markets require diverse operatives to:

• ensure that products and services are respectful and avoid faux pas

• help organizations understand how to interact with a diverse client base

• build community support

• Help manage perceptions of historically underserved markets

Research

Mixed gender groups outperformed single-gender groups. (1961) Routine problem solving better handled by homogeneous groups, less-defined problems better suited to heterogeneous groups. (1984) Diverse ethnic groups produced more effective solutions than homogeneous groups. (1992)

The Business Framework

Society for Human Resource Management

(SHRM) study: diversity

initiatives positively affect the bottom line

Ability to recruit

Ability to retain

Improved client relations

Improved productivity

Improved corporate culture

The Business Framework

Disparities in Access and Outcomes

Mental Health: Culture, Race, Ethnicity Supplement to Mental Health: Report of the Surgeon General (2001)

“Minority populations have a disproportionate burden of death and disability. Research has proven that communities of color don’t access services in proportion to the white community and their outcomes are less successful than that of the white community.”

Documented disparities for people of color include:

Less availability and access to services

Lower likelihood of receiving services

Greater likelihood of receiving poorer quality of care and disproportionate treatment outcomes

Over represented in hospitalizations (more restrictive settings)

Under represented in research

Understanding and embracing the

multiple dimensions in your

organization’s culture

Cultural Framework

There are complex,

multiple cultural

dimensions operating

in your organization at

all times at all levels.

We may not even

understand how these

dimensions influence

our behavior, much less

be able to articulate

how (D’Andrade (1987)

Culture influences how we attempt to

provide support

a filter through which people process their

experiences and events of their

lives

influences people’s values,

actions, and expectations of themselves and

of others informs our understanding of when support is

needed

influences how and from whom we seek support

Organizational Culture

Appropriate Dress

Interaction with Superiors

Terminology Used

Collective social and

political beliefs

How are people

reprimanded?

How are people

rewarded?

What do people do on

breaks

Interaction with peers

Decision making process

When Dimensions Clash

.

The Demographic Framework

The Demographic Framework

Demographic Changes Over 350 languages are spoken in

the U.S. More women in the workplace There are more than 47 million

people in the nation who speak a language other than English, and over 30 million who were born outside the United States

During the past decade, the number of Spanish and Asian-language speakers grew by 50%

Over 17% of the nation’s population speak a language other than English at home.

Range of ages in the workplace New workforce tends to be more

culturally diverse

http://www.slideshare.net/TransparentLanguage/infographic-speaking-of-languages

http://www.pewresearch.org/next-america/#Two-Dramas-in-Slow-Motion

Slide Source: Qian Cai . University of Virginia Weldon Cooper Center for Public Service 2011

Latino Population, Census 2010

Black Population, Census 2010 Asian Population, Census 2010

The Demographic Framework

Talk to us!

From a Workforce perspective….

What is one “cultural” group

that is underrepresented in

your organization?

What is the consequence of

their underrepresentation?

Activity created by Language & Cultural Worldwide

http://www.languageandculture.com/

What inhibits a Culture of Inclusion?

Wrong plant, wrong place, too small

a space, and fertilizer burn

Exclude

Denial

Segregate

Suppression

Assimilation

Building Relationships

Mutual Adaptation

Challenges

What is a “Good Cultural Fit”?

People’ who conform to the organizational

culture? People we feel comfortable with?

People whose behavior is similar to ours?

People who look like us? People who have the same values?

Could it be that “Cultural Fit” means “just

like me?” Adapted from Language and Culture Worldwide

http://www.languageandculture.com/

Challenges

Bias impacts the decisions in the

workplace

Recommendation letter study

Letters for women differed from

those for males

Letters for women were “shorter, less

assuring, raised more doubts, and

portrayed women as students and

teachers while portraying men as

researchers and professionals.”

(Trix and Psenka 2002).

These decisions are not made by “bad” people with bad attitudes, but

rather by people unaware of the

unconscious process that they use to make

decisions about people.

“Are Emily and Greg more

employable than Lakisha and

Jamal? “

People with “white-sounding” names

were 50% more likely to get a

response to their resume than

those with “black-sounding”

names. (Bertrand, 2004).

Other Challenges

Who plays a role in creating the culture

of inclusion?

Who Helps Your Garden Grow?

Role- Leadership

“Within the American Red Cross organization, diversity and

inclusion is achieved by aligning diversity efforts with

organizational business objectives to ensure….. the following:

Being Reflective of Communities We Serve by the enhancement

of the Red Cross ability to attract and retain diverse volunteers,

employees and donors representative of the communities we

serve.

Increasing effectiveness and Accountability in all We Do by

creating and applying measurable diversity goals and

objectives.

