{"id":1216,"date":"2019-09-04T20:25:39","date_gmt":"2019-09-04T20:25:39","guid":{"rendered":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/?post_type=chapter&#038;p=1216"},"modified":"2024-04-24T23:30:49","modified_gmt":"2024-04-24T23:30:49","slug":"developing-a-diverse-workforce","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/chapter\/developing-a-diverse-workforce\/","title":{"raw":"Developing a Diverse Workforce","rendered":"Developing a Diverse Workforce"},"content":{"raw":"<div class=\"textbox learning-objectives\">\r\n<h3>Learning Outcomes<\/h3>\r\n<ul>\r\n \t<li>Discuss what works in terms of developing a diverse workforce<\/li>\r\n \t<li>Identify best practices for achieving workforce diversity<\/li>\r\n<\/ul>\r\n<\/div>\r\n<img class=\"alignright wp-image-1808\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/09\/21182804\/business-collaboration-communication-office-job-customer-1024x713.jpg\" alt=\"A woman holding up a yellow sign with a lightbulb drawn on it. There is a man sitting at the table next to her.\" width=\"400\" height=\"278\" \/>\r\n\r\nA <em>Harvard Business Review<\/em> article notes that \u201cone of the most common ways that companies attempt to address organizational diversity is through formal training.\u201d[footnote]Lindsey, Alex, Eden King, Ashley Membere and Ho Kwan Cheung. \"<a href=\"https:\/\/hbr.org\/2017\/07\/two-types-of-diversity-training-that-really-work\" target=\"_blank\" rel=\"noopener\">Two Types of Diversity Training That Really Work<\/a>.\" Harvard Business Review. July 28, 2017. Accessed September 14, 2019. [\/footnote] Indeed, Harvard Kennedy School public policy professor and author of <em>What Works: Gender Equality by Design<\/em> Iris Bohnet notes that U.S. organizations spend approximately $8 billion annually on diversity training.[footnote]\"<a href=\"https:\/\/www.mckinsey.com\/featured-insights\/gender-equality\/focusing-on-what-works-for-workplace-diversity\" target=\"_blank\" rel=\"noopener\">Focusing on What Works for Workplace Diversity<\/a>.\" McKinsey &amp; Company. April 2017. Accessed September 14, 2019. [\/footnote] With that type of investment, we would expect that training would translate into more diversity. And yet, despite extensive research, Bohnet \u201cdid not did not find a single study that found that diversity training in fact leads to more diversity.\u201d However, when she analyzed research on how people think, it began to make sense. Specifically, the data shows that \u201cit is actually very hard to change mind-sets.\u201d The key issue Bohnet identifies is unconscious bias, defined as \u201ca prejudice in favor of or against one thing, person, or group compared with another\u2014usually in a way that\u2019s considered to be unfair.\u201d[footnote]Navarro, Renee. \"<a href=\"https:\/\/diversity.ucsf.edu\/resources\/unconscious-bias\" target=\"_blank\" rel=\"noopener\">Unconscious Bias<\/a>.\" UCSF Office of Diversity and Outreach. Accessed September 14, 2019.[\/footnote] As Franchesca Ramsey notes in an Upworthy article \u201cbias is a natural response to living in a society that normalizes certain types of people and behaviors while it 'others' anything that\u2019s different.\u201d[footnote]Ramsey, Franchesca. \"<a href=\"http:\/\/www.upworthy.com\/this-orchestras-blind-audition-proves-bias-sneaks-in-when-you-least-expect-it\" target=\"_blank\" rel=\"noopener\">This Orchestra's Blind Audition proves Bias Sneaks in When You Least Expect It.<\/a>\" UpWorthy. June 22, 2015. Accessed September 14, 2019.[\/footnote]\r\n\r\nBohnet argues that design can address unconscious bias, referencing the classic example of implementing blind auditions for orchestras, discussed in <a href=\"..\/chapter\/interview-approaches\/\" target=\"_blank\" rel=\"noopener\">Interview Approaches<\/a>. Although un-biasing the audition process required multiple modifications, it eventually lead to over 50% of women advancing to the finals. Bohnet notes that there are things that work, it you design them right. For example, if you want to promote gender equality, start by reviewing job advertisements and de-biasing the language. Although not every attribute can be expressed as a gender-neutral word, language can be balanced, with a very gendered word like assertive, if that\u2019s a key characteristic, balanced by cooperation or collaboration. Bohnet also recommends