HRMW8RF

After completing this video, you will be able to discover the key concepts covered in this course.

Objectives

· discover the key concepts covered in this course

[Video description begins]  Topic title: Course Overview. The host for this session is Fabia H. Bourda. She is an HRCI Consultant. [Video description ends] This is Fabia Bourda, certified human resources professional and your program facilitator.

Sadly, some individuals harbor unfair prejudices against people of different colors, cultures, ethnicity or religion than their own. Such prejudices should not be tolerated in the workplace, and should be dealt with in a swift and firm manner. Ultimately, employers have a duty to eliminate discrimination in the workplace, including the duty to identify and investigate potential discriminatory behavior. Business leaders and HR should review company policies prohibiting harassment and discrimination. And provide employee education and training to help build acceptance and respect among a well-diversified employee body.

The pursuit of a race inequity is a process and requires time for discussion, reflection, and action. Depending on the workforce, pathways to success for people of color include ensuring equitable assignments, implementing and applying performance review process, assigning strong mentors and sponsors, and conducting pay audits that look not only at gender, but also race equity.

Diversity, as it relates to human resources, is a way of thinking and operating that encourages an entirely new and positive outlook among coworkers. Through this course, we'll address how to prepare businesses and its employees to promote acceptance, respect, and teamwork. Businesses that overcome diversity issues often achieve greater productivity, profits, and company morale.

After completing this video, you will be able to define human relations and how it impacts the workplace.

Objectives

· define human relations and how it impacts the workplace

[Video description begins]  Topic title: Human Relations. The presenter is Fabia H. Bourda. [Video description ends] In this topic, I will share the ways of improving social interactions and working relationships with other employees. [Video description begins]  Organizational Relations. [Video description ends] On the PHR® Exam Program Overview chart, we'll be addressing functional area five and covering employee and labour relations, which is worth 39% of the exam. The first course in this series is Organizational Relations, which is highlighted in red. [Video description begins]  PHR® Exam Program Overview. [Video description ends]

Businesses are the entities that holds the work structures and support the processes and activities that lead to organizational effectiveness. But without the employees, it can neither be effective nor efficient to create the impact that is needed for the company to be profitable. It requires employees with unique personalities and preferences and their interactions with each other to help drive business results. [Video description begins]  Processes across Employee and Labor Relations. A table labeled "Employee and Labor Relations" is displayed. [Video description ends]

This table overviews the employee and labor relations processes that will serve as a quick reference to locate activities across the function. Each business may bundle these differently, so there is no right or wrong answer. Just whatever works for your structure and the people supporting the work. The first column is organizational relations. The key challenge to building organizational relationships come from the business itself. There's an influence on the business's norms, values and beliefs, which is its culture, on the employees, and to help them in identifying cultural levers available to business leaders.

Building strong relationships between a business and its employees, and among the employees, will largely depend on the behaviors and practices like trust, empathy, and open communication. Businesses that invest in improving these skills often surpass other businesses when it comes to worker engagement and retention. [Video description begins]  Human Relations. [Video description ends] We'll examine how human relations impact the workplace through its theory and practice. [Video description begins]  Discipline of Human Relations. [Video description ends] The Hawthorne studies of experiments was conducted at Western Electric Company in Hawthorne, Illinois in 1924 to 1933. It kicked off a series of research activities undertaken by a collection of theorists, later dubbed the Human Relations Movement. This is a discipline that studies how humans interact in groups. The field includes research on the impact of social connections on workplace outcomes, which goes beyond early work related research that was more strictly focused on the physical environment.

It also found that the efficiency of the worker would be enhanced if there is an improved incentive system and shorter working hours, with breaks for lunch and rest. The human relations theory has changed the work environment of businesses worldwide. The change in social climate of the work place has resulted into improved morale of employees and increased efficiency. [Video description begins]  The Hawthorne Effect. [Video description ends] In the 1950s, Henry Landsberger deduced that workers were motivated by the interest shown in them. And this led to the upturn of the productivity rather than actual physical changes. Landsberger labelled this theory the Hawthorne Effect. This is where individuals alter their behavior in response to an awareness of being under observation, as depicted in the diagram. [Video description begins]  The following four blocks are displayed in the diagram: Informal social factors, paying attention to workers, open communication, and increased productivity. The informal social factors block is connected to the paying attention to workers and increased productivity blocks. The paying attention to workers block is connected to the informal social factors, open communication, and increased productivity blocks. The open communication block is connected to the paying attention to workers and increased productivity blocks. The increased productivity block is connected to the informal social factors, paying attention to workers, and open communication blocks. [Video description ends] The process of observing an employee's performance often causes the employee to behave differently. Most employees tend to work faster when they know that they're being observed and their productivity is measured.

However, other employees intentionally alter their performance to create meaningless data. As contemporary human resources is responsible for overseeing employee recruitment, training and development, remuneration, performance management and disciplinary procedures, the Hawthorne effect is still considered to be a relevant concept, and has been a continual topic of substantial debate between HR and psychology theorists. [Video description begins]  Elton Mayo's Human Relations Principles. [Video description ends]

George Elton Mayo is one of the best known management theorist for his experimental work on employee motivation in the 1920s and 30s. He concluded that individual employees must be seen of members of a group. Salary and good working conditions are less important for employees than a sense of belonging to the group. Informal groups in the workplace have a strong influence if you have employees in that group. Managers must take social needs, such as belonging to an informal group seriously. [Video description begins]  Human Relations Influences. [Video description ends] The work in human relations fundamentally led to the creation of what is now called human resource management. The church relations is referenced the human dynamics as influenced by organizational behavior, the influence of company culture and power dynamics. Individual behavior. This considers the influence of personality, levels of motivation, and emotional intelligence. And relational factors. This is the impact of relationships between employees and their peers and employees and their managers.

After completing this video, you will be able to define organizational culture.

Objectives

· define organizational culture

[Video description begins]  Topic title: Organizational Culture. The presenter is Fabia H. Bourda. [Video description ends] In this video, I will define organizational culture. Organizational culture is a shared beliefs and assumptions about the business's expectations and values. These unwritten rules and perceived expectations drive behavior in businesses.

