1. Diversity and Inclusion in the VA Workforce New Supervisors & Managers
Presented by
Carolyn R. Williams
Diversity Training Specialist
Office of Diversity and Inclusion
U.S. Department of Veterans Affairs

2. Objectives of this Training
To provide a clear understanding of what diversity is and what it isn't.
To raise a greater awareness and sensitivity to Diversity issues that go well beyond the assumed categories.
To recommend behavioral tools for fostering a more cohesive workplace.

3. Distinction Between EEO, Affirmative Action and Diversity & Inclusion
Equal Employment Opportunity
Affirmative Action
Diversity & Inclusion
The enforcement of statutes to prevent employment discrimination
The effort to achieve parity in the workforce through outreach and eliminating barriers in hiring
Leveraging differences in the workforce to achieve better results
EEO is the set of laws and policies that guarantee all our rights to EEO; it is legally driven, reactive and predicated on equal treatment under the law.
Affirmative Action is a policy or program aimed at countering discrimination against minorities and women, especially in employment and education.
Diversity is “…all the ways in which we are similar and all the ways in which we differ.”
Inclusion is the manner in which we effectively manage diversity in our workforce to achieve optimum performance; does not suppress.

4. Definition of “Diversity”
”Diversity” Goes Beyond
Race and Gender
Talent Management Magazine. Recruitment & Retention. Published November 2006
The Business Case for Workforce Diversity by David C. Forman
“… From these initial constituencies, diversity also needs to encompass the valuable perspectives that can come from different experience and skill levels, religions, cultures, age groups, physical capabilities and groups of people not previously considered. According to the American Society for Training and Development (ASTD), diversity is "the mosaic of people who bring a variety of backgrounds, styles, perspectives, values and experiences as assets to the groups and organizations with which they interact…"
For more than 25 years, Dr. R. Roosevelt Thomas, Jr. has been at the forefront of developing and implementing innovative concepts and strategies for maximizing organizational and individual potential through Diversity Management. According to Dr Thomas, Diversity is “any collective mixture characterized by differences, similarities, and related tensions and complexities.”

5. Definition of “Diversity”
“Diversity is any collective mixture characterized by differences, similarities, and related tensions and complexities.”
Dr. R. Roosevelt Thomas, Jr., Diversity Thought Leader
“From Affirmative Action to Affirming Diversity,” Harvard Business Review (1990)
In this article, Dr Thomas calls for complementing affirmative action with “managing diversity.” He wrote, “Managing Diversity does not mean controlling or containing diversity, it means enabling every member of your workforce to perform to his or her potential.” This was his first published effort to alert the business community to the need for augmenting – not replacing -- Affirmative Action.
Simply… Diversity is … “All the ways were are alike… All the ways we are different…”

6. Definition of “Workforce Diversity”
“… the many ways employees are different and the many ways they are alike…”
R. Roosevelt Thomas, Jr., “Beyond Race and Gender,” p 12.

7. Primary and Secondary Dimensions of Diversity
Geographic
Location
Military Experience
Education
Work Experience
Gender
Age
Work/thinking
Style
Sexual
Orientation
Disability
Socioeconomic
status
Family Status
Ethnic Heritage
Race
Religion
We have our hard drive configured already. It is the software that we add on during our lifetime which influences our culture.
If the software we add contains a virus and we have no virus protection, it can reek havoc on intercultural communications, perceptions, and expectations in the workplace. .
First Language
Communication Style
Organizational Role and Level

8. All Communication is Filtered Through Your Cultural Perspective
Age
National origin
Race
Sexual orientation
Religion
Disability
Gender
Education
Work role/experience
Personality
Customs
Geographic location
Functional discipline
Languages used
Values
Communication style
Work Style
Learning style
Economic status
Family situation
Military experience
Philosophical perspective
Each of us communicates in a manner where it is filtered through our cultural perspective.

9. A New Metaphor for American Culture
The “melting pot” theory of American society has evolved, instead consider a salad metaphor.
You can easily identify and taste the unique flavors of the individual parts.
Members of various cultural groups may not want to be assimilated, they want their tastes, looks and texture to remain whole.
To reap the business benefits of diversity, you must employ inclusive work strategies.
Salad is made up of various ingredients and each has a different flavor , but we can easily see and taste individual parts.
The parts exist together, contributing to the success of the salad, yet each part is still very different.

