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Spring 2005

Considering Change

Companies want to show diversity success.  It’s good for business.  But what are the measures?  HR metrics—measuring the “people” side of things in organizations—is a work in progress.  Diversity metrics are evolving.  Identifying what and how to measure, then doing it consistently, is part of successful change.

Most companies start with the basics.  We count how well different people (usually protected groups) are represented in the applicant pool and workforce.  To be meaningful, these counts are broken down by departments and management levels.  There are other “hard” measures, like disparate turnover rates, absenteeism and grievances.  Companies may also look at contract awards to make sure that they are doing business across a spectrum of vendors that includes small, women- and minority-owned businesses. 

Getting different people in the door is one thing.  Keeping people is another.  We know that inclusive culture is essential to diversity success.  But how do we measure “culture"?

Cultural climate surveys are another type of metric. Building on the work of diversity leader and author Taylor Cox, Jr., some researchers have begun to define and measure key components of inclusive workplace culture by asking questions in six key areas.  These six factors measure the organizational climate for diversity.  

Four of these factors are positive:

Acculturation refers to how well different groups get along and to what extent employees feel like they can openly express themselves at work.  Self-expression can take many forms, from cultural expression in fashion, to prayer practices to ideas and opinions. 

Organizational Identification is like loyalty.  It refers to a sense of belonging, commitment and ownership.  I talked with a supervisor who once said, “I wake up excited to come to work here. Sure, there are challenges. But this is so much more meaningful than anything else I can imagine doing.  I wouldn’t want to work anywhere else.”   That’s “organizational identification”!

Informal Integration asks whether interactions and decision-making happen equally with all individuals and groups in the workplace.  For example, is everyone included in unofficial gatherings, like water cooler conversations, lunch or golf invitations and the annual holiday party? 

Structural Integration refers to policies and practices like recruitment, hiring and performance management.  Pay equity, leave and flex policies, mentoring and succession-planning all fit here, as do less obvious things, like whether diverse employees serve in all company teams and functions—diversity-related or not.

Two additional factors measure the down side: 

Cultural Bias measures the extent to which discrimination and/or prejudice exist in the workplace.  

Inter-group Conflict refers to friction or disagreements between employees of different groups, whether groups are defined by generation, gender, race or department. With the passing of the legendary Johnny Cochran, we are reminded of the O.J. Simpson case when opinions sometimes seemed more related to one's group experience (in this case, race) than to all the facts.

Surveys can be constructed to ask questions in each of these areas.  Results that show high positive elements and an absence of the two negative ones suggest a positive climate for diversity.

When considering change, think about how you’ll show progress.  Your goal is for all employees to feel that they “wouldn’t want to work anyplace else!” 

Diversity matters

At the end of an hour-long web seminar, the presenter asked for questions. 

“If you would only tell managers and supervisors one thing about diversity,” asked the caller, “what would it be?” 

It wasn’t an easy question.  “Consider cross-cultural differences when evaluating employee performance,” the presenter said.  In other words, sometimes behavior that looks like non-compliance or poor performance can actually be cross-cultural misunderstanding.

Communicating across cultures has a greater margin for error because cultural norms differ.  For example, some of us say “yes” and then do what we’re told. Our assent means we agree and we will, in fact, follow the instruction. In some other cultures, we are taught that saying “yes” or nodding means simply, “I hear you.”  Nothing further is required.  Yet in others, we are taught to say “yes” to avoid embarrassment, though we might be better off asking for more information.  Managers must look beyond assumptions about what someone’s behavior means into other interpretations that take cultural differences into account.

Before managers and supervisors can consider cross-cultural differences, however, there is an even more basic mandate:  that is, self-awareness.  To look beyond your own assumptions, you must first be aware that you make them. Self-awareness is the foundation on which culturally competent management is built. 

Start by noticing what cultural differences exist in your workplace.  (This may be an opportunity to also note who is not represented and consider how you can add those perspectives.) Then ask yourself: With whom am I most comfortable? With whom do I spend time?  With whom is information shared?  And how?  People can pick up and interpret subtle differences in behavior before we see them in ourselves.  This can affect relationships.  Being self-aware makes you more effective in managing a diverse workforce.