Edgar Schein once said 90% of our behavior in business is driven by cultural rules. When faced with problems, challenges or goals, it often helps to understand the aspects of culture that either inhibit or support effectiveness. By aligning culture to strategy, it can enhance organizational performance and increase financial results. [Video description begins]  The Organizational Culture Tree. [Video description ends] Culture is often compared to a tree. To continue along that vein, I'll incorporate the business aspect, which would include mission. The fruit demonstrates what is produced which translates the corporate results. Operating principles, the trunk, which is how things are done. And the traditional climate, the branches are the temporal characteristics, things that are atmospheric and can quickly change. And of course, culture, the roots that are those shared beliefs and assumptions which are grounded and heavily rooted.

A business's culture is largely tangible. It is what you feel when you engage with it. It is comprised of the unspoken rules and behaviors of its workforce. Surprisingly, many executives mistake culture for climate. When asked what factors to find their goals for the corporate culture, the most frequent response among executives was workplace design at 76%.

This is understandable as climate is the most visible area to focus on for culture, and it's actually because it's easier to measure and to improve employee engagement. [Video description begins]  Levels of Organizational Culture. [Video description ends] Organizational culture includes virtually every aspect of the business and the most important elements of culture are not visible. We'll take a look at the four different levels. From left to right, cultural artifacts. These are the tangible aspects of culture, behaviors, language, and physical symbols that we can perceive with our senses and that reflects the rules and core beliefs of the business’s culture.

Shared norms, these are situation-specific rules that are often not directly visible but can be inferred from the business's artifacts. Cultural values, they represent the collective beliefs, ideals and feelings of members about the things that are good, proper, valuable, and right. Shared assumptions, these provide a foundation for how people think about what happens in businesses and represent the deepest level of culture. [Video description begins]  Bringing Culture to Life. [Video description ends] Culture comes to life in each interaction. And oftentimes, these interactions are driven by individual perceptions and interpretations based on our life experience and organizational interactions. In the diagram, our persona is influenced by the space around us with our own experiences and those that we come in contact with, which is usually five feet in any direction.

Let's test this. Stand up, spread your arms straight out at each side, and turn in a full circle. Your wingspan is also your sphere of influence. This makes cultural design even more challenging because businesses can only improve engagement and culture to the level of what their employees will allow for.

Subcultures exist in every organization. It's important to acknowledge and to be able to articulate how they vary so that incoming talent is able to differentiate between what they can expect in their individual role compared to business's overarching brand. [Video description begins]  Healthy Cultural Impacts. [Video description ends] Culture is as important as business strategy, because it either strengthens or undermines the objectives.

Cultures are neither good nor bad but described as healthy or unhealthy. A healthy culture is significant for these reasons. It attracts qualified talent. Job candidates evaluate the business and its climate a strong, positive, clearly-defined, and well-communicated culture attracts talent that fits. It drives engagement and retention. Culture impacts how employees interact with business. It impacts happiness and satisfaction.

Research shows that employees' happiness and satisfaction are linked to strong workplace culture. It affects organizational performance. Businesses with stronger cultures outperform their competitors financially and are generally more successful. Taken for granted, core beliefs, and assumptions held in common can impact businesses. Therefore, businesses with healthy culture have a competitive advantage and outperform their peers.

After completing this video, you will be able to describe how culture is developed.

Objectives

· describe how culture is developed

[Video description begins]  Topic title: Cultural Development. The presenter is Fabia H. Bourda. [Video description ends] In this video, I will describe how culture is developed. [Video description begins]  Elements of Culture Development. [Video description ends] Culture development is not created by any single person or event, but a complex combination of forces. Three elements are critical to this process. One, leadership expectations. Founders and leaders have a large influence on the culture of an organization, especially in the beginning. Their expectations, their decisions, how they treat people, how they spend their time, and what they value have a major impact on what employees value and how outsiders will perceive the business. Two, employee contributions. The members of a business will bring with them their own personal cultures, which come from their families, their communities, their religion, and any professional associations to which they belong, as well as their nationalities.

Three, historical accommodations. Every business has to confront two major challenges that impact the development of its culture. A, external adaptation, this refers to the way that a business survives by coping with its constantly changing external environment. And B, internal integration, this integration is concerned with establishing and maintaining effective working relationships among the members of the business. [Video description begins]  Cultural Development. [Video description ends]

Culture is a learned process and is developed by the business's response to the working environment. It is established through the demonstrated activities and behaviors, and it's influenced by the business's leadership and management team. A culture is established in all organizations, regardless of whether its development is guided or unguided. [Video description begins]  Maintaining Organizational Culture. [Video description ends]

The early cultural values exert influence over its future values. It's possible to think organizational culture protects itself from the external forces. [Video description begins]  The following five blocks are displayed: Leaders' actions and behaviors, leaders' reactions, rewards and resources allocation, employee selection and discipline, and stories and symbols. [Video description ends] The role of the leaders, the rewards, and the people it attracts are all important in shaping and maintaining the business's culture which is depicted in the diagram. Leaders, they are instrumental in creating and changing a business's culture. [Video description begins]  A block labeled "LEADERS" is displayed. It is connected to all the five blocks. [Video description ends]

There's a direct correspondence between the leader's style and the business's culture. [Video description begins]  A block labeled "CULTURE" is displayed. It is connected to the leaders' actions and behaviors, leaders' reactions, rewards and resources allocation, employee selection and discipline, and stories and symbols blocks. [Video description ends] For example, when leaders motivate employees through inspiration, corporate culture tends to be more supportive and people oriented. Rewards, organizational culture is shaped by the reward system used in the business and the kinds of behaviors and outcomes it chooses to reward and punish. [Video description begins]  The following three blocks are displayed: Recognition rewards, service rewards, and social events. These three blocks are connected to the stories and symbol block. [Video description ends] One relevant element of the reward system is whether the business rewards behaviors or results. Some businesses have reward system that emphasize intangible elements of performance as well as more observable metrics. [Video description begins]  A block labeled "Diversity programs" is displayed. It is connected to the stories and symbol block. [Video description ends] People, organizational culture determines what types of people are hired by a business and what types of people are left out. Moreover, once new employees are hired the business assimilates the new employees and teaches them the way things are done. Signs of a business's culture include its mission statement, stories, physical layout, rules and policies, and rituals. [Video description begins]  Recognition Rewards. [Video description ends] Businesses can use a variety of recognition programs to influence attitudes and behaviors of employees. It can be highly motivating if they're part of the overall recognition program that includes a history of meaningful presentations. The kinds of rewards companies use to recognize good behavior include any of the items displayed ranging from cash, to meals, to awards, to events, or to deferred incentive options. [Video description begins]  Service Awards. [Video description ends]

Service award programs are also called milestone awards, years of service awards, service milestone, length of service awards, employee anniversaries, and service anniversaries. They all mean the same thing, which is to recognize employees when they have hit a specific work anniversary. They can be non-taxable if they meet specific criteria.

