Tag Archives: multicultural

The Process, Part 2: Help Wanted – Diverse Candidates Only Need Apply

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Scanning job postings one can find thousands of ads with the statement: “Diverse candidates encouraged to apply.” Employers also include the phrase: “An EOE Employer,” indicating that they do not discriminate in hiring. This certainly has not always been the case. There are many examples of discriminatory want ads to share with you and, although some of them may seem amusing now, they were quite serious when they were published. There are many books and articles on how to avoid legal problems when writing and publishing a want ad, but that is not the purpose of this blog entry.

I have heard variations on the following statement many, many times: “I cannot find any women who qualify for the job!” We can replace women with any other word describing a ‘diverse candidate’, meaning a person of color, a person with disabilities, et al. My response is always the same, “Where did you look?” This may sound flip, but it is an important and valid question to ask recruiters. For the past several years we have all been aware of recession conditions and high unemployment rates. There are many statistics showing that more women (of all races) than men have been earning college degrees in recent years.

(SOURCES: U.S. Department of Education, National Center for Education Statistics. (2012) http://nces.ed.gov/fastfacts/display.asp?id=72 The Rise of Women: The Gender Gap in Education and What It Means for American Schools, Russell Sage Foundation. http://www.russellsage.org/blog/rise-women-seven-charts-showing-womens-rapid-gains-educational-achievement)

There is still a gap in STEM (science, technology, engineering and math) fields between white males and everyone else, but that creates a great opportunity: organizations can sponsor academic scholarships for diverse students at high school and undergraduate levels and begin their recruitment in the sixth grade. The earlier an employer recruits candidates for employment, the more successful they will be in hiring a more diverse range of employees. Employees who are in obscure jobs are thrilled when they go out and speak at local high schools and middle schools with the response of the children. This helps with employee engagement, recruitment and marketing. The children go home and tell their parents how great the presentation was by employees from the “Acme Company” and the parents get a subliminal ad for that company’s products.

One way to create a viable ‘pipeline’ of diverse candidates in STEM industries is to have strong internship programs. This is a terrific way to find out how competent an employee is and for both the intern and employer to find out if they are a good cultural match. So, why is it so hard to hire ‘diverse candidates’?

Many job descriptions are ineffective. They do not tell the candidates what they need to know about your organization. A job posting needs to provide three sets of information:

1. What are the job duties?

▪ Is the job description up to date?

▪ When is the last time it has been updated and by who?

▪ Are the job listed duties both accurate and relevant?

Potential candidates will often be dissuaded from applying for a position where the job duties do not match their experience.

2. What are the job qualifications?

▪ Does the candidate really need experience in a particular industry to be able to successfully carry out their job duties?

▪ Does the candidate really need a master’s degree in business administration to schedule conferences?

People will not usually apply for jobs if they do not meet the requirements, such as a specific degree or industry experience.

3. What is it like working at your company?

▪ Do you know what the organizational culture is, particularly in the department or location where the selected candidate will be working? Is the workspace open or are there offices or cubicles?

▪ Is it a highly socialized environment or more isolated?

▪ Is the team interactive or independent?

▪ Are work hours flexible?

Savvy candidates will do research on your organization before applying for a job with you and if their information conflicts with what you state in your ad or website, they may not apply.

Philadelphia – During WWII

Some of my clients have told me that they are successful at attracting and recruiting ‘diverse candidates,’ but they are not successful at getting them hired. ‘Diverse candidates’ are getting rejected at the interview phase of the process. Recruitment professionals who have pre-screened and pre-interviewed candidates are often baffled as to why their candidates are not being hired. There seems to be a challenge developing interview questions that focus on the Bona Fide Occupational Qualifications of a particular position and developing interviewers with a high level of cultural competence. Very few interviewers who I have spoken with are aware of Transferable Skills and their value. For example: If someone is great at planning a meal for 20 people, they can probably handle organizing board meetings or employee events. The skills are the same they are just being applied differently based on the specific need. Another great opportunity for employers to increase the diversity at their organizations is to provide transferable skills workshops for their human resource professionals and any employees who are part of their selection and hiring teams.

Even employers who are committed to increasing the diversity and inclusion at their organizations are sometimes stymied as to how to achieve those goals. Sometimes this results in hiring of ‘diverse candidates’ who may not be fully competent for the position. This creates a couple problems: first, the new hires are set up for failure if they are not fully qualified for the position; second, this reinforces the urban myths surrounding affirmative action. So, I urge you to hire only the most highly qualified candidates for every position that you are filling. I also urge you to reassess the jobs that you are seeking to fill, what they entail, and what someone really needs to know in order to do them well.

Employers invest a great deal of money in the recruitment and hiring process. Fees for search firms are in the many thousands of dollars for each position, and the salaries of HR and other staff when prorated for each new hire brings the investment to quite a high sum. So, how sound is your investment? Are you selecting and hiring the best candidate for the job? Is the job being described in the most effective and honest way possible? Have key members of the selection team been developed to be as competent as possible? If you are confident that the answer to these three questions is yes, BRAVO! If not, isn’t it time to reassess your process?

Onward!

~ Wendy

 

www.inclusionstrategy.com
wendy@inclusionstrategy.com

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width=”198″> People are usually thrilled when they start a new job. The ‘new job feeling’ is not unlike the ‘new date feeling’ or ‘the new car feeling’. It takes most of us a while to decide whether the date will become a mate and if the car is a keeper or a lemon.

Most new jobs have a three month ‘honeymoon’ period, although many people begin to feel disenchanted much sooner than that. On-boarding is the experience that a new employee has when they first come ‘on board’ at an organization. There are many studies that have demonstrated how critical on-boarding is. Large organizations invest billions of dollars in the on-boarding process for orientation sessions, training, lunches, dinners, etc. The success of these investments varies wildly and can determine how long an employee will stay with an organization, how productive and engaged they will be while they are there, and why they will leave.