applying blinding to the candidate screening and evaluation process. A start-up that conducted a traditional and blind recruitment in parallel found that they didn\u2019t have a significant gender or race bias; their bias was disciplinary. That is, they assumed that their target candidates were computer scientists and engineers rather than entertain a much broader range of candidates\u2014including neuroscientists and psychologists\u2014who could do the work. Another key design point drawn from behavioral science: defaults matter. For example, a company might change the default in job ads to part-time with the option to work full-time if desired. A telecommunications company in Australia changed its job ad default to flexibility to increase the odds that women would apply.\r\n\r\nA final point: companies need to \u201cuse machines, algorithms and data much more intelligently.\u201d Bonhet is not suggesting decisions be left up to machines, but to use machine and human capabilities to complement each other. Her conclusion is that \u201cthrowing money at the problem through diversity-training programs and leadership training programs...is not the way to go. We have to understand what\u2019s broken and then intervene where the issues are. In particular, she stresses using data on what works to inform our decision making.\u201d\r\n\r\nTwo forms of training that have shown promise in experiments with undergraduates may be able to accelerate the process of changing attitudes and behaviors. In their article \u201cTwo Types of Diversity Training that Really Work,\u201d researchers Alex Lindsey, Eden King, Ashley Membere, and Ho Kwan Cheung discuss perspective-taking, or \u201cmentally walking in someone else\u2019s shoes\u201d\u2014and goal-setting. The researchers found that having students take the perspective of a minority\u2014specifically, \u201cby writing a few sentences imagining the distinct challenges a marginalized minority might face\u201d\u2014\u201c[improved] pro-diversity attitudes and behavioral intentions toward these groups\u201d and that \u201cthese effects persisted even when outcomes were measured eight months after training.\u201d An additional compelling finding: perspective-taking seemed to produce what the team referred to as \u201ccrossover effects,\u201d where a student who took the perspective of a racial minority demonstrated more positive attitudes and behaviors toward LGBT individuals and vice versa.\r\n\r\nA second activity that yielded positive results is diversity-specific goal setting combined with related training. For example, a participant might set a specific, measurable goal to challenge inappropriate comments about or directed to marginalized groups. In a small study, the researchers found that \u201cgoal setting within diversity training led to more pro-diversity behaviors three months after training and improved pro-diversity attitudes nine months after training.\u201d\r\n<div class=\"textbox tryit\">\r\n<h3>PRactice Question<\/h3>\r\nhttps:\/\/assess.lumenlearning.com\/practice\/afa5a375-4baa-49dc-99f2-26c579a81b0b\r\n\r\n<\/div>\r\n<h2>Best Practices<\/h2>\r\n<img class=\"alignright wp-image-1809\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/09\/21182956\/ali-yahya-Tn224epst1E-unsplash-1024x683.jpg\" alt=\"Photograph of a group of coworkers chatting and laughing with one another.\" width=\"400\" height=\"267\" \/>Achieving workforce diversity requires addressing not only conscious and unconscious bias, but dismantling the policies and practices that contribute to systemic bias. Companies that get it are, as Josh Bersin suggested, viewing diversity and inclusion as core to their business strategy. Bersin cites as an example Schneider-Electric, a French company, whose \u201cexecutive team was made up of French nationals located in Paris.\u201d What the company found was that policy was limiting their growth\u2014in particular, as they sought to expand into emerging markets. Schneider-Electric CHRO Olivier Blum wrote about the company\u2019s transformation in a LinkedIn article titled \u201c<a href=\"https:\/\/www.linkedin.com\/pulse\/building-inclusive-company-diverse-world-olivier-blum\/\" target=\"_blank\" rel=\"noopener\">Building an Inclusive Company in a Diverse World<\/a>.\u201d In the article Blum muses \u201cwe live in a wonderfully diverse world .\u00a0.