The purpose, the award and how it's presented cannot appear to be disguised as compensation. The award must be presented as part of a meaningful presentation, and it should focus on the employee's achievement, but it doesn't have to be elaborate. Value, the value should not exceed certain dollar limits, such as $400. It excludes cash or cash equivalents and can include securities, vacations, lodging, meals, and tickets to theaters or sporting events. It must be a tangible personal property, such as an accessory, jewelry, or office furnishing. And lastly, the frequency, how often they are given. [Video description begins]  Social Events. [Video description ends] Planning social gatherings for employees outside of work is one of the best ways to encourage a healthy working environment where teamwork strives. They provide a way for employees to get to know each other outside the work environment, which is a plus because the better employees know one another, the more productive they can be in the workplace.

In addition, social events convey a sense of family and connectedness that can submit the bond employees have with the business. A few successful social events can make a big difference in the ability to retain quality employees for years to come. A variety of events can be offered for different functions which can be held on or off premise. [Video description begins]  Diversity Programs. [Video description ends] There are many well known benefits to building a diverse and inclusive workplace. These benefits include more creative problem solving and better understanding of customer needs. Both surface and deep level diversity requires senior leaders to create a culture that is nondiscriminatory in intent and outcomes. Special issues may surround groups such as women in leadership, multiple generations in the workplace, and LGBTQ communities.

These issues go beyond compliance with labor laws serving more as a reflection of the business's culture and values as well as societal shifts on a macro scale. [Video description begins]  Changing Organizational Culture. [Video description ends] Changing an organization's culture is considerably more dramatic and difficult than modifying other parts of the system. Suggested steps for changing the business's culture are starting in the top left corner from left to right, conduct a culture audit, assess the need for change, unfreeze the current culture. Dropping down to the second row and moving from right to left, elicit support from the cultural elite, implement an intervention strategy, and monitor and evaluate.

After completing this video, you will be able to identify the key diversity issues impacting organizations.

Objectives

· identify the key diversity issues impacting organizations

[Video description begins]  Topic title: Diversity Issues. The presenter is Fabia H. Bourda. [Video description ends] In this video, I will identify the key diversity issues impacting businesses. [Video description begins]  Key Workplace Diversity Issues. [Video description ends] As a work place become more diverse, more issues arise and this makes workplace diversity a topic for discussion. Businesses are continually examining their work, and employing value proposition to ensure that their attitudes create inclusive workplaces with equal opportunity and treatment.

Though three issues have been selected, there are many more. But these were chosen because of their relationship to employee experience and the systemic nature and pervasiveness to affect today and beyond. Lesbian, gay, bisexual, transgender, and queer (LGBTQ) rights.

The Human Rights Campaign foundation published a study that found more than half of LGBTQ individuals remain closeted at work. It also found that one in five LGBTQ workers have it report haven't been told or had coworkers imply that they should dress in a more feminine or masculine manner. 53% of LGBTQ workers report hearing jokes about lesbian or gay people, at least once in a while. 50% of non LGBTQ workers don't think there are any LGBTQ employees at their place of work.

Women in leadership. The PWC annual survey of Corporate Directors shows a decline in diversity in the boardroom, both in terms of gender and ethnicity. Along with that they're shifting attitudes. In 2019, 38% of all directors saw gender diversity as important and 26% saw racial diversity as important. This is a sharp decline from the respective figures of 46% and 34% in 2018.

Multigenerational workforce. Fast company reports that roughly 80% of people say age discrimination has affected their careers, making it harder for them to progress. A Financial Times article found that age discrimination also affects women over 40 who may already have been penalized if they have had a career break to have a family. [Video description begins]  The Genderbread Person. [Video description ends]

Understanding gender in today's society can be a challenge as there are many factors to consider, many pressures at play and we all have the condition and ways that maybe incorrect. The Genderbread person is a teaching tool for breaking the concept of gender into simple components that will help many HR professionals. Let's start with a top right. Gender expression.

This is the way that gender is demonstrated through actions, clothing, demeanor, and interaction. It can change daily by mood or event and even be allied with gender, identity, sexuality, or anything else. The range is feminine, to androgynous, to masculine. Gender identity. This is the chemistry that composes the person, such as hormonal levels and their interpretation of what that means. Who in their head they know themselves to be based on how much they align or don't align with options for gender.

The spectrum is woman, man, and genderqueer in the male. Sexual orientation. This is who a person is physically, spiritually, and emotionally attracted to, based on their sex or gender in relation to their own. There's heterosexual attracted to the opposite gender, homosexual attracted to the same gender, and bisexual attracted to two genders. There are other sexual orientations, but these are the basics. Biological sex.

This is sometimes called anatomical sex, or physical sex, and refers to objectively measurable organs, hormones, or chromosomes. It's comprised of things like genitals, chromosomes, hormones, and more, it is not gender. A female has a vagina and ovaries, and two X chromosomes. A male has a penis and testes, X and Y chromosomes.

Intersex is a combination of the two. These four elements exist independent of one another even though they're interrelated. In addition, a person may zig-zag through the four elements and where they fall on the list at any point in time. [Video description begins]  LGBTQ Workplace Discrimination. [Video description ends] There have been a rapid evolution of the particular issues faced by lesbian, gay, bisexual, transgender, and queer communities in the workplace, as well as what employees are required to do.

While anti-harassment laws have existed since 1964 to discourage unlawful discrimination against protected class groups. It was not until 2015 that the Equal Employment Opportunity Commission formally recognized that sexual orientation is protected under the law. These are the three primary workplace issues. Just a note that this survey uses LGBT versus LGBTQ based on when this survey was completed.

Hiring and firing. In 2016 to 2017, 27% of transgender workers reported being fired, not hired, or denied promotion. This may cause applicants to obscure details about sexual orientation or gender identity. Wages. 4.5% of adults in the United States are LGBT adults.

