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Academic Administrators Leadership Seminars New Administrators Orientation
Managing for Diversity & Issues in Recruiting
Luisa Amelia Dempere, Ph.D.Chair, UF President’s Council on Diversity
Outlineo Diversity AND Inclusion: Core Understanding
o Historical Perspective and Facts
o What does research shows?
o Lessons learned?
o The Inclusive Model - How do we get there?
o The Business Case for D&I
o Legal Issues in Recruiting
Inclusion
Diversity
Law
Diversity without inclusion, will not work.
Diversity and Inclusion: Core Understanding
LAWS~
COMPLIANCE
LAWS~
COMPLIANCE
Executive Order 11246
Executive Order 11246
Age Discrimination in Employment Act
of 1967
Age Discrimination in Employment Act
of 1967
Vocational Rehabilitation
Act of 1973
Vocational Rehabilitation
Act of 1973
Equal Pay Act of 1963
Equal Pay Act of 1963
Immigration Reform &
Control Act of 1986
Immigration Reform &
Control Act of 1986Pregnancy
Discrimination Act of 1978
Pregnancy Discrimination
Act of 1978
Genetic Information
Nondiscrimination Act of 2008
Genetic Information
Nondiscrimination Act of 2008
Fair Labor Standards Act
of 1938
Fair Labor Standards Act
of 1938
Americans with Disabilities Act
of 1990
Americans with Disabilities Act
of 1990
Title IX of the Education
Amendments of 1972
Title IX of the Education
Amendments of 1972
Uniformed Services
Employment & Reemployment
Rights Act of 1994
Uniformed Services
Employment & Reemployment
Rights Act of 1994
Title VII of the Civil Rights Act
of 1964
Title VII of the Civil Rights Act
of 1964
The Law
The Law
Equal Employment Opportunity
Affirmative Action
The enforcement of statutes to prevent employment discrimination
The effort to achieve parity in the workforce through outreach and eliminating barriers in hiring
Civil Rights to Full Inclusion
Inclusive Workplace
Managing Diversity
Diversity
Equal Employment Opportunity
Affirmative Action
Civil Rights Movement
<<< 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 >>>
Historical Perspective
12 years
15 years
13 years
Adapted from Georgia Coffey – The Inclusion Paradigm – U.S. Department of Veterans Affairs
Defining DiversityThe full spectrum of human differences and similarities, including immutable and mutable characteristics yielding unique perspectives.
“Inclusion means a work environment where everyone has an opportunity to fully participate in
creating business success and where each person is valued for his or her distinctive skills, experiences
and perspectives.”-HP Corporate
“Inclusion puts the concept and practice of diversity into action by creating an environment of involvement, respect, and connection—where the richness of ideas, backgrounds, and perspectives are harnessed to create business value.” - Profiles in Diversity Journal
“Inclusion is a sense of belonging: feeling respected, valued for who you are; feeling a level of supportive energy and commitment from others so than you can do your best work.” - Miller and Katz
“The achievement of a work environment in which all individuals are treated fairly and respectfully, have equal access to opportunities and
resources, and can contribute fully to the organization’s success.” - Society for Human Resource Management
Defining Inclusion
• By 2042, there will be no single demographic majority; we will be “majority minority”.
• By 2050, 1 in 5 people living in the US will be Hispanic.
• There are currently 4 generations in the workplace; soon to be 5.
• Disabilities affect 20 percent of all Americans.
• Women earn the majority of college degrees awarded in the United States.
• There are an estimated 9 million LGBT individuals in the U.S.
• Diverse workforces in culturally competent orgs have the highest employee engagement, which in turn leads to higher performance and productivity.
References: US Census Bureau; The Gallup Organization. Employee Discrimination in the Workplace, Public Opinion Poll - Sirota Survey.
The Facts
Georgia Coffey – The Inclusion Paradigm – U.S. Department of Veterans Affairs
Diverse teams are more creative and perform better in problem solving than homogeneous teams.
What is the functional value of homogeneity?
What is the functional value of diversity?
What Does the Research Show?
People in homogeneous groups tend to have blind spots in judgment and behavior as they assume that others are like them in terms of having similar perspectives, knowledge, and behavior...
Does homogeneity works towards the organization business case:• Innovation• Retention• Morale• Productivity, etc. ?[1]
[1] D
onov
an, M
ason
; Kap
lan,
Mar
k (2
013)
The
Incl
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end:
Why
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in D
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and
Incl
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ff
Studies have shown diverse teams...• promote creativity• foster critical thinking• tend to make better, more thoughtful
decisions because they consider a wider range of perspectives.
