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HOW TO MAKE DIVERSITY & INCLUSION PROGRAMS WORK

RACI Acronym

Any change efforts within an organization requires METRICS to measure how the organization was before the intervention and to measure it again post-intervention.  Otherwise, money and time spent without follow-up will not lead to any substantive change, and the change efforts will merely become showcasing; just a way to appeal to consumers.

When an organization which strives to provide equitable treatment to all of its talent desires to bring in Diversity and Inclusion Practitioners, there are four important steps to follow:

  1. Aligned Leadership – Is there 100% support by the C-Suite? (If not, stop here and replace whichever officers are not in alignment. This is preparation for readiness). How is leadership going to get involved?
  2. Establish Awareness – What is the issue here? How does that tie in to the brand?  What makes this issue relevant to our consumers/stakeholders?
  3. Strategy for Implementation – RACI: Who is responsible? Who is accountable? Who is to be consulted? Who is to be informed?RACI Matrix
  4. Metrics – What are we aiming for? What does success look like?  How do we do when we have arrived at our target or future desired state?

Perhaps the most important part of a Diversity and Inclusion program is what is known as CBT: Cognitive Behavioral Therapy (coming in at Step 2: Awareness AND Step 3: Implementation). CBT is not teaching us things that we didn’t know, rather, it reminds us of what we need to do.  It is less about imparting information and more about building new habits.

Change can be scary for some. By repeatedly facing whatever it is that they’re afraid of, employees gain confidence in themselves.  It does not help anyone to be told, “Your fears don’t make sense.”

Indeed, cultures are created and shaped by reliance on repetition and a systematic approach. Consistent and progressive practice combined with accountability partners is what gets an organization to a higher cross-functional level of interaction and into a higher level of positive work climates.

Maintenance of any relationship, whether it be interpersonal or systemic, requires regular reminders of where we are and where we’d like to go.

A strong Diversity and Inclusion strategy incorporates elements from Psychology, Organization Development, Marketing, and Sociology.  The only way to ensure Diversity & Inclusion efforts are going to create a systemic impact is to use a cross-disciplinary approach.

This is what Corporate Looking Glass, LLC (www.corporatelookingglass.com) excels in executing.

 

“The eye sees only what the mind is prepared to comprehend.” – Robert Davies

Rossina Gil, MSOD, MAIS, is a Global Leadership and Organization Development Practitioner.  She is the founder of Corporate Looking Glass, LLC – a diverse consultancy of executive coaches.  Please visit CorporateLookingGlass.com

 

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For Immediate Release: Blue Health™, A Corporate Wellness Program

Blue Health

Come January 2016, Corporate Looking Glass, LLC, is offering a 2-day Corporate Wellness program called Blue Health™.

Start your new year off to the right start by leveraging your corporate competitive advantage.  Designed by author Rossina Gil, former resident of the only “Blue Zone” (i.e. 5 global areas with the highest longevity) located in the USA, Blue Health™  incorporates positive behaviors that impact Mind, Body, Spirit, and the Organization.  Results have proven to improve overall individual, team, and organizational effectiveness.

Blue Health™ is jam-packed with highly interactive sessions to raise employee engagement.  It includes two facilitators, two psychometric tools, and materials.  Deliverables include a personal Action Plan and a Purpose Statement.

Corporate Looking Glass associates are based around the USA.  Please visit CorporateLookingGlass.com

Se habla Español.  Japanese is also available.

Corey Keyes (American Sociologist and Psychologist, International Positive Psychology Association Conference 2015): Health is more than the absence; it is something positive.

Employee Engagement

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Robust Organizational Health maximizes profit.  Organizational health can be measured by how engaged employees are in the workplace.  An engaged employee is one who is actively and effectively performing on the job.  Since it is common knowledge that most employees join organizations and leave managers, it is imperative that a yearly examination be taken of how healthy the organization is.  One way to determine Organizational Health is to conduct a survey of its total population talent base.

Q12

The Gallup Q12 (which stands for the Gallup organization’s 12 “questions”) is one tool that serves as an appropriate intervention for gauging organizational health.  Naturally, no intervention is serviceable if action-planning steps and strategies are not devised and placed into effect upon having reviewed the aggregate data (i.e. results).

If employees are given simply the 12 statements without explanation, then the survey can be completed in roughly five minutes.  However, it may be wiser to supply a brief description on each statement for those employees who desire more specificity, &/or to prevent misinterpretation.  Therefore, to render this intervention adequately, this would lengthen the total survey time to <15 minutes.

