ON LGBT INCLUSION What can you expect AGENDA Introduction The Business Case Workshop Panel Discussion Our panelists Senior Associate Diversity amp Inclusion London Vignesh ashok ID: 656959
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Slide1
ENGAGING MIDDLE MANAGERS
ON LGBT INCLUSIONSlide2
What can you expect?
AGENDA
Introduction
The Business Case
Workshop
Panel DiscussionSlide3
Our panelists
Senior Associate Diversity & Inclusion
London
Vignesh
ashok
Managing Director
Diversity & Inclusion
New York
Therese
bechet
blake
Executive Director
Regulatory Affairs
London
Christopher hook
Vice President
Employee Relations
Indiana
Cynthia peoplesSlide4
The
business case
Why engage middle managers on LGBT inclusion?
Employees perform better when they can be themselves in the workplace
Middle managers play a vital role in creating a culture where people can be themselves
Organizations have an incentive to equip middle managers with the tools to create an inclusive culture
The Business Case Slide5
The business case
How does it all fit together?
“
Executives
are about long-term
strategy;
g
rassroots
employees are about immediate, individual, personal, and idealistic
issues… middle
managers are
about
preserving the status quo. They’re rewarded for maintaining current results
.”
5
“Middle managers – their actions and inactions - act as a barometer for organizational culture”
6
Managers create an environment where people can be themselves
Employees
are not only motivated by achievement of goals and rewards but also opportunities for self-expression and enhancement of
self-worth.
1
Employees
are better able to adapt to change when it doesn’t threaten their
identity.
2
Employee engagement can suffer by up to
30 %
due to unwelcoming
environments.
3
1 in 4
employees reporting staying in a job specifically because the environment was
inclusive.
4
Employees perform better when they can be themselves
93%
of senior managers agree/strongly agree that empowering middle managers is key to organizational change.
7
53%
of LGBT employees in the UK are out to all or some colleagues.
8
Middle managers with acquired diversity traits are twice as likely to: Empower decision-making by team
members.
9
Middle managers are under-equipped
There is an organisational incentive to equip middle managers with the tools to create an environment where
lgbt
employees feel supported
1
2
3
4Slide6
The studies
What research is out there?1. Shamir, B. 1991. Self, meaning and motivation in organisations. Organisation Studies
2. Eilam, G. & Shamir, B. 2005. Organisational change and self-concept threats: A theoretical perspective and a case study.
The Journal of Applied Behavioral Science3 &4. The Conference Board. 2006. Engaging and Enrolling the Biggest Roadblock to Diversity & Inclusion.
5. The Conference Board. 2006. Engaging and Enrolling the Biggest Roadblock to Diversity & Inclusion.6. Härtel, C. E. J., Butar Butar, I.,
Sendjaya
, S.,
Pekerti
, A.,
Hirst
, G., &
Ashkanasy
, N. M. (2013). Developing ethical leaders: A servant leadership approach. In L. Sekerka (ed.), Ethical training in action (IAP Ethics in practice series)
7. Australian Institute for Management. 2014. Engaging Middle Managers for Positive Organizational Change. 8. Stonewall. 2017. Top 100 Employers Staff Feedback Survey Results.
9. Center for Talent Innovation. 2013. Innovation, Diversity and the Marketplace.
Studies that you can cite (and we use
here) to make the business caseSlide7
The blueprint for middle management
Our toolkit designed to help managers understand why diversity and inclusion are critical business priorities
Lays out the value proposition for diversity and inclusion for the firm and for individual managers and highlights how fostering a diverse and inclusive work environment can help managers achieve their business goals.
Business Case
Self-assessment tool
Helps managers identify potential areas of opportunities or focus to foster a diverse and inclusive workplace through a series of questions and considerations designed to encourage self reflection.
Manager Perspectives
Stories and videos from managers across the globe sharing best practices and practical advice specific to the Blueprint topic drawn from their own experiences as managers.
Action planning
Includes ‘What You Can Ask or Do’ - food for thought on good management practices. And an aid for recording next steps and a roadmap to resources available to assist and guide your efforts. Slide8
the
workshop
1. Middle
Management Training
2. Resources
& Ongoing Support
4. Reward
& Accountability Practices
3. Allies
& Role ModelsSlide9
Topic 1: MIDDLE
MANAGEMENT TRAININGHOW SHOULD TRAINING FOR MIDDLE MANAGEMENT ON SEXUAL ORIENTATION AND TRANS ISSUES DIFFER FROM GENERAL DIVERSITY TRAINING PROVIDED TO ALL STAFF?Slide10
Middle management
training
Unconscious
bias training
Challenging
inappropriate behavior
Spotting mental health issues
Specific challenges faced by LGBT people in the workplace
What
to do if
an employee comes out?Slide11
Topic 2: RESOURCES
&ON-GOING SUPPORTWHAT KIND OF RESOURCES AND ON-GOING SUPPORT CAN BE LEVERAGED for MIDDLE MANAGERS TO GET MORE COMFORTABLE WITH Lgbt issues?Slide12
Resources &
On-going support
Guides, research and news articles
Confidential helpline or email
Reverse mentoring /roundtable mentoring
Workplace champions
ERG/BRG business partnersSlide13
Topic 3: Allies
& role modelsHow can employers encourage more middle managers to sign up as Lgbt allies or come forward as
lgbt role models? How would you
HIGHLIGHT them?Slide14
allies &
Role models
Senior support/sponsorship for allies
Celebrate existing allies and role models
Resources to visibly signal commitment
Hold events focusing on the theme of intersectionality
Clear practical guidance for alliesSlide15
Topic 4: Reward
& accountability practicesHow do we incentivize middle managers to champion lgbt inclusion
and hold them to account for their work? What data do they require to keep track of their progress?Slide16
Reward &
Accountability
Performance review process
Ally awards
360
Reviews / Skip level meetings
EoS
/Self-ID and representation metrics broken down by demographics
Demystifying senior management promotion process