DIVERSITY SELF-ASSESSMENT EXERCISE Shreveport Diversity Workshop April 17, 2009 Armando L. Garza Southern Region EEODIAC Chairperson.

Slides:



Advertisements
Similar presentations
W o r k i n g f o r S c o t l a n d s C o l l e g e s Quality = Equality in Learning & Teaching.
Advertisements

Wisconsin PTA Code of Ethics As a PTA volunteer, I realize that I am subject to a code of ethics similar to that which binds the professional in the field.
Restaurant and Foodservice Operations Are Labor-Intensive
We're All Different, So What?
What is Diversity? All differences that define each of us as unique individuals, such as:  Culture  Ethnicity  Race  Gender  Nationality  Age  Religion.
Valuing Work Force Diversity
1 DMC HR Department Detroit Medical Center© Revised: January, 2010 A Look At Diversity In The DMC Diversity in Action.
Inclusion and Diversity Stephanie Bland Program Specialist The Office of Education, Training and Assessments.
Illinois Educator Code of Ethics Training
ICS 417: The ethics of ICT 4.2 The Ethics of Information and Communication Technologies (ICT) in Business by Simon Rogerson IMIS Journal May 1998.
Embracing Workplace Diversity and Preventing Work Discrimination Lisa Frantz Shreveport diversity workshop April 17, 2009.
Welcome to Strategies for Diversity Management!. Purpose of Material The goal of the modules are to provide information and strategies to increase diversity.
MANAGEMENT RICHARD L. DAFT.
Winning in the Marketplace with Diverse Talent
Equality and Diversity: Resource for Level 4 students
1 The Indiana Department of Correction presents New Employee Orientation: Cultural Diversity.
1 The Indiana Department of Correction presents New Employee Orientation: Cultural Diversity.
©SHRM 2008 SHRM’s Diversity & Inclusion Initiative 1 SHRM’s Definition of Diversity Skin color Gender Age Education Socio-economic Status Ethnicity Native.
The Multicultural Classroom
Ethics in Information Technology, Second Edition 1 Chapter 1 An Overview of Ethics.
MANAGING EMPLOYEE DIVERSITY TOPICS 1. Defining diversity and diversity management. 2. Reasons for diversity management. 3. Challenges to diversity management.
INSTRUCTORS: JASWANT SINGH AND KATY CONNOLLY Embracing Diversity in the Workplace.
Diversity management in New Zealand’s changing workplaces.
New Voices/Nuevas Voces Program: Addressing Cultural and Linguistic Diversity in Early Childhood Education and Intervention Betsy Ayankoya Dina Castro.
1 DMC HR Department Detroit Medical Center© Revised: December, 2008 A Look At Diversity In The DMC Diversity in Action.
Teamwork Chapter 6.
Chapter 10 Human Resource Management. HRM Human Capital Human Resource Management 3 major responsibilities of HRM  Attracting a quality workforce  Developing.
USCGC MOHAWK HUMAN RELATIONS POLICY STATEMENT As professionals in the United States military, we are directly responsible for the workplace environment.
Presented by Joyce Allen-Beckford Director Andy Garcia Associated Director November 18, 2008.
5 Ethics, Social Responsibility, and Diversity.
Hudson, N.R. (2006). Management practice in dietetics, (2nd ed.). Belmont: Thomson Wadsworth.
[TABLE OF CONTENTS] [COMBINED AGENDAS BY TOPIC] Planning for ChangeTABLE OF CONTENTSCOMBINED AGENDAS BY TOPIC Mark Kaufman The Regional Alliance for Math.
Chapter 11 Sport Organizations and Diversity Management.
MANAGE WORKPLACE DIVERSITY SITXHRM007A
LEADERSHIP Andrew J. DuBrin, 7th Edition
1 Profesional Ethics & Social Responsibility. 2 Objectives What is ethics, and why is it important to act according to a code of principles? Why is business.
Advancing Cooperative Conservation. 4C’s Team An interagency effort established in early 2003 by Department of the Interior Secretary Gale Norton Advance.
Multicultural Awareness This from the University of Georgia…(and other places)
Topic 11 Leadership and Diversity. Gender and Leadership Sex-Based Discrimination –Implicit Theories –Stereotypes and Role Expectations.
Page 1 of 14 Diversity Program Our Values…The Way We Work Human Resources Department Karmanos Cancer Institute March 1, 2009 Diversity at the Karmanos.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved. 1 McGraw-Hill part Recognize that diversity is not a bad thing. 2.Describe some of the.
5-1 Managing Diverse Employees Chapter Learning Objectives 1. Describe the increasing diversity of the workforce. 2. Understand the role which.
Ethics in Information Technology, Second Edition 1 Chapter 1 An Overview of Ethics.
Diversity in the Workplace HEAD START of Greater Dallas Training Presentation.
Copyright © 2015 Pearson Education Ltd. Chapter 2: Diversity in Organizations 2-1.
Copyright © 2014 by The University of Kansas Building Culturally Competent Organizations.
Diversity in the Workplace Benefits and Challenges.
PREVENTING HARASSMENT IN THE WORKPLACE Presented by Sedgwick CMS on the behalf of The Office Of Risk Management.
Promote equality, diversity and inclusion in work with children and young people Unit 8.
Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 5 Managing Diverse Employees in a Multicultural Environment.
Week 2: Diversity in Organizations Chapter 2
©SHRM 2008 SHRM’s Diversity & Inclusion Initiative 1 SHRM’s Definition of Diversity Skin color Gender Age Education Socio-economic Status Ethnicity Native.
Seminar 8 Tom Piotrowski. Seminar Topic Police departments have historically been dominated by working class, white males. We will discuss why police.
Human Relations in a Diverse Society Unit 2. What do you have to do in Unit 2? Read Chapter 2 and 3 in Multicultural Law Enforcement Attend the weekly.
Diversity and Inclusion
MODULE 24 – EQUAL OPPORTUNITIES AND GENDER BALANCE
Amity Business School Amity School of Business BBA, SEMESTER III INDIVIDUAL, SOCIETY AND NATION Divya Goel.
Building Culturally Competent Organizations
Got Diversity. Get Inclusion!
The Settlement and Integration Vision
Diversity and Inclusion
Describe how you would address Equality & Diversity in the implementation of staff Training. Joe White 7th July 2014.
Academic Leadership Orientation
Professionalism for Physicians and Scientists
Cultural Competency and Diversity
Naval Leadership and Ethics Center
Agency Action Plan on Diversity and Inclusion Presentation to the Labour Management Consultation Committee (LMCC) October 3, 2017.
Presentation transcript:

