The Missing Link. Creating Sustainability for Diversity and inclusion Initiatives LAURA GIRONDA & ASSOCIATES

Transcription

1 The Missing Link Creating Sustainability for Diversity and inclusion Initiatives LAURA GIRONDA & ASSOCIATES

2 The best intentions Organizations are spending millions of dollars on brilliant, engaging and state of the art Diversity and Inclusion programs, the formation of employee resource/affinity groups, talent management and acquisition, broadening supplier diversity and procurement solutions, increasing employee engagement, all while trying to prove relevancy and ROI. For many Diversity Officers and practitioners, it feels like trying to walk in quick sand and juggle at the same time. While budgets are being tightly scrutinized, professionals are expecting to see measurable changes and integration of Diversity and Inclusion into everyday behaviors and decision making of leaders and associates. Initiatives are authentic, but often fall flat and feel event driven, not strategic. As a result, D&I messages can lose momentum, sustainability and often credibility. Why is this happening? The missing link Here is a familiar example of missed opportunities to communicate the full scope of the organizations Diversity and Inclusion strategy. Months of planning took place behind the scenes to design, deliver and implement state of the art training. Participants show up on training day and are asked the same question by all facilitators, How did you hear about todayʼs session? In 95% of sessions throughout every Fortune 50, 100 or 500 company, the same disappointing response is given, I got an last week telling me the name of the class, where to go and what time to be here. The end of the day elicits the same typical responses, This is not what I thought it was going to be, or It was better than I expected. Although the facilitator may feel they have exceeded expectations, it only supports the fact it was an engaging event. Training success is often determined by outstanding evaluation forms, numbers of associates who attended, not necessarily content sustainability and integration into observable behaviors and cultural values. Practitioners are spinning plates feeling overwhelmed, while each initiative is being closely monitored for ROI, organizational traction, buy-in and cultural change. The simple truth, participants werenʼt provided any prior context of the session before they arrived. The relevancy, value, or scope of the session, as it relates to their daily responsibilities and business objectives, was unfortunately overlooked, because program content and logistics were the drivers.

3 After the session, the percentage of associates who receive any news, updates, follow up or discussions from their managers or the company is also minuscule. 95% of employeesʼ only exposure to the companyʼs D&I initiative starts and ends on training day. Ongoing feedback sessions with clients has revealed the missing link. Diversity Officers and practitioners are extremely committed to the work, but are often strapped for resources, even though D&I is highly visible. The organizations D&I strategy is not adequately being messaged and linked into every layer of the organization, all levels of leadership, business units or functions in the company. Associates know they are required to attend training, heard some buzz about D&I, yet unsure of how it relates to their daily functions or the company overall. The Solution The Diversity and Inclusion Strategic Communication Plan - DISC-P is the solution and has been the missing link. It is the necessary tool allowing practitioners to link and connect all D&I activity to the entire organization. The DISC-P will increase relevancy, momentum and sustainability of D&I strategies, at every level, utilizing multiple mediums and tactics, on a continual schedule. The DISC-P is not an add on to training or initiatives, is it the core driver. Diversity and Inclusion Strategic Communication Plan (DISC-P) Benefits of the Diversity and Inclusion Strategic Communication Plan (DISC-P) Organization Diversity and Inclusion strategies are at the forefront for all organizations today. Creating a competitive advantage in the global marketplace, executing emerging market strategies, establishing the value proposition to shareholders, the board, customers and associates, while leveraging the skills and abilities of a diverse talent pool are a only few objectives. Customized communication tools of the DISC-P will increase the levels of effectiveness and penetration of all D&I initiatives into the culture.

4 Associates If optimizing behaviors and awareness is expected at the conclusion of training (webinars, facilitated sessions, e-learning) - associates would benefit from understanding what is driving the organizations D&I strategy before any training takes place. After training, associates will be kept informed with ongoing messages utilizing multiple tactics, which will reinforce D&I into everyday business. The DISC-P uses appropriate tools to introduce and sustain the message at every phase of the training cycle, gaining early commitment and lasting buy-in. Office of Diversity With Diversity Officers and practitioners being tasked to link all pillars of D&I to the organization; Supplier Diversity, Talent Management and Acquisition, Employee Resource/Affinity Groups, Councils, Workplace Training, Brand Enhancement, and Emerging Markets, being able to create a solid infrastructure is critical. The DISC-P will provide The Office of Diversity, Human Resources, C-Suite and mid level managers with critical tools to including D&I strategy into all internal and external messaging. According to The Conference Boardsʼ white paper on Creating a Competency Model for Diversity and Inclusion Practitioners - Corporate Communications is listed as a top competency under Change Management. Here are just a few specific communication competencies practitioners are responsible for: Communicating the full spectrum of the diversity and inclusion strategy Utilizes multiple communication vehicles Tracks and communicates strategy progress and setbacks Maintain a balanced global and local perspective for D&I Shares the benefits for D&I Acknowledge and address obstacles, challenges and opportunities During every step of the process, and before a new phase begins, carefully crafted elements of the Strategic Communication Plan are implemented to reinforce Diversity and Inclusion messages. The entire organization becomes aligned and connected from the beginning.. Practitioners understand the importance of the messaging, however may only scratch the surface or be unsure of the best communication vehicles and how to gain maximum

5 benefits. The DISC-P allows D&I messaging to have a broader, deeper impact, and does not require practitioners to be communication specialist. Diversity Training and Consulting Firms Building relationships, offering dynamic products and services while creating lasting change is the goal with every client. D&I consulting firms are well versed in offering training solutions which often follow the American Society for Training and Development model. Although the model is comprehensive for delivering a training event, it lacks the critical link of the DISC-P. The DISC-P is not an add on product or service offering, it is an integral part of the solution package and contracting phase. The DISC-P is the upfront and ongoing support tool for all training programs or consulting services, offering firms a true competitive advantage. Service offerings become holistic, integrated and sustainable within all levels of the organization. """"""" """"" """" """