6.2% of LGBT adults earn less than $36,000 a year. 22% of LGBT workers were not paid or promoted at the same rate as colleagues. Gay men report higher salaries than lesbian women. Both report less income than non-LGBT colleagues. Benefits. One out of five US companies offered paid family leave for LGBT employees. Only 58% of Fortune 500 companies offer transgender-inclusive benefits. Many companies prohibit discrimination against LGBTQ individuals in the same way they protect other groups. They include LGBTQ friendly policies, such as equitable benefits, transgender bathrooms and fitting room use and engage in workplace education,

LGBTQ resource groups to provide support to these employees. Regardless, by creating an inclusive culture, all employees will feel that their employer values and accept their differences. This will reduce stress and improve organizational commitment overall. [Video description begins]  Women in Leadership. [Video description ends] Women's and physical barriers to success. The glass ceiling has started to show some cracks, but it's far from shattering. Women still continue to reach top leadership at a slower pace than their male counterparts.

The statistics shown provided by catalyst demonstrate the latest numbers of women on corporate boards and in top management positions, which is at a sad level of under representation. For example, despite being almost 45% of the population as shown at the base of the pyramid, women hold just about 6% or 29 CEO positions at the 500 largest publicly traded companies in the United States.

Get into pyramid. The problem exists throughout the ranks of management, whether addressing female directors or women executives at other levels of management. The number of women tapers off as a higher levels are approached. It's a similar picture for minorities. In a 2016 report, it found that fewer than 50% of board seats in the fortune 500 companies were held by minorities. Progress for both groups have been made by showing slight improvements on previous years.

The reasons for a few minorities and women in leadership roles, maybe due to some overt discrimination or unconscious bias. In a report by Deloitte, it highlighted that 95% of board members and executives said they needed to seek more diverse candidates for top positions. However, the analyst highlights the downfall as the recruitment methods. Companies often choose board members by recruiting from other boards in their own industry, requiring substantial executive experience, such as being a retired CEO.

Relying on their own networks and the recommendations of existing board members. So, it's easy to see how these techniques tend to reproduce the status quo. Breaking the glass ceiling and diversifying top levels of management means broadening out beyond existing networks and narrowing requirements to recruit people from different backgrounds. [Video description begins]  Ten Women Leadership Principles. [Video description ends] The diversity and inclusion leadership council of a woman's real estate ecosystem introduced their ten women leadership principles, which they collectively created to help women in the workforce become more effective leaders at any stage of their careers and empower other women to reach their full potential.

This is a universal guide for all levels of leadership and any woman can benefit from applying them. From the top row at the left and moving right, acknowledged trailblazers, no one learned from women who came before you, we are all standing on the shoulders of giants. Keep achieving, effective leaders always keep learning. There's always something to be learned and improved upon.

Believe. Whatever the mind can conceive, it can achieve. Pass the torch. Give opportunities to future generations of women. Your legacy will be the people who help along the journey. Know yourself, be authentic and lead in a way that's true to your own. Own your unique talents and strengths and empower those around you. Move into the bottom row, left corner and moving right.

Speak out, unconscious bias is present, but ignoring it only perpetuates it. Take a stand and speak out. Listen, never assume anything about anyone, everyone has their own story that makes them who they are. Be present. Sharing your time is one of the most valuable gifts you can give. Do it with intention by truly being present. Prepare for the future. [Video description begins]  Multigenerational Workforce. [Video description ends] Women with advanced skills today will be ready for tomorrow's challenges. And lead by example, inclusion is not enough. Press for parity and strive for excellence in everything. Workplaces increasingly spread across five generations and more needs to be done to make the most of what each generation has to contribute, while responding to their expectation needs, values, views and working styles. The table shows a multigenerational workforce and the different ages.

Starting from the left and moving to the right, traditionalist, these are born between 1922 and 1945. Many in this group are now retired. They survived the great depression that made it through World War II and help make the United States a world power. Patriotism, teamwork, sacrifice, doing more with less, and task orientation are the hallmarks of this generation. Rules of order, respect for authority, and following directions are all important touch points.

Baby Boomers. This group was born between 1946 and 1965 and represents the hard workers that are often characterized by a sense of stability, formality, and responsibility. They value quality and have a strong sense of loyalty. Many were affected by the recent economic downturn and as a result are delaying retirement until funds recovered or savings are replenished. Generation X, born between 1966 and 1977.

These are the smallest cohort in a workplace today. This generation was the first to often see both parents in the workplace which resulted in a strong sense of independence and self reliance, their results oriented and often motivated by compensation. Millennials or Generation Y. They were born between 1978 and 1995. This group was influenced by smaller family sizes and grew up close and connected to their parents. In the workplace, this translate to a desire for connectivity with leadership and mentorship by more senior workers.

Technology became pervasive as they grew up creating a strong sense of comfort and reliance on technology and multitasking. Generation 2020 or Generation Z. This group was born after 1995 and their impact on the work environment is still a bit of a mystery. Why Millennials are comfortable with the technology,

Gen Z sees as an extension of self. As a result, concerns are often expressed about gaps in this generation's interpersonal skills. A high rate of homeschooling and one stay at home parent has led to a strong work ethic, along with the desire for structure, order and predictability. By 2025, Millennials will make up 75% of the workforce. They're changing the work culture, there may be times that workers from different generations may disagree with how things should be done.

However, to maintain teamwork and collaboration, it's important to create an open communication culture to help bridge the gap between generations. [Video description begins]  The Time is Now. [Video description ends] Unconscious bias can subtly exist at any level within a business. Let's look at the four stages.

Unconscious bias. No one is ever comfortable admitting that they have biases, but it is the reality. We all have them whether they're positive or negative biases.

What makes unconscious biases unique is that there are involuntarily formed prejudices in favor of or against one thing, person or group compared with another. These biases can result in pre judgments that lead to harsh decisions or discriminatory practices. Conscious bias. First and foremost, slow down and recognize that they are these biases. Honestly examine personal attitudes for evidence of what implicit biases are, and acknowledge them.

Work to see things as they are versus who you are and identify trigger biases by locating times, places, and circumstances when someone has not been treated fairly. Try connecting with someone you might not otherwise speak with and listen to their perspectives on things with no assumptions or judgments. Conscious inclusion. Slowing down and taking time to work on awareness around bias helps within the workplace in many ways.