DIVERSITY SELF-ASSESSMENT EXERCISE Shreveport Diversity Workshop April 17, 2009 Armando L. Garza Southern Region EEODIAC Chairperson

DIVERSITY Qualities that make individuals different from, or similar to others, such as: - Age - Class - Ethnicity - Gender - Physical and Mental Abilities and Disabilities - Race - Sex and Sexual preference - Spiritual practice or Religion - Professional and Educational background

DIVERSITY SELF-ASSESSMENT EXERCISE

DIVERSITY SELF-ASSESSMENT EXERCISE

DIVERSITY SELF-ASSESSMENT EXERCISE

DIVERSITY SELF-ASSESSMENT EXERCISE 0 to 39 Points: UNAWARE Unaware people don’t realize they exhibit biased behavior. They may offend others without being aware of it. They may accept stereotypes as facts. They may even unknowingly commit, illegal acts! An unaware person’s scores can fall in any category because an unaware person might answer “always” or “frequently” when in reality he or she simply does not comprehend biased behavior. Because unaware people “don’t know what they don’t know”, the only accurate indicator is feedback from others.

DIVERSITY SELF-ASSESSMENT EXERCISE Points: TRADITIONAL Are aware of their prejudices and that their behavior may offend some people. However, they will continue with derogatory jokes, inappropriate comments and actions as though the laws and our organizational values don’t apply to them. If you fall in this category, not only is it likely that your behavior is damaging to workplace productivity and helping to create a hostile workplace climate, but your behavior may have legal consequences as well. Examine the questions you scored lowest – you may want to create personal and professional goals to help you break these habits.

DIVERSITY SELF-ASSESSMENT EXERCISE Points: NEUTRAL People in this category are aware of biases in themselves and others. They are working to overcome their own prejudices, but are reluctant to address inappropriate behavior by others. They avoid risk by saying nothing and this is often perceived as agreement.

DIVERSITY SELF-ASSESSMENT EXERCISE Points: CHANGE AGENT Are aware of biases in themselves and others and realize the negative impact that comes from acting on those biases. Change agents are willing to take action when they encounter inappropriate words, behaviors, or attitudes. They relate to people in a way that values diversity.

DIVERSITY SELF-ASSESSMENT EXERCISE Points: REBEL Are aware of prejudice and bias – sometimes to a fault. At times they may come across too strong and appear to be overreacting. Rebels sometimes receive a reputation that causes people to discount their views, avoid them, or not take them seriously.

NATIONAL WEATHER SERVICE DIVERSITY POLICY It is the policy of the NWS to manage the diversity of our employees by fostering an inclusive work force, building an environment that respects the individual and offering opportunities for all employees to develop to their full potential. Diversity is the mixture of differences and similarities each employee brings to the workplace to accomplish the goals of the NWS.

NATIONAL WEATHER SERVICE DIVERSITY POLICY Diversity management is a long-term change strategy enabling the NWS to improve its culture to ensure all employees are making maximum contributions to the mission of the NWS. We will foster an inclusive, supportive, open, challenging and innovative work environment to enable employees to be positive, creative and reach their full potential.

NATIONAL WEATHER SERVICE DIVERSITY POLICY Each employee, at all levels within the organization, has an active role in implementing the NWS Diversity Management Initiative. Management officials at all levels share responsibility and are accountable for achieving our diversity management goals. If diversity management is to be embraced, it must be integrated successfully into all facets of the organization's structure.

NATIONAL WEATHER SERVICE DIVERSITY POLICY Established NWS diversity management initiatives must continue to be guided by the leadership's full commitment and employees' full participation. Full support of the NWS Diversity Management Policy is critical to diversity implementation initiatives.

NATIONAL WEATHER SERVICE DIVERSITY IN ACTION IF UNITED, WE WILL SUCCEED! QUESTIONS?