We are the World: A journey beyond diversity to cultural

competence

Panelist: Blair H. Hayes, Ph.D. University of Maryland University CollegePanelist: Teresa P. J. Armstrong Northrop Grumman Corporation

Blair H. Hayes, Ph.D.Director of Diversity InitiativesUniversity of Maryland University College

• Dr. Hayes joined UMUC following a career spent leading diversity initiatives,                          researching best practices, and developing programs to support climate and                    cultural change.

• Prior to UMUC, he managed demographics and analytics, and led the firm‐wide                 Board Diversity Initiative at Booz Allen Hamilton.

• As a diversity consultant, he has worked with clients across the federal workforce to expand their EEO policies and procedures and to improve their human capital offerings.

• As the lead researcher on the SMART Memory Program at the Institute for Survey Research at Temple University,  he focused on improving memory and cognitive function in senior citizens throughout Philadelphia.  This work formed the basis for his innovative workshops and approaches to supporting generational diversity in the workplace.

• Dr. Hayes holds a BA in psychology from Morehouse College and a MA and PhD in social/organizational psychology from Temple University.

• Contact info: bhayes@umuc.edu

Teresa P. J. ArmstrongHuman Resources & Training DevelopmentNorthrop Grumman Corporation

• Ms. Armstrong has 15 years of progressive and diversified corporate                              experience in platform training, employee relations, and workplace diversity. 

• As a specialist in organizational development, career management and                            performance skills training, she has worked in industries including                           outplacement, healthcare, and financial services. 

• Ms. Armstrong focuses on mid‐level leadership development training                                      programs with Northrop Grumman Corporation Electronic Systems. 

• Service in the capacity of career coach, trainer, and strategic partner in leadership development has garnered her the Presidential Leadership Award for Operational Excellence and the Operational Excellence for Human Resource Management PLA award.

• Ms. Armstrong holds a BS degree in Business Administration from Morgan State University, and has credits towards a Masters degree in Human Resources with Johns Hopkins University.

• Contact info: teresa.armstrong@ngc.com

From Valuing Diversity to Becoming Culturally Competent

What is meant by diversity and inclusion?

Some differences are observable at times– Race– Gender– Ethnicity– National Origin– Physical Disabilities– Religion– Age

Diversity is defined as “all the ways in which we differ from each other”

Other differences are not always observable– Marital Status/Parental 

Status– Sexual Orientation– Learning Disabilities– Professional Background– Thinking Style/Working 

Style– Military Experience– Political Affiliation– Education

There are critical elements that shape who we are and how we interact with one another

Race Culture Heritage Perceived or

real biological differences based on descent or bloodlines

Attitudes, feelings, values, and behaviors that characterize a society

Beliefs and actions that are transmitted from the past and handed down by tradition

Race Culture Heritage Perceived or

real biological differences based on descent or bloodlines

Attitudes, feelings, values, and behaviors that characterize a society

Beliefs and actions that are transmitted from the past and handed down by tradition

Ancestry Ethnicity The family, line of

descent, and lineage of an individual that pre-dates one’s birth

Membership in a particular racial, national, or cultural group and observance of that group’s customs, beliefs, and language

Ancestry Ethnicity The family, line of

descent, and lineage of an individual that pre-dates one’s birth

Membership in a particular racial, national, or cultural group and observance of that group’s customs, beliefs, and language

Moving towards cultural competence

Inclusion is all the ways we respect, welcome, and promote people who are different from us in an organization and into the workplace

Diversification is valuing individual differences through action and is welcoming the variety of perspectives, experiences, and beliefs that individuals bring to the workforce

Competence is all the ways that an organization continues to train and develop their workforce to ensure continued growth of and understanding of diversityDiversity 

Maturity Continuum

Organizational Missions and Objectives

Organizations develop their organizational culture through a combination of their diversity mission statements, core values, and competencies

• Mission statements are critical to ensuring that all individuals understand expectations and the direction of the organization

• Core Values are intrinsic elements that are recruited for, hired, and promoted throughout all levels of an organization

• Competencies are skills that are developed and nurtured that can be utilized during an individual’s day‐to‐day interactions

Developing cultural competency

“A process of learning that leads to an ability to effectively respond to the challenges and opportunities posed by the presence of social‐cultural diversity in a defined social system.”                            Taylor Cox, Jr.