Recruiting and hiring, promotion and performance reviews, staffing opportunities, how team members collaborate and eliminate harassment and discrimination. It isn't enough to know about or even to recognize bias. There must be also be open dialogue to help grow. Actively engaging in conversations around bias may feel awkward or uncomfortable. But these channels of communication must be open to move to a point where there's unconscious inclusivity. Unconscious inclusion. Creating a diverse and inclusive culture is an ongoing priority that people and businesses need to embrace. But when, how much longer, and what needs to happen for this to change? These answers lie within you within each one of us to raise our voice.

After completing this video, you will be able to describe the benefits of diversity and inclusion programs.

Objectives

· describe the benefits of diversity and inclusion programs

[Video description begins]  Topic title: Diversity Management. The presenter is Fabia H. Bourda. [Video description ends] In this video, I will describe the benefits of diversity and inclusion programs. Diversity in the workplace promotes acceptance, respect, and harmonization of individual characteristics. It enhances processes and innovation results from having employees from a wide variety of demographics and backgrounds. It is the practice of addressing and supporting multiple lifestyles and personal characteristics within a defined group.

Management activities include, educating the group and providing support for the acceptance of and respect for various racial, cultural, societal, geographic, economical, and political backgrounds. [Video description begins]  Diversity Dimensions. [Video description ends] Workplace diversity can be categorized into four dimensions, each with its own diversity types, that impacts our personalities, perceptions, reactions, and interactions. From left to right, personality. These are foundational and uses the big five personality traits to describe character and psyche. The types are listed in the first column. [Video description begins]  The following five personality traits are displayed: Openness, conscientiousness, extraversion, agreeableness, and neuroticism. [Video description ends] Internal, these are intrinsic characteristics that's classified as uncontrollable or atleast likely to change. The types are listed in the second column. [Video description begins]  The following nine intrinsic characteristics are displayed: Race, age, national origin, ethnicity, cultural diversity, gender, sexual appearance, physical ability, and mental ability. [Video description ends]

External, these are extrinsic characteristics and represent the things that we value and that influences our decision-making process. The types are listed in the third column. [Video description begins]  The following eleven extrinsic characteristics are displayed: Interests, education, appearance, citizenship, geographic location, family status, spiritual/religion, relationship status, socioeconomics status, national origin, experiences. [Video description ends] Organizational, this is the impact of diversity in a diverse work environment. The types are listed in the fourth column. [Video description begins]  The following six organizational types are displayed: Job function, management status, work location, department, seniority, and union affiliation. [Video description ends] Each person brings their unique dimensions into the workplace, which serves to create biases. Therefore, businesses need to create a culture of embracing differences, such as the internal dimension. Business resource or affinity groups are great ways to engage employees in self sharing, and to connect and interact on a social level while learning and helping to foster positive relationships. [Video description begins]  Diversity Evolution. [Video description ends] Over the years, diversity has evolved within the workplace. Here are the three aspects. Diversity, this describes the breadth and range of talent.

Appealing to the best talent includes reaching out to and attracting people from many backgrounds, ethnic heritages, genders, sexual orientations, social demographics, parts of the world, and styles of thinking. Inclusion, this is actively including everybody in task and teams. Conversations and development to ensure the business is making the most of its talent. It also means that everyone has a fair basis to contribute to the business and fulfill their potential. It's rewarding and motivating all around.

Belonging, this is being part of a group, sharing the confidence, security, allegiance that it brings. Belonging is both individual and collective, and is deeply programmed in our tribal nature. It matters because it's how effort and resources are shared to get further faster. Diversity and inclusion describe characteristics.

Belonging is much more personal and emotive, it runs deeper. Belonging is really where all comes together. Unity from our diversity, effectiveness for more inclusion. [Video description begins]  Diversity Programs. [Video description ends] Diversity programs seek to improve the representation of groups that are currently underrepresented in business. As shown in the diagram, these programs may include targeted recruiting, training opportunities, and preferential treatment for underrepresented groups. They're often established in response to the claims of discrimination, or as part of an affirmative action plan.

In the absence of a culture of inclusion, employee groups targeted by diversity initiatives may fail to fully integrate into the business, which can prove counter productive. When diversity is sought just for the sake of appearances, with no regard for inclusion, businesses have lower performance, increased conflicts, and poor employee morale. [Video description begins]  Benefits of Diversity and Inclusion. [Video description ends] There's a strong business case for promoting diversity and inclusion in a business.

As displayed in the graphic, research shows that inclusive businesses benefit from more innovation. Ideas are more likely to be challenged and improved, better engagement. Inclusive businesses also better engage and retain employees, because all employees feel valued and respected. Because all employees feel respected and valued. Improved creativity. Diverse and inclusive businesses perform better because a diverse workforce provides a creative variety of viewpoints and experiences.

Higher revenue or more profitability. Initiatives to improve diversity and inclusion should be tied to the business's core mission and objectives, with clearly stated goals and pre-established metrics for ensuring success. Diversity training will help employees understand, accept and respect each other's differences.

After completing this video, you will be able to identify techniques to encourage participative decision-making.

Objectives

· identify techniques to encourage participative decision-making

[Video description begins]  Topic title: Employee Involvement. The presenter is Fabia H. Bourda. [Video description ends] In this video, I will share techniques to encourage participative decision making. [Video description begins]  Employee Involvement (EI). [Video description ends] Employee Involvement programs are also called participative management, empowerment, or quality of work-life programs. [Video description begins]  The quality of work-life programs is abbreviated to QWL. [Video description ends] The major component that these type of programs have in common is that they seek to improve the quality of life by creating better jobs. [Video description begins]  The following three HR's roles are displayed: Communicating company goals, developing and maintaining EI programs, and helping build trust in employees. [Video description ends]

Employee involvement is creating an environment in which people have an impact on decisions and actions that affect their jobs. [Video description begins]  Employee Involvement Goals. [Video description ends] Almost all involvement programs share four common goals. One Democracy, they attempt to create a democratic organization where everyone has a voice in deciding issues that influence their lives. Two, Profitability.

They try to share the financial rewards of the business so that everyone benefits from greater cooperation, higher productivity, and increased profitability. Three Security, they seek to create greater job security by increasing organizational vitality and furthering employee rights. Four Development, they try to enhance individual development by establishing conditions that contribute to personal growth and adjustment. [Video description begins]  Employee Involvement Strategies. [Video description ends]

As practiced by many businesses, just involving employees is not the goal, nor should it be used as a tool to support employee involvement. Employee involvement is a management and leadership philosophy about how people are enabled to contribute to continuous improvement, the ongoing success and to the quality of life at work. Shown are the employee involvement strategies that provide greater opportunities.