\u00a0. it\u2019s difficult to understand why and when did we start to value sameness so much; why don\u2019t our workplaces mirror the diversity that\u2019s all around us; and why is our society still dogged by exclusion?\u201d A point he emphasizes: \u201cdiversity is meaningless without inclusion.\u201d As Bersin relays, the company realized it could \u201cno longer tolerate a \u2018French-led\u2019 leadership team, or any forms of bias, discrimination, or non-inclusive thinking in its strategy.\u201d Here are a few key strategic commitments Schneider made to support workforce diversity:\r\n<ul>\r\n \t<li style=\"font-weight: 400;\"><strong>Leadership Diversity.<\/strong> \u201cWe want our leadership to reflect our business footprint, as well as the diversities of the communities in which we operate.\u201d[footnote]Blum, Oliver. \"<a href=\"https:\/\/www.linkedin.com\/pulse\/building-inclusive-company-diverse-world-olivier-blum\/\" target=\"_blank\" rel=\"noopener\">Building and Inclusive Company in a diverse World<\/a>.\" LinkedIn. March 2, 2018. Accessed September 14, 2019. [\/footnote] To that end, they strive to foster an inclusive environment and cultivate diversity in gender, nationality, and generation.<\/li>\r\n \t<li style=\"font-weight: 400;\"><strong>Inclusive Practices and Policies.<\/strong> \u201cDiversity is challenging because it highlights what makes us all unique. To make it work we must hardwire it through policies and practices.\u201d Two of the policy changes Schneider made were to commit to salary equality and to launch a Global Family Leave policy that allows employees to take time off for the occasions that are relevant to them.<\/li>\r\n \t<li style=\"font-weight: 400;\"><strong>Inclusive Behavior.<\/strong> \u201cTo lead in a diverse environment, our leaders must become aware of their own biases, and take accountability for building inclusive teams. \u201c Schneider\u2019s top leaders participated in unconscious bias training so they could model desired change and subsequently engaged all managers in the training. Recognizing that training alone won\u2019t create an inclusive culture, Schneider is taking steps to reinforce, reward and recognize behavior to embed it in the culture.<\/li>\r\n<\/ul>\r\nBlum concludes: \u201cIn an increasingly complex business environment, finding a way to blend diversity in thought and ideas not only makes an organisation more human, more competitive, and more fun, it might be the only way to achieve sustainability.\u201d\r\n\r\n<em>CIO<\/em> Senior writer Sharon Florentine identifies the following eight additional diversity and inclusion best practices, based on organizational transformation consultancy SY Partner\u2019s client and organizational experience:[footnote]Florentine, Sharon. \"<a href=\"https:\/\/www.cio.com\/article\/3262704\/diversity-and-inclusion-8-best-practices-for-changing-your-culture.html\" target=\"_blank\" rel=\"noopener\">Diversity and Inclusion: 8 Best Practices for Changing your Culture.<\/a>\" CIO. February 14, 2019. Accessed September 14, 2019.[\/footnote]\r\n<ol>\r\n \t<li style=\"font-weight: 400;\"><strong>Establish a sense of belonging for everyone.<\/strong> A sense of belonging and safety in your identity is not only a psychological need, it results in great creativity and engagement.<\/li>\r\n \t<li style=\"font-weight: 400;\"><strong>Empathetic leadership is key.<\/strong> D&amp;I is more than an HR initiative. To make change happen, \u201cevery individual leader will need to buy into the value of belonging\u2014both intellectually and emotionally\u201d and be able to communicate why it matters.<\/li>\r\n \t<li style=\"font-weight: 400;\"><strong>A top-down approach isn\u2019t enough.<\/strong> A top-down approach \u201cdrives compliance, not commitment.\u201d Identify differences in employee experience and values to activate change from all directions.<\/li>\r\n \t<li style=\"font-weight: 400;\"><strong>Quotas don\u2019t automate inclusion.<\/strong> Creating an inclusive culture requires more than setting hiring goals. SY Partners associate principal Sabrina Clark advises organizations to take an honest look at the end-to-end employee experience, focusing on creating conditions that promote inclusion and developing ways to measure the impact.<\/li>\r\n \t<li style=\"font-weight: 400;\"><strong>Inclusion is a habit that needs to be developed.