Cultural Transformation: Creating an Inclusive Workplace That Enhances Performance

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Hi, everyone, and welcome to today’s webinar. Cultural Transformation It Creating an Inclusive Workplace That Enhances Performance hosted by HRDQ-U, and presented by Patricia Bradley. My name is Sarah and I will moderate today’s webinar, our webinar relaxed around one hour. If you have any questions or comments, please type them into the Questions Panel on your GoToWebinar control panel there.
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And if you could locate that box for me, type in a hello, were coming from, just get used to using that, since we will be using that during our session today. And you can also access the handouts on your control panel, as well, under the Handouts drop-down.
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And today’s webinar is sponsored by Carrington Consortium LLC as a woman owned, Veteran Owned Small Business located in San Antonio, Texas. Carrington offers extensive expertise in Human Resource management, strategic planning and learning and development.
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Carrington merges senior military leadership with corporate industry expertise to deliver comprehensive workforce development solutions to customers, doing things right. Speaks to their focus on efficiency, accuracy, and compliance.
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They understand that customers have the power to choose why not choose a team of highly skilled, certified professionals who know what it takes to impact employee engagement and improve business results.
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You can learn more at cat, Karen Kain consortium dot com, and Security Key Store has provided a research based off the shelf soft skills training resources for classroom or virtual and online training for over 45 years.
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From assessments and workshops to experiential hands-on games, … helps organizations improve performance, increased job satisfaction, and more. You can learn more HR DQ store, dot com.
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And now, I’d like to welcome our presenter today, Patricia Bradley. Patricia is President and CEO Carrington offering strategic planning, leadership and DNS services. As a senior certified professional and retired US. Army, Lieutenant Colonel, she excels in talent management, cultural transformation, and equipping diverse leaders. But the focus on organizational development, Patricia empowers companies employees to thrive at through diversity. She holds an MBA and masters degree in HR Development and HR Health Administration. Thank you so much for joining us today, Patricia?
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Thank you so much, Sarah. I appreciate the introduction. It’s a privilege and an honor to be here today, and I’m just so excited to share about this crucial topic with our participants.
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OK, so let’s get started with today’s Webinar.
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So, here are our learning objectives for today.
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What are the topics that we’ll cover?
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You see, we’ll talk about cultivating a work environment, were our employees feel welcomed, respected, and supported?
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And we’ll demonstrate the importance of diversity, equity, and inclusion efforts in achieving organizational objectives.
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We explore a little bit about explicit and implicit bias, and then we’ll look at some strategies to combated, kinda work through our biases, and how to mitigate acts of exclusion in the workplace. And then, finally, we’ll look a little bit at the ability to incorporate our communication and leadership skills when we lead diverse populations within our inclusive work environments that we want to create or improve.
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So let’s start with the question.
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When you think about workplace culture, what’s the first word that comes to your mind, or maybe two words? If you could put that in the chat box, that would be great.
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Yes, so you can type your response into the questions there, and we will answer, or I’ll share out some of the responses that we received today.
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OK, a moment to do that, and type your responses there.
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We have Jackie said diversity.
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Anita says, Environment, Sharon Dysfunction, Miss Deirdre Brown says Togetherness, Reagan behaviors: We have supportive, vital, inclusive culture, toxic, inclusive culture. We have so many coming through. I’ll read off a couple more here. We have parallel process, the library, high school, books, climate, energy, diverse, and teamwork. Wow, wow!
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So you see, there’s so many opinions of workplace culture as there is about diversity.
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And so it’s personal, no sweat means different things to different people, so I appreciate you guys answering that question and sharing your knowledge. And you have some of the same words that I’ll be using in my presentation today, especially toxic.
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Uh, workplace unity, and even some things that are biased.
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So, the culture is how it feels to you.
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So, let’s move on and delve into creating inclusive organizational cultures.
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Yeah.
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OK, sorry, I had a minute to get this slide to advance, but I think I got it now, Sarah.
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OK, so when we talk about organizational culture, you see there, we talk about the fundamentals of culture, other components of organizational culture, but in the turbulence of this post pandemic landscape, the need for people centric and effective organizational cultures has never been greater.
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This modern workforce, or, shall I say, the younger work force.
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They crave respect, understanding, and humanity in the workplace, and they will no longer tolerate unsatisfactorily company cultures.
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So when we look at organizational culture, we see the norms, the values, beliefs, stances, dances, behavioral. Those are all, know the textbook.
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Definitions that we think of only describe culture.
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But, it really is.
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how people feel, when they work there.
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So, it really answers the question: how does it feel to work here?
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And that is a key question.