Other studies indicate diverse teams...• fuel interpersonal conflicts• reduce cohesion• slow the pace of working or learning.
Diversity in teams
“321 companies with more than $500 million in revenue, 85% agree or strongly agree that diversity is key to driving innovation in the workplace” – Forbes 2011
An article published in The Academy of Management Journal examined the impact of group diversity on academic performance.
For the study, the researchers defined diversity by cultural identification.
They created 19 culturally diverse groups and 17 culturally homogenous groups composed of white-Americans
At the end the diverse teams had surpassed the homogenous groups in overall performance. In fact, the diverse groups far exceeded the homogenous groups in the “Alternatives generated” (read: innovation) score.
Faculty Diversity
(Cultural Diversity's Impact On Interaction Process and Performance: Comparing Homogeneous and Diverse Task
Groups)
• Diversity in workforce and processes results in better decision-making.
• The effects of diversity are highly dependent on the presence of facilitating or inhibiting conditions in the organization...Absent facilitating conditions (inclusion)
the aforementioned outcomes are reversed.
What Does the Research Show?
Diversity without inclusion, will not work.
EEO
Average EEO complaint costs approximately $60,000 (administrative process) up to $250,000 (including settlement/damages).
25-40% of workforce attrition rate and 5-20% in lost productivity can be attributed to poor diversity management
turnover costs 75-150% of the replaced employee’s salary.
The flip side…
Georgia Coffey – The Inclusion Paradigm – U.S. Department of Veterans Affairs
Lessons Learned...?
NASAColumbia Accident
2003
An organization could be “diverse” and still not be inclusive.[1] D
onov
an, M
ason
; Kap
lan,
Mar
k (2
013)
The
Incl
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end:
Why
Inve
sting
in D
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sity
and
Incl
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NASA“Organizational culture refers to the values, norms, beliefs, and practices that characterize the functioning of a particular institution.”
Causes that contributed to the Columbia accident included:An organizational culture that censored dissent.A performance culture that hushes differences of opinion.Resistance to external criticism and doubt.Imposition of the “party line vision … [which] led to flawed decision-making, self-deception, introversion, and diminished curiosity.”Organizational barriers that prevented open, effective communication.*
*Columbia Accident Investigation Board Report, 2003.
Lessons Learned
Scientific Community: NASA
NASA has since implemented one of the strongest diversity managementprograms in Federal government.
Lessons Learned
http://odeo.hq.nasa.gov/documents/diversityInclusion.pdf
NASA needs to be reflective of the diversity of America at all levels of the organization.
Fully integrate diversity and inclusion into the strategic decision making of the Agency to enhance organizational effectiveness, help achieve mission goals, and meet the challenges that lie ahead.
Strategically utilize and expand workforce talents, skills, and opportunities to maximize individual potential and productivity Agency wide.
http://odeo.hq.nasa.gov/documents/diversityInclusion.pdf
Lehman BrothersBankruptcy
2009
Organizations need both diversity and inclusion to be successful.
-Profiles in Diversity Journal
Economic Community: Lehman Bros.
“A culture that is too strong can also end up too rigid and can shut out diversity, especially diversity of perspective.”*
Issues leading to its bankruptcy and one of the worst economic meltdowns of the 20th century:
Insular organization.
Narrow decision-making; failure to gain broad input/perspective.
Outmoded, embedded cultural habits.
Hoarding information.
Misuse of talent.
Rigid, inflexible culture.
*Hope Greenfield. “Culture Crash” The Conference Board Review, Fall, 2009.
Lessons Learned
Economic Community: Lehman Bros.
Many of these issues are identical to those that led to Enron’s failure a decade earlier.
Lessons Learned
Global corporations are spending $8 billion a year in creating an inclusive culture...[1]
[1] D
onov
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ason
; Kap
lan,
Mar
k (2
013)
The
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Why
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6 Inclusion DimensionsAs identified through empirical research
• Fairness of Employment Practices (Rules and Procedures)
• Fairness of Employment Practices (Performance Evaluations)
• Inclusion/Participation in Decision-Making
• Inclusive Management and Leadership
• Information Access/Open Communication
• Integration of Differences
Georgia Coffey – The Inclusion Paradigm – U.S. Department of Veterans Affairs
Participation and Inclusion...
