Organizational Activities for Diversity, Inclusion, and Belonging Initiatives
By integrating and building into organizational life the provided activities, questions and programs, organizations will increase
- Innovation
- Team Cohesion and Effectiveness
- Individual Productivity
- Organization Loyalty and Employee Retention
Through these different stages, organizations will build: Commitment to Difference, Peer-Based Support System, Learning Mindset, Commitment to Inclusion, Transparency and Integrity, Integration of Feedback.
Employee Lifecycle
Attract and Recruit: In the attract and recruit stage, the focus is on increasing diversity but utilizing organizational artifacts to encourage and demonstrate commitment. This stage candidates will be evaluated based on skills, not “traits” or “experiences” to decrease bias recruiting judgments and practices.
Onboard: This stage is all about bringing people together to build an organizational support system and enhance trust in peers.
Develop: This stage is all about exposure and divergence by getting employees out of the comfort zone to develop alternative perspectives and cultivate awareness of self and the impact of self on others.
Engage: This stage is about creating inclusive policies, thus cultivating organizational commitment.
Perform: This stage is about creating transparent metrics that directly influence inclusive practices, thus promoting perceived fairness.
Exit/Retention: This stage is about understanding the impact of the current employee lifecycle practices and employee experience so that effective changes are integrated into organizational and D&I goals.
Sample Activities
References:
Cropanzano, R., Bowen, D. E., & Gilliland, S. W. (2007). The management of organizational justice. Academy of Management Perspectives, 21(4), 34-48. http://dx.doi.org/10.5465/AMP.2007.27895338
Deloitte (2018). Uncovering talent at work: A new model of inclusion. C. Smith & K. Yoshino
Earley, P. C., & Peterson, R. S. (2004). The Elusive Cultural Chameleon: Cultural Intelligence as a New Approach to Intercultural Training for the Global Manager. Academy of Management Learning & Education, 3(1), 100–115. https://doi.org/10.5465/amle.2004.12436826
Ely, R. J. & Thomas, D. A. (2001). Cultural diversity at work: The effects of diversity perspectives on work group processes and outcomes. Administrative Science Quarterly,46(2), 229-273. doi:10.2307/2667087
Goodman, D. (2011). Promoting diversity and social justice: Educating people from privileged groups (2nd ed.). New York, NY: Routledge. Read Chapters 2 and 3, pp. 12-49.
Newsweek Vantage (2017). Achieving results: D&I actions with impact. New York, NY: L. Kepinski & Veronika Hucke (Eds.).
Pless, N., & Maak, T. (2004). Building an inclusive diversity culture: Principles, processes and practice. Journal of Business Ethics, 54(2), 129-147.
Roberson, Q. M. (2006). Disentangling the meanings of diversity and inclusion in organizations. Group & Organization Management, 31(2), 212-236. https://doi.org/10.1177/1059601104273064
Scott, K. A., Heathcote, J. M., & Gruman, J. A. (2011). The diverse organization: Finding gold at the end of the rainbow. Human Resource Management, 50(6), 735 755.https://doi.org/10.1002/hrm.20459
The Conference Board (2017). Designing the future of diversity and inclusion: Aspirations and opportunities. New York, NY: C. Wallace.
Winters, M. (2014). From diversity to inclusion: An inclusion equation. In B. M. Ferdman & B. R. Deane (Eds.), Diversity at work: The practice of inclusion (pp. 205-228). San Francisco: Jossey-Bass
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