Here are the statements as they stand alone, followed by a brief description:

Q1.  I know what is expected of me at work.

Description:  Clarity of expectation is evident when a team understands from its coach how to pivot, jump, and turn, regardless of the changes.  This clarity produces commitment to the work objectives.  Lack of clarity can stem from little/no managerial guidance, lack of proper on-boarding, cancelled/unscheduled one-on-one’s, and/or failure of the supervisor to provide a detailed overview of how each team member’s work is connected to another.

Hard data:  The average idea from the most committed employees saves companies $11,000; from its less engaged workers, $4,000.

Q2.  I have the materials and equipment I need to do my work right.

Description:   The most engaged employees report that their managers actively listen, willingly accommodate minor requests, readily argue the business case for securing tools/resources for the team, and frequently make the team’s effectiveness a top priority – usually, by pre-empting any complaints.

Hard data:  Managers with high scores here save an average of 20-40% on attrition costs.

Q3.  At work, I have the opportunity to do what I do best every day.

Description:  Managers can maximize the most productivity out of their employees if they invest the time to understand what really drives and motivates their employees.  Just because an employee does something well does not mean that is what they believe they do best!  Also, those who are single-focus &/or processors may not be able to perform their best if they are in a high-traffic area or are specifically requested to not wear earbuds to prevent noise distractions.

Q4.  In the last seven days, I have received recognition or praise for doing good work.

Description:   Many managers tend to lack appreciation and fail to offer guidance; instead, they point out how the employee “failed to do <xyz>” or “didn’t do <xyz> right.” For every one of those comments, it takes roughly 17 positive comments to counterbalance it.  Honest recognition based on measurable outcomes will render higher employee engagement if offered at least once every seven business days.

Q5.  My supervisor, or someone at work, seems to care about me as a person.

Description:  Feeling disconnected or detached, from your work group leads to poor organizational health.  Silos form.  Outsiders are not a part of the group if they are consistently not invited to lunches or are not privy to information; thereby creating factions.  If there is at least someone, especially a manager, who exhibits a personal interest in the employee, then trust and shared understandings can result.

Q6.  There is someone at work who encourages my development.

Description:  This does not necessarily mean a promotion.  This means the employee has found a sponsor who understands the unique set of skills, knowledge, and talents they have and assists in helping with a role or position that fits that combination.

Q7.  At work, my opinions seem to count.

Description:  Team members who cite that they feel heard, valued, and included for their insights score high here.  They perceive that they have access to different levels or divisions across the organization, and that their managers work to keep those channels open.

Q8.  The mission or purpose of my company makes me feel my job is important.

Description:  Employees are typically drawn towards and are retained by organizations which have a clear mission and purpose.  If an organization espouses a universal mission and operates differently, then the employee will likely feel out of alignment.  For example, Google’s mission is to organize the world’s information and make it universally accessible and useful.  If it were to place parentheses at the end and add “if you have money,” then the employees may not feel committed to the mission.

Q9.  My associates or fellow employees are committed to doing quality work.

Description:  The best managers foster a team spirit that is collaborative and authentic.  Competition, sabotage, and vying for a team member’s position destroy the team spirit and productivity.  Managers must prevent triangulation, whereby direct reports run to the supervisor to be “saved.”

Q10.  I have a best friend at work.

Description:  The word “best” throws people off.  Essentially, is there someone at work whom you completely trust and to whom you are emotionally loyal?  As social animals, we all feel supported by alliances.  The presence of friends creates a safe environment – one is free to openly make suggestions, offer opinions, and to dissent.

Q11.  In the last six months, someone at work has talked to me about my progress.

Description:  For managers who regularly maintain a discussion of an employee’s progress, 9 out of 10 employees usually consider the review fair.  Development plans are on-going, and are best focused on concentrating on how to match the talent with the task(s) where s/he excels.

Q12.  This last year, I have had opportunities at work to learn and grow.

Description:   The only constant is change.  Smart managers mix it up for their employees as part of their planned developed.  Examples: Rotational programs, formal training, a mentor or coach (internal/external), conferences, retreats, etc.

 

To your health!

Rossina Gil, MSOD, MAIS, is a Leadership and Organization Development Practitioner, author, cultural analyst, coach, speaker, and facilitator.  CorporateLookingGlass.com. 

Source:

Gallup Consulting