10. Do I bring my “full self” to work?
VA’s Diversity & Inclusion Goals: Making Full Use of the Unique Skill Sets of Each Employee
Food for Thought:
Do I bring my “full self” to work?
My ideas
My personality
My opinions
My uniqueness
My background
Think about it, if you bring ¾ of your body to work and leave a leg at home. Since that part is missing and it contributes highly to your being able to move in a stable manner, what will happen? You won’t be able to function as well.
The same thing happens at work, when you are unable to bring your full self to work, you are unable to function in a most productive manner. We must promote an environment that is comfortable, trusting and one where each employee can feel comfortable contributing .

11. Benefits of Workforce Diversity & Inclusion
Improved understanding of those you work for, with, and around.
Creates a work environment that allows everyone to reach their full potential.
Provides multiple perspectives on problem solving.
Better performance outcomes.
Increases employee productivity.
Increased retention rates.
Boosts employee morale.
Improved customer relations.
Reduces complaints and grievances.
It’s the right thing to do!
Diversity is about business, driven by the changing nature of the workforce
Protect the merit principle: attract, retain, motivate, and develop the best and brightest.
Focus on the product, not how the product is done.

12. DIVERSITY About compliance
Diversity Executive Network : Posted by Joe Gerstandt on May 12, 2009
Real diversity and inclusion work is proactive and transformational…it is appreciative, aspirational and generative. Diversity and inclusion work is about unleashing the immeasurable power in our relationships and interactions…where our differences and our similarities exist.

13. Special treatment for some people
DIVERSITY
Special treatment for some people
One of the great misperceptions I run into regarding diversity and inclusion in the workplace is that it is about how to interact better with or make things better for women, People of Color or other minority groups. Diversity and inclusion is about making things better for everyone. Diversity and inclusion is about the full deployment of intangible assets for better outcomes…and that benefits everyone (and should be appealing to everyone!?). Diversity and inclusion benefits everyone.

14. DIVERSITY
Inclusion
Having a diverse organization does not mean your workplace is inclusive.
Diversity is a state of being. Diversity is about valuing and promoting differences, similarities and unique characteristics of groups and individuals in the workforce.
Diversity includes the full spectrum of human differences, including but not ,limited to race, gender, sexual orientation, color, ethnicity, religion, age, physical/cognitive ability, socioeconomic status, family status, lifestyle, organizational affiliation, and intellectual perspective.
Inclusion is a state of mind. Inclusion is the process of enabling full participation of all individuals in the workplace so they may contribute to the mission.
Inclusion requires a proactive, deliberate strategy to leverage individual differences and diverse talents as an asset of the organization.

15. Definition of “Inclusion”
“Inclusion is the process of involving and valuing all people in an environment regardless of their differences.”
From Diversity to Inclusion: Considering the Universally Designed Workplace By Jaimie Timmons, Sheila Fesko and Allison Hall, DiversityInc, August 4, 2009
Talent Management Magazine. Recruitment & Retention. Published November 2006
The Business Case for Workforce Diversity by David C. Forman
“… Early diversity programs were focused on getting different people in the door. Targets were set, and it became essential to meet or exceed these hiring quotas. Once these legal requirements were met, companies felt their responsibilities were completed. Diverse employees often were left on their own, and there was little attempt to capitalize on their unique strengths.
It took awhile for organizations to realize this was counterproductive. The very reason for bringing different people into the organization was lost. It has become clear that hiring is only a small part of a bona fide diversity program. Organizations had to be flexible and adaptable, and they had to develop different practices to begin capitalizing on the strength of differences. Among the types of changes that have been instituted are diversity-awareness programs, buddy pairings, diversity mentors, on boarding programs, affinity groups, expanded networks, targeted leadership and retention programs and specific diversity metrics. Once this infrastructure was built and supported, the boardroom started to have a very different look. According to Morgan Stanley, ‘Diversity. It's not an obligation — it's an opportunity.’”
While diversity programs have brought awareness and education into the workplace, the challenge is ensuring that diverse workforces are fully inclusive.
In order for inclusion to occur, the environment that is created must reflect these values and those that promote cohesion, as well as equal physical and social access.

16. Definition of “Inclusion”
“Inclusion requires a proactive strategy that reflects a conscious decision to respect individuals by affording them the opportunity to become a valued part of the organization.”
An Interview with Michàlle E. Mor Barak, author of Managing Diversity: Toward a Globally Inclusive Workplace. This book was published in 2005 by Sage Publications, Inc. By Judi Casey and Karen Corday
Casey: What do you mean by the term “inclusive workplace?”
Mor Barak: The concept is based on the idea that work organizations must create and sustain a culture that is accepting of individual differences. It refers to a work organization that respects and utilizes the diversity of its own workforce while also being active in the community, in state and federal programs that support disadvantaged populations, and collaborating fairly across cultural and national boundaries.
Casey: So you’re looking inside as well as outside of the organization.
Mor Barak: Exactly. The major contribution that I’m hoping to make with the Inclusive Workplace Model is for organizations realize that their constituents are not only their employees and their customers, but also the communities in which they live.
Casey: But it’s not only the communities in which they live, but also the communities with which they interact throughout the world?
Mor Barak: Yes. That interaction could be either through the business operations, which means the subsidiaries or subcontractors of the work organization in other countries, or through potential customers who reside overseas. It stems from the understanding that we all operate globally now. Locally means globally.
From Diversity to Inclusion: Considering the Universally Designed Workplace By Jaimie Timmons, Sheila Fesko and Allison Hall, DiversityInc, August 4, 2009