Three Exclusive On-boarding Experiences:

 

1. A woman from India was recruited for a managerial IT position by a Fortune 50 company located in a rural area of a Southern state in the U.S.. She was a Hindu and a vegetarian. She expressed serious concern about becoming acclimated to her new culture as she had no idea where she might go to worship. The meals provided at the new hire orientation that she attended were inedible as every day only ham and egg on a biscuit was provided for breakfast. It was difficult for her to even find a meatless salad for lunch. She would eat at home early each morning and then not eat again until dinner each evening. Her cultural differences were never considered when she was hired and as a result she resigned within a month of her first day of employment.

This company could have saved a great deal of money, frustration and negative feelings if they had learned about their new employee’s culture during the hiring process and had provided cultural competency and inclusion training to those responsible for the orientation sessions and her on-boarding.

2. During a new hire orientation presentation, a representative of an organization’s Diversity Department pulled up a chair and sat down with his legs spread, one foot straddling his other knee such that the bottom of his shoe was facing the audience of new employees. Then he stood and put one foot on the chair. A few of the participants became visibly uncomfortable and were silent during the Q&A segment of the session. The presenter was at a loss as to the cause for the employees’ shift in engagement.

Even diversity professionals can make cultural gaffs if they are not provided with effective cultural competency education. Showing someone the bottom of your shoe, the lowest and dirtiest part of your body, is considered an insulting message in many Arabic countries. Putting your foot on a chair is considered insulting in some Asian cultures. The presenter thought that he was creating a relaxed atmosphere by using these gestures, but the result had the exact opposite impact. Intent vs. impact is a familiar concept in the field of discrimination that is often overlooked in the ‘softer’ field of diversity, sometimes with serious results.

3. A new manager orientation session included ‘partner’ interviews and introductions. The participants were paired-up and instructed to interview each other, asking 5 key questions, including the name of their favorite sports team. One interviewee told her partner that she was not interested in sports. He asked her where she was from and she replied, “New York City.” When he introduced her as a ‘Yankee Fan’ several other participants booed. She was highly embarrassed and complained to the facilitator at the end of the session who told her that she was overreacting and should not take the booing seriously.

Awareness of regionalism, including the impact of sports rivalries, is an important competency for trainers, especially those trusted to facilitate new hire orientation sessions. A new employee’s relationships are established during their on-boarding and any reinforcement of negative stereotypes can impact their success long afterward by creating barriers in those relationships.

How likely are these valuable new hires to become loyal, long term employees at the organizations described above, based on their on-boarding experiences? People need to be invited or included to really feel that they belong as part of an organization and that invitation must go beyond a job offer. Behaving in an inclusive manner is not necessarily intuitive, as we see with the diversity professional described above. Employees, especially supervisors, managers, and trainers need to be developed to be inclusive leaders with high levels of cultural competency if they are expected to know how to effectively create inclusive on-boarding experiences for new employees.

Why Does This Matter?

As the economy recovers, those who have not felt truly invited to become a part of a successful, innovative team will begin to seek out employers who will make them feel welcomed. Those employers understand that a high level of organizational cultural competency is required if they are to succeed and earn profits. Job seekers, especially ‘millennials’, are doing in-depth research on employers before accepting job offers and those who have negative on-boarding experiences are posting those experiences online. So, after investing a great deal of money in recruitment, hiring and on-boarding high potential employees, are you confident that they are being on-boarded inclusively? If not, isn’t it a good time to make that happen?

Onward!

~ Wendy
Let me know what you think.

wendy@inclusionstrategy.com

 

 

The Evolution of Inclusion

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“The Evolution of Inclusion” is an article that I wrote in 2008 and is a tutorial on how the field of inclusion has evolved since I entered the world of EEO in 1988. I have gotten enough feedback on my recent blogs to see that this is still a relevant and necessary discussion, so I hope that you find this post interesting and helpful! This blog post violates one of my rules not to exceed 1000 words, but I wanted to include the article in its entirety (just under 2500 words), for the sake of flow.

 

Onward!

 

~ Wendy

 

In the beginning

 

In the beginning there was Affirmative Action. Affirmative Action was all about making amends for past discriminatory practices in the workplace and the academy. Women and people of color, as well as many others who were not white, heterosexual, Christian males, were historically barred from many jobs in the United States both systemically and institutionally. In 1961 President Kennedy issued Executive Order 10925, which created the Committee on Equal Employment Opportunity and mandated that projects financed “with federal funds ” take affirmative action” to ensure that hiring and employment practices are free of racial bias. It was not until 1965 when President Johnson signed Executive Order 11246 however, that there were actual enforceable actions that needed to be taken. This Executive Order also strengthened the Civil Rights Act of 1964 which expanded protection via Title VII of the Act, to prohibit discrimination by covered employers on the basis of race, color, religion, sex or national origin. The Civil Rights Act also changed the Committee on Equal Employment Opportunity into the Equal Employment Opportunity Commission, giving it broad legal and administrative powers.

Equal employment opportunity law was the big stick that the government used to assure that employees who were members of “protected classes” (those covered by the Civil Rights Act) were protected once they were hired into positions that were previously not open to them. Affirmative Action includes guidelines for hiring protected class members based on the qualified candidate pool within an employer’s geographic zone (a 30 mile radius). The hiring goals are not quotas and never have been. They are recommendations based on the local population.

Mandatory training was implemented for all covered employers in the area of Sexual Harassment Prevention and for any employer where the EEOC determined that there was a “probable cause” to validate an employee’s claim of discriminatory treatment. This reactionary approach dominated the field of EEO for many years and resulted in a strong backlash by conservative groups and many white men in the workplace. Reverse discrimination claims began being filed as early as 1978 (Regents of the University of California v. Bakke) and have become fairly regular occurrences. There was also a great deal of negative media regarding affirmative action and EEO cases in an attempt to de-fang the law and its enforcement.

One of the greatest barriers to accepting the benefits of inclusion is a fear of numbers. Many myths and misperceptions surround the reporting of EEO data and Affirmative Action reports to the federal government. Employers conduct panic-stricken scrambles every time they are audited by the EEOC; they agonize over their Affirmative Action reports and their poor performance in relation to their hiring goals; and they focus on the very numbers that terrify them instead of the people they represent. This sense of impotence creates resentment and results in an attitude that we will do only what we are required to do in many organizations. They felt trapped by the EEOC requirements and not empowered to do anything about them.

