culture builder bootcamp: building an inclusive organizational culture (workbook)

culture bui lder bootcamp:the workbook

2014 SHRM MISSOURI STATE CONFERENCE

August 5, 2014

CULTURE BUILDERmissour i SHRM

culture bui lder bootcamp: the workbookthe what, why, & how of bui ld ing

an inclusive organizat ional culture

ONE: LANGUAGE AND LOGIC

WHAT? A clear, concise and consistent foundation of words, language, definitions and narratives to make the what, why and how of diversity and inclusion work easily accessible to all.

WHY? This is critical to guiding individual, group and organizational efforts.

HOW? MEASURE Do we have clear and concise definitions for the words that we use relative to diversity and inclusion?

Are these definitions consistently known?

Is there a generally shared understanding of what (what it is), why (why it is important to this organization), how (how we pursue that value - individually and organizationally)?

Is inclusion tangible?

Explicit behaviors?

Explicit experience?

Is there any kind of business case or value proposition in place?

HOW? MOVE

ASSESSMENT:

INITIAL IDEAS FOR MOVING FORWARD:

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TWO: EMPLOYMENT PRACTICES

WHAT? The real and perceived fairness and consistency in how employees are managed.

WHY? Employees need to believe that they will be treated based on their behaviors, actions and performance rather than based on who they are.

HOW? MEASURE Are employment practices (hiring, firing, promoting, rewarding, punishing, etc.) perceived to be fair?

Are employment practices perceived to be consistent?

Are employment practices explicit (written, not un-written), clear and concise?

Are employment practices malleable (easily changed) regardless of who wants to change them?

Are there safe places for employees to talk about their experiences?

Is exit interview data valued, used and shared?

HOW? MOVE

ASSESSMENT:


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THREE: ORIENTATION TOWARDS DIFFERENCE

WHAT? Our default stance towards, or response to, difference.

WHY? How we feel about difference (asset or deficit) informs how we interact with difference, which informs the outcome of the interaction.

HOW? MEASURE Is difference viewed (formally and informally) as a positive and valuable thing?

Do we take actions (individual, group, organization) to seek out different people, practices and perspectives?

What is the tone when we discuss diversity and inclusion? Does it differ from conversations about leadership, sales, budget, safety, etc.?

HOW? MOVE

ASSESSMENT:


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FOUR: DECISION MAKING

WHAT? How we approach decision making and related group processes.

WHY? Being deliberate and intentional about how we utilize difference in our decision making processes can have a big impact on both our decision making ability and our organizational culture.

HOW? MEASURE Are there any explicit agreements in place for how to make decisions and deal with disagreements?

Are conflict and disagreement (as long as they are done well) viewed as normal, important, healthy things?

Is there support, training, rewards in place to promote speaking the truth, respectful disagreement, conflict management?

Are we deliberate about including a lot of different points of view, perspectives, identities and voices in our decision making efforts?

Do supervisors receive training on conflict management?

HOW? MOVE

ASSESSMENT:


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FIVE: RELATIONAL NETWORK

WHAT? Informal networks of relationships spread throughout our organizations.

WHY? These networks play a vital role in the diffusion of ideas, information, influence and trust. They also tend to be very silo-ed and segregated, meaning that access to ideas, information, influence and trust is silo-ed and segregated as well.

HOW? MEASURE Do we value relationships and relationship building? Do we make space and time for it? Is it rewarded?

Are there any efforts to help employees develop greater relational/social skills?

Is there any deliberate effort to build bridges across functional or geographic divides?

Do we support employees in using social tools to build and nurture big, diverse networks of relationships?

HOW? MOVE

ASSESSMENT:


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SIX: BALANCED OUTCOMES

WHAT? Evidence that we truly believe what we say about diversity and inclusion and are acting accordingly.

WHY? Inclusion is not a matter of intentions, but rather actions and outcomes. The journey towards greater inclusion is largely about finding and surfacing contradictions so that we can learn from them and take corrective actions.

HOW? MEASURE Are employment outcomes (retention, promotion, engagement, satisfaction, compensation) balanced?

