7 STRATEGIC STEPS FOR
MANAGING DIVERSITY:
CONNECTING WITH THE BLN
THE SHRM DIVERSITY COMMITTEE
Please join us!
Chair: Joan Fisher - joan.fisher@mosaicinfo.org
Members: Maria Stancati, Pat Tusing, Mary Jo Ogren,
Erin Crawford Cressy
Activities:
• Meet once a month (or less)
• Hosting job fair for disabled job seekers on Sept. 18 and a prejob fair workshop on Sept. 11; both held at Goodwill on Grape
Rd.
• Host an annual diversity luncheon speaker
• Help coordinate a diversity track at the annual SHRM
conference
• Ideas in the works: Community-wide diversity job fair;
recognition luncheon for employers engaging in ‘best
practices’ for diversity and inclusion
CRESSY CONSULTING
The mission of Cressy Consulting is to help organizations create a
culture of inclusion that validates and inspires individual and
organizational success.
How we achieve our mission:
Training - Consulting - Coaching - Assessment
Areas of expertise:
Diversity & Inclusion; Women’s Leadership Development; Strategic
Planning; Employee Engagement; Conflict Resolution; Wellness
AGENDA
• What is diversity & inclusion?
• The business case for diversity and
inclusion:
• Demographic data
• Powerful research
• 7 strategic steps for managing diversity
• Small group activity
• Connecting with the BLN
DEFINING DIVERSITY:
FOUR LAYERS
OF DIVERSITY
THE BUSINESS CASE FOR DIVERSITY & INCLUSION:
WHAT IS DIVERSITY AND INCLUSION?
Inclusion:
Including everyone’s voice and talents. Being open to a variety of ideas,
knowledge, perspectives, approaches, and styles. Ensuring that everyone is
allowed to bring their best to the workplace to
maximize business success.
http://www.youtube.com/watch?v=OcGBwJEHpTg
THE BUSINESS CASE FOR DIVERSITY & INCLUSION
The Demographics of the World are Changing:
 90% of the population growth over the next 40 years is expected to
come from people of color
 The white population will increase only 7%
 In 2011 almost 47% of the population in the U.S. under 18 was nonwhite
 More than 12% of the U.S. population is of people born outside of the
United States (and more than 50% of that group has immigrated since
1990.)
THE BUSINESS CASE FOR DIVERSITY & INCLUSION
The Demographics of the World are Changing:
 In the early 1900’s more than 60% of the immigrant population was
European; Today that number is below 30% and we have more
immigrants from South/Central America, Africa, Asia, the Middle East,
the Caribbean, etc.
 Thus, people look more diverse and bring with them more diverse
cultural knowledge and experiences.
THE BUSINESS CASE FOR DIVERSITY & INCLUSION:
The Demographics of our Companies are not Changing:
 There are only 6 Black CEO’s (1.2%) of Fortune 500 companies
 Individuals identifying as Black are 13.1% of the U.S. population
 There are 8 Asian CEOs (1.6%) of Fortune 500 companies.
 Individuals identifying as Asian are 5% of the U.S. population)
 There are There are 6 Latino CEOs (1.2%) of Fortune 500 companies
 Individuals identifying as Hispanic or Latino are 16.7% of the U.S.
population
 Women currently hold 21 (4.2 percent) of Fortune 500 CEO positions
 Women are 50.8% of the U.S. population
THE BUSINESS CASE FOR DIVERSITY:
THE BOTTOM LINE CONNECTION
Fortune 500 Companies with the most women board
members significantly outperform those with the least:
• 53% higher Return on Equity
• 42% higher Return on Sales
• 66% higher Return on Invested Capital
CASE STUDY
In 2002, after slumping sales and realizing
women were the ultimate buyers of its
products, Campbell’s Soup turned to the
Women of Campbell’s Network, challenging
this internal company group to design a
product specifically for women. The result:
The Select Harvest line of soups which
became a $200 million dollar business
practically overnight.
THE BUSINESS CASE FOR DIVERSITY & INCLUSION:
THE BOTTOM LINE CONNECTION
Organizations which hold diversity and inclusion as
key business values experience numerous positive
benefits:
•
Attract and retain top employees
•
Harness a diversity of ideas to drive innovation
•
Reflect the growing diversity of consumers, suppliers
and business partners nationally and globally
•
Have a diverse pool of employees engaged as active
contributors to the organization
•
See a direct positive impact on the bottom line
THE BUSINESS CASE FOR DIVERSITY:
THE BOTTOM LINE CONNECTION
• Inclusive companies have higher rates of employee engagement
which is highly correlated with increases in services, sales,
quality, safety, retention, profit and total shareholder
returns
• A racially diverse workforce is positively associated with more
customers, increased sales revenue, greater relative profits,
and greater market share.
•
Managers that most effectively engage employees are those
that show a strong commitment to diversity.
•
Diverse teams outperform teams of 'experts' when given
problem solving tasks - the diversity of thought drives
innovation and avoids 'group think'.
THE BUSINESS CASE FOR DIVERSITY:
THE HISTORY OF DIVERSITY INITIATIVES
 As a society, in response to increased awareness of bias,
discrimination, lack of access, oppression,
physical/emotional violence, etc. we passed laws and
instituted compliance measures.
 Implemented diversity training programs
 Mandatory attendance
 ‘dip and done’ approach (diversity as a diet)
 Result:
 Backlash and ‘diversity fatigue’
 Delegated to the realm of HR – the ‘program du
jour’ to try and improve the public face of the
organization; to be ‘PC’
1. Executive Level Commitment
2. Diversity Council
3. Assess & Diagnose
4. Systems Changes
5. Training
6. Evaluation
7. Integration
STEP 1: EXECUTIVE LEVEL COMMITMENT
.
Critical to have support and
leadership for organizational
change from:
 President
 Executive Leadership Team
 Board of Directors
The single most important factor affecting
the success and endurance of diversity
work is leadership.
 Includes a range of levels throughout the
organization
 Representative of differences on diversity wheel
 Needs direct access to president/executive team
 Allows for development of sub-committees
CREATE A DIVERSITY COUNCIL
 Team Building/Training
 Builds relationships
 Develops skills
 Provides shared knowledge
 Clear Objectives:
 Creation of diversity action plan
 Collect/compile data to establish a baseline
 Guide continual implementation of action plan

