Proposed Framework for a
Strategic Plan for Diversity
with a
Diversity Management Structure
Presented by:
Edward W. Romero, Ph.D.
Director of Diversity and Inclusion
Texas A&M AgriLife Human Resources
2009/2010
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Texas AgriLife Extension Service
This proposed strategic diversity management plan and
management structure has taken into consideration the efforts
made by Texas AgriLife Extension and their Diversity Catalyst
Team. The recommended plan was designed to augment their
current efforts, while encouraging other sister agencies of the
AgriLife family to consider adopting a coordinated effort.
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Outline
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Managing Diversity
Diversity Challenges and Benefits
Diversity Dimensions
Categories of Diversity
Diversity Management Structure
Strategic Plan Framework (Diversity Integration)
What Can Leadership Do?
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Definitions
Diversity…
A collective mixture characterized by differences and similarities that are
applied in pursuit of organizational objectives.
Diversity Management...
A comprehensive organizational and managerial process of planning for,
organizing, directing, and supporting a collective mixture in a way that adds a
measureable difference to organizational performance.
Workplace diversity is an asset to any organization when appropriately
governed and fully utilized.
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Effectively Managing Diversity
• Workplace diversity is an asset to any organization
when appropriately governed and fully utilized.
• Organizations that embrace and manage diversity,
will demonstrate tremendous strength in their
organizations (creativity & innovation), improve
communication, and collaborate productively.
• We anticipate increased employee satisfaction as a
direct result of a strategic diversity management plan.
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Diversity Challenges
• How people react to differences.
• People respond to differences based on how they have
been imprinted given their wide range of influences.
• Once individuals realize how their perceptions have been
shaped by these influences, awareness begins!
• Awareness leads to greater understanding and the start of
building a positive environment.
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Benefits of Diversity
• Although a diverse workplace is inevitable, diversity
needs to be measurable to capitalize on the full
benefit of diversity.
• Diversity must add a measurable difference to
organizational performance.
Diversity
Activity/Process
Outcome
Impact
Value
Added
• Environment within the organization will determine
whether the benefits of diversity will be realized.
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Harnessing Power
• Specific steps must be taken to create an environment
where employees feel welcome, feel valued for their
contributions to the organization, and feel that their
talents are being utilized.
• Harnessing this complexity and dynamic interaction –
from an organizational perspective – lends itself to a
great opportunity for improved performance
(outcome) and a competitive advantage.
• Diversity drives creativity and inspires innovation!
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DIVERSITY DIMENSIONS
Primary (core) Dimension
Secondary Dimension
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Education
Primary Diversity Dimension
Communication
Style
Work Style
The primary (core) dimension exerts an
important impact on our early stages of
socialization – and every stage of life.
Work
Experience
Family Status
Age
Usually people are able to see these
dimensions (except sexual orientation)
and people know these things about us
before we even speak (physical).
Sexual Orientation
Mental/Physical Abilities
Gender
Income
Military
Experience
Ethnicity
Race
Geographic
Location
Organizational
Role and Level
First Language
Usually when people are being
stereotyped based on these dimensions,
they become sensitive about it because
it’s usually something they cannot change
or modify.
Religious
Beliefs
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The Secondary Diversity
Dimensions
Education
Communication
Style
Work Style
Work
Experience
Family Status
Age
The secondary dimensions also share
certain characteristics. They are usually
more variable in nature, less visible to
others around us, and more variable in
degree of influence.
Secondary dimensions contain an element
of control or choice.
Sexual Orientation
Mental/Physical Abilities
Gender
Income
Military
Experience
Ethnicity
Race
Geographic
Location
Organizational
Role and Level
First Language
Religious
Beliefs
We can acquire, discard, or modify and
therefore people are usually less sensitive
about because they have made a choice
on or have the power to change. In
addition, we can choose to conceal or not
disclose information related to this
dimension.
Their power is less constant and more
individualized than the core dimensions
because it is easier to see the connection
of these secondary dimensions and events
in someone’s lives.
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This is who we are!
EducationEducationEducation
Communication
Communication
Communication
Style
Style
Style
Work Style
Work Style
Work Style
Work Work Work
Experience
Experience
Experience
Family Status
Family Status
Family Status
Age
Age
Age
Sexual Sexual
Orientation
Sexual
Orientation
Orientation
Mental/Physical
Mental/Physical
Mental/Physical
AbilitiesAbilitiesAbilities
GenderGenderGender
Income Income Income
Ethnicity
Ethnicity
Ethnicity
Military Military Military
Experience
Experience
Experience
Race Race Race
Geographic
Geographic
Geographic
Location Location Location
Organizational
Organizational
Organizational
Role and Role
Leveland Role
Leveland Level
First
First
First
ReligiousReligiousReligious
LanguageLanguageLanguage
Beliefs Beliefs Beliefs
Source: E. E. Hubbard, Diversity Management
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Different Categories of Diversity
1.
2.
3.
4.