The Diversity Revolution

We then experienced the ‘diversity revolution’ a period I like to refer to as the “Kumbaya Stage.” Celebrating difference became the favorite pastime of many members of organizations. People like me were able to proclaim pride in our heritage, our difference – ourselves as were never able to do previously. But after the diversity pot luck luncheons and diversity fairs, people would head back to their cubicles and remain exclusive. The celebration of difference did not extend to most employees’ personal lives. The human resources departments did not see any relief from their required reports or a great improvement in their statistics. These disappointments coupled with the negative response from employees who felt that they were not different enough to matter resulted in campaigns set out to prove that ‘our differences make us all the same.’ This approach played down race and gender and focused on less volatile differences such as job title, geographic origin (among U.S. born citizens), marital status, parental status, etc. These non-threatening differences could be used benignly, to prove that an organization embraced diversity, without having to really embrace inclusion.

Diversity practitioners across the U.S. were then asked by their CEOs, “What’s the return on our investment for diversity? This resulted in more panicked scrambling as folks set out to prove that creating a diverse organization improved the organization’s bottom line. The problem with this model is that it does not work and that there was no such proof to be provided.

The More Things Change

The more things change, the more they remained the same. A major concern of U.S. employers is poor employee engagement. There are millions of people who make it to work each day, even millions who arrive on time who are still quite disengaged. These workers occupy all job titles and levels, including officers. They are in every sector and industry. They are from several different generations. They are from all over the world. They are straight and gay; male and female; of every race and ethnicity; and they cost employers trillions of dollars every day. Employers spend an inordinate amount of money and energy to recruit top talent. They especially spend on the recruitment of women and people of color. Employers have, in general, become quite successful at recruitment, but remain unsuccessful at retention. A phenomenon has developed in the last decade or so that is referred to as ‘the Revolving Door of Turnover.’ This has become a The 64 billion dollar question.

In January, 2007 The Level Playing Field Institute published The Corporate Leavers Survey: The Cost of Employee Turnover Due Solely to Unfairness in the Workplace. The study found that unfairness in the workplace costs U.S. corporations $64 billion dollars each year – not in law suits – but in turnover of professionals and managers. People of color are three times as likely to be among those who leave as compared to white, heterosexual men and two times as compared to white, heterosexual women.

Marketing Diversity

When the 2000 Census Report was published organizations became aware of a new customer base. People of Color, Gay, Lesbian Transgender and Bisexual people, Women, people born in foreign countries were entering an unprecedented period of prosperity. Smart corporations began marketing diversity. We could turn on any television channel and see flawless models representing organizations that looked beautifully diverse! Benetton led the movement way back in the 1980s with gorgeous young people wearing their trendy clothing. Their motto “The United Colors of Benetton,” became a generational celebration of diversity. Gradually, other organizations caught on and began targeting women and people of color who now had the buying dollars that they sought. One problem remained; the beautiful ads were not of actual employees. This was particularly glaring when looking at the leaders of organizations. According to a UC Davis Study of California Women Business Leaders (October 2007) women hold only 10.4% of the board seats and highest-paid executive officer positions in the top 400 corporations in California. The national average is 15%. Women remain more than 50% (50.9 in 2000) of the population.

The Inclusion Evolution

“As individuals we can accomplish only so much. … Collectively, we face no such constraint. We possess incredible capacity to think differently. These differences can provide the seeds of innovation, progress, and understanding.”

The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools and Societies, Scott E. Page

Scott Page’s book provides us with scientific proof of the brilliance of multiple perspectives. This is something that I have intuitively known for a long time, but am really grateful for the backing of a mathematician! I do not believe that ‘too many cooks spoil the broth’ unless they are bad cooks or bad communicators. There is always the possibility that there is an unethical cook in the kitchen who sneaks in extra salt without letting the others know, but if called upon to create the world’s best broth everyone wants to be invited! By this, I mean that it would be an honor to be on the ‘A List’ of cooks for this project. The cooks would all vie to bring their most creative, their most engaged selves to the process. If they were told that their participation was predicated on their cooperation and in fact interdependence with the other cooks, they would pay attention to that fact and learn how to play well with others or be asked to leave. In other words, every one of us wants to be asked to make a difference, to be told that our presence matters, that our contribution is needed. What an amazing feeling it is to matter. Yet, few employers ever asked their employees to contribute to their innovation. Few employers ask their employees many questions at all for fear of invoking the evil God of EEO! This fear of asking questions results in a phenomenon I call “One third of the tree.” When I look out of the window and see a beautiful tree, let’s say a Willow tree and I decide that the Willow tree is exactly the addition that I need to make my organization truly diverse, I contact my top recruiter to go and get that tree. I do research on the care and feeding of Willow trees. I tell the other members of the organization that our team will be joined by a Willow tree and to be courteous and tolerant and never say offensive things such as “It’s not easy being green.” Then the recruiter goes out and chops down that tree and hauls it inside. We place it in a huge bucket and every day are diligent about adding nutrients and even throw in a few microorganisms to make the tree feel at home. What we do not realize is that we are missing two-thirds of that tree. We never thought to ask the tree to bring its history and cultural perspective to the organization and so it did not. We did not realize how our organization could benefit by knowing the full being. Another way to look at this is: I bring my gender, generation, class, ethnic and racial perspectives with me when invited to the board room table to contribute. These perspectives cannot be simulated by others who read about people like me. They can only be contributed by me. Isn’t that amazingly wonderful?

Organisms thrive because their parts are thriving. When an organism has cancer we cut it out or the organism will die. Yet, many organizations exist with dead and dangerous departments, units and individuals for years without taking any action. The whole is only as healthy as its parts. So, just as we need to get to know the whole individual in order to benefit fully by their contributions, we need to think about organizations as organisms that require inclusive care in order to thrive.

