work with deversity
Damond
Sections1-5ofStrategicDiversityPlan21.pptx1. Commitment From the Top 2. MISSION, VISION & VALUES 3. recruitment 4. retention 5. onboarding, training & development
Sections 1-5 of Strategic Diversity Plan
Commitment From the Top
Section #1
WHY IT MATTERS
Each organization has a unique business case for Diversity & Inclusion (D&I) success.
Must be clearly defined up front, or the D&I initiative will be perceived as a “feel good” effort rather than a business imperative.
A clearly defined, well-articulated Vision of Success, must be strongly supported by top management, because it helps all stakeholders to become actively involved in achieving success.
DIVERSE LEADERSHIP ACTIONS
CEO articulates the business case for D&I
Senior leadership guides all audiences towards a long-term commitment to D&I
CEO leads a culture that values differences and celebrates everyone’s unique talents
Sponsors and supports D&I efforts by being visibly present—at work, in the public eye and in the media
Leads in a culturally competent way by hiring and promoting diverse team members and surrounding him/herself with diverse executive team
WHO IS SENIOR LEADERSHIP?
CEO sets the tone
Articulates the importance of D&I
Surrounds him/herself with a diverse executive team
Champions D&I through C-Level Executives
Chief Diversity Officer
Business Unit Leaders (such as Directors of Food & Beverage, or Director of Hotel Operations) and middle managers execute D&I Plans and are held accountable
HOW DOES A LEADER DEMONSTRATE COMMITMENT TO D & I?
Employee Resource Groups
Team Building & Trust
Builds dedicated time into the work plan so employees are encouraged to actively participate
Listening—Roundtables and Customer Panels
Educate and Empower Leadership team
Show them the way by modeling company values, and let them manage their piece of D&I
Frequent Communication of Expectations
Set Goals, Measures Progress, and Holds Accountable
TWO OF THE BEST………..
https :// www.youtube.com/watch?v=IgauzKSoykk
MARRIOTT—Arne Sorenson
https://fortune.com/2017/05/26/marriott-ceo-diversity-inclusion/
There will be questions asked about these leaders on your quizzes and exams
Mission, vision & values
Section #2
IMPORTANCE OF MISSION, VISION & VALUES
DEFINITION-A mission statement is a concise explanation of the organization's reason for existence. It describes the organization's purpose and its overall intention. The mission statement supports the vision and serves to communicate purpose and direction to employees, customers, vendors and other stakeholders.
WHY IT MATTERS-This helps to identify what’s important to the company for both its employees AND its external stakeholders. It should also be a differentiating statement of purpose that sets one company apart from its competition
EXAMPLES: CASINO
MGM Resorts International--MGM Resorts International is the leader in entertainment & hospitality - a diverse collection of extraordinary people, distinctive brands and best in class destinations. Working together, we create partnerships and experiences that engage, entertain and inspire.
Caesars Entertainment--Caesars is focused on building loyalty and value with its guests through a unique combination of great service, excellent products, unsurpassed distribution, operational excellence and technological leadership. Caesars is committed to corporate citizenship and being a responsible steward of the environment.
EXAMPLES: HOTEL
Hilton--Today, Hilton Worldwide remains a beacon of innovation, quality, and success. This continued leadership is the result of our staying true to our Vision, Mission, and Values. Our Vision is to fill the earth with the light and warmth of hospitality.
Marriott--Our core values make us who we are. As we change and grow, the beliefs that are most important to us stay the same—putting people first, pursuing excellence, embracing change, acting with integrity and serving our world. Being part of Marriott International means being part of a proud history and a thriving culture.
DIFFERENT STATEMENTS
Notice that Hilton and Marriott are focused on different things. Hilton is “owning innovation.” Marriott is basing success on “putting people first.”
Hilton wants to fill the earth with warmth, and Marriott refers to serving the world through its proud history.
One seems forward looking, and the other is taking a historical perspective.
Neither is better. Each works uniquely for the company and customers it serves.
RECRUITMENT
Section #3
OVERVIEW & DEFINITION
Recruitment refers to the organization’s desire and ability to attract individuals with a collective mix of similarities and differences.
These include not only race, religion, age, gender, ethnicity, military status, LGBT, but also differences in experience, values, and beliefs.
