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Diversity and Inclusion

DIVERSITY AND INCLUSION

Diversity and Inclusion

 

DIVERSITY is having a seat at the table. INCLUSION is having a voice, and BELONGING is having that voice be heard. – Liz Fosslien

 

Diversity = age, ethnicity, gender & race

Inclusion = A sense of belonging, feeling respected, feeling valued for who you are, feeling a level of supportive energy & commitment for others so that you can do your best work

Intersectionality = refers to the reality that we all have multiple identities that intersect to make us who we are

 

Quick Facts:

  • Companies with high levels of gender and ethnic diversity outperform others by up to 35%
  • Companies with more diverse management teams have 19% higher revenue due to innovation
  • 67% of job seekers consider workplace diversity an important factor when considering employment
  • More than 50% of current employees want their workplace to do more to increase diversity
  • High representation of women in C-Suite positions results in 34% greater returns to shareholders
  • Companies with diversity are 45% more likely to report that they captured a larger portion of the market, and 70% more likely to have entered into a new market in the past year
  • In 2019 people with disabilities represented 19.3% of the US workforce
  • Women will only apply for a job when they meet 100% of the listed criteria
  • Cultural changes that have strong connections to meaningful business objectives are able to achieve greater levels of commitment because more stakeholders are impacted by the benefits.
  • Profitability – Businesses with higher levels of foreign and female executives boast 53% higher return on equity than other companies
  • 60% of today’s corporate leaders are perceived as strong supporters of their organisation’s diversity efforts
  • Employing a group of diverse thinkers can be a big benefit to your business. Diverse organisations generate higher revenue, are more innovative, and they see lower rates of turnover.

 

Microaggressions = an incident in which someone accidentally (or purposely) makes an offensive statement or asks an insensitive question. These can seem small but overtime they can make a big impact on someone’s employee experience, physical health and psychological well-being.

Solution: Creating awareness of microaggressions

 

Metacommunication = This is a hidden insult

 

A well-managed diversity and inclusion program can directly influence a company’s results in several key ways:

  • Maximise the value of a global footprint
  • Encourage collaborative innovation
  • Strive for operational excellence

 

Strategies to create an inclusive culture:

  • Value inclusion and diversity
  • Foster cross-cultural competence
  • Support global mobility

 

Components of cross-cultural competencies:

  • Awareness
  • Attitude
  • Knowledge
  • Skills

 

Change drivers:

  • Technology
  • Worldwide population increase
  • Changing demographics
  • People working beyond the traditional retirement age
  • Five generations at work today
  • Corporate social responsibility

 

Ways to celebrate diversity:

  • Create a calendar for culturally significant days
  • Create your own traditions
  • Partner mentoring

 

Questions to confront diversity:

  • Were your process or approach designed and executed with inclusion in mind?
  • Who was the process designed by/for/with & without?
  • Who benefits from this approach?
  • Who might be disadvantaged?
  • How can the process be re-designed to reduce bias, discrimination and inequity?
  • What future inclusion or bias scenarios might impact current systems?

 

Call to action:

  • Who can support you as you review processes and systems to mitigate bias?
  • How can those who are in the frontline provide input?
  • What are some probable business outcomes that could occur when you reduce bias and exclusion from processes?
  • How can you leverage those ‘probable outcomes’ to obtain stakeholder and/or leadership support?

 

 

Unconscious bias in the workplace:

  • The Halo Effect – if we think of someone highly in a certain way, then we are likely to think highly of them in other ways too. The opposite effect is called ‘The Horns Effect’.
  • Affinity Bias – this refers to our tendency to gravitate toward people similar to ourselves
  • Attribution Bias – a cognitive bias that refers to the systematic errors made when people evaluate or try to find reasons for their own and others behaviours.
  • Preferring Certain Names –
    • resumes with black-sounding names experience a 50% call-back gap.
    • Asian sounding names are 20%-40% less likely to receive a call-back
  • Gender Bias – an assertive woman might be perceived as ‘aggressive’ while a man with the same attributes might be described as ‘confident.’
  • Confirmation Bias – this occurs when we make a decision about something, then actively look for information that supports that decision, while also overlooking any opposing facts and viewpoints.
  • Weight Bias – Judging a person negatively based on their weight.
  • Age Bias – Occurs when assigning tasks to people based on their age
  • Height Discrimination – Companies tend to promote tell people, particularly men into senior roles. (Fact: the average CEO is 3inches taller than the average male)
  • Bro-Behaviour – when a female makes a point that no one seems to feel strongly about. 30 minutes later, a male member of the team makes the same point, and everyone jumps on board.

 

Diversity of thought – Bringing multiple viewpoints to the table.

  • Diverse teams have different life experiences which cause individuals to approach problems differently and to empathise with end-users in new ways.
  • Diverse thinkers don’t offer visual cues, you need to combine analytical thinkers with risk-takers, brainstormers with empathetic thinkers.
  • Diversity of thinking enhances innovation by up to 20%. It also helps groups spot risks, reducing these by up to 30%
  • Thought Diversity features more than a one-way approach and harnesses the potential of diversity and inclusion as an organisational resource
  • Great Diversity = Greater variations of perspective and approaches.

 

Ways to guarantee your workforce includes a variety of thinking types:

  • Break down silos
  • Assess thinking styles
  • Use diverse thinking techniques
  • Encourage everyone to speak up

 

Organisations with inclusive cultures are:

  • 2x as likely to meet to exceed financial targets
  • 3x as likely to be high performing
  • 6x more likely to be more innovative and agile
  • 8x more likely to achieve better business outcomes

 

 

Having a more inclusive leader can increase an individual’s feeling of inclusion by 70% which in turn increases:

  • The team’s performance by 17%
  • Increases decision making quality by 20%
  • 29% increase in team collaboration

 

The 6 signature traits of an inclusive leader:

  • Cognizance
  • Curiosity
  • Courage
  • Cultural Intelligence
  • Commitment
  • Collaboration

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