<\/strong> Inclusion requires individuals to build new habits or \u201cmicrobehaviors.\u201d Creating change cohorts that support behavior change on a daily basis is more effective than a one-time training.<\/li>\r\n \t<li style=\"font-weight: 400;\"><strong>Maximize joy and connection, minimize fear.<\/strong> Fear tends to cause people to narrow their perspective. To increase the potential for positive change, frame challenges as possibilities.<\/li>\r\n \t<li style=\"font-weight: 400;\"><strong>Forget \u2018fit\u2019 and focus on helping individuals thrive.<\/strong> The norms, power structures, and inequities in society can become embedded in an organization as \u201cfit.\u201d Make sure \u201cfit\u201d is based on your organization\u2019s values and purpose.<\/li>\r\n \t<li style=\"font-weight: 400;\"><strong>Consider your brand.<\/strong> Florentine relays that \u201cBrand and culture are intimately connected;\u201d recognize that the transition to an inclusive culture will require changes in behavior change\u2014ways of working, communicating and contributing and changes in how the company operates.<\/li>\r\n<\/ol>\r\n<div class=\"textbox tryit\">\r\n<h3>PRactice Question<\/h3>\r\nhttps:\/\/assess.lumenlearning.com\/practice\/ff5843ba-b26c-4b9f-91f5-f235a649d6af\r\n<\/div>","rendered":"<div class=\"textbox learning-objectives\">\n<h3>Learning Outcomes<\/h3>\n<ul>\n<li>Discuss what works in terms of developing a diverse workforce<\/li>\n<li>Identify best practices for achieving workforce diversity<\/li>\n<\/ul>\n<\/div>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignright wp-image-1808\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/09\/21182804\/business-collaboration-communication-office-job-customer-1024x713.jpg\" alt=\"A woman holding up a yellow sign with a lightbulb drawn on it. There is a man sitting at the table next to her.\" width=\"400\" height=\"278\" \/><\/p>\n<p>A <em>Harvard Business Review<\/em> article notes that \u201cone of the most common ways that companies attempt to address organizational diversity is through formal training.\u201d<a class=\"footnote\" title=\"Lindsey, Alex, Eden King, Ashley Membere and Ho Kwan Cheung. &quot;Two Types of Diversity Training That Really Work.&quot; Harvard Business Review. July 28, 2017. Accessed September 14, 2019.\" id=\"return-footnote-1216-1\" href=\"#footnote-1216-1\" aria-label=\"Footnote 1\"><sup class=\"footnote\">[1]<\/sup><\/a> Indeed, Harvard Kennedy School public policy professor and author of <em>What Works: Gender Equality by Design<\/em> Iris Bohnet notes that U.S. organizations spend approximately $8 billion annually on diversity training.<a class=\"footnote\" title=\"&quot;Focusing on What Works for Workplace Diversity.&quot; McKinsey &amp; Company. April 2017. Accessed September 14, 2019.\" id=\"return-footnote-1216-2\" href=\"#footnote-1216-2\" aria-label=\"Footnote 2\"><sup class=\"footnote\">[2]<\/sup><\/a> With that type of investment, we would expect that training would translate into more diversity. And yet, despite extensive research, Bohnet \u201cdid not did not find a single study that found that diversity training in fact leads to more diversity.\u201d However, when she analyzed research on how people think, it began to make sense. Specifically, the data shows that \u201cit is actually very hard to change mind-sets.\u201d The key issue Bohnet identifies is unconscious bias, defined as \u201ca prejudice in favor of or against one thing, person, or group compared with another\u2014usually in a way that\u2019s considered to be unfair.\u201d<a class=\"footnote\" title=\"Navarro, Renee. &quot;Unconscious Bias.&quot; UCSF Office of Diversity and Outreach. Accessed September 14, 2019.\" id=\"return-footnote-1216-3\" href=\"#footnote-1216-3\" aria-label=\"Footnote 3\"><sup class=\"footnote\">[3]<\/sup><\/a> As Franchesca Ramsey notes in an Upworthy article \u201cbias is a natural response to living in a society that normalizes certain types of people and behaviors while it &#8216;others&#8217; anything that\u2019s different.\u201d<a class=\"footnote\" title=\"Ramsey, Franchesca. &quot;This Orchestra's Blind Audition proves Bias Sneaks in When You Least Expect It.&quot; UpWorthy. June 22, 2015. Accessed September 14, 2019.