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When we look at our culture and we look at our employees and even our leaders manages all the changes that are happening in the post pandemic landscape, it becomes really vital, important, vitally important that we understand our culture so that we’re able to implement improvements or create inclusive environments.
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So, the best definition I’ve heard, or the first best description I’ve heard of Organizational Culture is, it’s like air.
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It’s omnipresent, and at times, it’s invisible.
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But Aaron Cultural Life can be taken for granted until they become toxic.
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Then, we want to pay attention to it and implement strategies without doing all of the back work.
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So, organizational culture starts with cultural competency.
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So, look at the sign there On our graphic where it says it sums up pretty much what cultural competency is all about.
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Seeking to understand your impact on others.
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This is foundational to relationship building and creating an inclusive culture.
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So it kinda reminds me of empathy.
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I understand that I will never understand, but I stand with you.
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So, what is exactly?
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Is cultural competency me, here, this term a lot thrown around different environments?
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And we kinda guess sometimes, on what we actually think that me, what that means.
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But we talk about your ability as individuals and an organization.
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So it means we have an individual responsibility to meet the diverse needs of our team members or customers, families, and communities. And what’s so vital to me about cultural competency is it expands beyond the workplace.
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It can help us in our family relationships and our friends, and even our communities, if we just make a commitment to learning about cultural differences.
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So, when we, we create opportunities, what other people just try?
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That’s really what cultural competency is about it’s it’s cultivating a healthy culture.
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Did you know that cultivating a healthy culture is the single biggest driver of employee performance?
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The more culturally competent we are, or the more culturally competent we become, the better we’re able to help people heal and thrive.
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So, cultural competency is at the heart of managing diversity, and it requires organizations to have a defined set of values and principles, but more importantly, to demonstrate the values, the behaviors, the actions, not just have policies and structures in place that really mean little to our employees.
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OK?
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So, the goal of cultural competency we see here.
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OK, so, the goal is to create a workforce that can deliver the highest quality service to every customer.
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The highest regard for our team members, regardless of race, ethnicity, culture, or language proficiency.
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So, culture, cultural, competency, It’s it’s at the heart of managing diversity.
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Know, some people seem to be born with that ability, but, like me, the rest of us have had to put in considerable time and effort into developing it.
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So this means that we each have to do our part, our personal work, on our biases, even our prejudices.
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Some other things we could do is, is search out role models.
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Or, we can take advantage of opportunities to participate with other cultures, and share our experiences with colleagues.
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So, cultural competency is enhancing our knowledge, our attitudes, our skills, and learning about other people and the impact we have on others, just like we do for any other skill set that we want to develop.
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So, as we said earlier, cultural, impact, cultural competency, or culture, itself.
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It is difficult to define, but it plays such a crucial role in organizational success, So this goal may seem aggressive, but it is doable, We can improve our cultures in scalable, replicable, and sustainable ways.
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I think about, you heard Sarah say that I served in the military in the Army and for over 20 years, and that’s a culture in and of itself.
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But it requires each and every individual to step out of their comfort zone in order to support members of the team. And I think the military does that extremely well.
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Like, all organizations, it has its faults, but I think it does extremely well, and creating an inclusive culture that all team members can buy into this.
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So I’d like to share some research with you from the … Institute.
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They did a research report recently, earlier this year, and it talks about, they really wanted to take a look at the role of company culture in driving organizational success.
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So as you see there, they surveyed over 300 strategic decision makers to shed some light on.
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What’s the relationship between organizational, culture and organizational success?
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Sorta responses clarify the need to prioritize three things: diversity, equity and inclusion, leadership development, and performance management.
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Now these things may not say new.
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We talked about them for eons but they rate the resurfacing as key: Critical components of creating organizational cultures that are inclusive and drive success.
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So, if you look at the key insights.
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Yeah, quiet quitting and a great resignation, those two are the workplace movements, most reported to have a negative impact on company culture in the next two years.
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Although we’ve seen some improvements in the great resignation, the quiet acquitting has not slow down, and even according to the Gallup poll.
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Says that quiet quitters make up at least 50% of the US workforce probably more and are quiet quitters or what are disengaged employees, are employees who are not engaged.
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So, this trend toward quiet quitting.
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This idea is spreading, you know, virtually all over social media.
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The millions of people are not going above and beyond the work or the job description and just meeting their job description.
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And this tran quick, it works.
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So this is a problem because jobs today require levels of extra effort.
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They require employees to be able to collaborate with co-workers and to meet customer needs.
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So the survey also revealed that leadership development is key.
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two improving culture.
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So as you can see, on the graphic, 52% of the executives agreed that leadership development, along with employee development, have the greatest impact, and that manage managers are essential to improving the culture.