Practical Steps

The first step to becoming truly inclusive requires practical steps beginning with the development of a strategic plan that holds everymember of the organization responsible for creating an inclusive environment. This plan needs to be created with the input of the CEO or equivalent and leadership from all areas across the organization or else it will fail. This plan also needs to support the organization’s mission and goals or it will fail. As our world changes at an increasingly rapid pace, this plan needs to be flexible and adaptable or it will fail. These are not very difficult requirements to meet if the planners remember to be inclusive in the process from the very beginning and remember that they are all interdependent for its success.

Step two requires a cultural assessment of the organization: Who are you as an organization? Where have you come from? What has been initiated regarding diversity in the past and what has the response been? What education has been provided and how effective has it been. Great tools to employ at this point are confidential surveys and interviews. If people feel really safe they will tell you the truth about their experiences within an organization. If they do not they will not.

Step three is to develop customized inclusion education for each level of the organization. This education needs to employ adult education theory as no employee enters the training room as a tabula rasa. Everyone brings a wealth of experiences, knowledge, ideas and again, perspective to the process. This needs to be given a great deal of attention and respect. The core of the education should focus on the following: “How do I benefit by being truly inclusive?”

Step four actually is step one through five – constant communication. Tell them what you are going to do, tell them what you are doing and tell them what you have done. This is the only way to assure support for the process and again, without this it will fail. Communication needs to be customized for employees, clients, board members, stock holders, the public and et al.

Step five is the establishment of support mechanisms for without them your inclusion strategy will fail. In addition to regular, ongoing education and communication organizations need ‘Inclusion Ambassadors’ to champion the importance of inclusion. These ambassadors may be members of an organization’s diversity councils or affinity groups and should receive special education on inclusion theory, communication, team building, project management and leadership. The ‘Inclusion Ambassadors’ of an organization might sponsor event, write articles, provide training, develop outreach projects in the community and more. They will become the face of inclusion of your organization and as such should be representative of many titles, locations, and functions as well as being culturally diverse. Another great support mechanism is cross-cultural mentoring. Cross-cultural mentoring may be part of a general mentoring program establish by the organization with specific mentoring on cultural topics or interests. For example, I might be a mentor on Puerto Rican culture and have a mentor on time management. Participants should receive training on mentoring and be clear on the expectations of the program.

Results driven organizations whether in the public, non-profit or private sectors can benefit by creating True Inclusion© through an increase in retention of the best and brightest employees; the development of future leaders and viable succession plans that assure the continuation of an organizations’ success; an exponential increase in innovation and market share by involving every member of an organization in the creative process and hence an organization that thrives in spite of rapidly changing circumstances. This process does not have to be difficult. One of the barriers to organizations becoming inclusive is the myth that this is a difficult and arduous process. Nothing can be easier than inviting people to be part of their own promotion and success! It is this simple: the inclusion of all members of an organization in that organization’s success results in an organization that thrives!

Wendy Amengual Wark May 2008

Inclusion Strategy Solutions LLC

wendy@inclusionstrategy.com

 

Wishing You a Year Filled with Diversity and Inclusion!

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NYC July 4, 2012, C. Wark
In my last blog entry I asked, “What’s in a word?” I examined words used in hateful, specifically racist ways. Now, as we begin a new year, our thoughts tend to focus on how we want this year to be an improvement over last year. We wish each other good health, prosperity, happiness, and peace. Being in the diversity and inclusion business, I wish people greater diversity and inclusion. These two words do not come without their own baggage. The word diversity is rife with double entendres for those who resist inclusion and is sometimes misused as code for ‘workplace representation quotas’ or ‘political correctness.’
New York Botanical Garden
W. Wark, 2012
Diversity
Why am I wishing you a year filled with diversity? Well, first, I would think that without diversity your year might be pretty boring. In wishing you a diverse year, I am wishing you more diversity in terms of your experiences, thoughts, and relationships. This may seem incredibly simple and obvious; however, many people still cling to old, familiar ways out of habit and sometimes this means sustaining an ‘us and them’ culture. How many times, for example have you heard someone say something like, “If it were not for those people …?” People would likely find other things to cling to, in terms of their personal comfort and assigning blame if their engagement with diversity increased, but the more diverse people’s relationships are the more likely they are to accept different opinions, ideas and lifestyles. So I wish you an incredibly diverse year!
Inclusion
Why wish you inclusion? Well, being inclusive requires an action on your behalf. One cannot sit at home and expect inclusion to come to them. It may in very, very small ways, such as the person delivering the Thai food who is from Guatemala. But, we would not know where the person was from without asking them as they would not be likely to volunteer that information. So, we need to be proactive if we are to be inclusive. There is so much that we can learn, enjoy, and gain by extending invitations. I hope that you are reaching out and inviting inclusion into your life!
History
Throughout these blog entries I have carried a thread, or a theme. I am always wondering how to take this complicated and rather arduous subject of diversity and inclusion and break it down into digestible segments or bites, but more than sound bites, I am trying to nurture thoughts and discussion about sensitive and challenging subjects. I believe that we can only move forward if we explore and respond to our past. Reading history and checking a box or filing away the information without learning from it or applying what we have learned to the present is, in my humble opinion, worse than not learning at all. What if a doctor studied biology, but forgot most of what they learned? Would you want to be treated by that doctor? No! Similarly, we all live in a complex world with relationships made even more complicated by our history. This is why I take an educational approach to diversity and inclusion and have provided you with historic context through this blog.
School of Athens, Raphael
Fresco (1509-1510)
Rhetoric
I want to discuss one other word – rhetoric. Rhetoric or buzz words tend to dominate the sound bites about diversity and inclusion. When I think of the word rhetoric, I often think of the word bluster, which is really the opposite of the original meaning of rhetoric – which Aristotle taught us was the art of persuasion through the development of arguments based on logic. Bluster on the other hand, is loud, pushy, empty talk. Those who use bluster to distract us from the main argument and point of discourse or rhetoric are often successful, at least in the short term. Rhetoric has become commonly used to mean exaggeration, or hyperbole, using words that lack substantive meaning. I usually begin educational workshops by asking the participants to define diversity and inclusion. The results are often fascinating. These two simple words – diversity and inclusion – represent a wide range of things to people, sometimes emotionally charged things. So, as I have stated for years, words matter. Words are actions – actions that have meaning for us. We need to develop a common vocabulary where the meaning of words is understood by all parties; then we can begin to have constructive conversations about difference.
Organizations need to do more than recruit diverse candidates, such as create inclusion strategies if they are to experience organizational change that is reflective of our society as a whole. Our society as a whole, whether locally, regionally, nationally or globally, needs to take assertive action if diversity is to become recognized as the precious commodity that it is. The transition to an inclusive world begins with you and with me. This may sound like rhetoric, but having witnessed and benefited by the words of individuals such as Mahatma Gandhi, Martin Luther King, Jr., and Sojourner Truth, I know that my argument is sound.
So, I wish you all things wonderful in this New Year, especially diversity and inclusion!
Onward!
~ Wendy
Please let me know what you think of this entry.
If you cannot comment directly on this blog, please do so via twitter, Facebook, LinkedIn, or email me.
 