\" id=\"return-footnote-1216-4\" href=\"#footnote-1216-4\" aria-label=\"Footnote 4\"><sup class=\"footnote\">[4]<\/sup><\/a><\/p>\n<p>Bohnet argues that design can address unconscious bias, referencing the classic example of implementing blind auditions for orchestras, discussed in <a href=\"..\/chapter\/interview-approaches\/\" target=\"_blank\" rel=\"noopener\">Interview Approaches<\/a>. Although un-biasing the audition process required multiple modifications, it eventually lead to over 50% of women advancing to the finals. Bohnet notes that there are things that work, it you design them right. For example, if you want to promote gender equality, start by reviewing job advertisements and de-biasing the language. Although not every attribute can be expressed as a gender-neutral word, language can be balanced, with a very gendered word like assertive, if that\u2019s a key characteristic, balanced by cooperation or collaboration. Bohnet also recommends applying blinding to the candidate screening and evaluation process. A start-up that conducted a traditional and blind recruitment in parallel found that they didn\u2019t have a significant gender or race bias; their bias was disciplinary. That is, they assumed that their target candidates were computer scientists and engineers rather than entertain a much broader range of candidates\u2014including neuroscientists and psychologists\u2014who could do the work. Another key design point drawn from behavioral science: defaults matter. For example, a company might change the default in job ads to part-time with the option to work full-time if desired. A telecommunications company in Australia changed its job ad default to flexibility to increase the odds that women would apply.<\/p>\n<p>A final point: companies need to \u201cuse machines, algorithms and data much more intelligently.\u201d Bonhet is not suggesting decisions be left up to machines, but to use machine and human capabilities to complement each other. Her conclusion is that \u201cthrowing money at the problem through diversity-training programs and leadership training programs&#8230;is not the way to go. We have to understand what\u2019s broken and then intervene where the issues are. In particular, she stresses using data on what works to inform our decision making.\u201d<\/p>\n<p>Two forms of training that have shown promise in experiments with undergraduates may be able to accelerate the process of changing attitudes and behaviors. In their article \u201cTwo Types of Diversity Training that Really Work,\u201d researchers Alex Lindsey, Eden King, Ashley Membere, and Ho Kwan Cheung discuss perspective-taking, or \u201cmentally walking in someone else\u2019s shoes\u201d\u2014and goal-setting. The researchers found that having students take the perspective of a minority\u2014specifically, \u201cby writing a few sentences imagining the distinct challenges a marginalized minority might face\u201d\u2014\u201c[improved] pro-diversity attitudes and behavioral intentions toward these groups\u201d and that \u201cthese effects persisted even when outcomes were measured eight months after training.\u201d An additional compelling finding: perspective-taking seemed to produce what the team referred to as \u201ccrossover effects,\u201d where a student who took the perspective of a racial minority demonstrated more positive attitudes and behaviors toward LGBT individuals and vice versa.<\/p>\n<p>A second activity that yielded positive results is diversity-specific goal setting combined with related training. For example, a participant might set a specific, measurable goal to challenge inappropriate comments about or directed to marginalized groups. In a small study, the researchers found that \u201cgoal setting within diversity training led to more pro-diversity behaviors three months after training and improved pro-diversity attitudes nine months after training.\u201d<\/p>\n<div class=\"textbox tryit\">\n<h3>PRactice Question<\/h3>\n<p>\t<iframe id=\"assessment_practice_afa5a375-4baa-49dc-99f2-26c579a81b0b\" class=\"resizable\" src=\"https:\/\/assess.lumenlearning.com\/practice\/afa5a375-4baa-49dc-99f2-26c579a81b0b?iframe_resize_id=assessment_practice_id_afa5a375-4baa-49dc-99f2-26c579a81b0b\" frameborder=\"0\" style=\"border:none;width:100%;height:100%;min-height:300px;\"><br \/>\n\t<\/iframe><\/p>\n<\/div>\n<h2>Best Practices<\/h2>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignright wp-image-1809\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/09\/21182956\/ali-yahya-Tn224epst1E-unsplash-1024x683.jpg\" alt=\"Photograph of a group of coworkers chatting and laughing with one another.