Ian Dodds Consulting Alliance partners: Accra, Den Hague, New York, Frankfurt, Kuala Lumpur www.iandoddsconsulting.com ‘Inclusion is now recognised as mainstream to business success and here’s how to make it happen’ Copyright Ian Dodds Consulting Ltd, All Rights Reserved 0 What we’ll discuss ■ How do Diversity and Inclusion contribute to success? ■ Leveraging the Power of Inclusion to deliver high performance ■ Some successful case studies How do Diversity & Inclusion contribute to success? 2 The big performance benefits from managing diversity happen when an inclusive environment is created Inclusion Diversity Every way in which any mixture of people has both similarities and differences ■ It is about a culture where each person: − Feels respected & valued − Feels their ideas & opinions are heard − Can perform to their full potential ■ It involves sustained and long-term strategic effort ■ It’s happening when diversity of thought is embraced in finding the best ways to serve clients and customers Organisations with great leaders and great managers capitalise on what’s similar and different about people: Great leaders – find out what is similar and capitalise on it to rally people to create a better future for their organisation. Great managers – find out what is different about people and turn each person’s talents into performance both for now and for the future. (Adapted from Marcus Buckingham) 4 Diversity has many elements and these impact on how we interact with others, solve problems and make decicions INTERACTING Level Function Marital/Parental Status How we communicate How we see ourselves – (group or individual) Social status Age Personality/ Values/Beliefs Primary Appearance Secondary Organisational Physical & Mental Ability Race Religion PROBLEM SOLVING Language/Accent Sexual Orientation Gender Division Nationality Ethnicity What we focus on: task vs. relationship How we give explanations Location Sector Hobbies Educational Background How we make conclusions DECISION MAKING Location Career Motivations How we process information How much we try to control How we see time How we organise power Managing Diversity and Inclusion Involves Culture Change to deliver the big performance benefits Equal Opportunities Race, Gender, Disability Valuing Differences All the ways we are different Focus Motivation Change Required Result Legal responsibility Individual adapts More women and minority ethnic people Managing Risk Social and moral responsibility Mutual accommodation Mutual respect Managing Risk Managing Diversity & Inclusion Creating an inclusive work environment Meeting stakeholders’ needs Culture embraces difference Responsive services/ Better problem solving/ Performance gains High Performance 6 When an organisation is inclusive it gains significant performance benefits: 1. Reduced recruitment costs and a greater talent pool 2. Raised employee motivation and productivity 3. Enhanced Employer Brand 4. New ideas and better products and services for customers and service users (Source: Harnessing Workforce Diversity , Create – survey of 400 organisations investing in D&I) 5. Great teamwork through enhanced interactive effectiveness (Source: Prof Sandy Pentland, HBR, Apr 2012) 7 Diverse teams consistently outperform homogeneous teams in solving problems Diversity trumps ability theorem: There are 2 conditions: 1. The problem has to be complex. 2. Team members have to listen to each other and explore differing ideas and points of view. (Prof Scott E Page) Leveraging the Power of Inclusion to deliver high performance Leveraging the Power of Inclusion successfully takes longterm strategic effort, involving 5 stages Stage 1 Unfreeze Stage 2 Mobilise Diagnostic to find out what is helping and hindering inclusion for different diversity groups Set up a D&I Steering Group to formulate a Diversity & Inclusion strategy Stage 3 Realise Implement the Diversity & Inclusion strategy Stage 4 Embed Stage 5 Sustain 1. Senior 1. Communicat managers e Diversity & role model Inclusion inclusive success behaviour stories 2. Ensure 2. Keep up to management date on processes & Diversity & systems are Inclusion best inclusive practices In Stage 1 a diagnostic needs to be conducted Stage 1 Unfreeze Diagnostic to find out what is helping and hindering inclusion for different diversity groups We do this via: 1. Our online Power of Inclusion diagnostic survey tool. 2. Affinity focus groups, using our highly effective template based on behavioural change methodology. 