There is NOT an APP for that!

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What came first..?
A few weeks ago I received an email through LinkedIn asking me if I had a few minutes to chat with a fellow who is selling an app that would provide inclusion education for employees.  He claimed that at least one university was already using the alpha or beta version of this app.  He was asking for my input regarding his intention to expand his business into the public and private sectors.
My reply: “I believe that the computer and social media are incredible tools that can augment and enhance effective diversity and inclusion education, but are not sufficient on their own in this very sensitive area.”  He responded that they plan to offer blended education using a coach and online modules. I wonder how you can develop and test such an app before you check in with the subject matter experts. 

Effective Education

In 1990 I set out to develop sexual harassment prevention and EEO (equal employment opportunity) education that would make a difference.  I was working at an organization that had a very low percentage of women and the mandatory aspect of the sexual harassment prevention and EEO education did not go over very well with most employees. I needed to reach my audience within the first 5 minutes of the workshops or I would lose them entirely.  So, I designed interactive exercises that got people talking right away, instead of torturing them with a slow, painful recitation of EEO laws facilitated through death by Power Point.
Many people approached me at the end of the sessions and thanked me, often hugged me and told me that they – frequently the same employees who had approached me four hours earlier, saying that they did not have time to waste sitting in this class –thought the session could be longer. They had more questions and wanted to do more brain-storming with the other participants. That they had actually had FUN! 

Can you relate?

I am not sharing this with you because I need to brag about my accomplishments.  I am sharing this with you because it is important to understand how critical it is that education in this sensitive and dangerous – yes, dangerous – subject matter is facilitated by someone who really knows the subject and how to reach the participants. That means that effectiveEEO, diversity and inclusion education is interactive and considers the fact that everyone in the room has strong feelings about discrimination and has had a myriad of experiences that result in the development of personal lenses of filters.  Diversity and EEO education is not the same as training someone how to use their cell phone.  This education is about relationships and so, the participants need to practice relating. 

When I used the word organism in my article, “The Evolution of Inclusion,” I was not using it as a metaphor. Organizations are comprised of people, not widgets and so I recommend that we take a more human approach to educating members of organizations about preventing sexual harassment, the history and laws pertaining to discrimination and EEO, diversity theory, and the value of creating an inclusive environment.  This recommendation is not based on legal requisites or on the fact that discriminatory behavior is not nice, it is based on the fact that people need other people in order to do their jobs successfully. In other words, people – all people – are interdependent.

What difference does difference make?
I know, I keep bringing up that word, interdependent, but it is the right word to use.  We are interdependent and if you have ever participated in team building sessions, you know that interdependence is at the core of those efforts.  I do not hear enough about this in discussions on diversity and inclusion.  We hear a great deal of discussion about ‘them’ and how ‘they’ are not doing whatever it is that we want them to do, (who ever ‘they’ are).  Well, let’s help people to discover their interdependence and then perhaps they will become independent from their fears of ‘them’! 

This can only be achieved through interactive exercises that help people to experience change.  Perhaps they will experience a change of heart, or a change of attitude or a change of opinion.  This is always my goal when I prepare educational sessions for clients.  How might I help the participants to learn how they see others?  How might I help the people in the room to understand that different is only different, not better or worse, necessarily? (For example, I like chocolate and cheese – both a bit too much.) My ultimate goal, however is to help people to understand that different is better. Being around difference is better for us.  It makes us smarter, more interesting and more creative.  Difference makes us more aware of ourselves, not in a self-conscious way, but in a self-celebratory way.  Difference is delicious and beautiful and fun!  And there is not an app for that!


Onward,

~ Wendy
 

Announcing the Inclusion Strategy Solutions LLC Partnership

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Nebahat Timur Tokgöz
I am thrilled to announce the addition of two partners to assist me in leading Inclusion Strategy Solutions LLC to greater heights of collaboration and success!
It is my honor to be associated with these dynamic, exceptional, and visionary women – Tresa Eyres and Nebahat Timur Tokgöz. Collectively they add a wealth of knowledge and experience, competency, and professionalism to Inclusion Strategy Solutions LLC. They each also bring something even more valuable to me:Passion with a purpose.
Inclusion Strategy Solutions LLC was founded on the principle that all people are valuable and hence, should be valued. Tresa and Nebahat have given tirelessly, through their careers and pro bono endeavors, to achieve that mission. Nebahat has also developed a rare gift of painting as a further means of expressing her passion for people and the creative process. Our diverse backgrounds and complementary skills and experiences will provide our clients with greater opportunity to strategically create success through inclusion!
Please join me in welcoming Tresa and Nebahat to Inclusion Strategy Solutions LLC!
Tresa Eyres, Partner Tresa

Tresa is a learning and development professional with more than 25 years helping clients improve their leadership and productivity. In the years 1994 through 2001, she was a key member of Bank of America Advisory Services, Inc., which provided on-site consulting to a number of financial institutions in Turkey.

 

Nebahat Timur Tokgöz, PartnerNebahat

Nebahat is a seasoned business professional with more than 30 years of demonstrated success. At a time in Turkey when few women held executive office, Nebahat was one of the first female Assistant General Managers of a financial institution and the first (non-family) female member of a Board of Directors.