\" width=\"400\" height=\"267\" \/>Achieving workforce diversity requires addressing not only conscious and unconscious bias, but dismantling the policies and practices that contribute to systemic bias. Companies that get it are, as Josh Bersin suggested, viewing diversity and inclusion as core to their business strategy. Bersin cites as an example Schneider-Electric, a French company, whose \u201cexecutive team was made up of French nationals located in Paris.\u201d What the company found was that policy was limiting their growth\u2014in particular, as they sought to expand into emerging markets. Schneider-Electric CHRO Olivier Blum wrote about the company\u2019s transformation in a LinkedIn article titled \u201c<a href=\"https:\/\/www.linkedin.com\/pulse\/building-inclusive-company-diverse-world-olivier-blum\/\" target=\"_blank\" rel=\"noopener\">Building an Inclusive Company in a Diverse World<\/a>.\u201d In the article Blum muses \u201cwe live in a wonderfully diverse world .\u00a0.\u00a0. it\u2019s difficult to understand why and when did we start to value sameness so much; why don\u2019t our workplaces mirror the diversity that\u2019s all around us; and why is our society still dogged by exclusion?\u201d A point he emphasizes: \u201cdiversity is meaningless without inclusion.\u201d As Bersin relays, the company realized it could \u201cno longer tolerate a \u2018French-led\u2019 leadership team, or any forms of bias, discrimination, or non-inclusive thinking in its strategy.\u201d Here are a few key strategic commitments Schneider made to support workforce diversity:<\/p>\n<ul>\n<li style=\"font-weight: 400;\"><strong>Leadership Diversity.<\/strong> \u201cWe want our leadership to reflect our business footprint, as well as the diversities of the communities in which we operate.\u201d<a class=\"footnote\" title=\"Blum, Oliver. &quot;Building and Inclusive Company in a diverse World.&quot; LinkedIn. March 2, 2018. Accessed September 14, 2019.\" id=\"return-footnote-1216-5\" href=\"#footnote-1216-5\" aria-label=\"Footnote 5\"><sup class=\"footnote\">[5]<\/sup><\/a> To that end, they strive to foster an inclusive environment and cultivate diversity in gender, nationality, and generation.<\/li>\n<li style=\"font-weight: 400;\"><strong>Inclusive Practices and Policies.<\/strong> \u201cDiversity is challenging because it highlights what makes us all unique. To make it work we must hardwire it through policies and practices.\u201d Two of the policy changes Schneider made were to commit to salary equality and to launch a Global Family Leave policy that allows employees to take time off for the occasions that are relevant to them.<\/li>\n<li style=\"font-weight: 400;\"><strong>Inclusive Behavior.<\/strong> \u201cTo lead in a diverse environment, our leaders must become aware of their own biases, and take accountability for building inclusive teams. \u201c Schneider\u2019s top leaders participated in unconscious bias training so they could model desired change and subsequently engaged all managers in the training. Recognizing that training alone won\u2019t create an inclusive culture, Schneider is taking steps to reinforce, reward and recognize behavior to embed it in the culture.<\/li>\n<\/ul>\n<p>Blum concludes: \u201cIn an increasingly complex business environment, finding a way to blend diversity in thought and ideas not only makes an organisation more human, more competitive, and more fun, it might be the only way to achieve sustainability.\u201d<\/p>\n<p><em>CIO<\/em> Senior writer Sharon Florentine identifies the following eight additional diversity and inclusion best practices, based on organizational transformation consultancy SY Partner\u2019s client and organizational experience:<a class=\"footnote\" title=\"Florentine, Sharon. &quot;Diversity and Inclusion: 8 Best Practices for Changing your Culture.&quot; CIO. February 14, 2019. Accessed September 14, 2019.\" id=\"return-footnote-1216-6\" href=\"#footnote-1216-6\" aria-label=\"Footnote 6\"><sup class=\"footnote\">[6]<\/sup><\/a><\/p>\n<ol>\n<li style=\"font-weight: 400;\"><strong>Establish a sense of belonging for everyone.<\/strong> A sense of belonging and safety in your identity is not only a psychological need, it results in great creativity and engagement.