DISMANTLING BARRIERS TO INCLUSION Greater Valley Forge Human Resource Association, Inc. (GVFHRA)

1. Andrea A. Agnew May 19, 2009 DISMANTLING BARRIERS TO INCLUSIONGreater Valley Forge HumanResource Association, Inc. (GVFHRA)

2. This session will explore barriers to achieving organizational inclusion. Are diversity practitioners part of the problem or the solution or both? Create space for authentic dialogue to address barriers to success. Equip practitioners and business leaders with the skills to model and create a culture of inclusion that fully utilizes the abilities of a diverse workforce. Improve their own level of diversity competence. Objectives

3. Throughout the 1990's, diversity continued to be about the numbers of different kinds of people in the workforce as a whole and at each level. (Diversity) During that decade, the definition of diversity expanded to include many dimensions beyond gender and race. It became clear over the years that it was not enough to focus on hiring alone. It became important to retain a diverse workforce, as well. (Inclusion) Diversity: A Numbers Game

4. Today, organizations have focused their efforts on retaining employees in their workforce and have begun to assess the quality of their employees' experience in the organization. Do employees in all groups and categories feel comfortable and welcomed in the organization? Do they feel included and do they experience the environment as inclusive? Inclusion: It’s the culture

5. Identify the top ten diversity competencies and assess your own abilities in this area • Learn what it takes to create and lead inclusive teams • Tap skills for growing and retaining all employees • As practitioners and business leaders, learn how to make diversity work at the individual, interpersonal, group, and organizational levels In this session you will:

6. Managers expected to manage diversity • Managers not told what that means • Managers not given skills and competencies to manage diversity • Managers expected to do more with less • Managers are “the problem” • Blurred lines between EEO, Affirmative Action, Diversity and Inclusion Does any of this sound familiar?

7. No clear rationale given for managing diversity • Managing diversity not valued as a key management competency • Managers not held accountable for this competency • No clear connection between managing diversity and high performance • Diversity competency marginalized • Managers managing across cultures, time zones and sometimes borders Does any of this sound familiar?

8. The comprehensive management process for creating an environment that enables all members of a workforce to be productive, without advantaging or disadvantaging anyone Managing Diversity

9. As inclusion becomes the focus of diversity work, the attention switches to the systems, policies and practices of the company. Several systems influence the degree to which the climate is inclusive: The Faultines

10. Systems and Policies • Communications • Work assignment • Training and education • Performance management • Mentoring • Coaching • Hiring • Career development • Flexible work arrangements • Managers' accountability

11. Accurate self-assessment Willingness to influence and be influenced Courage A leadership style that projects the expectation of positive out-comes Establishing mutual guidelines and communication processes which support innovation, openness, flexibility and teamwork Top 10 Diversity Competencies

12. Authentic behavior Addressing the common needs for respect, inclusion, and opportunity at all levels of the organization An ability to align diversity with business strategies Freedom to Pilot and Experiment Need for passion, compassion and forgiveness “Space for Grace” Top 10 Diversity Competencies

13. Questions?

14. Thank You!