3. Key employee interviews, using our highly effective template based on behavioural change methodology. It is the emotional impact of stories and quotes which generate the will to act by senior management In Stage 2 a an Inclusion Steering Group is established Stage 2 Mobilise Set up an Inclusion Steering Group to formulate a Diversity & Inclusion strategy The Inclusion Steering Group needs to: 1. 2. 3. 4. Acquaint itself with the findings of the diagnostic. Educate itself on D&I Best Practices. Guide any Task Groups it sets up, e.g. on flexible working. Formulate the D&I strategy and underpin it with behavioural change methodology. In Stage 3 the Diversity and Inclusion Strategy is rolled out Stage 3 Realise Implement the Diversity & Inclusion strategy The Inclusion Steering Group needs to: 1. Lead, monitor and measure the implementation of the D&I strategy. 2. Provide inclusion and diversity management training for senior managers. 3. Provide unconscious bias training for senior managers, including knowing how it plays out in relation to gender, cross-cultural and generational differences. 4. Provide development activities, e.g. Mentoring Circles, to develop high potentials from all diverse backgrounds. 5. Develop eLearning programme offerings on relevant aspects of diversity and inclusion. In Stage 4 leadership role modelling is critical and talent management processes need to be proofed Stage 4 Embed 1. Senior managers role model inclusive behaviour 2. Develop great, inclusive teams 3. Ensure management processes & systems are inclusive The Inclusion Steering Group needs to: 1. Offer a workshop for leaders to ‘pinpoint’ the behaviours they need to role model to drive their business strategy, values or inclusion. 2. Introduce leadership behaviour pulse survey feedback. 3. Provide behavioural coaching for the leaders. 4. Train interactive effectiveness coaches, using our unique interactive behaviours tool. 5. Proof all talent management processes and systems to ensure that they are inclusive and free of unconscious bias. Between 80% and 90% of behaviour in an organisation is influenced by what leaders do and say What the leader attends to, measures, rewards and controls Leader reaction to critical incidents Leader behavioural role modeling Most influential Criteria for recruitment, promotion, retirement and exit Formal and informal socialisation Recurring systems and procedures Organisation design and structure Design of physical space Stories and myths about key people and events Formal statements, charters, creeds, codes of ethics (Adapted from Ed Schein) (Professor Ed Schein) 15 The interactive behaviours that power inclusion and great teams ‘Telling’ Objectives and why important Giving information Making content suggestions Making process suggestions Summarising Disclosing - Information known only to you - Something about self Summarising outcomes and follow-up ‘Seeking’ Seeking information Seeking suggestions Checking understanding Developing suggestions Acknowledging Content Feelings Bring-in - In Stage 5 reinforcing best practice is important Stage 5 Sustain 1. Communicate Diversity & Inclusion success stories 2. Develop Inclusion Champions 3. Keep up to date on Diversity & Inclusion best practices The Inclusion Steering Group needs to: 1. Identify and collect inclusion success stories. 2. Train internal Inclusion Champions. 3. Develop a means to keep up to date on diversity and inclusion best practices. Cisco Systems EMEA: innovation is the key driver ■ Innovation is seen to be critical and US experience indicates that a inclusion is an innovation driver ■ Business case made by the CEO finding out by listening to stories from women and Minority Ethnics that it needs to address unconscious bias ■ Inclusion Steering Group formulates the D&I strategy ■ Behavioural training for senior management ■ Task group on flexible working ■ Internal Inclusion Ambassadors help to drive the transformation ■ Website engages employees by providing opportunities to feature D&I successes 1. More people from underrepresented groups, recruited, promoted & retained. 2. Levels of inclusion being rated highly by external benchmarking agencies. 3. Increased innovation measured by Cisco’s innovation portal. Quote from a UK newspaper by a fly-on-the wall business reporter demonstrating the Power of Inclusion in an HMRC Office “I don’t think I have ever been in an office with a stronger sense of purpose, contentment, candour, coherence or vigour” Questions?