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But managers may also be responsible for making it on satisfactory.
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I don’t know about you, if you’ve had an opportunity.
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Well, I didn’t, I don’t even know if, I would call it an opportunity, but if you’ve ever worked for a tacit tacit manager, or then employed in a toxic workplace culture.
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I know I had, and it’s, it’s really disheartening.
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It makes you not want to come to work.
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But when you have a culture that is inclusive, and a positive culture, boy, you will bend over backwards and do all kinds of things to help the organizational succeed, the organization succeed.
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So, when we talk about the employee mindset change, in this survey of over 300 to strategic decision makers, the …
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Institute discovered that most of their strategies are missing one key component, employee mindset change.
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And we’ll talk a little more about that in our slides as we progress through the presentation.
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So here’s some of the benefits I just wanted to show you, of improving the workplace culture.
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You see increased productivity, retention and engagement.
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All of the things that HR, managers, departments struggle with.
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What we see, 34%, agreed it, if it helps with increased feelings of inclusion, belonging.
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Safety, which includes psychological and physical safety.
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So, organizations are growing increasingly aware of the importance of company culture and creating high performance work environments, high performance teams, and engaged employees.
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So 99% of the executives surveyed agree that culture is important when it comes to achieving business objectives, revenue, and growth.
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Oh!
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OK, OK, so Sarah, let’s go ahead and start our first poll.
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Alright, so we have the poll launched here, so you can take a few moments to submit your vote, and then we’ll get the both up on the screen OK, sounds good.
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I See there’s responses streaming in. And the question as: What methods do you use to assess your workplace culture?
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They’re sharing in quite fast for their I’ll give you 15 more seconds to submit your answer OK, we will share those results out with the audience here OK?
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OK, great, Let’s get those results up on the screen For you. On your site, Chef.
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I’m sorry, say again, Sarah. Are you able to see those on your side? I am not.
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So we have 63% saying employee engagement surveys, 11% saying pulse surveys.
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15% said focus groups and 11% said Employee Resource groups.
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Wow, OK, that’s awesome because it tells me that our participants are very interested in improving and taken a pulse of their workplace culture.
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And so taking these assessments and doing these polls, and having ways to get an understanding of where your culture is, is the first step to improving it.
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So, thank you, Sarah, for those input. It seems like employee engagement surveys were the number one.
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Is that correct?
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Yes, that is correct. Employee engagement surveys with 63% of our audience voted for that. Wow.
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So that seems to be what most organizations are using. OK, thank you for their share, Sarah, And thank you all for participating.
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OK, If I could get this next slide to advance, we’ll be moving OK, here we are, So, when looking at organizational culture, it’s important to begin with diversity, equity, and inclusion. As we saw revealed in the Arvind … Research Institute report. So diversity, equity, and inclusion has a huge role, a crucial role, in creating inclusive workplace environments.
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So before we start this session, or this section, and move on, I’d first like to, I think it’s important to get on the same page of what these terms mean, sort of adopting a shared language.
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Because I found when we do work with other companies, we’ve we seen trends, that they use these terms interchangeably, or the group them all together into one word, diversity, equity, and inclusion, and give it one meaning.
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And they’re not the same.
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So since DEI programs rank at the top of the list of initiatives that have the greatest impact on improving organizational culture, it makes sense to begin this session briefly by discussing each term.
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So let’s start with diversity.
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So, we see diversity, the presence, of differences within the giving setting.
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So, in the workplace, so, it refers to the psychological, physical, social differences, And, a diverse organization has various social and cultural characteristics that exist.
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So, we see the last one, Diversity covers the full spectrum of identities.
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Especially, now, included, the mental disabilities, or what we now refer to as neurodiversity.
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So, it’s all various types of characteristics, and we sometimes limit those or not consider the various characteristics that are part of diversity.
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So, diversity, it just encompasses the dimensions, all dimensions of human identity, that make us who we are.
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So, it’s how we see each other.
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It’s the presence and amount of differences that we have within a group setting.
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Or basically it’s the mosaic of people who bring a variety of backgrounds and styles, prospectus, values, beliefs, religions, so much to, to the groups and organizations with which they interact.
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So when we looked at the Arvind, your results, we saw that corporate strategies were missing one key component, one critical component, the employee mindset.
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So I’d just like to talk about this here, because it is really an important part of diversity.
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So this employee mindset, it gives companies a competitive advantage.
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It’s it’s a collective mindset in your culture, it’s your culture inaction.
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In other words, it’s, it’s how your culture, as a whole thinks, an X, because that’s a direct representation of your company’s culture.
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So, if our employees don’t think, and act, the way the organization does, they don’t have a collective mindset.
