Diversity and Inclusion Tuesday, May 8th 3-4 pm Neopolitan 1, Caesars Palace
DID YOU KNOW. McKinsey research shows that gender-diverse companies are 15% more likely to outperform their peers and ethnicallydiverse companies and are 35% more likely to do the same. Catalyst research shows that companies with more women on the (executive) board statistically outperform their peers over a long period of time. Research shows that inclusive teams outperform their peers by 80% in team based assessments. - Bersin, Deloitte 2015 High Impact Talent Management research
Welcome to our Forum #ARDAWorld Opening Acknowledging Our Unconscious Bias Steps to Promote Diversity and Inclusion Panel Discussion Topics Tools and Resources Takeaways and Closing
Panelist Bios #ARDAWorld Our Esteemed Panelists Brian Gray Vice President- Organizational Capability Wyndham Vacation Ownership (based in Orlando, FL) Your Panel Moderator Eva Esteban Vice President, Organizational Development & Training Diamond Resorts (based in Las Vegas, NV) Tracy Ward Vice President - Corporate Culture Welk Resorts (based in San Diego, CA)
Your Thoughts Please In the time given, write down 5-10 names of your most trusted friends, mentors, and closest confidantes that come to mind (no family members please).
An Exercise in Unconscious Bias What observations do you have after reviewing your list? Considering your circles of friends, Level III like me ; those you identify most with and are prone to be your most trusted and intimate relationships Level II- Slightly closer interactions but certainly not too person Level I Those you say hello to in passing and through occasional greetings
The Cost of Bias - Michelle Friedman, Founder- Advancing Women s Careers 2017 Apollo Global Management Forum #ARDAWorld Employees who perceive bias or lack of inclusion, Are 3x more likely to leave in a year or less. 2.6 more likely to withhold ideas or solutions in a group. 5x more likely to speak negatively about company on social media.
A Perspective on Diversity #ARDAWorld What is diversity? How do we use this to promote inclusivity, belonging, and meaningful culture in our workplace?
ARDA Profile of Timeshare Owners #ARDAWorld
Effects of the Diversity and Inclusion on Diversity is being invited to the party. Inclusion is being asked to dance. - Verna Myers, Diversity Advocate Recruitment/ Selection Team Dynamics Career Development Promotion and Leadership
3 Steps to Promote Diversity and Inclusion 1. Seek and Value Diversity Mirroring our Customer Base Increasing Innovation and Business Approaches 2. Create Inclusion Leveraging of Diverse Perspectives Acknowledging Unconscious Bias 3. Drive Accountability Empowerment at all Levels Workplace Respectful Practices and Calling out Bias Messaging and Cultural Values
Discussion Topics of Interest Sensing a Culture of Diversity and Inclusion Challenges Faced and Ways to Overcome The Evolution of Diversity Best Practices and Information Sharing (including those from our panel and industry!) Diversity and Inclusion: Not one in the same
-DiversityInc, 2018
Tools and Resources Diversity Tips and Strategies Other Highlights
6 Diversity Tips to Live By - 2018 Global Recruitment Trends, LinkedIn #ARDAWorld DO use inclusive language in your job descriptions. DO empower employees to tell their stories. Do promote inclusion and advocate with Employee Resources Groups (ERG). DON T have a diversity strategy. Don t invest without buy-in from the top. Don t perpetuate the appeal of culture fit.
ARDA Developments - Past articles featuring diversity and inclusion topics #ARDAWorld
Ways to Encourage Diversity and Inclusion Leverage external techniques used in Sales & Marketing internally Solicit input, task forces, focus groups and surveys Staffing and HR initiatives and related programs Establish advocacy groups, ERGs and grass-root communities and events for employees Hire and promote for diversity through cultural advocates and ambassador groups. Respectful Workplace trainings, cultural sensitivity and recognizing unconscious bias forums. Appeal to and develop a diverse workforce with company culture (including hiring practices, workforce demographics, ESL Classes, Same Sex or Domestic Partner benefits, etc.) Use software and technology to select best candidates based on specific qualifications (i.e. blind hiring processes, structural interviews) Promote diversity and inclusion through recruiting and development of talent pipeline (i.e. partnerships, scholarships, internships and formal global mentoring programs).
Other Highlights #ARDAWorld - Summary of supplementary articles and resources section Diversity and Inclusion are not mutually inclusive, they are not the same thing. Utilizing diversity as a competitive edge. Not just for measurement data. Various levels of leadership needed (from top management support to help with career paths). Diversity, inclusion and belonging as business imperatives to promote creativity, innovation and connection with customers. It is not just about hiring underrepresented groups as employees who also reflect your customer base it is about placing them in key decision roles and providing opportunities for growth and advancement.
