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Developing Effective Diversity Programs in Organizations

Learn about characteristics of leading-edge organizations, implementing diversity programs, and conducting diversity audits. Gain insight into practices and methods to foster diversity and inclusion in the workplace.

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Developing Effective Diversity Programs in Organizations

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  1. Session #11: Developing Effective Diversity Programs In Organizations • Class members will gain an understanding of: • Characteristics of Leading-Edge Organizations • How to Implement an Effective Diversity Program • How to Conduct a Diversity Audit • Examples of Diversity Programs • Disability Group

  2. CHARACTERISTICS OF LEADING-EDGE ORGANZATIONS(Loden & Risberm 1991; Thomas & Ey, 1996) • TOP MANAGEMENT SUPPORT • Diversity part of strategic plan and mission statement • “Different but Equal” Operating Philosophy • Truly value variety of opinions and insights • Changing Organizational Culture • Encourages Openness • Values Workers • Non-Bureaucratic and Egalitarian Structure • Expanded Definitions of Effective Performance • Distinguish style from substance • Performance measured objectively • Check for culturally biased systems

  3. PRACTICES IN LEADING-EDGE ORGANIZATIONS(Loden & Rosner, 1991; Linnehan & Konrad, 1999) • Management responsible for setting and changing climate • Top-Down Change • Measurement and Assessment • “What gets measured gets done”, • Sheila Wellington, Catalyst. • Ongoing monitoring of recruitment, promotion, turnover and development trends • Attention to subtle reinforcers of homogeneous ideal (ie, dress, behaviors, creativity?) • Education as organizational priority • Learning Organization • Ongoing training; but training not enough

  4. PRACTICES (cont’d) • Develop systems and procedures that support diversity, ie: • Rewards based on performance/results • Flexible employment • Succession planning • Accountability • Diversity linked to reward systems • Managers held accountable for turnover • Shatter the Glass-Ceiling • Values and culture start at the top • Equalize Inter-Group Power Relations

  5. Building an Effective Diversity Program:An 8 STEP PLAN(Powell, 1993; Gardenswartz & Rowe, 1993; Robinson & Dechant, 1997) • #1: GAIN COMMITMENT FROM TOP MANAGEMENT • Document the Business Case for Diversity (Robinson & Dechant, 1997) • Educate Top Management • #2: DETERMINE CHANGE AGENTS • Internal • + familiar with organization • + understand resistance to change • - credibility and power • External • + objective experts • - competent ? • Both Internal and External

  6. 8-Step Plan • #3: CONDUCT A DIVERSITY AUDIT • (More on this later) • Build a fact base of current barriers and opportunities for diverse groups • #4: SELECT REASONABLE SHORT AND LONG-TERM GOALS • Short term: reduce turnover • Long-term: shatter glass ceiling • # 5: SELECT AND IMPLEMENT DIVERSITY STRATEGIES • (More on this later, too)

  7. 8-Step Plan • #6: DEAL WITH RESISTANCE TO CHANGE • Anticipate Effects • Show Utility • Provide Security • Facilitate Participation • Clear Communication • Gradual Introduction of Change • #7: HOLD MANAGERS ACCOUNTABLE FOR CHANGE • #8: ONGOING EVALUATION AND MONITORING

  8. DIVERSITY AUDITS: PURPOSE(Gardenswartz & Rowe, 1993; Catalyst, 1998) • GET FEEDBACK ON CLIMATE • DETERMINE BASELINE DATA • MAKE LATENT ISSUES PUBLIC • IDENTIFY EMPLOYEE NEEDS • Training • Career Development • Benefits, Programs and Policies • GENERATE COMMITMENT THROUGH INPUT

  9. DIVERSITY AUDITS: KEY ISSUES • STRUCTURE • What groups are in what positions? • What is the path-to-power and who is on it? • Who is leaving? Advancing? • CLIMATE INCIDENTS AND INDICATORS • What are some critical incidents of climate? • Remarks, jokes, harassment? • Law suits waiting to happen? Happening? • CLIMATE CHECKLIST • POLICIES, PROCEDURES AND BENEFITS • Adverse Impact? Who do they Reward? Underlying Values? • Domestic partner benefits? Time off for religious holidays? • Flexible workplace?

  10. DIVERSITY AUDITS: METHODS • ANALYZE STAFFING DATA • Staffing, turnover & promotion statistics • EMPLOYEE ATTITUDE SURVEYS • Existing or new • Sub-group analyses of: • Organizational commitment and self-efficacy • Job Satisfaction; Career Satisfaction • Turnover Intentions • Diversity Climate • INTERVIEWS • FOCUS GROUPS

  11. RESISTANCEWhat is the subtext of these comments? (Carr-Ruffino, 2000): • “We can’t find enough qualified minorities.” • “It costs too much.” • “We should just hire the best person.” • “We don’t believe in reverse-discrimination.” • “It’s a pipeline issue -- give it time.” • “They leave because they get better offers elsewhere.” • “They just never fit in.” • “Family was a priority for her.” • “We should just be gender and color blind.” • “A focus on diversity is too divisive.” • “We’re more similar than different.”

  12. DIVERSITY PROGRAMS(Lobel, 1999; Catalyst, 1998) • CAREER DEVELOPMENT AND ADVANCEMENT • Succession Planning • Identification of High Potential Employees • Individualized Development Plans • Formal and Informal Mentoring Rewarded • Education: Executive MBA • Developmental Assignments • Cross-training and Job Rotation • Expanded job posting to vice president levels • RECRUITMENT • Internships • Diverse pool of applicants; Affirmative Action • Recruitment Incentives and Resources

  13. Diversity Programs (cont’d) • STRUCTURE • Vice President of Workforce Diversity reports to CEO • Ongoing Diversity Councils or Task Forces • Grievance Procedures • Exit Interviews • ONGOING DIVERSITY/ CULTURAL AUDITS • PERFORMANCE APPRAISAL & COMPENSATION • Objective, multiple-sourced appraisals • Accountability for diversity initiatives • Monitoring for equity • BENEFITS AND WORK STRUCTURE • Flexible • Inclusive

  14. Diversity Programs (cont’d) • EMPLOYEE NETWORK AND SUPPORT GROUPS • TRAINING AND EDUCATION • Ongoing, long-term Awareness Training • Management Training: Cross-cultural skills • Specialized training for diverse groups • Diversity conferences, seminars, external activities • BENCHMARKING OTHER COMPANIES • PUBLIC SUPPORT OF DIVERSITY • Diversity in mission statement; broad definition of diversity • Speeches by CEO/top management • Community support and involvement • Recognition events, awards • Newsletters

  15. AWARD-WINNING PROGRAM(Catalyst, 1998) • MOTOROLA • Clear target and goal: at least 3 women & people of color will be among 20-40 promoted to vice president every year. • Identify high potential candidates in succession planning • Candidates’ managers: • Develop development plans for candidates • Held accountable if candidate falls off list • Succession plan identifies 3 people for each position: • Immediate successor: could step right into position • Person who could enter position in 3-5 yrs. • Most qualified woman or minority candidate at that time, in addition to those in line 1 and 2. • Women and people of color must be included, even if it means external search. • 1989: 2 female VP’s; 1997: 40, including 7 women of color.

  16. CONCLUSIONS • LAST JOURNAL QUESTION: • What were your main learning lessons from this class? • What was the one thing that changed you the most?

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