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They may not have bought into your values. They may not agree with your vision.
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They may feel that it’s a toxic environment.
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So, paying attention and focusing on in class employee mindset is critical.
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Because we know that our employees are the greatest contributors to the organization.
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The mindset of into individuals, they make up how the organization asks how the organization responds, how they represent the organization when they’re not at work.
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And this is why people are the greatest assets toward an organization’s success.
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So, if we believe there, why don’t we take some time to invest in our employees, share information, help them to understand our values, our vision, and our missions.
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That way, we can create inclusive workplaces, where I perform for our employees give above and beyond what’s required of their job descriptions.
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So, let’s talk a little bit about equity.
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You see at the top, Equity is where everybody has access to the same treatment, opportunity, and advancement.
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So let’s, let’s take a moment to look at these two pictures. And just examine these two, these images.
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So, let’s ask another question. Should Sarah?
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So in the chat, if you would, let me know which picture represents equity, And just a brief word as as to why you think it represents an equity.
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Can we put that in the chat, please?
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Great. So again, we’ll give you a moment here to type that into the questions there, and we’ll share out some of the responses that we receive, OK?
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See that we have?
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It looks like a unanimously everyone is saying, the bottom picture, The second major, because the fairness, I know everybody that has a bike that fits them, and they’re awesome. Awesome.
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So that’s almost unanimously, huh?
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It is 100% unanimous. Picture number two. Oh, OK, awesome, awesome, because, sometimes, we think equality and equity, or debt are the same, and they’re not, they’re similar.
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They’re both part of a diverse workplace, but they are very, very different.
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So as leaders, we have a responsibility to cultivate an environment where all employees feel valued, feel empowered, supported, and respected.
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They should all be given equal access to opportunities for promotion, training, and resources.
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That’s all about equality, but when we think about equity, equity levels, the playing field, as we see in the second image, and leveling the playing field, requires us to address discrepancies and ensure that our employees have what they need to succeed based on their specific needs.
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So as this image reflects the second image, given everyone the same bicycle is a nice idea and theory.
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But the reality is that they need different types of bikes.
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So let’s look a little bit at Inclusion Mix.
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So inclusion doesn’t happen naturally.
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It doesn’t naturally result from diversity, and that, as you say, you can have a diverse team of talent, but that doesn’t mean everyone feels valued.
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What doesn’t mean they feel included? They don’t feel part of a larger group.
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They may come into the workplace, do their part contributed, or at home, since we’re now doing all this work from home as the majority.
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But I think that is even made it worse because it takes away the opportunities for people to communicate collaborate.
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I mean, we could do a tech from a tech virtual standpoint.
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Well, we want our employees to be able to feel a part of the group, and there are some ways that we can do that even with technology.
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So, inclusion deals with really how we treat each other.
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No, we can be mean or unchain, even virtually.
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You know, so inclusion goes beneath the surface of who we are or the structures in which we exist.
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So inclusion comes down to behaviors.
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Like I said earlier, when we were looking at the report, it’s what we do, It’s the actions, it’s not the values we put in our employee handbook. So post all over the organization, it’s down to our behaviors, how we treat one another.
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And inclusion is what will enable your DEI efforts to succeed.
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So inclusion will change the culture for the better by ensuring that everyone has a voice, everyone is heard.
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And everyone has the opportunity to be successful.
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So inclusion is what will attract workers from underrepresented backgrounds to work for your organization and increase your retention, lower your turnover.
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So the bottom line is inclusion is just it’s proactive.
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It’s a proactive strategy, it’s a way to make your workforce feel efficient, effective, and productive.
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So inclusion is the link, the ties, DEI together.
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And ultimately, it’s it’s what will enable your organization to make lasting impactful changes, then move them forward toward becoming a more diverse and equitable organization.
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OK, let’s look at belonging.
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We’ve talked about diversity, equity, equity, and inclusion, but belonging is whole is also a part of this.
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So when we look at this graphic here, we think of Maslow Maslow’s hierarchy of needs, which really is is what it’s based on, but belonging.
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Has to take place.
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And we have to understand what belonging is before we can foster written in the work environment. You know, we throw around the term: diversity, equity, inclusion, belonging. I think, without really understanding what those words mean.
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And by having common understanding, shared language, that’s all part of inclusiveness.
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And I think if we put in a time, and an effort to understand these terms, we’d all be better off in the long run.
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So belonging is this is the desire of those who may feel separated in your organization.
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Yeah, they come to work, They do their jobs, but they may not feel part of the whole.
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We’re a part of a greater community, and they want to become whole in this process.
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And this is what’s showing up in organizations and academic institutions across disciplines.
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So people believe in the power of belonging.
