Diversity & Inclusion Today
What You Don’t Know
You Don’t Know
For:
Prince William SHRM
By:
Mauricio Velásquez, MBA
President, CEO
The Diversity Training Group
PWSHRM
Meet Mauricio Velásquez
Mauricio 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,
executive coach, mentoring trainer, and expert witness
(listed with TASA).
DTG’s clients include small and large federal agencies
including US Navy, USDOJ, NIST, NIH, EPA, ATFE,
FCC, and USCIS. Past federal clients include DOI (BLM,
BOR, BIA), USIA, USDA, US Coast Guard, and even the
White House (previous administration).
Mauricio has trained in every state but North Dakota and
with a recent trip to Guantanamo Bay, Cuba, Japan,
Guam, Italy, Spain – work and life has taken Mauricio to
over 75 countries.
PWSHRM
If you don’t like the title
This is a workshop on:
Supervision, Management, Leadership
Respect, Trust, Engagement
Opportunity, Higher Performance
Current Events – 911 to Election
Parenting
Life
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Mauricio’s Mission
Provoke Thought
Facilitate Discussion & Learning
Surprise You
Entertain You
Add Value
Provide Subject Matter Expertise
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Opening Remark
What You Don’t
Know You Don’t
Know
(DKDK)
What You
Don’t Know
(DK)
What You Know
(K)
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Intent vs. Impact
Intent
(what you meant)
vs.
Impact
(what you actually said)
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Context - Let’s talk trends
What have you seen in the workplace?
What changes have you witnessed in your career?
What have you seen in the client marketplace?
Can you comment on what your competition has
been doing with respect to their diversity efforts?
Have you compared who you hired, who is staying
and who has left your organization 5 years ago, 3
years ago and today?
Have you looked at who your clients/customers are
5 years ago, 3 years ago and today and compared?
Have you done the same analysis going forward?
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Diversity
When you hear this term what “pops” into your head?
What are all of the differences (and similarities) in our
workplace? In our ranks, our peers, colleagues,
travelers.
What is Inclusion? What does it mean to be inclusive?
What is Inclusion?
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Dimensions of Diversity
Language
Military
Experience
Education
Religion
Age
Gender
Work
Style
Family
Status
Income
Sexual
Orientation
Ethnic
Heritage
Mental/
Physical
Abilities
Race
Work
Experience
Individual
Geographic
Location
Communication
Style
Operational Role
and Level
Group
Organizational
Affiliation
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Dimensions of Diversity
Military
Experience
Language
Education
Religion
Work
Style
Age
Gender
Mental/
Physical
Abilities
Sexual
Orientation
Family
Status
Ethnic
Heritage
Communication
Style
Income
Work
Experience
Race
Geographic
Location
Operational Role
and Level
PWSHRM
Dimensions of Diversity
Indivi
Individual
dual
Group
Organizational
Affiliation
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INCLUSIVE
To include
To welcome
To make
comfortable
To acknowledge,
value, and
include others
from all
backgrounds
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The Lunch Date
Adam Davidson
Screen Writer/Director
This was his thesis to get his degree in
film from AFI – American Film Institute,
New York City
Won many awards
Filmed in 1990
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A Diversity Issue Exists…
 When an issue (policy or business practice—formal, informal,
internal, or external) has a different impact on a particular
group (i.e., impact on men vs. women, black vs. white,
American vs. foreigner, urban vs. rural background)
 When it happens more frequently to a particular group (i.e.,
different groups have dramatically different “numbers”—
turnover, terminations, promotions, few or no role models)
 When it is more difficult for one group to overcome
(upward mobility for a particular group within an organization,
i.e.,“glass ceilings”)
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What do you think?
Is your biggest diversity issue or challenge or
obstacle?
What is the root cause(s) behind this issue?
How can you address it? What are potential
solutions and prioritize them?
“Let’s look at some best practices. You don’t
have to recreate the wheel – just take
someone else’s tire and put a white wall on
it!”
- MV
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Nationwide Best Practices
Sources:
American Express Benchmark Study
Business Week Special Sessions
The Conference Board Best Practices Publications
Fortune’s Best Practices Lists/Articles
Towers-Perrin North-American Diversity Best Practices
Study
US Department of Labor and other US Government
Studies
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What is working
– Critical Success Factors
STRATEGIC
I. Visible, supportive and fully-committed senior
leadership
II. Diversity strategy/plan developed & aligned with
organization’s strategic plan
III. Internal and external communications improved
IV. Employee involvement and assessment
V. Recruitment and retention activities improved
VI. Measurement, metrics and follow through emphasized
VII.Constant benchmarking and continuous improvement
of diversity strategy and plan
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Best Practices Checklist
These practices have been compiled from observing
and participating in the successful implementation of
hundreds of inclusivity initiatives.
 Do you have a workplace inclusivity strategic plan?
 Do you have formal policies and procedures in place for promoting your
inclusive work environment?
 Have you made the business case for all of your diversity initiatives? Have you
done your research; internal and external customer data (See article in this
issue)?
 Do you have a workplace inclusivity/diversity advisory or steering committee
(ad-hoc employee group)?
 Do you conduct structured group interviews for open management positions?
 Do you have a formal, fully-inclusive mentoring program?
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Best Practices Checklist
 Are you attempting to diversify your recruiting pool while maintaining high
standards?
 Are you conducting diversity training for managers, supervisors, and
employees?
 Have you completed sexual harassment prevention training for all of your
employees?
 Do you offer more advanced courses in gender communications, problemsolving, and conflict management for diverse employees?
 Have you developed an in-house diversity resource center complete with
books, videos, newsletter, and other educational materials (like multicultural
calendars) and made all of this available to your employees?
 Are you acknowledging and celebrating the diversity within your employment
ranks before attempting to value and manage your diversity (events, activities,
etc.)?
 What are you and your organization doing? What is working? Share your
successes and what you have learned from your failures. Seek credit for your
organization or submit anonymously. I guarantee confidentiality if you desire
it.
PWSHRM
Relationship between Diversity, Inclusion, Respect
& Engagement (Higher Performance)
Valuing
Diversity
Being Inclusive
Treating With
Respect, Dignity
Being Engaged,
Performing @
Higher Level
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What can I do?
Knowledge – Action = Nothing
Don’t act – nothing happens!
There is no such thing as “innocent
bystanders.”
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A Short Course….
… In Human Relations
You think this is a common sense – people
that exclude often do not have common
sense!
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Navy Definition of Diversity
All of the individual attributes and
characteristics of our Sailors and
Civilians that enhance the mission
readiness of the Navy.
MV – we have to be careful that our
differences do enhance and NOT
UNDERMINE our mission
PWSHRM
For more information…
CONTACT:
The Diversity Training Group
692 Pine Street
Herndon, VA 20170
Tel. 703.478.9191
Fax 703.709.0591
Mauriciov@diversitydtg.com
Mauricio Velásquez, MBA - President
PWSHRM
DTG is a Team of Experts in...
Stress Management / Bullying / Anger
Management / Toxic Employees
Organizational Redesign
Cross-Cultural Communication
Cultural Intelligence
Conflict Resolution & Mediation
Sexual Harassment E-Learning
Diversity Education E-Learning
… consulting & training.
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Our Approach
FORM a partnership with our client
DIAGNOSE with a thorough, organizationwide needs analysis (interviews, focus
groups, survey)
DESIGN a customized program based on a
D & I strategy/plan
DEVELOP high impact training materials
IMPLEMENT or execute the strategy
which typically includes training
EVALUATE and follow up
PWSHRM