Resource Information for Supervisors & Managers
An Informational Bulletin Published by the Personnel Commission
The workplace is becoming evermore diverse. This is reflected in the increase in women, nationalities, ethnicities, colors, and cultures, as well as different lifestyles and physical abilities present in the LACCD workforce. Greater inclusion at the workplace has the potential to benefit the growth and development of the District as people with varying life experiences and perspectives will have the opportunity to contribute to the institution. Effective inclusion, however, goes beyond diverse employee rosters. In order to maintain a work environment in which all employees feel valued and part of the institution, and are thus committed to its success, it is fundamental that supervisors and managers know how to manage a diverse workforce.
Fairness and Equality
It has long been believed that being fair means treating everyone the same. However, as the workforce becomes more diverse, this may not hold true. Shifting to a more culturally sensitive approach in which employees are treated as they want to be treated may ultimately be more inclusive and effective. For example, patting an employee on the back has been seen as a positive way to motivate and acknowledge employees. However, people from certain cultures may feel uncomfortable being touched, even if it is simply a pat on the back. This action, which was intended as positive encouragement, may in fact have a negative effect creating discomfort for the employee. It is important that supervisors consider these cultural specificities when dealing with employees.
Confronting Stereotypes
Stereotypes are generalizations about a group of people. Frequently, stereotypes are negative and serve as a justification for differential behavior between different groups of people. Maintaining stereotypical assumptions hurts employees because it limits our ability to think differently about the group that is being stereotyped. Supervisors and managers who make stereotypical assumptions are less likely to encourage and mentor the employees about whom they are making negative assumptions. Consequently, they risk not only offending employees, but also losing talented employees from different backgrounds because they are not provided the opportunity to succeed.
MEMBERS OF THE PERSONNEL COMMISSION
James A. Srott, Chair David Iwata Calvin W. Hall, Ed.D. Karen Martin, Personnel Director (213) 891-2333
September 2006

Promoting Inclusion and Building Awareness
Developing relationships with coworkers, as well as with supervisors and managers is key to opening doors to opportunity. In order for the workforce to maintain diversity throughout all levels of the organization, networking and mentoring opportunities must be available to people of all backgrounds. Managers and supervisors must make a concerted effort to include all employees in work-related and social events that will allow employees to feel part of a team and offer networking opportunities.
Having access to a diverse staff offers a tremendous opportunity for people from different backgrounds to learn about each other. Encourage your staff to get to know each other. Organize a potluck in which employees bring dishes traditional to their heritage and share a cultural tradition. This will help build connections and break stereotypes.
While it is important to allow your staff the opportunity to get to know each other so that employees can foster meaningful relationships with each other, supervisors should be prepared to intervene in political or other discussions which may lead to conflict between employees. Model respectful behavior, and avoid expressing your own political beliefs at work especially if your beliefs are controversial or if you risk offending someone.
Moreover, honor diverse opinions, beliefs, and values in your everyday practices.
When planning a holiday party be sure not to inadvertently exclude members of your department. Have the theme be more “seasonal” as opposed to specific religious themes.
Conclusion
As a manager or supervisor it is your responsibility to make all employees feel as though they are part of the team. Although supervisors and managers who oversee a large staff may find it time consuming or taxing to get to know all staff members beyond a superficial level, ultimately it is worth the investment. Supervisors and managers who take the time to get to know their employees and are thus able to value the difference and diversity amongst their staff, will have a more productive team who are invested in the success of the department.