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But many people believe that it should be faster by the employees, and not the organization.
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So that’s a subject for debate just to think about.
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But I will tell you, in my experience, in working with organizations, if employees don’t experience experience a sense of belonging, they are more likely to feel insecure about their place on the tee and they feel less freedom to be their authentic selves.
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So that insecurity, that’s what undermines their performance, it undermines their creativity and it undermines their willingness to collaborate because they don’t have a sense of belonging. They don’t feel that they have a voice, they don’t feel that their work matters, or contributes to the overall success of the organization.
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The research says that when employees experience belonging in the workplace, there’s no staffing.
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Now, there are three times more likely look forward to coming to work.
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I don’t know. Have you ever been in a predicament where you dread it going to work?
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I even stood outside of the workplace and hyper ventilated because I didn’t want to go in Well, when you belong, you’re excited. You look forward to going into the workplace, or when you feel you belong because belonging is a feeling.
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There are three times more likely to say their workplace is fun.
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Dynein times more likely to believe that people are treated fairly, regardless of their race, and there are five times more likely to want to stay at the company for a long time.
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So belonging is a feeling, an outcome of inclusive behavior.
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So inclusion and belonging. They just, they go hand in hand.
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They don’t exist in a vacuum.
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So this slide brings it all together for me.
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Diversity, equity, inclusion, and belonging. They’re all inter-connected. They’re all inter-dependent.
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But belonging is the glue. That brings them all together.
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Belonging is the result of inclusion.
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So here I would like to talk about how belonging and diversity, equity, and inclusion should be part of our organizational and our strategic goals.
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And sometimes this doesn’t happen, and this could be vital and key to making employees feel part of the shared vision.
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Having them see how their contributions contribute to, achieving organizational goals. So, we may have our strategic plans. We may have our goals and objectives of our employees aren’t part, are there.
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And if the information isn’t shared, or they don’t know how they contributed, contribute, how can they help you grow your organization in a positive way to meet your strategic goals?
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So, Sarah, I’ll be ready for another poll at this point. Alright, let’s get that line, OK, so poll is launched, how often does your organization implement DEI initiatives? That, again, we’ll give you a few moments here to submit your vote and then we will share those results out.
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Oh, and the results are streaming in here, coming through, OK.
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Here are a couple more moments, Patricia, I wonder if you’ll be surprised or by the results or if it’s something that you would have expected.
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Yes, I’m interested in seeing that to Sarah, OK, great, let me get those results now up on the screen for everybody. So we have 34% saying annually. 15% said, every six months, 3% said, every other year, and 48% said, I do not know.
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Wow.
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Wow. So, it’s awesome.
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Those of you who know how, know, how often your organization implements the as a niche initiatives, I think that’s awesome. The organization is doing a great job and sharing that with you. But I’m concerned. ****, Sarah. Or maybe just surprised about the 48%, who just don’t know?
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Who just don’t know.
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So, I’m not sure what information that is giving us, or is, that information is now share, or organizations, are just not?
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implementing DEI Initiatives.
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So, OK, Well, that’s very interesting. And thank you for giving me the results of the poll, CERA.
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OK, Thank you, everyone, for your participation.
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So along with inclusion, I just wanted to share briefly with you about othering, and othering, if othering, is a pattern of exclusion.
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It’s a form of exclusion, so when our employees aren’t included, and what’s happening in our organization, if they’re not part of the shared vision, part of the shared purpose, they may feel like they’re being excluded.
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So you see some of the things that show what exclusion looks like.
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Ignoring people’s ideas, Ignoring a work order opinions, even if they’re not what we think data should be.
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They don’t meet our expectations, but they, at least, as over, our feedback, which is part of the performance management piece that we saw in the survey, that’s considered one of the three vital components of creating an inclusive environment, or even failing to share information. Especially important information.
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Withholding resources, or avoiding people who we feel don’t fit in, don’t contribute, well, we exclude them from social meetings or events, we have events, and everybody’s invited, but a certain group of people.
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And that’s called othering, and, and this is what it looks like.
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So, as part of diversity, equity, and inclusion, I’d just like to talk a little bit about the dimensions of diversity, or should I say, the dimensions of identity, because that’s that’s really what they are.
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So, we see in this diversity wheel, that diversity isn’t just about the difference of being male, female, black, white, short, tall, whatever. there are several different dimensions of diversity.
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So, this will, hopefully, it gives you a glimpse.
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So, understanding of the complexity of the diversity filters, which we process information, and respond to stimuli.
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So, there’s four dimensions, as you see here in this wheel, with the center van core dimension.
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This represents who we are, how we think, how we communicate, it’s our personality, it’s, it’s what we’d like and what we dislike.
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So align with that internal, with the core dimensions are the internal dimensions. So this is our gender. You see a sexual orientation nationality.
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And those things, which we have little on, maybe no control over, but this dimension is the layer in which many divisions between, and among people exist, not only in the workplace, but outside of the workplace.
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And this forms the core of many diversity efforts.
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So these are the first things we see and people we see and others.
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And that’s the things we make many assumptions and judgements and base our judgements on.
41:24
So this dimension has a significant impact on how we’re treated, how we live our lives, and how we perceive others in ourselves.
41:36
So the next dimension is the external dimension.
41:39
And this dimension includes aspects of our lives that we can change.
41:44
We do have control over, and we can change them over time.
41:49
This usually forms a basis.
41:51
We used to form the basis of decisions on our careers, on our work styles, and this layer often determines who we develop friendships with and what we do for work.
42:05
Now let’s look at the organizational dimension, the fourth dimension.
42:11
So the outermost layer is the organizational dimension. and this concerns the aspects of culture found in a work setting.
42:21
So while a lot of our diversity efforts are our focus on internal dimensions, issues of preferential treatment, and opportunities for developmental promotion are impacted body aspects of the outer layer, the organizational layer.
42:40
So this diversity wheel is often used in conjunction with this concept of intersectionality.
42:49
Has anybody heard of that term? Intersectionality If you could just put yes or no in the chat.
42:59
We have We have many people are saying, yes, and we have a few notes coming through OK, OK. So intersectionality.
43:12
It’s in the context of diverse diversity, equity, and inclusion.
43:16
It describes these inter-connected, this, or the inter-connected relationships of these social categories, such as gender, race, sexual orientation, as as we apply them to individuals or groups.
43:34
So, if a person belongs to more than one group, which is just about all of those, the chance of that person being discriminated against or having a bias applied to them increases.
43:49
So, to give you an example of that, myself, I’m a black woman over the age of 50, surprise, no, that’s just a joke over the age of 50.
44:01
So the concept of intersectionality applied to my social category means that I could be a target for ageism, racism, and gender bias.
44:19
So, now, that was a nice segue into buyers. Let’s look a little bit at our cognitive bias.
44:29
So, if you would, we’re not going to share this information, but, if you will just take a few seconds to look at each of those photos, and if you want, you could write down the first word that comes to your mind, when you look at each of those pictures. Don’t worry, we’re not going to share this information.
44:46
But this is just for your own information. And maybe you could take a look at it later to try to figure out why you felt that way.
45:01
OK, so now when we talk about bias, biases, prejudice in favor of or against one thing, person or group, compare with another usually considered to be unfair.
45:18
So we can develop a bias about anything.
45:22
Anything seen, anything perceived or even learned about someone, and those judgements turn into beliefs, even if we don’t realize we have them.
45:34
And to some degree, we’re all biased.
45:37
Our experiences shape who we are, are dimensions of diversity, our sexual orientation, race, ethnicity, gender, high, place of birth, and all those things we just saw, and the diversity dimensions of diversity, they all impact the lens through which we view the world.
46:02
So, bias is an attitude that projets positive or negative towards people.
46:08
So, it’s a cognitive tendency to make systematic decisions, in certain circumstances, based on cognitive factors, rather than evidence.
46:21
So, there’s two kinds of bias.
46:24
Explicit bias, which is the same as bias, stereotypes, attitudes, belief.
46:32
So, we hold on a conscious level, We are aware of these, and we consciously decide to have them.
46:42
So, these biases become a concern when they interfere with how we make fair decisions.
46:50
So, explicit biases are sometimes.
46:54
Beliefs that we have control over, although, sometimes we think we don’t. But, we have control over our conscious biases.
47:03
However, despite our best intentions, we all have implicit bias.
47:11
This byes occurs unconsciously, which means we unintentionally bring these thoughts and behaviors into the workplace.
47:22
So, we’re going to dive below this line of consciousness and talk a little bit more about implicit bias.
47:29
So, I thought what a day is, is, is just not to eradicate implicit bias, because that’s not possible, but we can become more aware of it. And look at some strategies, how we can mitigate it, and even look at how it affects our decision making in our communication styles.
47:49
So, like we said, this implicit bias, it’s, it’s spontaneous, it’s deep down in recesses of our brain and it can be triggered.
47:59
It can be brought to the forefront under certain circumstances and and this behavior that’s revealed it may contradict how we think how we feel as an individual.
48:13
But when it surfaces, we have to be able to recognize it and understand it for what it is and implement strategies to work through it or overcome it.