...not the same
How do we get there?Begin with Cultural Competence
Cultural Destructiveness
Cultural Incapacity
Cultural Blindness
Cultural Pre-competence
Cultural Competence
forced assimilation, subjugation, rights and privileges for dominant groups only.
racism, maintains stereotypes, unfair hiring practices.
differences ignored, treats everyone the same, only responds to needs of dominant group.
Cultural Proficiency
Georgia Coffey – The Inclusion Paradigm – U.S. Department of Veterans Affairs
Cultural Competence
recognize individual and cultural differences, seeks advice from diverse groups, hires unbiased staff.
Cultural Proficiency
implements change to respond to cultural needs, does research and teaches cultural competence.
Cultural Pre-competence
The organization explores cultural issues, is committed to assess needs of organization and individuals.
Adap
ted
from
Geo
rgia
Coff
ey –
The
Incl
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U.S
. Dep
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f Vet
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s Aff
airs
Leadership Mindset:
• Recognize your bias (Harvard Bias Impact Analysis Test)
How do we get there? Business Process Reengineering
Geo
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Leadership Mindset:
• Challenge assumptions; abandon preconceived notions.
• Open your mind to new, untested ideas; consider alternatives.
• Shared leadership: power and accountability must flow down
• Sharing power does not mean abdicating responsibility.
How do we get there? Business Process Reengineering
Geo
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Organizational Processes:
• Re-engineer business processes: Design for processes that can yield more than one solution(this is counter-intuitive so you must be deliberate).
• Use interdisciplinary teams; encourage divergent thought.
• Don’t fear creative tension; consider it constructive conflict.
• Align personnel rewards systems accordingly.• Matrix management.
How do we get there? G
eorg
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offey
– T
he In
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Para
digm
– U
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epar
tmen
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ffairs
Some of the management skills needed are: • an understanding and acceptance of managing
diversity concepts• recognition that diversity is threaded through every
aspect of management• self-awareness, in terms of understanding your own
culture, identity, biases, prejudices, and stereotypes • willingness to challenge and change organizational
practices that present barriers to different groups
http:
//uc
sfhr.u
csf.e
du/i
ndex
.php
/pub
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earti
cle/
chap
ter-
12-m
anag
ing-
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-in-t
he-w
orkp
lace
/#68
1
How do we get there?
Management Mindset:
– Cultural competency training.– Conflict management training for managers
and employees.– Mentoring/coaching– Diversity focused internships as part of
organizational and personnel development – D&I embedded in leadership development
programs.
Inclusion Strategies
“the benefits of diversity are not automatic and do not simply occur from a diverse campus.
(Milem, Chang, & Antonio).Geo
rgia
Coff
ey –
The
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The Business Case for Diversity and Inclusion
Individual
• Self-actualization.• Self-empowerment.• Personal development.• Career enhancement.
Organizational
•Access to a new range of competencies.
• Increased flexibility, adaptability, and proactivity.
•Access to a diverse range of resources translating into bottom line results.
•External recognition as an employer of choice.
• Increased knowledge of diversity issues
•Fewer grievances, complaints, and lawsuits.
•Less staff turnover, absenteeism.
• Increased productivity and cost savings.
Team
• Cognitive diversity leads to better problem-solving and decision-making.
• Maximized innovation and productivity on complex tasks.
• Improved communication skills and the ability to work productively in teams.
Geo
rgia
Coff
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Incl
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radi
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U.S
. Dep
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f Vet
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s Affa
irs
Equity
Diversity
High Performance
Organizational
Inclusion
Synergy for a High-Performing Organization
Geo
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InclusiveEnvironment
Organizational Structures
Communications
Work Life
Business Processes
Recruitment & Selection Processes
LeadershipAccountability
PerformanceManagement
Mentoring & Coaching
WorkAssignments
Learning & Career
Development Opportunities
Systems that Influence Organizational Inclusion G
eorg
ia C
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OPEN AND COMPETITIVE
FACULTY RECRUITMENT
OPEN AND COMPETITIVE
FACULTY RECRUITMENT
Executive Order 11246
Executive Order 11246
Age Discrimination in Employment Act
of 1967
Age Discrimination in Employment Act
of 1967
Vocational Rehabilitation Act
of 1973
Vocational Rehabilitation Act
of 1973
Equal Pay Act of 1963
Equal Pay Act of 1963
Immigration Reform &
Control Act of 1986
Immigration Reform &
Control Act of 1986
Pregnancy Discrimination Act
of 1978
Pregnancy Discrimination Act
of 1978
Genetic Information Nondiscrimination
Act of 2008
Genetic Information Nondiscrimination
Act of 2008
Fair Labor Standards Act of
1938
Fair Labor Standards Act of
1938
Americans with Disabilities Act
of 1990
Americans with Disabilities Act
of 1990
Title IX of the Education
Amendments of 1972
Title IX of the Education
Amendments of 1972
Uniformed Services Employment & Reemployment
Rights Act of 1994
Uniformed Services Employment & Reemployment
Rights Act of 1994
Title VII of the Civil Rights Act
of 1964
Title VII of the Civil Rights Act
of 1964
IT’S THE LAW!