By knowing more about how you interact with others, you can build equity into all systems and relationships.  When everyone feels included, everyone does their best and the business gets best results when all employees contribute. 

Best practice

As rumblings of favoritism and “good old boys” moved through his organization, one manager took a proactive step. Once a quarter, he invited each employee to lunch--individually.  Every employee then had informal time and personal connection with the boss.  During this lunch, the manager made a point of relaxing, having fun and sincerely checking in with the employee.  He asked for feedback and questions.  In this way, he built trust, dispelled rumors and opened channels of communication that aided efficiency and innovation.

Favoritism charges never happened in his department.

Transformation Tip

OPEN UP

Job qualifications can be influenced by many things other than what's required to do the job.  Who does the selecting and "how it's always been done" are powerful forces.  Go through each job description, line by line.  Maintain high standards by asking what knowledge, skills and abilities are truly necessary to do this job.  Consider new ways of defining tasks and looking for strengths or transferable skills that bring fresh people and perspectives into your applicant pool. 

Q & A

Q:  I'm in employment services.  How do I handle inappropriate requests for applicants or employees of a certain race, age or ethnicity?

A:  When an inappropriate request is made, it might be indicative of a larger problem.  Tell your customer that referring (or hiring) an employee solely on the basis of race, age or other group membership is just as problematic as NOT hiring on that basis.  Acknowledge their desire to improve the representation of their workforce. Distinguish between group membership (e.g., Hispanic) and job qualifications (bilingual).  Tell them what you and your company are doing to ensure a diverse employee pool.  As part of your contract to ensure the best fit between employee and employer and the best performance results, you might also offer educational resources or referral on Affirmative Action, full inclusion and valuing differences. 

Leader Learning

Diversity leadership requires continually learning.  Check out these opportunities and resources: 

Upcoming events and items of note

Bridges of Understanding:  Ceremonies and Festivals. April 3 - May 1, 2005. East Library. 5550 North Union Blvd. Colorado Springs.  A multicultural journey into six world cultures, celebrating special events, holidays and traditions. More...

Race Matters.  March 30 - April 17, 2005. Colorado College, Colorado Springs.  A symposium examining how race impacts every level of American society.  More...

CONGRATULATIONS to Pikes Peak Library District on recent diversity awards: the 2004 Colorado Association of Libraries "Exemplary Library Services to Diverse Populations" and the American Library Association, Library Administrators and Management Association's 2005 "Cultural Diversity Grant".

Links

February is Black History Month.  Women's History Month is March.  Hispanic Heritage Month is in the fall. These and other observances increase awareness of different contributions made by groups whose histories have often been "invisible" in texts and common knowledge.  With access provided by the web, there is no reason to limit your learning to one group, one month at a time! 

Check out these websites for more info.  And always, go beyond the internet to real interaction with others in your workplace, school and community.

http://www.pbs.org/wnet/aaworld/

http://www.blackfacts.com/

http://www.nwhp.org/

http://www.pewhispanic.org/index.jsp

http://www.adl.org/mlk/lesson_chisholm.asp

Photo Essay:
http://www.internews.org/activities/gender_issues/wday2005/frame0001.htm

"I can't imagine how the people, the places, the events and the words of wisdom can be packed into 28 days.  I think my history is far more important, far more expansive and deserves to be taught in the same year as American history has been taught — all year round — year by year, until the complete story is told and is told as a part of American history and the development of this country."

— Charles Christian, author of Black Saga: the African American Experience.

Recommended Readings

The Wisdom of Crowds:  Why the Many Are Smarter than the Few and How Collective Wisdom Shapes Business, Economies, Societies and Nations by James Surowiecki. 2004. What the title doesn't say is that Surowiecki has identified what it takes for groups, teams and communities to be wise crowds rather than unthinking mobs. Diversity and independence of information are two keys.  More...

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