Do they provide internships and recruit from diverse universities?
TOOLS FOR DIVERSE RECRUITING PRACTICES
Posting opportunities on a variety of websites with different applicant types
Use of social media and retargeting so potential candidates find YOU
Specific universities—STEM concentrations (MIT, Carnegie Mellon) , Howard University (African American), Barnard College (women)
Specific skills base- Veterans and Military (operations and teamwork)
TOOLS, Cont’d.
Establish desired D&I metrics (Caesars - 50% women managers by 2025)
Use an inclusive recruiting team—are your interviewers as diverse as the people you wish to hire? Why would diverse people want to work for you?
Inclusive job descriptions—do job descriptions mention and welcome all applicants?
Consider the entire field before assuming “lead candidate”
Recruiting is expensive, so not following these simple guidelines will result in a company wasting money and not attracting diverse talent
RETENTION
Section #4
DEFINITIONS AND STATISTICS
Employee retention is a measure of what percentage of employees remain with a company for a period of time (usually one year)
Job satisfaction and employee morale are very closely linked to retention. Often, organizations measure these two outcomes through periodic surveys, employee round tables and exit interviews
Restaurant Retention rate: 17%
Casino Retention Rate: -250%
90% is considered healthy
Bureau of Labor Statistics
THE CASE FOR RETENTION
EMPLOYEE ENGAGEMENT FACTORS
Employee Recognition
Must align with company values
Allow for public and private recognition
Employees who feel pride in the organization and have clearly defined roles remain engaged
Are there diverse role models at all levels in the organization? Women or Hispanic mentors?
Are there formal and informal opportunities to connect to company mission and co-workers? (ERGs, volunteering, and social activities)
ERGs—Employee Engagement Groups
Employee Resource Groups (ERGs) are voluntary, employee-led groups that foster a diverse, inclusive workplace aligned with organizational mission and values
Other benefits include the development of future leaders, and increased employee engagement
EXAMPLES: Women in management, Early Careerists, LGBT, LatinX, Black Professionals, Pacific Islanders
90% of Fortune 500 companies report having ERGs
JOB SATISFACTION FACTORS
According to a Society of Human Resources (SHRM) Study, five factors impact job satisfaction:
1.Respect at all levels
2.Fair compensation
3.Trust between employees and senior leadership
4.Job security
5.Opportunities to use skills and prospects for advancement
TURNOVER-THE ENEMY OF RETENTION
Costly*
Bad for morale
Disruptive to employees remaining
Disruptive to guest service
Bad for company image and recruiting efforts
*Society for Human Resource Management estimated that companies spend an average of 42 days to fill a position and $4,129 per hire
HOW TO FOSTER RETENTION
Hire the right person from the start
Promote from within
Rewards and Recognition
Cross-training
ERGs and Mentoring
Leaders, not bosses
Involvement from the top
Competitive benefits and compensation
Retention strategies and plans—every day
Excepts from www.wheniwork.com and SHRM
24
ONBOARDING, TRAINING & DEVELOPMENT
Section #5
ONBOARDING DEFINED
Integrating an employee into an organization and familiarizing them with the culture
Setting the employee up for long-term success
A CRITICAL DIFFERENCE…..
ORIENTATION ONBOARDING
Short-term outlook Long-term success
ONBOARDING STRATEGIES
Ensure resources and tools are set up before they start (email, phone, office, badge, key card)
Introductions to colleagues and executive team
Spend time on company and department culture
Assign a mentor or “buddy”—often outside of department so new hire feels comfortable asking questions
Rotate through all departments
Establish specific milestones—30, 60, 90 days
Set expectations so employee knows what success looks like
THE CASE FOR TRAINING & DEVELOPMENT
Increases employee engagement
Increases employee retention
Helps establish a culture of investing in people
Helps to attract good talent for future company growth
Ensures employees’ skills, abilities and knowledge levels are being regularly updated
TRAINING & DEVELOPMENT STRATEGIES
Training objectives should be clearly defined
Training outcomes should be measured
Consider training delivery—online, classroom, individual, group
Is recurrent training required?
Reward employees who participate in extra or cross training
Development plans should be strategic and incorporate succession planning for company’s long-term success