 

16 September 2013
 

The Emperor’s New Clothes

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“The Emperor’s New Clothes,” Vilhelm Pedersen
The Emperor’s New Clothes

Hans Christian Anderson illustrated the vulnerability of leaders who are unable to self assess in his wonderful tale “The Emperor’s New Clothes.” Another important observation that Anderson made was that the Emperor’s ‘executive leadership team’ would not tell him the truth about his lack of coverage, or protection for fear of retribution. So, because of his vanity and inability to engender trust in others he paraded through the streets of Denmark in an invisible suit of clothes. The only one who pointed out the truth was a boy in the crowd. “Out of the mouths of babes..”

Nolo Contendere
Nolo Contendere is a Latin legal expression meaning that the accused neither accepts nor denies guilt. A recent example of this is Bob Filner, Mayor of San Diego, who has been accused of sexually harassing as many as 16 different women during his career. Mr. Filner claims that he has never been trained in sexual harassment prevention and so is not responsible for his own actions and that the City of San Diego should pay his legal bills pertaining to these accusations as a result of his lack of training.
Take it From the Top
As I was about to begin a training session for the executive leadership team of a former employer, the head of the organization approached me, put his arm around my shoulder and said, “Wendy, does this really need to take three and a half hours? You can make the session shorter, can’t you? Say, two hours?” He gazed at me very directly, you might say, with emphasis, to make sure that I understood the message. He was not really asking me to shorten the session. He was tellingme to do so. We had customized the session for this group, to assure that they understood their role and responsibility to prevent harassment and discrimination in the workplace. Now, after months of preparation, I was being told to cut the session almost in half. I was not happy, but I knew that I was not empowered to defy him. How could hebe exempt from this training that every employee in the organization was mandated to participate in? When organizations are committed to preventing harassment and discrimination, they hold everyoneaccountable to upholding the law, regardless of rank. Successful leaders understand that in order to be effective they must lead by example, by exhibiting impeccable behavior, not by establishing a double-standard.
On best behavior?
If a consultant had been retained to facilitate the training session that I describe above, the intimidation that I experienced would never have occurred. The head of the organization would have been on his best behavior. This may seem self-serving coming from a consultant who stands to benefit by those who take my advice, but I have spent many years as an ‘in-house’ subject matter expert who was hired because of my expertise and asked or told to bring in ‘experts’ to facilitate training after I was on board. I learned that outsiders could be more effective, not because they knew more about preventing sexual harassment than I did, but because they would be taken more seriously than I would by the organization’s leaders. My mission has remained the same regardless of whether my role is employee or outside consultant – to end discrimination and harassment in the workplace. Sometimes that has meant bringing in an outsider to effectively get the message across, rather than conveying it myself.
Learning is fun!
Most organizations provide mandatory sexual harassment prevention training although the quality of that training varies wildly. What matters most is not whether education is mandatory or not, but that the education provided is effective. [I intentionally use the word education instead of the word training here, as we are discussing changing one’s behavior and competencies, not how to operate one’s cell phone.] If the education provided is not interesting to the participants, they will not retain critical information. Adult learning theory is very clear: make learning fun if you want it to make a difference! This rule is applicable regardless of the subject matter. To be clear: I do not think that sexual harassment is fun, but the process of helping others to identify it and prevent it should be. Even serious topics can be made approachable. So, the opportunity for subject matter experts is to think about how people learn, why people need to know how to behave in the workplace and elsewhere, and how to capture the attention of everyone in every educational session. The opportunity for employers, regardless of sector or industry is to make sure that everyone in their organization is accountable, even the Emperor.

 

 

Independence

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The Founding Fathers

Committing treason, more akin to blasphemy, as they were citizens of a nation still influenced by decades of a belief in ‘divine right’ did not come easily to the Founding Fathers. This belief that kings were appointed by God was waning by 1763 when the British, as a result of really poor management, raised taxes in the colonies resulting in the American Revolution which helped to put an end to divine right altogether.
The Founding Fathers are often referred to as a mono-cultural group, but they were hardly that. The regional, religious, political, and historical diversity of the group that represented 13 distinct governments reviewed and debated 90 declarations before establishing the “Committee of 5” to write what became the Declaration of Independence. The Committee in turn, gave the job to Thomas Jefferson who submitted the first draft on June 28, 1776. After a few days of debate and modification the final document was signed on the Fourth of July, 1776. (This date has been contested by historians, but an almost-final draft of the document was printed and posted on July Fourth.)
The authors and signers of the Declaration of Independence had to agree to disagree if they were to gain their freedom from tyranny. They had to debate deep philosophical and political differences and stay in that room during a sweltering Philadelphia summer until they truly represented unitedstates. The Continental Congress had found enough strongly shared common interests and beliefs to sever their ties to their homeland forever.
The Declaration of Independence Has Six Sections
The Introduction: Which begins “When in the Course of human events, it becomes necessary for one people to dissolve the political bands which have connected them with another,”
The Preamble: Another incredible beginning: “We hold these truths to be self-evident, that all men are created equal, that they are endowed by their Creator with certain unalienable Rights, that among these are Life, Liberty and the pursuit of Happiness.”
The Indictment: An outline of the offenses the authors claim were committed by the King of England, including “For imposing Taxes on us without our Consent:”
The Denunciation: The justification for the declaration, “Nor have we been wanting in attentions to our British brethren. We have warned them from time to time of attempts by their legislature to extend an unwarrantable jurisdiction over us.:”
The Conclusion: Establishes “That these united Colonies are, and of Right ought to be Free and Independent States; that they are Absolved from all Allegiance to the British Crown, and that all political connection between them and the State of Great Britain, is and ought to be totally dissolved;.”
The Signatures: This evidence makes it impossible for the 56 signers to deny their commitment to the content of the document.

 

An Evolving Inclusion Strategic Plan!

Now that the newly formed United States of America declared their independence from

Great Britain they had to make themselves independent in fact. It took another 13 years before George Washington was inaugurated. The fact that the document signed in 1776 excluded the majority of the people under its jurisdiction does not diminish its impact. As we evolved as a nation the words of The Declaration of Independence were used to argue for the enfranchisement of all U.S. Citizens. 87 years dragged on before slavery was abolished. Another 3 years elapsed before former male slaves gained the right to vote. 54 more years passed before women who were U.S. Citizens acquired the right to vote. The powerful words contained in this document are used to assert the rights of people all over the world and act as a catalyst for defending freedom, representation and democracy everywhere.