Becoming Better at Telling Our Stories to Diverse Audiences by

improving, and/or expanding, messaging to diverse

audiences, which effectively conveys the American Red Cross

commitment to diversity and inclusion, and highlights success

stories demonstrating that commitment.”

Strategic Alignment

Role- Management

Lead by example

Revisit job descriptions

Evaluate cross cultural skills in

screening

Allow staff to be themselves

Take immediate action

Account for cultural competence in

annual performance reviews

Ma

na

ge

Bia

s

Role: Human Resources

Fertilizer

&

Weed Killer

Small piece of a larger

developmental learning

process

Strategic

Customized

Safe

Uncomfortable

Challenging

Interactive

Engaging

Adapted from SHRM article “Creating a Strategic Diversity Management Plan”

Role: Training and Development

Role: Communications

Awareness is half the battle

Know your audience

Set a good example

Listen

Don’t assume

Positioning & reputation

Pla

nn

ing

a D

ive

rsity In

itia

tive

Knowing what “could be” will help you

shoot for the moon

Your Landscape Plan

A Culture of Inclusion

Do our practices inhibit or prohibit

employee engagement?

Do we seek meaningful inclusion of cultural

considerations throughout the planning

process?

Cross Cultural

Mentoring

Do we get regular

feedback from

employees?

Do we have ONGOING training that develops a workforce able to work

cross culturally?

Require the bilingual staff to be tested for

their proficiency?

Diversity Councils

Develop & maintain

professional development opportunities

for employees

Do we evaluate cross

cultural competence

on annual performance

reviews?

Do we hold managers

accountable when don’t

model inclusive

behaviors?

A Culture of Inclusion

Do we utilize outreach strategies and

engage cultural brokers?

Do we explore new methods for

recruitment and retention of culturally

competent staff

Do we provide safe venues for people to discuss their communication differences?

Do we maintain demographic, cultural,

and epidemiological profiles?

Pre-test the reader-friendliness of employee education materials with focus groups

Don’t forget our Roadmap!

Theme 1:

Governance, Leadership, and

Workforce

• Advance and sustain organizational

governance that promotes equity

through policy, practices, and

allocated resources.

• Recruit, promote, and support a

culturally and linguistically diverse

governance, leadership, and

workforce .

• Educate and train leadership and

workforce in culturally and

linguistically appropriate policies and

practices on an ongoing basis.

Planning a Diversity Initiative

Organizational

Readiness

Action Steps o .

Identify leadership that will support the diversity initiative.

Assess interest level in a diversity initiative and

identify individuals with greatest and least level

of interest.

Develop a comprehensive plan

using a strategic planning process

Communicate the initiative

incorporating senior leadership and using

multiple methods.

Identify goals and outcomes

Evaluate regularly

Adapted from SHRM article “Creating a Strategic Diversity

Management Plan”

Planning a Diversity Initiative

Adapted from SHRM article “Creating a Strategic Diversity Management Plan”

Measurement & Accountability.

Make sure to identify or develop tools

that help you determine if diversity

efforts have achieved the desired results.

Be sure to identify who is responsible for a

correcting the methodology so that

those desired results can be achieved

if you do not reach them at first.

Planning your own D&I initiative

On your Mark, Get Set, GROW!

Image - Alachua County’s Diversity Master Plan

Alachua County’s Diversity Master Plan

Activity 1- Pitch to Leadership

Activity 2- Plan the organizational readiness evaluation

Activity 3- Outline the communication plan

Activity 4- Outline what changes might be required in recruitment, screening, and selection

Activity 5- Outline changes and/or additions to retention and organizational development

Activity 6- Strategize the additional methods needed to inform and engage managers.

Each table is a group.

Create an outline to

address the activity to

which you are assigned.

Spend about 10

minutes thinking

through the process

and writing it down

and 5 minutes thinking

about how you will

present it to the group.

Growing your garden

57

Diversity is defined as the collective mixture of differences and similarities that includes for example, individual and organizational characteristics, values, beliefs, experiences, backgrounds, preferences and behaviors.

A diversity initiative is a "comprehensive managerial process for developing an environment that works for all employees.”

Just like a beautiful garden, diversity and inclusion has to be studied, nurtured, repaired and tended over the long term.

Picture this... Alachua County’s Diversity Master Plan

More information?

Cecily Rodriguez Office of Cultural & Linguistic Competence

Virginia Department of Behavioral Health & Developmental

Services

Cecily.rodriguez@dbhds.virginia.gov

Susan Hurst, SPHR, New River Valley CSB

SHurst@nrvcs.org

Michael Tutt, Richmond Behavioral Health Authority

tuttm@rbha.org

Michael Wade, CDWP, New River Valley CSB MWade@nrvcs.org