Strategic Planning To Action: Becoming a Culturally Competent Organization. Dawn Cooper Manager, Diversity & Cultural Competency, The Arc

Transcription

1 1 Strategic Planning To Action: Becoming a Culturally Competent Organization Dawn Cooper Manager, Diversity & Cultural Competency, The Arc

2 Learning Objectives 2 Review the strategic purpose of diversity, inclusion and cultural competency Review the need for a sound organizational imperative Learn key steps to successfully implementing a change strategy around diversity within your chapter Explore the obstacles/barriers to diversity and strategies for overcoming resistance and achieving success

3 Why Diversity As A Strategic Planning Initiative? 3

4 If Our Organizations Look Like This 4

5 And We Want To Be Closer to This 5

6 What is Diversity? 6 What it is NOT Affirmative Action EEO Just Training Human Resources Owned Minority Focused Us vs. Them What it IS Strategic Tactical Systemic Business Driven Inclusive Goal oriented Everyone s Responsibility!

7 Diversity is: 7 The conscious decision by an organization to examine it s systems and processes and create an environment that maximizes the potential of all it s employees for continued optimal organizational success

8 Inclusion is: 8 A work environment where everyone has an opportunity to fully participate in creating business success, and where each person is valued for his or her distinctive skills, experiences, and perspectives.

9 Building a Diversity Strategic Plan 9 Step 1: Assess the environment Step 2: Identify and educate your diversity champions Step 3: Create an organizational imperative Step 4: Communicate the vision Step 6: CREATE A DIVERSITY STRATEGY Step 7: Measure and Report Progress Step 8: Anchor the changes in the Corporate Culture Step 9: Anchor the changes in the Business Plan Step 5: Remove Obstacles

10 Why Assessment? Step 1: Assessment Hiring HOW Barriers Rewards and Awareness Corporate Recognition DO Succession Planning Culture Customer Satisfaction Community Outreach Financial YOU Program Sustainability KNOW Market Share Development Behaviors WHAT Education Retention TO Implicit Bias Systemic Bias Inclusion Evaluations WORK Attitudes Customer Support Promotions ON? Product Development 10 10

11 Benefits of an Assessment 11 Gauge the degree to which your organization is effectively addressing the needs of its core population; Determine the knowledge, skills, interests, and needs of staff, board members, and organizational membership; Improve access, utilization, outcomes, and satisfaction with services and activities conducted; Establish meaningful partnerships; Determine strengths and areas for growth for the organization and its staff; and Help develop a strategic action plan!

12 Step 2: Champions 12 Organizational members who assume the role of facilitating the change initiative in the organization. Champions are a conduit for disseminating information Drive behavioral and cultural change across the organization Continually reinforce and link diversity and inclusion to organizational objectives Model behavior Communicate effectively about D&I to a range of audiences

13 Who are Your Champions 13 Senior Leadership team members Employee leaders Middle management leaders Employee Resource Group members Diversity Team members Diversity Council members

14 Step 3: Organizational Imperative Why should your organization implement a diversity initiative? 14 Changing workforce demographics Evolving workplace and community needs Maximizing diverse markets Recruiting and retaining top talent Improved performance / productivity Organizational sustainability and growth Increased adaptability that ensures survival Business Drivers

15 A Good Organizational Imperative 15 will Expect and sustain a longterm effort Accept the new demographic reality Make rapid change the constant Be willing to pierce the power and work through the discomfort Be honest Spread goodwill Demonstrate commitment at the highest level Seek involvement and commitment from the bottom up Teach a wide array of management techniques that work cross culturally Integrate diversity into the fabric of the organization

16 Organizational Imperative 16 A diverse, culturally competent organization will increase effectiveness, credibility and transparency by expanding our capacity to create impact in the development and implementation of programs, to provide resources and support, to influence public policy, and to advocate for the needs of a diverse local and international I/DD constituency. Created with the support of the Board Committee on Diversity, August 2014

17 Step 4: Communicating 17 EVERYONE!!! Staff Community Board Customers WORLD!!! Shareholders THE

18 Step 5: Removing Obstacles 18 Organizational barriers to Diversity include: Cost of implementation Fear of hiring under skilled, uneducated employees Strong belief in a system that favors merit Annoyance at reverse discrimination Perception of progress Not a top-priority issue Impact on existing systems Sheer size of the organization

19 Step 6: Create a Diversity Strategy 19 A Good Strategic Plan should: Address critical performance issues Create the right balance between what the organization is capable of doing vs. what the organization would like to do Cover a sufficient time period to close the performance gap

20 A Good Strategic Plan should: 20 Be Visionary convey a desired future end state Be Flexible allow and accommodate change Guide decision making at every level operational, tactical, individual

21 Step 7: Measure and Report Who are we hiring? Who s using the benefits? What does our pipeline look like? Do we have a diverse Who s leaving? candidate slate? Who s using our services? Who s staying? What new products are being developed? Who s supporting us? How s our customer satisfaction? Who are we promoting? Who are we training? What s our employee satisfaction? Who s on our board? Who s in our succession plan? Who s being developed? Is there adverse impact in pay? What new services are we providing? 21 What benefits are not being used? What are we training on? Who s buying our products? What impact is our marketing having?

22 Step 8: Anchor the corporate culture 22 How? Identify Competencies Identify Behavior Train (or Hire) Reinforce Reward

23 Step 9: Anchor in Business 23 Organizational Imperative Corporate Scorecard Report Out at Year End

24 Discussion Questions 24 What is the diversity profile of your organization? Does your management team reflect the cultural make up of your workforce? Does your workforce reflect the cultural makeup of your customer base? Who should be responsible for monitoring and driving diversity issues in your organization? What is the goal(s) of diversity training?

25 Discussion Questions 25 Is diversity training a passing fad created by a societal move towards political correctness, or does it have a legitimate place in your business? Can you eliminate workplace discrimination or cultural insensitivity simply by changing policies to ensure fair treatment? Is an organizational commitment to valuing diversity compatible with a commitment to merit and organizational excellence? Should diversity training attempt to change attitudes or behavior?

26 Key Components of a Successful 26 Diversity Initiative Executive level commitment to partner with HR and champion this kind of change initiative is critical to its credibility and long-term success Training is a wake up call, not a panacea for institutionalizing diversity in your organization A Diversity Council can be an effective culture change agent, if structured and staffed appropriately Accountability for managing diversity is a shared responsibility, with expectations to be met Measure and celebrate the measures of your success

27 27 Questions? Dawn Cooper: