WDN 11 Why Diversity Training and Related Efforts Have to Change! For: Workforce Diversity Network Power of Inclusion Conference 2011 By: Mauricio Vel.

WDN ‘11

Why Diversity Training and Related Efforts Have

to Change! For:

Workforce Diversity NetworkPower of Inclusion Conference 2011By:Mauricio Velásquez, MBAPresident, CEOThe Diversity Training Group692 Pine StreetHerndon, VA 20170

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Meet Mauricio VelásquezMauricio Velásquez is the President and CEO of The Diversity Training Group (DTG) in Herndon, VA. Mauricio serves as a diversity strategy consultant, diversity trainer, sexual harassment prevention trainer, toxic employee, executive coach, mentoring trainer, and expert witness (20 yrs).

DTG’s clients include small and large organizations and public and private entities. From the Surgeon General of the Navy to the DOJ, from Guantanamo Bay, Cuba to Spain, Italy, Japan and Guam most recently. From the White House to Native American Tribes to law enforcement to Nixon Peabody, Energy East/RPG in this town.

Mauricio has trained in every state but North Dakota. Work and life has taken him to more than 75 countries.

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Mauricio’s Mission Today

Provoke ThoughtFacilitate Discussion and LearningAdd ValueProvide Subject Matter ExpertiseMake the conversation today real, pertinent

and useful

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Our #1 Ground Rule Today

PARTICIPATE!

Don’t hold back

Shoot at my fight

Make me dance

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So what are you seeing?

Why are we having this conversation?

Why Diversity Training and Related Efforts Have to Change!

Let’s start with the organizational conversation first – big picture

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Turn to your colleague

Discuss for 60 secondsBe ready to share your top answers with

room!

Why Diversity Training and Related Efforts Have to Change!

- Organizationally Speaking (Big Picture First) before we focus on diversity training specifically

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What audience said…Why D & I has to change? The word, the language of our field changing Productivity - Different ideas -> different people Bias ---- A few people committee, savioritis Not getting results/not working Done wrong -> Backlash No follow through/no post work Stagnation -> no momentum/flat No leadership/leadership -> has not measure No time/no resources, Stronger efforts in past Commitment/resilient, reluctant – ambush, Be comfortable ->

being comfortable

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What DTG is seeing…IN GENERAL / BROADLY SPEAKING…Training, all training has been slashed (economy)People being promoted into supervisory and

management roles with no training at all (or training comes – after the fact)

No conversation about “Can this person manage people different from him/her?”

A lot of denial – “We don’t have D & I issues?

I truly believe….

“Most people can barely manage people like themselves let alone people who are different”

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DTG is hearing / getting a lot of..Why are we doing this?Why diversity and inclusion? Why now?What is diversity and inclusion?Why should I care?What is in it for me or for my organization?Did they talk to anyone prior to training?

None of these questions are answered prior to coming to the workshop or training.

Diversity professionals inside and outside organization are not “doing the up front work.”

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When you don’t do the “up front”

The audit / needs assessment / diagnosis work…

(interviews, focus groups, survey work)

The “down the back work” gets harder, you become vulnerable

What is “down the back work?”

- BACKLASH!!!!!

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What is Backlash?

Audience said….

Backlash Blame Denial Retaliation Sabotage/set up/Ambush Ridicule Passive - Aggressive Diminished to lowest common dominator

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Backlash

ResistanceSkepticism is naturalCynicism can be avoided (with proper up

front work) Definitely a bad attitude coming into

sessionSabotageIronic – Participants have a “bias about a

workshop on bias”

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Feeding the “Monster”

What You Don’t Know You Don’t

Know

(DKDK)

What You Don’t Know

(DK)

What You Know

(K)

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Now we focus on training itself Doing a fair amount of “rescue diversity work”

– someone else started the conversation but created “enemies” - polarized

Few learning cultures out there (people who want to go to training – any training)“No time for training”“Too busy”Bias for a workshop on bias – bias squared

Training itself is ineffective Why would you embrace diversity and inclusion “if you were

the enemy, the ‘bad guy?’’

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Bad versus Good Training

What pops into your head?

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Audience for “Bad Training” Too much humor Exclusive - one group - No commitment Reactionary – reason doing I –way/expect centered/didactic No training Mandatory – e-learning in lieu of Mechanical/not fluid Not participant – centered Numbers/stats – too much (not argument) Train all - I pot at who is missing Too safe/too PC (old bad videos)

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Audience for “Good Training”

Inclusive/everyone – participate, all participate Discomfort – is minimized Leadership/support/commitment - Top Risk Taking by all Asking – Tough questions Ahas - many Insights Tip/Tool/Techniques

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Audience mentioned…

Metrics Measure like you measure anything else

Levels of training Don’t know you don’t know – to what you know

(Awareness) – measure what? Skill based Coaching problem solving – can measure Knowledge application – behavioral change, case studies,

solving problems, resolving conflict – can really measure

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Bad Training - Good Training

Fuels backlash No platform for backlash

Confrontational - "in your face“ Non-confrontational

Expert trainer drives course Facilitator leads

Theory-based, academic Practical, "real world”

Negative examples or role plays Positive examples are used

Expert-centered Participant-centered

Polarizes participants Unifies participants

No pre-work or post-work Mandatory pre / post work

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Bad Training - Good Training

"Off the shelf" - one school “Customized" – eclectic

No/little diagnosis/needs analysis Mandatory up front work

"Hit or miss” “Always on target”

"Blame and shame” Positive

"Live in the past” “Look to the future“

Divisive Unifies

Awareness-based Skill / Knowledge-based

"What next?” “I know what to do"

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Bad Training - Good TrainingTalks about victims Talks about shared

responsibilities

"Build the temple, they will come” "They don’t worship in a temple!”

HR driven “Grass roots” driven

Diversity trainer is the savior Diversity trainer is an advisor

Dependence on trainer Client-trainer partnership

In a hurry Cautious, take your time

Check the box There is no box

Reactive Proactive

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What 1 thing makes the biggest difference?

What is the lynch pin?

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Diversity Dashboard – like in a car you have gauges…

What are the gauges?What are you watching?What should everyone be watching?

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The gauges…Where are we sourcing?Who are we hiring?Who is leaving voluntarily?What does the exit interview data tell us?Who is staying? Who is moving up?Who have we identified as high potentials?

Compare year to year for trends…..

D & I issues have to be relevant, we have to stay relevant in these times…

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Summarizing Workplace is changing, getting more diverse

You cannot stop itDenying these changes are happening is foolish Ignoring these changes do not make them go away

Marketplace is changing, getting more diverseYou cannot stop itDenying these changes are occurring is foolish Ignoring these changes does not make them go away

Having diversity issues is not a bad thingAll organizations have diversity issuesNot addressing these issues is where organizations "go very wrong“

What is a diversity issue?

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Definition of a D&I Issue….

You have a firm/organizational diversity (inclusive workplace) issue…

when an issue (i.e., policy or business practice - formal, informal, internal or external) has a different impact on a particular group (for example, who gets mentored, choice assignments, overtime – who does not)

when it happens more frequently to a particular group (for example, who gets to go to conferences, high visibility work, put on committees, teams)

when it is more difficult for one group to overcome (upward mobility for a particular group within a firm including “glass or brown ceilings”)

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More on D & I Issues…

A diversity issue exists where the firm policy or business practice has an impact exclusive of difference (not inclusive of difference). Is there a trend or pattern (intentional or unintentional) that affects different groups of staff differently?

Having a diversity issue is not necessarily a bad thing. Doing nothing about it given you have knowledge of the issue(s) is where firms go wrong (a kind of negligence so to speak). Being in denial about these issues does not make them go away. Ignorance is not bliss!

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So, how to address these issues

WORST PRACTICES FIRST – NOBODY TALKS ABOUT THEM!

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Worst Practices1. Firm has no diversity strategy or plan

2. Firm has no diversity mission or vision

3. Firm has no core values

4. Firm is only rolling out “off-the-shelf” diversity training

5. Firm wants to cut straight to training

6. Firm is not “weaving diversity and inclusion” into the fabric of the organization

7. Firm is not willing to acknowledge the workplace is changing (labor force), the marketplace is changing (client force) and society-as-a-whole is

changing

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More Worst Practices Firm does not value the competencies, the skills of

being an inclusive manager The actual diversity training rolled out is awareness-

based only The actual diversity training is the old past failed

formula of “blame and shame” diversity training

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3 KEY Worst Practices Firm’s definition of diversity is narrow and not inclusive –

too focused on “traditional EEO/AA roots of diversity” and really not where the field and the conversation is today.

Firm has no Chief Diversity Officer – a part-time or full-time person who is fully dedicated to be the internal change agent, the keeper of the culture of the firm constantly ensuring it is inclusive.

Firm has a CDO but all this firm did was promote the highest ranking minority professional in their ranks (usually from another department) and put them in as a figurehead because that is all they are – they have no diversity education background, no budget, no resources or support and most important no influence or power.

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Now for BEST PRACTICESYOUR ACTUAL D & I TRAINING…

1. …comes with an actual workbook

2. …includes predetermined training objectives

3. …is built around objectives that came from some kind of a prior training needs analysis

4. …is linked to your organization’s mission and core values

5. …reflects an acknowledgement by firm leadership that “status quo” is not working

6. …implies a bias for action

7. …is part of a much bigger organization-wide diversity strategy and

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MORE BEST PRACTICES

8. …is an acknowledgement that we have not been preparing our supervisors and managers to do their job

9. …includes skills, tools, tips and techniques for dealing with diversity issues

10. …is linked to your annual performance appraisal process

11. …has messages that are also woven into your new hire orientation, your supervisory, managerial and executive development curricula

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Now for BEST PRACTICES

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In closing….

Organizations cannot continue to support "the status quo"

Cannot continue to manage your human resources the "same old way“ – the way we have always done it

New workers, new workplaces, new emerging markets - require new management techniques and methodologies

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Dimensions of Diversity

Individual

Group

OrganizationalAffiliation

MilitaryExperience

Religion

Income

WorkExperience

GeographicLocation

Language

Education

WorkStyle

FamilyStatus

CommunicationStyle

Age Gender

EthnicHeritage

Race

Mental/PhysicalAbilities

SexualOrientation

Operational Role and Level

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Dimensions of Diversity

MilitaryExperience

Religion

Income

WorkExperience

GeographicLocation

Language

Education

WorkStyle

FamilyStatus

CommunicationStyle

Age Gender

EthnicHeritage

Race

Mental/PhysicalAbilities

SexualOrientation

Operational Role and Level

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Dimensions of Diversity

Individual

Organizational Affiliation

Group

Individual

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Behaviors, Attitudes, and Values…

…influence our behavior

Behaviors

Attitudes

Values

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What Your Scores Tell You0 - 20 Naive Acts with no knowledge or awareness of biases and

prejudice and their impact on others. What they don’t know they don’t know. This person has no clue as to the impact of their actions on others.

21 - 40 Perpetuator

Aware of biases and prejudices, but continues behaviors and actions that reinforce and support stereotypes and intolerance. This person is aware of the impact of their actions on others, but continues with such behaviors nevertheless, “You can’t teach an old dog new tricks.”

41 - 59 Avoider Aware of biases and prejudices, but makes a conscious choice to ignore inappropriate behavior or withdraw from it. This person would rather turn and walk away than understand and address inappropriate behaviors or that bias that can appear or be misinterpreted as support. “If you are not part of the solution, you are part of the problem.”

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What Your Scores Tell You60 - 75 IWE Change Agent

Acts as a role model. Takes action when appropriate and addresses behaviors when important. IWE Change Agent will take risks and use the many tools available to him/her. IWE Change Agent will take peers aside and provide feedback and coaching with the intent to improve work relationships and personal productivity.

76 - 80 Fighter Attacks all actions and confronts all behaviors. Always on the lookout for injustice but is often too confrontational, sometimes in public settings. Although a very important role, too often these individuals are labeled as “troublemakers.” If you have this energy, this fervor, please consider the change agent approach to problem-solving and inclusivity.

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Some Tools

PERSON

SEPARATE

BEHAVIOR

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Start Message

Start with a Positive

Please stop_______________________________________ (describe negative/unproductive behavior)

Start_____________________________________________ (describe new, more appropriate/positive behavior)

Continue_________________________________________ (describe ongoing positive behavior)

End with a Positive

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I-StatementHow do I coach someone when I feel my differences are being held against me?

(Start with a Positive)

When you ___________________, I feel ______________________ (describe behavior) (impact of behavior)

I would prefer ___________________________________________ (new behavior – more appropriate/productive)

ORI feel _____________________, when you ____________________

(impact of behavior) (describe behavior)

I would prefer ___________________________________________ (new behavior – more appropriate/productive)

ORWhen I see ______________, it makes me feel ____________________

(describe behavior) (impact of behavior on you/group)

I would prefer _______________________________________________(new behavior – more appropriate, more productive)

(End with a Positive)

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How Do We Categorize People?

DIVERSITY

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Using Communication to Solve Problems

Step Action Example

Identify and agree on the problem (consensus) Ask the right questions.

Ask for the facts Verify the information Decide what else you need to

know

“Help me understand exactly” “Let me make sure this is recorded

correctly” “I will be able to help you better if

I know…”

Conduct problem-cause analysis to identify a specific problem and its cause

Restate the problem in simple terms

Get agreement on the problem and its importance/impact

“So, the basic issue is…” “It seems we agree it is important

to fix this because…”

Identify solutions/alternatives

Ask what can be done to solve the problem

Suggest other options for consideration

Tell them what you can do

“What ideas do you have on how this can be fixed?”

“In similar situations we have..” “I really wish we could do exactly

what you suggested. However, according to…, we must…”

?

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Using Communication to Solve Problems

Step Action Example

Implement solutions/take action with the help of the customer

Ask for their cooperation Tell them what you will do Suggest how they can help,

now and the next time

“I’ll need your help to…” “Here is what I can do…” “To get this resolved quickly,

I’ll need you to…, and if this should happen again, please…”

End with an agreement and a thank you. Monitor and follow up on the situation

Summarize what will be done, and by whom

Thank the customer for cooperation and help

Promise to follow up to ensure the solution really worked

“Can I assume that we agree on…?”

“Thank you for being so cooperative in helping us to solve this problem.”

“I will call you in a week to be sure the situation is resolved.”

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Action Plan

How can I create an inclusive work environment?

How can I use what I have learned in this class in my organization and beyond?

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For more information…

CONTACT:

The Diversity Training Group

692 Pine Street

Herndon, VA 20170

Tel. 703.478.9191

Fax 703.709.0591

[email protected]

Mauricio Velásquez, MBA - President

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DTG is a Team of Experts in...Stress Management / Bullying / Anger

Management / Toxic EmployeesOrganizational RedesignCross-Cultural Communication Cultural IntelligenceConflict Resolution & MediationSexual Harassment E-LearningDiversity Education E-Learning

… consulting & training.

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Our Approach

FORM a partnership with our clientDIAGNOSE with a thorough,

organization- wide needs analysisDESIGN a customized program based on a

diversity strategyDEVELOP high impact training materialsIMPLEMENT or execute the strategy

which typically includes trainingEVALUATE and follow up