<\/li>\n<li style=\"font-weight: 400;\"><strong>Empathetic leadership is key.<\/strong> D&amp;I is more than an HR initiative. To make change happen, \u201cevery individual leader will need to buy into the value of belonging\u2014both intellectually and emotionally\u201d and be able to communicate why it matters.<\/li>\n<li style=\"font-weight: 400;\"><strong>A top-down approach isn\u2019t enough.<\/strong> A top-down approach \u201cdrives compliance, not commitment.\u201d Identify differences in employee experience and values to activate change from all directions.<\/li>\n<li style=\"font-weight: 400;\"><strong>Quotas don\u2019t automate inclusion.<\/strong> Creating an inclusive culture requires more than setting hiring goals. SY Partners associate principal Sabrina Clark advises organizations to take an honest look at the end-to-end employee experience, focusing on creating conditions that promote inclusion and developing ways to measure the impact.<\/li>\n<li style=\"font-weight: 400;\"><strong>Inclusion is a habit that needs to be developed.<\/strong> Inclusion requires individuals to build new habits or \u201cmicrobehaviors.\u201d Creating change cohorts that support behavior change on a daily basis is more effective than a one-time training.<\/li>\n<li style=\"font-weight: 400;\"><strong>Maximize joy and connection, minimize fear.<\/strong> Fear tends to cause people to narrow their perspective. To increase the potential for positive change, frame challenges as possibilities.<\/li>\n<li style=\"font-weight: 400;\"><strong>Forget \u2018fit\u2019 and focus on helping individuals thrive.<\/strong> The norms, power structures, and inequities in society can become embedded in an organization as \u201cfit.\u201d Make sure \u201cfit\u201d is based on your organization\u2019s values and purpose.<\/li>\n<li style=\"font-weight: 400;\"><strong>Consider your brand.<\/strong> Florentine relays that \u201cBrand and culture are intimately connected;\u201d recognize that the transition to an inclusive culture will require changes in behavior change\u2014ways of working, communicating and contributing and changes in how the company operates.<\/li>\n<\/ol>\n<div class=\"textbox tryit\">\n<h3>PRactice Question<\/h3>\n<p>\t<iframe id=\"assessment_practice_ff5843ba-b26c-4b9f-91f5-f235a649d6af\" class=\"resizable\" src=\"https:\/\/assess.lumenlearning.com\/practice\/ff5843ba-b26c-4b9f-91f5-f235a649d6af?iframe_resize_id=assessment_practice_id_ff5843ba-b26c-4b9f-91f5-f235a649d6af\" frameborder=\"0\" style=\"border:none;width:100%;height:100%;min-height:300px;\"><br \/>\n\t<\/iframe>\n<\/div>\n\n\t\t\t <section class=\"citations-section\" role=\"contentinfo\">\n\t\t\t <h3>Candela Citations<\/h3>\n\t\t\t\t\t <div>\n\t\t\t\t\t\t <div id=\"citation-list-1216\">\n\t\t\t\t\t\t\t <div class=\"licensing\"><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Original<\/div><ul class=\"citation-list\"><li>Developing a Diverse Workforce. <strong>Authored by<\/strong>: Nina Burokas. <strong>Provided by<\/strong>: Lumen Learning. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em><\/li><\/ul><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Shared previously<\/div><ul class=\"citation-list\"><li>Modification of Untitled Image. <strong>Authored by<\/strong>: rawpixel. <strong>Provided by<\/strong>: pxhere. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/pxhere.com\/en\/photo\/1542767\">https:\/\/pxhere.com\/en\/photo\/1542767<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/about\/cc0\">CC0: No Rights Reserved<\/a><\/em><\/li><\/ul><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Specific attribution<\/div><ul class=\"citation-list\"><li>Untitled. <strong>Authored by<\/strong>: Ali Yahya. <strong>Provided by<\/strong>: Unsplash. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/unsplash.com\/photos\/Tn224epst1E\">https:\/\/unsplash.com\/photos\/Tn224epst1E<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/about\/cc0\">CC0: No Rights Reserved<\/a><\/em>. <strong>License Terms<\/strong>: Unsplash License<\/li><\/ul><\/div>\n\t\t\t\t\t\t <\/div>\n\t\t\t\t\t <\/div>\n\t\t\t <\/section><hr class=\"before-footnotes clear\" \/><div class=\"footnotes\"><ol><li id=\"footnote-1216-1\">Lindsey, Alex, Eden King, Ashley Membere and Ho Kwan Cheung. \"<a href=\"https:\/\/hbr.org\/2017\/07\/two-types-of-diversity-training-that-really-work\" target=\"_blank\" rel=\"noopener\">Two Types of Diversity Training That Really Work<\/a>.