As you celebrate this holiday, please remember to read The Declaration of Independence and think about where we might be without our diversity and inclusion, in other words, without our independence. The Declaration Of Independence
Happy Independence Day!
Onward,
~ Wendy
 

Cities of People

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Last week I came across an essay that I wrote in 1996 examining the role that a city’s inhabitants play on transforming their space and how they are the architects of the future, especially through their diversity of thought.  This essay is as relevant today as it was when I wrote it. I asserted that cities are comprised of people whose lives, experiences and perspectives are the pulse of any community.  I contended that the diversity of human thought and experience breathes life into every city’s skyscrapers, tenements and developments.  Though ever-changing skylines may reveal the physical history of cities, it is the people themselves who define the culture of cities.  As Lewis Mumford, observed in The City in History, the common denominator of all cities is that they bring together “not only the physical means but the human agents needed to pass on and enlarge.. [our cultural] heritage.”  Consequently, multifarious voices of city dwellers speak to us from the past and inform our future, enabling us to recognize diversity as a vital, rejuvenating element rather than a reason for urban demise.

The Message

The recent developments in Turkey and Brazil are powerful illustrations of the capacity of diverse people to act inclusively when they share common goals.  Like many of you I have been paying close attention to these events.  I have been observing how people respond when they believe that they have been excluded. The people who have been filling streets and plazas in Turkish and Brazilian cities represent a diverse range of class, race, gender, sexual orientation, religion, age, education level, profession, parental status, marital status, and political affiliation.  They have come to send a message to the leaders of their nations:  “We matter!  What we think matters!  Listen to us!”

Our Space

When developers or politicians make decisions that result in an altered public landscape without the informed consent of the public they risk the wrath of that body.  Few people who grew up in New York in the 1950s and 1960s hear the name of Robert Moses without thinking about the neighborhoods in New York City that were destroyed as a result of his arbitrary decisions to build highways that cut off the life blood of those communities by separating residences from shops and schools and services.  The South Bronx suffered the most critical damage as a result of Mr. Moses’ actions and the urban blight that became synonymous with that borough has yet to be completely cured. 

The people of Turkey and Brazil have spoken up and reasserted their right to decide the fate of their cities, neighborhoods, and public spaces.  This is not just a response to the use of their hard earned tax dollars, but an expression of revulsion that they have been told, by the actions of their nations’ leaders that they have no voice, no opinion that matters, no stake in the outcome of decisions.

Never Say “Just A Housewife!”

People matter, not just in an abstract way, but in a very real way. As the personal stories of those who are risking a great deal to raise their voices begin to emerge, I hear what can be described as spontaneous harmony.  One voice is that of Ayse Diskaya, a 48-year-old housewife who Murad Sezer wrote about for Reuters:  http://blogs.reuters.com/photographers-blog/2013/06/12/taksim-square-one-womans-protest/  Ms. Diskaya’s story is a poignant one of a women who has risen above adversity.

Diverse Voices

As I stated above the protestors represent a diverse range of people, thoughts, ideas and issues.  People are also protesting for various reasons and causes.  That is the beauty of democracy, we can really agree to disagree and still stand side-by-side in opposition to being excluded.  You were wondering when I would get to the word inclusion, weren’t you?  Well, people need to be included.  It really is quite simple.  As a result of the protests in Turkey the demolition of Gezi Park has been halted, at least temporarily.  In Brazil, the bus fare increase that sparked the protest has been rescinded.  The protesters in both nations have cited many issues as the reason for their outrage.

Datafolha 18 June 2013

The New Public Arena

One way that people are speaking up all over the world is via social media, Twitter and Facebook, in particular.  Those who formerly gathered in the public arena, the local plaza, and the corner pub, have all convened on the internet with access to all in unprecedented and unpredictable ways.  The diversity of opinion that is exchanged in the span of one hour of any event is mind boggling!  People are free to say whatever they want about any subject and to get feedback from a huge number of other people.  This may seemed chaotic at first, but order really does emerge and people really do let each other know when they are being rude or ignorant or anti-social.  The democracy and inclusion of their diversity is what makes social media so astronomically successful.

Harmony

On June 10 hundreds of people in Taksim Square in Istanbul sang “Do You Hear the People Sing?” from “Les Miserables.” http://www.youtube.com/watch?feature=player_embedded&v=FctAww-4p9k

When people sing in harmony, the sky is the limit!

W. Wark, 2011

People need to be included in decision making whether those decisions are about the alteration of public space, their access to health care and education, their right to free speech, or their right to assembly.  Demos, after all means “the people” in ancient Greek.  We cannot have democracy without the people.  Just as we cannot have cities without the people.

So, what do you have to say about it?

Onward,
~ Wendy
www.inclusionstrategy.com

 

Learning to be Inclusive

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“I’m Done”

Several years ago I was in California’s central valley to facilitate training sessions for a large organization with many locations. It was well over 110 degrees and despite the low humidity, it felt very hot. I had spoken with my contact the day before to make sure that all of the details for the sessions were taken care of, but when I arrived at the training location the laptop that was needed to convey the information that I was there to share via Power Point was not in the training room. My contact did not recall confirming that she would provide said laptop during our conversation the day before and after emitting a long sigh, said that she would go and find one. The room was inside of a large trailer as the client’s office building was under construction, so my contact did not have to go very far to find a laptop. In fact, she just stepped outside of the door of the training room and returned a moment later with a plastic supermarket bag. The bag contained a laptop which she proceeded to look at along with its corresponding power cord as if unsure how the two objects were related. I offered assistance and asked her if she knew how to use the laptop and projector which needed to be connected within the next few minutes if I was going to be able to use them for the upcoming session. She responded as follows: “I’m an omelet.” I was not sure if I had heard her correctly, so I asked her if she said ‘omelet’. She responded, very slowly: “Yes, I’m an omelet. I’m done. I am tired of learning things just so that other people can use them.” I asked if she had any use for the computer and she said that she was retiring in a few months and did not see any reason to learn anything new. “I am here just to set up the training room.” She shared that she had almost completed her bachelor’s degree, with only one course to go, but did not see the point in finishing. I suggested that since she was retiring that she might use some of her new found free-time to take that one last class, to which she snorted, “Why?” What a profoundly sad woman! How could anyone not want to learn something new every day?