From left to right, self-directed work teams. These are small groups of self-managed workers responsible for performing a series of jobs. Quality circles, these are groups of workers who meet periodically to discuss method of increasing productivity. Job enlargement, this is making jobs more complex by combining elements to increase the number of activities performed by each worker.

Job specialization, this is sometimes called job simplification. It is reducing the number of elements performed by other workers. Job enrichment, this is modifying the job to change the nature and psychological reaction of the worker to produce better outcomes. [Video description begins]  Employee-management Committees. [Video description ends] An employer can unintentionally create a labor organization, as in the Landmark Case of Electromation, Inc versus NLRB (1994).

According to the NLRB, an organization is a labor organization if employees participate in it, and if it exists, even in part, for the purpose of dealing with the employer concerning grievances, labor disputes, wages, rates of pay, hours of employment or other terms, and conditions of work. When implemented employee management committees, these guidelines should be followed to ensure that a labor organization is not unintentionally being established by management.

Management function, this can be done only if management can overturn a lower-level manager's decision. It can be seen as another management layer if making decisions on policies. Brainstorming, programs can be formed to present a broad range of ideas. However, it cannot reach consensus about a proposal's merit and take action. Suggestion box, they may collect, screen, and categorize suggestions from all employees.

However, they cannot prioritize suggestions. Operational jurisdiction, they may make operational issue proposals such as safety and quality. However, it cannot determine the terms or conditions of employment. Members may be selected by management and rotated frequently. [Video description begins]  Innovation Programs. [Video description ends] Innovation programs are used by businesses to demonstrate employees creativity.

Most businesses have formal programs that encourage employees to submit ideas for improving efficiency and profitability. Some businesses even provide attractive monetary rewards for good ideas. The rewards usually are based on an estimated cost of savings of the idea. Although an upper limit usually restricts how much a person may receive for an acceptable suggestion.

While American workers seldom average more than 2 or 3 suggestions per worker per year, the average Japanese worker submits 60 to 75 suggestions per year. Japanese suggestion systems emphasize a large number of small ideas, broad employee participation, and team recognition for ideas.

After completing this video, you will be able to define employee engagement and its impact on the workplace.

Objectives

· define employee engagement and its impact on the workplace

[Video description begins]  Topic title: Employee Engagement. The presenter is Fabia H. Bourda. [Video description ends] In this video, I will define employee engagement and its impact on the workplace. Employee engagement refers to the degree to which employees are committed to their jobs and the business. Their willingness to remain with the business and the hard work to make it succeed. It encompasses the employee's enthusiasm in completing their own work and helping their coworkers. It is also an emotional commitment to organizational goals and connectedness that employees feel. [Video description begins]  Types of Engaged Employees. [Video description ends]

There are three levels of employee engagement based on their efforts, contributions, and commitment to the business. One, engaged. These are employees who work with bigger dedication and absorption. They feed a profound connection with the business, its goals, and their team. Two, not engaged employees. These are the employees who are checked out and going about their business with little energy or passion. They get through the day doing what's needed to stay employed.

Three, actively disengaged employees. These are the employees who are unhappy about their work, who actively murmur and complain about their jobs and the business. They're the ones who will undermine what their engaged colleagues are trying to achieve. [Video description begins]  Employee Engagement Drivers. [Video description ends] According to Deloitte's two year research and discussions with hundreds of clients, they produced the chart shown, which uncovered five major elements and 20 underlying strategies that work together to create a holistic system of engagement in business that is held together through culture.

Here's an overview from left to right. Meaningful work, the most important part of employee engagement is job person fit. Jobs need to be meaningful and employees need to have the tools and autonomy to succeed and the right people selected for the right job. As jobs are designed to be meaningful, carefully select the right people for each job. Hands-on management. In many ways, management is the most important capability businesses have because they make things happen.

Investments in fundamental management practices have a tremendous impact on engagement, performance, and retention. Positive work environment. Businesses with high levels of employee engagement focus on developing great leaders. They invest heavily in the management development and ensure that new leaders are given ample support. High impact leadership organizations spend one and a half to three times more on management development than their peers.

This continuous focus on building leaders, connecting leaders to each other, and giving leaders the coaching they need is critical than building a highly engaged workforce. Growth opportunity. This is needed to simplify or re-engineer the annual performance process. This process, which has been institutionalized in more than 75% of all the companies surveyed, is among the most damaging and disheartening process employees face each year.

In many businesses, the process does not involve enough continuous feedback. Trust in leadership. It's important for businesses to remember that management's job is not to manage the work, but rather to develop, coach, and help people. The culture of a continuous development is a management culture widely used in high engagement businesses. [Video description begins]  Job Attitudes. [Video description ends] Each person has a different level of attitude about their job, and those attitudes can be rated. Industrial organizational research focuses on three types.

Job satisfaction, this is one of the most researched job attitudes in behavioral sciences. It exists as a positive or negative state, meaning the state of the attitude may change at any time. This is best understood by J Richard Hackman and Greg R Oldham's job characteristics model, which includes skill variety, task identity, task significance, autonomy, and feedback as influencers for satisfied workers.

Job involvement, this is the degree to which employees have invested their physical, emotional, and cognitive energy and therefore experience an emotional connection with their work. It includes the task themselves as opposed to the business as a whole, serve it as a motivational factor that drives employee behavior. Engaged employees find meaning in the work itself.

Organizational commitment, researchers have defined organizational commitment to include an employee's level of attachment and identification with a particular business. It has subsets including emotional attachment, loyalty, and the employee's need for employment and the degree the employee believes a moral obligation to stay. It is second only to job satisfaction in terms of industrial organizational research, but much broader in scope. It tends to be a more stable employee attitude than job satisfaction. [Video description begins]  Job Characteristic Model. [Video description ends] The leading theory for examining jobs and deciding how to make them more enriched is called job characteristic model, or job characteristic theory. This model explains how job redesign programs change the nature of the job and the psychological reactions of the worker to produce better outcomes. As depicted, the theory identifies five core job characteristics, which is the left column, which leads to three psychological states, the middle column, which in turn leads to four outcomes, the right column. Also, there's a set of moderators at the bottom of the middle column. [Video description begins]  The following four personal and work outcomes are displayed: High internal work motivation, high growth satisfaction, high general job satisfaction, and high work effectiveness. [Video description ends]

Job enrichment consists of modifying the job to increase any of the following variables in the first column, which is the core job characteristics. Let's have a look at them. Skill variety, this is the degree to which the job allows workers to develop and use their skills to avoid the monotony of performing the same task repeatedly.

Task identity, this is the degree to which a task consists of a whole or complete unit of work as opposed to small, specialized, repetitive task. Task significance, this is the degree to which a task has a significant impact on the business, the community, or the lives of people. Autonomy, this is the degree to which the workers are free of the direct influence of a supervisor and can exercise discretion in scheduling their work and deciding how it will be done.

Feedback, this is the degree to which workers obtain evaluative information about their performance in the normal course of doing their jobs. Moderators, these are the moderators at the bottom of the center column. These represent the individual differences that will factor differently for each person. All three moderators must score highly in addition to the five core job characteristics being present in order for the three psychological states to be experienced. [Video description begins]  The following three experienced psychological states are displayed: Meaningfulness of work, responsibility for outcomes, and knowledge of results. [Video description ends] The research on engagement supports what most of us already know intuitively. [Video description begins]  Employee Experience Connects Engagement. [Video description ends]

Employees are more engaged when employers value their contributions and communicate that value in specific visible ways. Engagement matters because engaged employees are more productive workers. Businesses with successful engagement strategies enjoy 33% higher profits and 51% lower turnover rates. Increased employment engagement can be achieved with an intentional strategy with specific, actionable goals.

Employee engagement is a natural outflow of employee experience. An employee engagement strategy should center on creating a culture of respect, a framework which was developed by Dr. Jack Wiley and describes seven key dimensions of a positive employee experience that will connect with employee engagement.

From left to right, R is for recognition, a pat on the back from managers and other employees. E is for engagement, to perform work that's interesting, challenging, and fun. S is for security, job security is important to employees. P is for pay, fair pay for a day's work. E is for education, opportunities to develop skills and the career.

C is for conditions, a workplace that is comfortable, physically, socially, and well-equipped. T is for truth, frank, honest, and transparent leaders.

After completing this video, you will be able to identify the types of employee surveys.

Objectives

· identify the types of employee surveys

[Video description begins]  Topic title: Employee Feedback. The presenter is Fabia H. Bourda. [Video description ends] In this video, I will identify the types of tools used for employee feedback. Employee feedback is a powerful way to influence employees and make sure everyone is doing what is expected of them. In general, communication should be bidirectional, in addition to telling employees what to do, they should also be given the opportunity to offer suggestions on how they can help do their work. But to reap the most benefits, feedback must be done right. Otherwise, few result is yielded while taking a tremendous amount of time.

[Video description begins]  Employee Surveys. [Video description ends] The value of employee surveys is in measuring improvement over regular time periods. Employees should be given feedback on results. Research shows that satisfied motivated employees will create higher customer satisfaction and in return positively influence organizational performance.

Noticing this trend, many businesses are investing in measuring and quantifying employee opinions and attitudes by incorporating employee surveys into their existing HR and organizational processes. Here are two types. Attitude surveys. These measure job satisfactions. The most effective forms are interviews and questionnaires.

Opinion surveys. These measure data on specific issues. They provide positive outcomes from employee engagement. Surveys are usually the most effective method. [Video description begins]  Attitude Surveys. [Video description ends] Job satisfaction surveys are designed in a way that allows employees to express their thoughts on relevant issues. Two methods of assessing employee attitudes are through questionnaires and interviews. A well-designed questionnaire, such as the one shown on the left can also provide a valuable feedback on employee attitudes. [Video description begins]  A job descriptive index is displayed. It is divided into six sections labeled "Work on present job", "Opportunities for promotion", "Present pay", "Supervision", "Coworkers", and "Job in general". Each section contains one question and four options. [Video description ends]

Interviews. The advantage of interviews is that they provide rich information that includes specific illustrations about important issues and emotional feelings associated with them. The disadvantage of interviews is that they're very time consuming and may produce conclusions that are not representative of the entire work group. [Video description begins]  Employee Opinion Surveys. [Video description ends]

Employee opinion surveys measure and understand employees' attitudes, opinions, and motivation towards their jobs and the business. It shows how employees perceive their work experience and can identify opportunities to improve the work environment. The four Cs survey that is shown covers the essential indicators of performance to measure both overall job satisfaction and to measure employee engagement. Commitment, this takes a look at the job fit sense of accomplishment and willing to go beyond.

It provides a commitment to and from the business. Culture, this takes a look at the work environment, visions/values, company policies, and helps to understand employee issues, job security, and work/life balance. Communications, it helps to understand the level of satisfaction with communications overall, and the effectiveness of interactions with management, supervisors, and coworkers.

Compensation, it considers the basic conditions of satisfaction versus productivity and looks at the perceived fairness in distribution and how that can be more influential than the level of pay. [Video description begins]  Survey Feedback Interventions. [Video description ends] The success of a survey feedback intervention depends primarily on three factors. First, the employees, they have a commitment to each other and to the success of the company. They must be willing to share their feelings and participate openly in the feedback and problem-solving sessions.

Second, top management, they must support the intervention and create an environment that is sufficiently open and amenable to change so the employees feels that their efforts are worthwhile. Third, the questionnaire, this must be carefully designed to address the major issues and accurately assess employees' feelings. Individual employee's sessions are a great opportunity to connect with an employee on a personal level. [Video description begins]  Individual Employee Sessions. [Video description ends]

A best practice for these meetings is to always allow the employee to speak first. Informal interview, this is an oral interview that may take place anywhere. It can be for a variety of reasons such as clarifying goals, gain an understanding of expectations to receive feedback on ways to improve individual performance, and to discuss personal needs.

Exit interview, this is a meeting with the employee prior to leaving the team or business. It gives an opportunity for the employee to provide their opinions, views, and feelings on the job and the business. It helps to develop and improve policies for deficiencies that are uncovered. [Video description begins]  Employee Group Sessions. [Video description ends] Employee group sessions involve small groups of employees participating and facilitating discussions. They're often used to improve employee engagement. Many organizations use them to leverage employee survey results.