48:27
So our conscious mind we see there is what we like to think is always in control, because it’s responsible for logic, planning, short term memory, and we sometimes call it our present mind, because it’s the one we recognize and interact with the most.
48:46
But research, this is an amazing fair.
48:49
Research indicates that our conscious mind is only doing about 10% of the work 10% of the brain’s processing power.
48:58
The other 90% of our mental processing happens in the serb conscious and the unconscious mind.
49:08
So first, let’s just talk about the words we’re using, because we sometimes use these words interchangeably, unconscious and sun Subconscious. But as you can see on the graphic, they’re not the same.
49:21
They’re different, and this is how psychologists explain them.
49:26
So, the subconscious mind you see there is, it is the mind that set the stage between the conscious and the unconscious mind. It floats like right below the surface of the conscious mind.
49:42
The subconscious mind is more easily accessible.
49:46
The memories are not as deeply repressed as the unconscious mind.
49:51
So according to psychologists, Gavin Debacker instinct is the result of the subconscious.
49:59
And in his in his book, the Gift of Fear, he writes about how individuals’ subconsciousness can process information and may make them act out of fear without the individual, fully understanding what’s going on, or why they are even acting that way.
50:18
But our unconscious mind is not bad.
50:21
It just stores information that we have learned over the years, through our socialization, and he’s learned behaviors, So they’re there for future use, and just to save our mental energy.
50:38
So, there’s so many different types of by, I mean, the numbers at 200 now, and growing.
50:43
So, if you could think of a word, there may be a bias that goes along with it.
50:54
But there’s so many different types.
50:56
So I’ll just talk about a couple of them that I’m sure you are probably aware of, and I’ve heard of them.
51:03
So, when we look at Let’s see, I’ll pick one, let’s look at Affinity Bias.
51:13
So affinity byes, favoring someone because they share something in common with you, such as a similar answer, is a similar educational background.
51:24
You went to the same school, and this can show up in our interview process, or in our promotion process, or our succession planning.
51:35
Name bias, this is one that I’ve seen happen quite often.
51:41
And this exists, for example, if a manager receives a resume and instead of focusing on the skills and the experiences of the person, they focus on the name on the top and consider whether or not they can pronounce it.
52:03
So let’s look at the cycle of socialization, which all of this.
52:11
Feeds into diversity, equity, and inclusion, and our biases.
52:16
So, when we think about the cycle of socialization, we have to understand how we basically go from a blank slate to a naturalized adult.
52:27
So, we’re going to go too deep into this, but I just wanted to really just share this with you. So you could see and identify the different ways in which we receive information and grow as we develop.
52:41
So let’s just look at a couple of the layers. The first four element is the beginning.
52:49
The social identities are ascribed to us at birth.
52:52
Who we are, who we are born into, the world, we’re born into the norms, the histories, the habits, the traditions, the core.
53:05
Then the first socialization were socialized by the people we love and trust.
53:10
Our family, our friends, they helped shape our self concepts, and our self perceptions, which are the norms.
53:20
Then, we have our institutional and cultural socialization, and these sources are multiply based on how many institutions we interact with.
53:31
And then the enforcement, these are messages that we have in place that we may have been taught, we may have learned, but as these are created, messages, or roles, or roles, or structures, and assumptions that we had.
53:49
And then the results, the results are, these feelings are social standing, they can be normal or abnormal.
54:03
And it could cause shayne, if it’s abnormal, it could cause silence. It could put barriers in place.
54:11
Well, no, I’m or no response would include feelings of confidence, security, and autonomy.
54:18
So, these are the different types of people that we have in our workplace. We never know what’s below the surface.
54:26
And this is why it’s so important to get to know our employees, and include them in having a shared purpose and a shared understanding, and making them feel welcome in our organization. So even with these results, we have a choice.
54:43
We could perpetuate the status quo.
54:47
If we want the cycle to continue or we can take action, we can participate in learning activities like this one.
54:56
It’s another way to become educated and understand how our elements of socialization can can work for or against us.
55:09
OK, Sarah, Before we look at these strategies, I think we have another poll, right?
55:14
We do have one final poll for today, so we’ll get that launched. I will give you a couple of moments to submit your answer. The question: what topics are you interested in learning about as you deepen your understanding, MT.
55:34
And the responses are streaming in fast.
55:37
We’ll get another NaN here before we get those results up on the screen for everyone.
55:48
OK, great, so we have 16% saying uncashed, unconscious bias or implicit bias, 37% said inclusive leadership.
56:03
For us then, that measuring the ROI of DEI and 29% that empathy and self-awareness.
56:10
Awesome, thank you, Sarah, for sharing those results.
56:14
Those are all good. And if you are interested in learning more about those at Carrington, we have other courses specifically designed to help you with those subjects. So, thank you, Sarah.