Learning as a key to Inclusion

Last week I facilitated a panel titled, “Driving Innovation for Greater Business Results” at NALC NY (DiversityBest Practices Network and Affinity Leadership Congress). When one is presenting at a conference the conference fee is usually waived, encouraging speakers to attend the entire event including other speakers’ sessions. NALC is organized with three tiers of sessions: Emerging ERG Leaders, ERG Program Managers, and Experienced ERG Leaders. Employee Resource Groups are groups that facilitate the development and engagement of employees and are usually centered on a common interest or affinity shared by its members such as a women’s group, LGBT group, etc. As I have been in the field of diversity and inclusion for many, many years I find that it is rare that I learn something new at conferences. I was pleasantly surprised and happy that I attended all of the sessions at NALC that I could since I did learn new things. I learned from the seasoned presenters, from the panelists at my session and other sessions and from the other conference participants while practicing what I preach about listening and learning as critical elements of inclusion. One has to be open to listening – really listening or actively listening – to someone regardless of whether they have less experience in one’s field or are a competitor if one wants to really learn something new.

Reach & Teach

My dear friends Craig Wiesner & Derrick Kikuchi give all of us who are hungry for new information lots to fill up on with their company Reach & Teach! “Reach And Teach, the peace and social justice learning company, is helping to transform the world through teachable moments. We offer books, games, puzzles, toys, curriculum, music, posters, DVDs, maps, and other products for people of all ages.” Reach & Teachhas been an online business since 2004 and they are about to move into their new location @ 144 West 25th Avenue, San Mateo, CA. (In case you are fortunate enough to be in the area!) Going into Craig & Derrick’s shop is an amazing experience! Craig & Derrick’s love of learning is contagious and the two of them come at you with an array of books, games, origami, and some of the best puzzles around. It is always difficult for me to tear myself away from the wonderland of inclusive learning that they have created!

Learn from Everyone!

I recommend that we try to be open to learning from everyone, not just the ‘expert’ at the front of the room, but from everyone in the room and those who are not in the room, too. We even have the opportunity to learn from those who may not be inspired or curious, those who are “here just to set up the training room.” We have the opportunity to learn from the person squished in next to us on the subway, and on line in front of us at the supermarket, and from the marginalized in all places in society. Who have you learned from today?

 

Onward,

~ Wendy
Inclusion Strategy Solutions LLC

 

Do One Thing!

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The Invitation
Many of you live what would be considered multicultural  or intercultural lives as people who love to travel the world; eating foods of all types; soaking in the wonders of cultural institutions providing bridges to other worlds, often within our own neighborhoods; and of course, having relationships with many people from many cultures.  So, your responses to my invitation to “Do One Thing” in celebration of World Day for Cultural Diversity and Dialogue Development, which is today, May 21st have been very interesting.

A few of you thanked me for the reminder to be mindful and intentional in your quest to do one thing for diversity and inclusion today; a few of you committed to doing one thing today or this week and letting me know what that thing is after it is done; and a few of you shared recent experiences:

Some Responses
“I have been meaning to pick up Chaim Potok’s The Chosen  forever, and started last night.”

“I have a letter that I will scan to you when I get a chance.  Our Muslim neighbor sent it to  their neighbors, very well written, explaining who they are (in detail), about their religion and their attitude about the Boston bombings, etc., and their concern about what our attitude might be.  I haven’t responded yet, but intend to do so.”

” … a Chinese artist visiting and we struck up a conversation. His English was far better than my Mandarin. We talked about a Chinese artist I had seen in Washington, D.C. at a Hershorn exhibit, about a Korean artist I had seen in Seattle, about the differences between how English and Chinese poetry is conceptualized, about the proper way to prepare a Chicago hot dog. I was reading a book on the history of Chicago and he compared it with the history of Shanghai. A large unknowable world became smaller and grew handles. The skin around my uniqueness began to breathe.”

Multicultural
I am always thinking about how our cultures rub off on each other, how we cannot undo the impact that others have on us, how indelibly we are marked by the sound of unfamiliar music, the taste of unusual cuisine, the colors of unexplored terrains, the scent of new places, the challenge of speaking a foreign language, the feeling of exotic fabric on our skin.  That is what makes this day so wonderful!  This invitation to do something that for me, at least, is so much fun.  I must admit, it is a challenge to do one thing today as I usually do multiple things for diversity and inclusion.  So, I thought, ‘how can I convey my message of being multicultural to you?’
 
I have decided to share one of my favorite poems.  This poem is one that I have shared with some of you before as it is an excellent expression of what many people like me experience being members of multiple cultures.  Please let me know what you think and what you have done on this special day!

 
Child of the Americas
I am a child of the Americas,
a light-skinned mestiza of the Caribbean,
a child of many diaspora, born into this continent at a crossroads.
I am a U.S. Puerto Rican Jew,
a product of the ghettos of New York I have never known.
An immigrant and the daughter and granddaughter of immigrants.
I speak English with passion: it’s the tongue of my consciousness,
a flashing knife blade of cristal, my tool, my craft.
I am Caribeña, island grown. Spanish is my flesh,
Ripples from my tongue, lodges in my hips:
the language of garlic and mangoes,
the singing of poetry, the flying gestures of my hands.
I am of Latinoamerica, rooted in the history of my continent:
I speak from that body.
I am not African. Africa is in me, but I cannot return.
I am not taína. Taíno is in me, but there is no way back.
I am not European. Europe lives in me, but I have no home there.
I am new. History made me. My first language was Spanglish.
I was born at the crossroads
and I am whole.
Taino
Cemi del Mar
Indigenous Puerto Rican People
Deity of the Sea

  
Aurora Levins Morales
1986


 
 

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