Factors involved in professional cultural competence

• Lifestyle• Learning styles• Positional power• Tenure

• Thinking styles• Work experience• Military experience• Industry

Defining Cultural CompetencyCultural Competence:

• requires that organizations have a defined set of values and principles, and demonstrate behaviors, attitudes, policies, and structures that enable them to work effectively cross‐culturally

• is defined simply as the level of knowledge‐based skills required to effectively work in a multi‐cultural/international environment

• is a developmental process that evolves over an extended period.  Both individuals and organizations tend to be at various levels of awareness, knowledge and skills along the cultural competence continuum

Building a Culturally Competent Workforce

• There must be a foundation and a framework in place that nurtures diversity before an organization can be considered culturally competent

• Once the varying perspectives, experiences, and backgrounds of all individuals are being included and valued then organizations are positioned to gauge their employees’ level of cultural competency

Learning Process for Diversity Competency

Development

Phase 1

Development

Phase 2

Development

Phase 3

AWARENESS UNDERSTANDING ACTION

ACTIONS lead to increased AWARENESS

Source: Developing Competency to Manage Diversity, Taylor Cox, 1997

Diversity Competency Model for Individuals

Work, Tasks and Responsibilities

Development

Phase 1

Awareness

Development

Phase 2

Understanding

Development

Phase 3

Action Steps

Communications

Performance evaluation and feedback

Employee development

Conflict resolution

Group (team) decision making

Selection (hiring and promotion)

Delegation and empowerment

COMPETENCY

Source: Developing Competency to Manage Diversity, Taylor Cox, 1997

Practical Pathways towards Cultural Competency

Cultural Competency Objectives• To raise awareness of organizational goals and understanding of diversity

• To ensure that management practices demonstrate knowledge and understanding of the skills necessary to manage a diverse workforce

• To provide all staff with opportunities for diversity education and training

• To create a positive atmosphere where diversity issues or best practices can be discussed

• To show visible commitment of leadership to diversity

Core Values vs Competencies

Diversity Core Value:A person’s philosophies, beliefs, or intent as reflected by his/her behavior.  Core Values set the standard for consistent behavior that an organization expects of all employees

Cultural Competencies:The knowledge, skills, and abilities that are necessary for high performance at a particular level.  Competencies assess how well staff are valuing diversity

Enhancing Cultural Competency SkillsLeverage New Hire Programs• During the acculturation phase, employees should be introduced to the climate for culture 

and diversity throughout the organization and the expectations

Integrate Diversity into Professional Development Courses• Diversity should be included in professional development and training courses offered to 

employees at all levels

Develop a Skill‐Based Curriculum related to Diversity• Specific courses should be designed that increase diversity competency (e.g. Communicating 

across Differences, Working in a Multi‐national Workforce, etc.)

Develop Diversity Awareness Courses• Provide regular opportunities for staff to gain an understanding of the cultures, heritages, 

and ethnicities that comprise the workforce (e.g. Understanding Disabilities, Hispanic‐Americans, etc.)

Enhancing Cultural Competency Skills

Provide Mentoring/Coaching• Provide mentoring for both senior level and junior level employees that promotes individual 

growth and development

Assess and Measure Growth• Diversity commitment, involvement, and buy‐in should be measured and reviewed during 

annual assessments of employee performance

The Ongoing Journey to Cultural Competency

Value Diversity

Conduct OrganizationalReview

Adapt to Diversity and Cultural Cues

Implement Cultural Learning Model

Raise Awareness of Differences

Is your Organization Culturally Competent?• Are diversity questions included during the interview and hiring phase?• Do you work to build a foundation and baseline language for having diversity 

discussions?• Are leaders held accountable for their diversity targets and growth (e.g. bonuses)?• Is a strategic diversity curriculum in place and reviewed on an annual basis?• Are training programs mandatory or voluntary for employees?• How are employees held accountable for participating in and valuing diversity?• Is there a measurement or tracking system for evaluating cultural competency 

and acquired skills?• Are training programs level‐specific?• Are there channels for communication and feedback for staff?

Q&A