Skip level or executive meetings, these discussions are facilitated by a senior-level manager with an employee, or a group of employees, within the same business unit. They're used to address employee concerns, build relationships, or to support retention efforts. Employee focus groups, this is a small group participating of usually unrelated employees in a structured discussion with a facilitator.

They provide qualitative data on specific issues and can be used in conjunction with or independent of a survey. They can provide in-depth feedback on specific issues. [Video description begins]  Common Errors in Interpreting Data. [Video description ends] Here are some common errors that can occur when interpreting data. Rush to conclusions, this is to draw conclusions, or make decisions, or form an opinion before all the pertinent facts or data has been collected.

Graphical misrepresentation, this is a use of graphic to mislead or deceive, or to use the incorrect graph to represent the data or have the graph that's scaled incorrectly so that intentionally misrepresents the data. Analysis errors, there are three general types of errors that occur during lab measurements, random errors, systematic errors, or gross errors. Analysis paralysis, this refers to a situation in which the data is over-analyzed or over thought to the point where the team or the person is unable to move forward.

Manipulated results, this is given influence to someone or a change in the results to reflect something that is not actually correct. [Video description begins]  Responding to Feedback. [Video description ends] One of the biggest mistakes that leaders make when they receive written feedback from employees is that they do not reply. Employees are often frustrated by this and sometimes they don't respond to future requests, making some survey feedback not an accurate reflection of all employee feedback.

The advantages from responding to employee feedback come from the respect they will have from leadership when employees feel that they're being listened to, valued, part of shaping the company's culture, and that their issues will be resolved. Replying is important but even more important is how it's done.

Objectively review the feedback, summarize the issues, create an action plan, and share the information with the employees. Also track the progress and report both failures and successes.

After completing this video, you will be able to list methods for effective employee communications.

Objectives

· list methods for effective employee communications

[Video description begins]  Topic title: Employee Communications. The presenter is Fabia H. Bourda. [Video description ends] In this video, I will identify the methods for effective employee communications. Communication is a transfer or exchange of information, ideas, opinions, and feedback with and among employees. It helps employees collaborate in a work environment and achieve the desired results. A variety of channels are available to meet specific needs.

[Video description begins]  Communication Skills and Strategies. [Video description ends] Communication is important when the business tries to raise the level of understanding to employees during a change. The key to communicating change successfully is to use multiple channels or vehicles to communicate the same message. To do this, having the right communication skills and strategies will help the business to become more effective.

Here are the four components of clear and meaningful change communications which are displayed in the diagram. The last circle represents the change agent. This can be an executive or a team. The change message must be presented in a clear and detailed manner. The right circle represents the employees. As a receiver of the message, employees must decide to listen, ask questions for clarity, and trust the change that is being sent by the message.

At the bottom, the bottom center is the message. The content in the message has to be clear, it must resonate and connect on some level with the already held beliefs of the receiver. It must also contain the information that the employees want to hear. It must answer employees most cherished and cared about question. And finally, the center circle, it's the delivery methods and channels. These must be chosen to suit the circumstances the message and the needs of both the change agent and the employees.

Businesses that communicate effectively during change are far more likely to implement change successfully and report high levels of employee engagement. [Video description begins]  Communicating Values and Expectation. [Video description ends] Effective businesses and leaders don't just wait and hope for employees and others to align with organizational values and meet their expectations. They recognize it takes work and constant reinforcement. So, effective communication doesn't end when a message is delivered. It is a continuous process that involves two way communication and continuous monitoring to make sure everyone is on track.

Here are the process steps involved. Starting at the top center and moving to the right and around. Identify the policy need, identify the policy owner, gather information, draft the policy, consult with relevant stakeholders, finalize and approve the policy, consider whether procedures are required, implement policies and procedures, and monitor, review, and revise.

There are number of ways that managers can communicate their expectations to employees, vendors, and others with whom they do business. [Video description begins]  Preparing Employees for Change. [Video description ends] For change to happen and stick, all businesses must commit to improving people's understanding of what, why, how, when, and who have changed. To make sure that employees have access to change communication and understand the change information they're giving.

There is a need to use effective communication methods and keep these pointers top of mind. One communicate, it's important to include all employees so they are in the loop about the actual situation. It gives them an opportunity to communicate and ask questions. Two collaborate, If there are any actions that employees can take to remedy the situation, tell them what they can do. The transition will go smoother if they can be involved in the decisions that affect them.

Three, when talking to employees, be honest, truthful, and don't hide the facts. [Video description begins]  Communication Methods and Channels. [Video description ends] In today's volatile business environment, businesses must ensure they're effective at communication and utilizing as many methods to reach the employees. Communication is at the core of change. If employees are to embrace and to commit to the change, the message is as important as the method.

Here are 12 of the most effective communication channels and methods for change in businesses that can be used together or independently. [Video description begins]  The following 12 communication methods and channels are displayed: Change communication infographic, focus group, face-to-face announcement, intranet website dedicated to change information, one-on-one discussion, panel discussion, question-and-answer session, roadshow, town hall presentation, team meeting, video, webcast, and continuous email updates, and workshop [Video description ends] Knowing and using these communication methods and channels will help businesses and employees to understand the change and think differently about how to partake meaningfully to ensure that the change sticks. Make sure the employees are aware of the detail of the change and to recognize the transparency surrounding it. Increase employees' awareness of the wide range of information.

And understanding on how they can change to enable more positive outcomes. Help to create and generate a communication friendly environment to support everyone to communicate to the best of their ability. Demonstrate knowledge of organizational communication channels that help employees with communication support needs. Reduce the stress associated with a change in the workplace and minimize the change resistance. [Video description begins]  Keys to Healthy Organizational Communication. [Video description ends] Digital workspaces are centered around making people more engaged, and productive through technology, and text-based systems.

One of the key components of a digital workspace is internal communication. Getting this one right will allow all benefits of digital workplace to follow. Here are five ways in which internal communications make a digital workplace more effective. Encouraged disagreement, out with honest discussions and introduce healthy levels of disagreement. Engage employees, introduce employee advocacy for fast and simple improvements.

Facilitate innovation, enable internal communications and methods to support employee brainstorming. Focus on problem solving, nurture good communications to build a culture with a problem-solving mentality. Share knowledge, invest in tools to support organizational learning.