Is our workforce reflective? (local community, larger population, industry)

Where disparities are found, have we looked for and determined causes?

HOW? MOVE

ASSESSMENT:


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SEVEN: ACCESS

WHAT? Universal employee access to the tools fundamental in creating an inclusive work experience.

WHY? So that, as our workforces become more diverse, our organizational cultures are able to evolve and adapt.

HOW? MEASURE How difficult is it for employees (regardless of tenure, title or function) to get access to information?

How difficult is it for employees (regardless of tenure, title or function) to get access to influence?

How difficult is it for employees (regardless of tenure, title or function) to get access to change?

Is it safe to be unpopular here?

HOW? MOVE

ASSESSMENT:


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EIGHT: BEHAVIORAL INTELLIGENCE

WHAT? An accurate, evidence-based understanding of human behavior, specifically as it applies to how we interact with each other and make decisions about each other.

WHY? This is fundamental in mitigating the impact of bias.

HOW? MEASURE Do we operate on an accurate understanding of human nature and understand that human beings are naturally biased?

Are there efforts in place to mitigate bias in decision making about people?

Are our diversity and inclusion conversations focused on intentions? Or are they focused on actions, behaviors and outcomes?

HOW? MOVE

ASSESSMENT:


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NINE: INCLUSIVE LEADERSHIP

WHAT? Specific behaviors and actions that we expect, develop, promote and reward.

WHY? Framing inclusion as an activist thing rather than as a state of mind or the absence of hate, makes it easier to realize and measure and it makes it much easier to hold each other accountable.

HOW? MEASURE

HOW? MOVE

ASSESSMENT:


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SUMMARY OF ASSESSMENT

Language and Logic

Employment Practices

Orientation Towards Difference

Decision Making

Relational Networks

Balanced Outcomes

Access

Behavioral Intelligence

Inclusive Leadership

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MOVE FORWARD PLAN

Start to think about a Move Forward Plan. Consider the following:

• the results of your assessment

• your ability to drive change

• the value of proposed change to your organization

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joe gerstandt brings a new clarity and a fresh energy to diversity and inclusion work.

joe has worked with Fortune 500 corporations, small non-profits, and everything in between. He speaks at numerous conferences and summits, and blogs at www.joegerstandt.com. He is a featured contributor for Diversity Best Practices, and the Workforce Diversity Network Expert Forum. His insights have been published in Diversity Best Practices, Diversity Executive, HR Executive, The Diversity Factor, The American Diversity Report, the Corporate Recruiting Leadership Journal, Associations Now and other print and on-line journals.

He co-authored the book Social Gravity: Harnessing the Natural Laws of Relationships, and serves on the board of directors for the Global Diversity and Inclusion Foundation, the Talent Management Human Capital Executive Research Board, the Chief Learning Officer Business Intelligence Board and the HR Examiner Advisory Board.

joe grew up on a family farm in NW Iowa, served four years in the United States Marine Corps, including participation in Operations Desert Shield and Desert Storm, attended Iowa State University and then spent 6 years working in management and business development for technology and communication companies. He then made a career change and went to work for a grassroots non-profit organization where he found himself drawn to issues related to diversity and inclusion and then became actively involved in that work.

Today, joe is a strong advocate for resetting the diversity and inclusion conversation, and believes that we can ill afford to continue applying a 20th century approach to an increasingly critical set of 21st century issues. His keynote messages and interactive workshops bring greater clarity, new perspectives and fresh energy to diversity and inclusion work.

joe lives in Omaha, Nebraska (the middle of everywhere) with his patient, kind, patient, loving and patient wife, two daughters, a son, a dog and a frog.

about joe

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Bankers Trust

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Sparrow Health Systems

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Union Bank and Trust

Urban League Equal Opportunity Day

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Walmart

Wells Fargo

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Word Made Flesh

Workforce Diversity Network

Power of Inclusion Conference

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culture builder bootcamp: building an inclusive organizational culture (workbook)

Documents

inclusive

decision making

employment

culture builder

moving forward

move assessment

fresh energy

initial ideas