\" Harvard Business Review. July 28, 2017. Accessed September 14, 2019.  <a href=\"#return-footnote-1216-1\" class=\"return-footnote\" aria-label=\"Return to footnote 1\">&crarr;<\/a><\/li><li id=\"footnote-1216-2\">\"<a href=\"https:\/\/www.mckinsey.com\/featured-insights\/gender-equality\/focusing-on-what-works-for-workplace-diversity\" target=\"_blank\" rel=\"noopener\">Focusing on What Works for Workplace Diversity<\/a>.\" McKinsey &amp; Company. April 2017. Accessed September 14, 2019.  <a href=\"#return-footnote-1216-2\" class=\"return-footnote\" aria-label=\"Return to footnote 2\">&crarr;<\/a><\/li><li id=\"footnote-1216-3\">Navarro, Renee. \"<a href=\"https:\/\/diversity.ucsf.edu\/resources\/unconscious-bias\" target=\"_blank\" rel=\"noopener\">Unconscious Bias<\/a>.\" UCSF Office of Diversity and Outreach. Accessed September 14, 2019. <a href=\"#return-footnote-1216-3\" class=\"return-footnote\" aria-label=\"Return to footnote 3\">&crarr;<\/a><\/li><li id=\"footnote-1216-4\">Ramsey, Franchesca. \"<a href=\"http:\/\/www.upworthy.com\/this-orchestras-blind-audition-proves-bias-sneaks-in-when-you-least-expect-it\" target=\"_blank\" rel=\"noopener\">This Orchestra's Blind Audition proves Bias Sneaks in When You Least Expect It.<\/a>\" UpWorthy. June 22, 2015. Accessed September 14, 2019. <a href=\"#return-footnote-1216-4\" class=\"return-footnote\" aria-label=\"Return to footnote 4\">&crarr;<\/a><\/li><li id=\"footnote-1216-5\">Blum, Oliver. \"<a href=\"https:\/\/www.linkedin.com\/pulse\/building-inclusive-company-diverse-world-olivier-blum\/\" target=\"_blank\" rel=\"noopener\">Building and Inclusive Company in a diverse World<\/a>.\" LinkedIn. March 2, 2018. Accessed September 14, 2019.  <a href=\"#return-footnote-1216-5\" class=\"return-footnote\" aria-label=\"Return to footnote 5\">&crarr;<\/a><\/li><li id=\"footnote-1216-6\">Florentine, Sharon. \"<a href=\"https:\/\/www.cio.com\/article\/3262704\/diversity-and-inclusion-8-best-practices-for-changing-your-culture.html\" target=\"_blank\" rel=\"noopener\">Diversity and Inclusion: 8 Best Practices for Changing your Culture.<\/a>\" CIO. February 14, 2019. Accessed September 14, 2019. <a href=\"#return-footnote-1216-6\" class=\"return-footnote\" aria-label=\"Return to footnote 6\">&crarr;<\/a><\/li><\/ol><\/div>","protected":false},"author":17,"menu_order":16,"template":"","meta":{"_candela_citation":"[{\"type\":\"original\",\"description\":\"Developing a Diverse Workforce\",\"author\":\"Nina Burokas\",\"organization\":\"Lumen Learning\",\"url\":\"\",\"project\":\"\",\"license\":\"cc-by\",\"license_terms\":\"\"},{\"type\":\"cc\",\"description\":\"Modification of Untitled Image\",\"author\":\"rawpixel\",\"organization\":\"pxhere\",\"url\":\"https:\/\/pxhere.com\/en\/photo\/1542767\",\"project\":\"\",\"license\":\"cc0\",\"license_terms\":\"\"},{\"type\":\"cc-attribution\",\"description\":\"Untitled\",\"author\":\"Ali Yahya\",\"organization\":\"Unsplash\",\"url\":\"https:\/\/unsplash.com\/photos\/Tn224epst1E\",\"project\":\"\",\"license\":\"cc0\",\"license_terms\":\"Unsplash License\"}]","CANDELA_OUTCOMES_GUID":"35510666-5443-49f4-b216-264c205a1c6f, a2f22e39-ef1f-4c18-a9c5-cb85d26f4e91, 8f080418-2962-4872-a1e6-f8263294ceee","pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":[],"pb_section_license":""},"chapter-type":[],"contributor":[],"license":[],"class_list":["post-1216","chapter","type-chapter","status-publish","hentry"],"part":1200,"_links":{"self":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/1216","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/users\/17"}],"version-history":[{"count":17,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/1216\/revisions"}],"predecessor-version":[{"id":3324,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/1216\/revisions\/3324"}],"part":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/parts\/1200"}],"metadata":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/1216\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/media?parent=1216"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapter-type?post=1216"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/contributor?post=1216"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/license?post=1216"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}