56:28
So, I better move on. It looks like the time is running close.
56:34
Yeah, we have about five minutes, OK. I’m sorry. This is so near and dear to my heart, as sometimes.
56:44
Get a little over passionate about it.
56:46
But just looking at some strategies to mitigate our implicit bias, I’d like to invite you all to go to the Project Implicit website. It allows you to take various online tests that may give you some insight into your bias. So if you have biases, and maybe some ways that you can mitigate those, or overcome those biases, or at least become aware of them. So I won’t talk more about that. But there’s the website there. And this test is just awesome, designed by Harvard University.
57:20
And, uh, I think I reckon I highly recommend that everybody.
57:25
We’ll take that test.
57:28
I’ll skip there, Paul. I did it too soon, I guess. So somebody mentioned inclusive leadership, just to show you what inclusive leadership looks like.
57:38
So here’s OK, Miss Mugler, so what does a closeup leadership look like?
57:49
Boy, it looks like my slide is missing, so I’ll just tell you. So it establishes trust.
57:54
It makes employees feel valued.
57:57
They’re culturally competent.
58:00
They visibly engage with the employees. They don’t hides are out and about their same.
58:05
They collaborate. And most importantly, they are aware of their bias.
58:11
So when we looked at, again, the research study revealed that 52% of effective of the executive survey agreed.
58:24
They’re creating an inclusive culture, requires our leaders to be inclusive.
58:30
So feeling valued, again, is, is probably the most important part of inclusive leadership.
58:39
And there’s all kinds of strategies to do that. We won’t have time to talk about that now, But it’s, it’s the leading contributor to employee satisfaction in the workplace.
58:51
So here’s some action steps you can take to create an inclusive workplace.
58:56
First, assess your organization’s need for readiness for change. No, we shouldn’t embark on implementing changes without first doing an assessment and determine if our organization is ready for change.
59:09
If our senior leaders already at four executives already, and maybe come up with a survey on how to do that, then a second step, take a close look at your mission, vision, and values to determine if there may be some changes needed to make me to them. And it’s important to share those things. Most of our employees understand our mission. They may see our values on the war, but, do they live our values? Do we demonstrate our values, our values seen in action, and the vision?
59:40
Can the employees see it? Do they have the same purpose you have? Do they know the organization’s vision, goals, and objectives? And then prioritize those three things.
59:50
Our survey show, the EIB, leadership development, and performance management.
59:57
Then it’s important to measure, and I was so thrilled to hear, Sarah, that many people do measure, Do DEI initiatives, or do some ROI to see how effective their DEI programs are, But it’s important to not only measure, But you have to go back and evaluate the data and see what changes need to be made.
1:00:19
And then, finally, share, communicating insights to your employees, your leaders, and, and constantly, she had a progress on initiatives.
1:00:28
Oftentimes, we ask employees to complete a survey, and they do, and we never give them any feedback.
1:00:35
We never tell them what we’re doing with the information. We’d never share the progress and how things are making working in the organization, and how they contribute, and what they can do to help the organization grow.
1:00:49
So, those are my five steps to create an inclusive workforce. I mean, you can do them in any order. But I recommend that you start, you start with assessing your organizational culture.
1:01:03
And you need to change however you decide the best way to do that.
1:01:11
So, thank you very much, Sarah, This was my last slide.
1:01:18
Well, thank you, Patricia. And, before we conclude today, make sure that you check out your e-mail. We will have we have a great offer coming from Carrington. So, you’ll be able to receive that in your e-mail forum from us following the event today.
1:01:38
And thank you so much, Patricia, for your time, and for such a great, great webinar today filled with so much, so much valuable information.
1:01:47
Thank you, Sarah. It’s my pleasure.
1:01:49
I just love diversity, equity, and inclusion and just helping organizations, families, communities, you know, to be, to build relationships.
1:02:02
That is, is good, not just for us, but for the organizations, families, communities at large.
1:02:08
So, thank you so much for having me today, Sarah, and given me the opportunity to share.
1:02:15
Well, thank you so much again for coming on and joining us, and thank you to our awesome audience. You had great participation today. We really appreciate that and make sure that you join me for next week’s action on my rowing PowerPoint presentations and had to improve your PowerPoint skills. And also make sure to check out our new podcast, HRDQU Interview, where we get to get a little bit more in detail and depth with our presenters on the topics that they speak on over here today. So, check that out as well. And with that, we’ll leave you all to go and enjoy the rest of your day. Thank you, everyone for participating in today’s webinar, and thank you again, Patricia for your time today.
1:02:54
Thank you so much, Sandra. I appreciate, and You’re welcome.