Workforce Diversity
Behavioral Diversity
Structural Diversity
Business Diversity
The new understanding of diversity involves more than increasing the number
of different identity groups on the payroll.
Thomas & Ely
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Categories and Elements of Diversity
Workforce Diversity
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Gender
Race
Ethnicity
Religion
Sexual Orientation
Physical Ability
Age
Family Status
Economic Background & Status
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Geographical Background & Status
Behavioral Diversity
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Work Styles
Thinking Styles
Learning Styles
Communication Styles
Aspirations
Beliefs/Value Systems
Changes in Attitudes
Expectations of Employees
• Market Demographics
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Categories and Elements of Diversity
Structural Diversity
• Interactions Across Functions
• Across Organizational Levels of
Hierarchy
• Across Divisions/Colleges
• Across Organizations Engaged in:
─ Strategic Alliances (i.e. former students)
─ Cooperative Ventures
Business Diversity
• Expansion and Segmentation of
Customer Markets
• The Diversification of Products
and Services Offered
• Variety of Operating
Environments:
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which organizations work and compete
i.e. legal and regulatory
labor markets
community and societal expectations
business cultures and norms
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Differing Goals
Separate functions (different goals) of diversity management
from those of affirmative action and equal employment
opportunity :
1. the goal of affirmative action is the elimination of the underrepresentation of women and minorities in the workforce;
2. the goal of equal employment opportunity is the elimination
of discrimination based on age, race, color, gender, ethnicity,
disability, and religion;
3. the goal of diversity management is the optimization of
individual and organizational performance.
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Diversity Management Structure (DMS)
• Without the proper components in place weakens and limits the efficacy of
the plan; and will take longer to achieve the desired outcome – if at all.
• The DMS is meant to provide the infrastructure needed to ensure success of
the Strategic Diversity Plan and create a systematic process.
• A successful process includes an effective communication plan.
• Given Texas A&M AgriLife’s structure and complexity, the Diversity
Management Structure provides transparency to the process, encourages
employee engagement, and ensure all engage in the change process.
• The DMS is not meant as a reporting hierarchal structure to the Director of
Diversity and Inclusion, but rather a means of information flow.
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Strategic Plan Framework
PLANNING
LEADERSHIP
ASSESSMENT
STRATEGY
• Governance
• Budget
• Diversity Management &
Communication
Infrastructure
• Administrative
Leadership
• Willingness to Commit to
Diversity Principles
• Model Desired Attitudes
• Model Desired Actions
• Model Desired Behavior
• Communicate Diversity
Vision
• Encourage Employee
Engagement
• Accountability
• Cultural & Climate
Assessment
• Determine Management &
Employee Competence
• Return on Investment
• Metrics (baseline data)
• Personal Diversity Paradigm
Tool
• Diversity Team Leads
• Diversity Advocates
• Diversity Councils
• Create Strategic Diversity
Plan
• Diversity Vision & Mission
Statements
• Reporting
• Demographics
IMPLEMENTATION OF STRATEGIC PLANS FOR
EACH AGENCY
Strategic Plans can include, but are not limited to:
• TALENT ACQUISITION
Recruiting Plan
Hiring Practices
Turnover Per cost of Recruit Promotion
• RETENTION
Turnover/Attrition
Employee Behavior
Professional Development
Absenteeism
Succession Planning
Mentoring
• TRAINING
TRAINING
Continued Assessment
• Strengths-based
Approach
• Diversity Management
Training
• Cultural Awareness
• Coaching
• Online Modules
• Highlight Various
Cultures
ORGANIZATIONAL IMPACT
• Reporting
• Exit Interviews
• Demographics
• Auditing
• Promotion and Marketing (PR)
• Supplier Relationships
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What Can Leadership Do?
1. The leadership must understand that a diverse workforce will
embody a different perspective and approaches to work, and
must truly value variety of opinion and insight.
2. The leadership must recognize both the learning
opportunities and the challenges that the expression of
different perspectives presents for an organization.
3. The organizational culture must create an expectation of high
standards of performance from everyone.
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What Can Leadership Do?
continued…
4. The organizational culture must stimulate personal
development.
5. The organizational culture must encourage openness.
6. The culture must make workers feel valued.
7. The organization must have a well-articulated and widely
understood mission.
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References
Holmes, M. E., & Thomas, R. (2008). Personal diversity paradigm: A tool for
exploring your orientation to diversity (V.1.0). R. Thomas & Associates, Inc.
Odums, G. A. (n.d.). Diversity principles: Strategic integration. Chicago: TLC
Group Production Team.
Hubbard, E. E. (2004). The manager’s pocket guide to diversity management.
Amherst, MA: HRD Press, Inc.
Thomas, D. A., & Ely, R. J. (2001). Making differences matter: A new paradigm for
managing diversity. Harvard Business Review on Managing Diversity. Boston, MA:
Harvard Business School Publishing Corporation.
Community of respect trainers manual. (2009). Office of International Outreach,
Texas A&M University.
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