Fostering Diversity, Equity, and Inclusion in the Workplace

Name: Fostering Diversity, Equity, and Inclusion in the Workplace
Author: Pam Gonzales-Wheeler

Learn how to use leadership skills to encourage Diversity, Equity, and Inclusion in the workplace

Preview the first lesson free — get full access to all 5 lessons.

Course: On-Demand

(bright music) Welcome to "Fostering Diversity, Equity, "and Inclusion in the Workplace." In these lessons, you'll learn how to address resistance proactively by engaging all levels of employees. You'll also discover some tools to counter bias and promote a sense of belonging. Apple co-founder Steve Jobs said, "Management is about persuading people to do things "they do not want to do, "while leadership is about inspiring people to do things "they never thought they could." Jobs understood the incredible impact and responsibility of leadership. Imagine the difference between a manager and leader when it comes to fostering diversity, equity and inclusion, or DEI, in the workplace. A manager may try to persuade someone to engage in a DEI discussion, while a leader may model what engaging in those discussions can look like and address why they are important. The approach they choose can directly affect the success or failure of fostering DEI at your organization. It isn't an easy task. Considering the potential of limited diversity among senior and executive management. A Zippia database of 30 million US business leaders found that 52% of executive management positions are held by men. A total of 72% are white, with an average age of 44. Global organizational leaders tend to have similar demographics. Because DEI is so heavily based in identity, and executive identity is generally less diverse than the organization, this means there are often missing perspectives and experiences among executive leaders. Resistance to DEI is often inevitable in an organization, but you can use it as an opportunity to develop buy-in. The first place where senior leaders can start is within themselves. It's unlikely that every organization will always find the ideal executive leaders who have done their own learning about systems of power, the experience of minorities, and their own biases. It's more likely that they'll lack an apparent commitment or understanding of DEI, which is not to say they don't support DEI or are malicious in their lack of commitment. Rather, it's hard to know what you haven't experienced. What leaders do in response to what they don't know is one of the biggest markers for DEI organizational success. There are a few key things a senior leader can do to model a DEI commitment. Executive leaders can manage internal and external conflict. This includes challenging their own resistance and assumptions when it comes to DEI by actively listening to others who have diverse life experiences and identities. It also includes a willingness to engage in discussions that might make them uncomfortable. Executive leaders often set the tone for their organizations and their engagement can directly impact the success of DEI integration and the overall success of your organization. If you have current leaders who are unwilling to engage in DEI, then it's best to consider the reality and sustainability of DEI efforts and come up with a plan to address it. If you don't, it may directly translate into a negative impact on retention and recruitment. You can start by emphasizing to your leaders the reality of today's labor market. A lack of knowledge and commitment of DEI has become synonymous with a lack of care and investment in employees. This may affect every aspect of an organization, including the bottom line. You can see this directly in the great resignation phenomenon of 2021. Employees left companies to go to others, often in the same field or area of expertise. They were also being vocal on social media sites like LinkedIn about their sense of belonging and why they were leaving and searching for new employers. Daniel Zhao, senior economist and lead data scientist at Glassdoor has said that, "2022 and beyond will continue to be defined by employee power as 76% of job seekers "consider a diverse workforce an important factor "when evaluating companies and job offers." The demand for DEI commitment is clear, and it's best if executive leaders pursue this, if they aren't already, because there are many other organizations whose leaders are actively addressing the demand of fostering DEI.

Intermediate Provider : Pam Gonzales-Wheeler 5 Lessons · 17m in Arabic, English

Course Description

As the implementation of Diversity, Equity, and Inclusion becomes more popular throughout organizations, the more it transforms the core staff. An important part of this includes all levels of management. Not only does leadership guide their employees through the framework, but they participate in engaging in the different goals and ideas it brings to the organization. This can be a difficult task because each person has their own bias, but it’s useful to take on the challenge to ensure the benefits infiltrate the organization. Once leadership can take responsibility for themselves, they can learn to engage their own employees as well. This gives them the tools to counteract the staff’s resistance to eventually enhance the workplace’s culture and values. With this positive shift, employees and management will find themselves more connected and positioned to participate in Diversity, Equity, and Inclusion willingly and effortlessly.

KnowledgeCity’s Fostering Diversity, Equity, and Inclusion in the Workplace course teaches management how to discover their personal resistance and bias to Diversity, Equity, and Inclusion while giving them tools to counteract it. It then shows management how to use the methods they’ve learned to engage employees and help them overcome their own unconscious bias to activate Diversity, Equity, and Inclusion’s various benefits while promoting a sense of belonging for all.

What You'll Learn

Assess your own resistance and unconscious bias toward Diversity, Equity, and Inclusion
Engage senior and executive management in the Diversity, Equity, and Inclusion framework
Create constructive employee engagement to counteract staff resistance
Counter bias at both the leadership and employee levels
Promote a sense of belonging for all members of the organization
Demonstrate workplace kinship that connects employees and management

Key Takeaways

Diversity, Equity, and Inclusion involves all levels of management, who both guide employees and participate in its goals and ideas.
Leadership must first discover and take responsibility for their own personal resistance and bias before engaging their employees.
Management can use the methods they learn to help employees overcome their own unconscious bias and counteract resistance.
A positive shift toward Diversity, Equity, and Inclusion leaves employees and management more connected and willing to participate.
Activating Diversity, Equity, and Inclusion's benefits includes promoting a sense of belonging for all.

Frequently Asked Questions

Who is this course for?

This course is designed for management, teaching leadership how to discover their personal resistance and bias to Diversity, Equity, and Inclusion and how to engage their employees.

What does the course cover?

It covers engaging senior and executive management, engaging employees, countering bias, and promoting a sense of belonging, ending with a Test Your Knowledge lesson.

What skills will I gain from this course?

Based on its learning objectives, you will be able to assess resistance and bias, create constructive employee engagement, and demonstrate workplace kinship.

Why does the course focus on leadership taking responsibility first?

Because once leadership can take responsibility for their own bias, they can learn to engage their employees and give them the tools to counteract staff resistance and enhance the workplace's culture and values.