17. Cultural Competence
Cultural Competence is the ability to respond effectively and appropriately to different cultural/generational contexts in the workplace.
Acknowledge and accept differences in cognitive, behavioral, philosophical, social, and communicative styles that arise from different cultural generational contexts.
Seek to understand; ask for clarification or reasons for the behavior
Communicate policies, procedures clearly to employees if you are a manager
Managing Diversity At Duke: A Toolkit for Managers Toolkit 2: Cultural Competency
A defined set of values and principles, and demonstrated behaviors, attitudes and structures that enable employees and leaders to work effectively cross-culturally.

18. Cultural/Generational Differences
Workaholic vs only work as hard as needed
Confident of self vs High toward authority
Title/corner office vs Freedom
Cynical vs committed
Taking charge va Following integrity
Work vs. family focus
Once a year evaluation vs Feedback anytime
Long term vs. short term career planning
Each generation has its own distinct set of values that is developed from the social environment in their early years. Different generations have different values and beliefs regarding family, career, the work/life balance, training and development, loyalty, gender roles, the work environment and expectations of leaders. Demographers have named the different generations around today as Veterans, Baby Boomers, Generation X, Generation Y and Generation Z. At VA, we have all those generations which cause cultural differences.
B- Gen X
B-Mil
B-Gen X
B-Gen Y

19. Cultural Competence Respect others’ opinions.
Acknowledge cultural/ generational differences and historical injustices without becoming defensive.
Be open to learning about other cultures and ideas.
Give others the benefit of the doubt in a dispute.
Seek first to understand others’ point of views; then to be understood.
Don’t stereotype.
Don’t judge others by your own cultural standards.
Don’t assume your culture’s way is the only way.
Don’t talk down to anyone; communicate effectively.

20. Impediments to Cross-Cultural Communication
Irrational Assumptions
Misunderstanding
Prejudice
Fear
Introduces the next four slides

21. Irrational Assumptions
An irrational assumption is a belief that is founded on baseless supposition, often skewed by bias. One of the best examples of irrational assumptions are the stereotypes we formulate about people based on their association or membership with cultural or ethnic groups.
“If we all worked on the assumption that what is accepted as true is really true, there would be little hope of advance.”
--Orville Wright
How to Deal with Irrational Assumptions:
Empower your thinking - learn something about yourself, the other person, and the situation - you‘ may discover hidden strengths, feelings and insights.
Re-examine Assumptions
Be sensitive to differences
Consider other viewpoints
Research and be willing to challenge ones assumptions
of a particular culture
A facilitated dialogue will surface critical questions, existing resources, and shared strategies for working in diverse settings.

22. Misunderstanding
Misunderstandings are a normal part of communication either because we unintentionally or intentionally use the wrong words or because we don’t understand what is being said to us. To prevent misunderstanding know who you’re talking to, be respectful, and be sure of what you want to say.
“Listen, I’m going to talk to the Indians. It’s probably a misunderstanding.”
--General Custer
If you find yourself in this keep these 3 tips in mind:
1. Apologies are always appropriate but be mindful of your timing, framing and mode of delivery. Don't allow emotions to be the message, use your words to correct misunderstandings and seek confirmation that your apology was heard correctly.
2. If you caused an unfortunate or difficult situation for a co-worker or supervisor, intentionally or not, correct it quickly and in person. This is no time to rely on or other electronic communication. Use the phone only when an in-person delivery isn't possible.
3. If you realize your blunder while your words are leaving your mouth--apologize immediately. Take the onus and do the right thing without adding dramatics. A heartfelt, "I apologize. That comment was uncalled for." will go a long way in mending a regrettable comment.
Article Source:

23. Prejudice
By definition, prejudice is either a bias in favor of or against something. Such biases can of course be benign, however, those preferences having to do with people can be hurtful and cause problems especially in the workplace.
“Just as a child is born without fear, so it is born without prejudice. Prejudice, like fear, is acquired.” Marie Killea
Prejudice
By definition, prejudice (or unconscious biases) is making a judgment or assumption about someone or something before having enough knowledge to be able to do so with guaranteed accuracy, or "judging a book by its cover". This can be hurtful and cause problems especially in the workplace. Prejudice cannot be combated with anger, but through education and understanding we can change the world. Article Source: .

24. Fear “I think we have to own the fears that we have of each other,
Fear of change in the workplace is counterproductive, especially fear of ideas and people who are different from us.
“I think we have to own the fears that we have of each other,
and then, in some practical way, some daily way,
figure out how to see people differently
than the way we were brought up to.”
--Alice Walker
You can turn fear into positive energy by CHOOSING TO DO SO. When everything around you changes, throw away your doubts and insecurities and do the following:
1. Be strong in your convictions.
2. Be confident in your abilities.
3. Be proud of the work that you do.
These three things will allow you to turn the energy that fear can create into POSITIVE energy
Article Source:

25. Number 1 Rule for Diversity, Inclusion, and Constructive Conflict Management
Dialogue! In order to understand the other’s point of view, seek first to understand.
Dialogue! In order to communicate your own position.
Dialogue! In order to arrive at a mutually beneficial agreement that serves common goals.

26. How Can Managers Promote Diversity & Inclusion?
Lead employees by example; respect people and differences in the workplace.
Create a welcoming, inclusive environment in which to conduct business.
Incorporate diversity in policies, strategic plans, operational procedures.
Learn and practice early conflict resolution strategies.
Practice regular, effective, and open communication; empower your employees; requires trust.
Demonstrate executive commitment to diversity on an ongoing and regular basis.
Walk the talk.
This does not mean that a less qualified woman/minority/person with a disability should get a promotion or be hired over a more qualified white candidate.

27. Diversity Best Practices
Leadership commitment.
Effective communication and transparency.
Equitable employment practices.
Recruitment outreach.
Continuous learning and career development.
Coaching and mentoring.
Early conflict resolution.
Flexible work culture.
Introduces next four slides
The goal of diversity best practices is to create an environment that will be attractive to high quality people
--fully utilize talents and skills
-retention (where the best people stay and flourish)

28. Leadership Commitment
Communicate and practice commitment to diversity and inclusion often.
Reinforce diverse work and employment practices, including diversity of thought.
Practice constructive conflict management.
Educate the workforce on the business value of diversity and inclusion.
Mentor and coach diverse employees.

29. Career Development
Definition: aligning the needs of the organization with the professional development of its employees.
Diversity & Inclusion should be incorporated in career development, especially in the following areas:
Succession planning
Internal mobility systems
Training and development opportunities
Performance management--ensure evaluations don’t include subtle biases against diverse groups of people
Our Diversity mission is to assertively attract, retain and develop the best talent so that we bring thought leadership and insights to our clients and foster a culture whose diversity and inclusion are ever evident. In this mission, we, at VA, must include career development programs such as LVA, National Internship Programs,

30. Recruitment Outreach
Cast the net wide: Recruitment outreach efforts should target a wide variety of academic, professional and community organizations for the most talented and qualified persons in diverse groups.

31. How Can Employees Promote Diversity?
Practice positive, constructive work habits in the workplace; work cooperatively towards a common goal.
Live up to the social contract; contribute to your fullest potential; strive for excellence.
Recognize and respect others and their individuality.
Think before you speak and be sensitive to others.
Talk about your differences and ask tactful questions about how people want to be treated.
Eliminate stereotypes and generalizations.

32. Diversity is only FAIR
Feedback/communication promotes understanding, reduces conflict; and enhances productivity. Assist others to become culturally competent; support one another – we are all in this together! Inclusion should be practiced; empower employees to fully perform and participate in pursuit of the organization’s mission. Respect is non-negotiable; honor the social contract.
With regard to the acronym F.A.I.R., the F. for “feedback” is intended to denote the idea that it is just as important to hear or listen to others as it is to be heard. Actually, this is a hallmark of what communication does at its best, namely, allows all parties to be heard. The A. for “assistance” is simply intended to convey the idea that it is vital that a workplace imbue a disposition toward helping or serving, not just its customers, but its own employees as well. The I. for “inclusion” emphasizes the idea that to make the workplace function optimally, it is imperative that every employee feel a genuine sense of belonging in an organization. Finally, the R. is for “respect” which as a subjective term requires that each individual’s perception of what it means to be respectful be taken into account.

33. Last Words To Ponder
“When we feel a sense of belonging it is not because we are the same as everyone else, but because we have been accepted as we are.”