Learn about the current situation –
establish a baseline

Remains an ongoing component to ensure
continual improvement

Methodology:
Climate survey
Individual interviews
Focus groups
STEP 4: SYSTEMS CHANGES
 Change on the systemic level
 A powerful step to creating
organizational change
 A long-term process not a shortterm goal
SIX AREAS WHERE DIVERSITY
INITIATIVES CREATE CULTURE CHANGE:
1. Accountability
2. Reward
3. Reporting Relationships –
the organizational chart
4. Communication
5. Decision-Making
6. Norms
• Guided by results of climate survey and
diversity action plan
• Implementation process led by diversity
council
• Training consist of self-work, gaining
knowledge and awareness, skill building,
action steps/behavioral change
 Critical to have clear & measurable
criteria up front
 Ensures progress will be made
 Provides necessary feedback
 Builds ‘case for support’
INTEGRATION
Continuing weaving diversity into the
fabric of the organization:
 Diversity and inclusion is seen as a regular
part of the way business is conducted
 Present at every level of the organization
Continually revisit 6 ‘Systems Change’ areas
Maintain momentum
 Rotating diversity council members
 New initiatives
Group activity
NORTH CENTRAL INDIANA BUSINESS
LEADERSHIP NETWORK
What is the BLN?
• A national, employer-led endeavor of the
Department of Labor’s Office of Disability
Employment Policy (ODEP) and supported by
the US Chamber of Commerce.
• First initiated in 1994
• Offers a combination of service, advocacy and
empowerment to a population which
experiences chronic unemployment.
HIRING PEOPLE WITH DISABILITIES MAKES
GOOD BUSINESS SENSE!
• Large, untapped labor pool
• Lower turnover
• Reduced recruiting costs
• Fewer absences; good performance
• Good safety record
• No impact on medical & insurance costs
• An ethical, socially responsible thing to do
LOOK AGAIN!
•
•
•
•
•
Look again at the fastest growing labor and
customer niche market in this country = the
disability community
Look again at the last untapped labor pool in the
country to prepare your company to successfully
find workers as the economy bounces back
Look again at the cost savings and incentive
creation through strategic recruiting in the
disability community
Look again at enhancing your diversity & supplier
diversity programs by adding people with
disabilities to the mix
Look again at a community that contains 1 in 5
Americans
SUPPORT SERVICES
•
Recruiting/Screening/Training Support
•
Disability Management
•
ADA Consultation and Training
•
Visual Management
•
Job Accommodation/Modification
•
Rehabilitation/Assistive Technology
•
State and Federal Incentives
•
On the Job Training and Job Tryouts
•
Job Coaching
•
Marketing Collaboration
PURPOSE OF NPRM TO SECTION 503 OF THE
REHABILITATION ACT OF 1973
• Prohibit discrimination against individuals with disabilities to gain,
retain, and advance in employment with federal contractors and
subcontractors
• Enact Affirmative Action standards for federal contractors and
subcontractors to increase the employment of individuals with
disabilities in the workforce.
• Incorporate changes into the regulations necessitated by the ADAAA brining 503 into line with the ADAAA will expand the definition of
disability and protections to mirror those offered under the ADAAA,
which now includes an estimated 1 in 5 Americans.
• Clarify confusing language that exists in current 503 regulations to
clearly identify the sections that are mandatory and to specify the time
frame for the conduct of required reviews.
HIRING GOAL:
The NPRM proposes that federal contractor
set a hiring goal of 7% of their employees to be
workers with disabilities. This goal will be
across job groups as are reported in the
contractor’s written affirmative action plan.
While a contractor would be violating the law
by not meeting the goal, there will be no
penalty assessed by OFCCP for noncompliance. However, non-compliance will
prompt a more in-depth review of the
contractor’s personnel policies and practices.
LINKAGE:
• Require specific outreach & recruitment (3 linkage
requirements)
• Require job delivery to Local Career One Stops
• Linkage agreement with State VR OR local Employment
Network
• One additional linkage agreement with following entities:
• Disabled veterans organization
• Center for Independent Living
• Work One/Career One Stop
• Local Community Rehabilitation Provider
• University Career Center
• Mandate job listing requirements and delivery
requirements with state workforce agency.
Don’t worry – the BLN
will help guide you
through these changes
before they happen.
Look for a Lunch &
Learn as soon as the
new requirements come
out!
1. Executive Level Commitment
2. Diversity Council
3. Assess & Diagnose
4. Systems Changes
5. Training
6. Evaluation
7. Integration
OUTCOMES:
• What is diversity & inclusion?
• The business case for diversity and
inclusion:
• Demographic data
• Powerful research
• 7 strategic steps for managing
diversity
• Small group activity
• Connecting with the BLN
RESOURCES:
•
www.cressyconsulting.com
•
http://www.inbln.org/
•
http://www.shrm.org/hrdisciplines/Diversity/Articles/Pages/disability_072110.aspx
•
www.catalyst.org
•
www.diversityinc.com
Thank You!