Diversity is being invited to the party. Inclusion is being asked to dance. Belonging is dancing like no one is watching.
Takeaways and Closing Supplementary Articles and Resources (available online) Thank you and Q&A
Supplementary Articles and Resources The best workplaces forge bonds among co-workers of different political views, different backgrounds, different job titles. - An Nadeu, Chief People Officer, Great Place to Work Companies that embrace diversity and inclusion in all aspects of their business statistically outperform their peers. - Josh Bersin, Deloitte, Forbes Magazine contributor
Weblinks Testing your unconscious bias (and studies): www.implicit.harvard.edu Diversity Online Magazine and Awards Diversity,Inc. Magazine (hardcopy and website) #ARDAWorld Books and Magazines Blindspot: Hidden Biases of Good People, Banaji Inclusive Diversity: The Definitive Guide to Developing and Executing an Impactful Diversity and Inclusion Strategy, Sweeney ARDA Developments (March 16 and January 2017 articles on diversity and inclusion considerations of LGBT, disabilities, English as a Second Language programs
Diversity Doesn t Stick Without Inclusion - Harvard Business Review, February 2017, Sherbin & Rashid Focus on Competitive Edge A diverse workforce (including women, people of color and LGBTQ individuals) as means to sell products or services to diverse end users Distinguishing between Diversity and Inclusion Commonly assuming they are the same thing Diversity equals representation but not inclusion Inclusion involves crucial connections that attract diverse talent, encourages participation, fosters innovation and leads to business growth Without inclusion, there is a diversity backlash. Obligated sponsorship and perceptions of giving special treatment descreases sponsorship of diversity categories. Not Just About Data for Measurement Narrative as equally important if not more important. Underlying culture and assumptions and not just about headcount of diversity. Establish Framework and Look at Four Levels Inclusive Leaders- Ensure Team Members Voices are Heard, Safe to Propose Novel Ideas and Make Decisions, Taking Advice and Implementating Feedback, Giving Actionable Feedback and Sharing Credit for Team Success Authenticity- Look at Efforts and Energy Expended in Compromising Self to follow norms vs. exuding authenticity Networking and Visibility- Aligning high level sponsorship with those who feel marginalized by background or diversity and use to invigorate ambition, drive engagement, help satisfaction and career advancement. Clear Career Paths- Acknowledgement and identification of different career paths and options, as well as life circumstances that may delay or stall career growth.
Workplace Diversity and Inclusion Gets #ARDAWorld Innovative - Society for Human Resource Management(SHRM), January 2016, Parsi Yesterday s workforce won t lead you into tomorrow. Businesses compete for a small portion of talent if not attracting diversity such as women and people of color in your workforce. Many companies sees diversity and inclusion as a business imperative Examples include Johnson & Johnson who share that a global workforce not only represents our customers and patients but also constantly brings in new insights. AT&T believes in having an employee base that looks like their customer base. 42% of their workforce are people of color. The chief diversity and inclusion officer of PWC feels that attracting, retaining and developing diverse professionals stirs innovation and drives growth. Performance Driver Not just about mirroring demographics but it is about innovation and performance. Companies in the top quartile of executive board diversity had returns on equity that were 53% higher than those in the bottom quartile. Broadening Diversity David Rock, director of the NeuroLeadership Institute acknowledges that communicating with diverse teams takes extra effort, but that effort leaders to better collaboration and more favorable outcomes overall. Looking at how people interact once on the job. Diversity are the ingredients and mix of people and perspectives and inclusion is the container, the place that allows employees to belong, to feel accepted and different.
5 Lessons From Top Companies - Apperion Global Article, Diversity consultant, December 2015 It is not just about hiring individuals from underrepresented groups but it is about including them as key decision makers. Rarely promoted to executive positions. Companies with gender, ethnic, and racial diversity are at least 15% more likely to experience about-average financial returns. Managing diversity and inclusion is still largely unmapped although there are some remarkable best practices out there for others to learn from. Companies noted for efforts include Ford Motor Company, L Oreal, Deutsche Bank, Bayer, Johnson & Johnson, Sodexo, and AIG. Highlights of practices include senior leadership commitment, supplier diversity, talent pipeline, tracking of diversity in senior positions and related. The shift in global diversity can include race, ethnicity, gender, sexual orientation, religious affiliation, generation, disability, personality type, thinking style. 65% of 321 large global company executives interviewed by Forbes have plans to recruit a diverse workforce. However, only 44% employ retention programs. A 3.5% increase in earnings have been noticed with every 10% increase in gender diversity in the U.K.