• It is illegal to discriminate against an applicant or employee because of that person’s race, color, religion, sex, national origin, age, disability or genetic information.
• It is also illegal:
To publish job advertisements that show a preference for or discourages someone from applying for a job based on the above-referenced reasons.
To make decisions about job assignments and promotions based on the above-referenced reasons.
To discriminate against an employee in the payment of wages or employee benefits on the above-referenced reasons.
IT’S THE LAW!
SYSTEMIC DISCRIMINATION
• Involves a pattern or practice, policy, or class case where the alleged discrimination has a broad impact on an industry, profession or employer.
Examples of systemic discrimination: Discriminatory barriers in recruitment or hiring. Discriminatory restricted access to management trainee
programs and to high level jobs. Exclusion of qualified women from traditionally male dominated fields of work. Disability discrimination such as unlawful pre-employment
inquiries. Age discrimination in reductions in force and retirement
benefits.
MYTHS ABOUT HIRING A DIVERSE
FACULTY• Relatively few qualified women or minority candidates are
available, and these are highly sought-after, so we are unlikely to recruit them. Data (Ford Foundation) suggest that minorities are not sought-after:
Minority Postdocs: 54% never approached by any institution.
• We only use quality as a criterion for hiring… adding diversity will therefore compromise quality. Hiring a more diverse faculty will improve quality, not compromise it. More heterogeneous groups have greater creativity, bring wider
range of viewpoints to an academic endeavor.
• We are doing everything we can, so the situation is already the best it can be. The problem is all due to older long-term faculty, so once they die/retire, things will automatically improve.
NON-COMPLIANCE LIABILITIES
• Office of Federal Contract Compliance Programs (OFCCP) Authority to cancel, terminate or suspend federal contracts and
awards in whole or in part for failure of the contractor or subcontractor to comply with the nondiscrimination
provisions of the contract.
Authority to declare UF ineligible for further federal contracts
or extensions or other modifications of existing contracts.
• U.S. Equal Employment Opportunity Commission (EEOC) Authority to award compensatory and punitive damages to a
complainant (depending on the size of the employer (over 500
employees – limit is $300,000).
BUSINESS CASE FACULTY DIVERSITY
• An effective faculty diversity program fosters an academic community that reflects a diverse range of interests, abilities, life experiences and worldviews that enhance the
academic mission of the University of Florida.
• An effective faculty diversity program supports the equality of opportunity which ensures that the University of Florida can fully utilize the intellectual resources embedded in our diversity and maintain our legitimacy as a public university receiving federal funds.
BUSINESS CASE FACULTY DIVERSITY
• A diverse faculty reduces the probability of ‘groupthinking’ where pressure to conform within a group can prevent good decision making as independent thinking is lost.
• A diverse faculty creates a greater engagement of a full range of differences in producing the synergies that leads to breakthroughs in productivity and innovations.
• A diverse faculty provides a broader pool of skills, talents and perspectives to draw from for problem-solving and organizational success.
Administrators are accountable for creating and maintaining a climate of inclusion within their college and academic units.
– Each policy, procedure, program or practice implemented should reflect the principles and objectives of UF Regulation 1.0006, UF Non-discrimination policy.
UF’s Diversity Action Plan Proposed Actions
• Promote developing faculty exchange program with Historically Black Colleges and Universities (HBCUs) and Hispanic Serving Institutions (HSIs).
• Promote establishing contacts with counterparts at HBCUs and HSIs for potential faculty recruitment.
UF’s Diversity Action Plan Proposed Actions
• Incorporate experience working in a diverse environment or with diverse population part of the job announcement.
• Incorporate diversity experience related questions in the interview questions.