What can we do to mitigate bias and increase diversity and inclusion in the workplace quizlet?

1. Unlock talent: promote inclusive hiring

2. Passport to employment: recognizing foreign education, credentials and experience

3. More than just words: invest in language training

4. Measuring diversity and inclusion: what gets measured gets done

5. Procurement policies: leadership to drive innovation

6. Corporate culture: moving beyond numbers

7. Understanding the story: the data deficit

8. Connecting to the world: Canada's global advantage

What are three key reasons why diversity and inclusion (D&I) initiatives require full-fledged, organization-wide efforts?

A. Organizational alignment, compliance, brand reputation
B. Cultural stereotypes, diaspora, dilemma reconciliation
C. Demographic dichotomy, hyperconnectivity, cultural sensitivity
D. Priority, complexity, resistance

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a. To develop a systematic process of inclusion, we must also look at the six multiple levels that make up the
systems of inclusion (Ferdman & Deane 2014).

1) The importance of understanding the multiple levels of inclusion is because our values, norms, daily practices, ideologies and many more factors influence our behaviors of how we interact with others.

2) In turn, many times, these behaviors communicate to others that I feel included, excluded, or tolerated in a group. Therefore, one individual's experience of feeling included does not equal to a second or third person feeling included. However, if organizations, leaders, and individuals learn more about oneself and others, then the organization can move towards building an inclusive organization.

a. Welcomed (Belongingness). The first link is feeling welcomed by fulfilling the need to form and maintain strong interpersonal relationships. An inclusive culture is one where everyone feels welcomed. Individuals of many backgrounds willfully participate together in social gatherings, they are part of the conversation and project teams. Morale in the unit is high and regardless of one's communication and dress style, background, or identity, all members come together to collaborate and achieve the organization's mission.

b. Valued (Uniqueness). A second link involves leaders making organizational members feel valued and unique. When individuals feel valued, they freely provide their input and go above and beyond to complete projects and they assume a greater sense of responsibility. Leaders can reinforce an individual's feeling of being valued by challenging individuals with visible assignments and assigning important work.

c. Respected (Fairness). The third link is respect. Leaders should demonstrate respect by rewarding high performing individuals to express fairness and personal and professional respect. Additionally, the language used between leaders and individuals needs to communicate respect and not be degrading or demeaning. Organizations that lack respect can expect to see an increase in turnover.

d. Heard (Opportunity to Contribute). Lastly, the fourth link involves listening (hearing) to employees. Being heard is not just asking individuals how they feel or saying good morning, it is about providing the opportunity to provide input to decisions and contribute. It is about individuals knowing that if they need help with a situation that they can talk to you, and you will listen. They know that if they ask for your assistance that you will assist. Being heard reinforces being respected, valued and welcomed. Each of these dimensions is strongly linked to organization policies, culture, accountability measures, and leadership.

e. Policies. Organization policies have to be supportive of inclusion strategies and must be clearly understood by all organization members. They must be free of discrimination and breakdown barriers to allow all members to fully participate in the organization.

f. Culture. While the organization may have policies that support inclusion strategies, the unit culture must also be aligned with supporting inclusion strategies. In other words, unit members must put the policies into action by modeling the expected behaviors of an inclusive environment. An environment that allows individuals to maintain their individual uniqueness.

g. Accountability. Unit policies, culture and leaders must hold personnel accountable for violating policies and acceptable behaviors. Furthermore, accountability measures must be implemented fairly. The perception of organization members must be one that is seen as fair and impartial.

h. Leaders. Inclusion must be driven and led by the organization's leaders. Leaders must communicate policies, model expected behaviors, intervene and take corrective action for violations. Leaders are the ones that monitor the thermostat in the organization and determine when the water is too hot or cold and make necessary adjustments.

a. Inclusion is a practice that is measured by individual experiences of feeling included or excluded.

b. An individual's environment is constantly changing from being part of their personal social group outside of work (family, church, bike riders, etc.) and my working environments (unit, work group, lunch group, platoon, leader group, etc.).

c. In each group, behaviors will be slightly different; however, there is still the responsibility to practice inclusive behaviors if you value inclusiveness.

d. The organization as a whole should have an understanding that an individual's identity may not match that of the organizations. Therefore, to create inclusiveness, the organization may need to change its practices and policies to create an inclusiveness environment for all members.

e. To sustain an inclusive environment, leaders and organizations need to develop a systematic process of interrelated and interacting social structures, values, norms, climate, and individual and collective behaviors that are connected with inclusive experiences and practices that are shared with all members of the organization.

f. These experiences and practices cannot just be a onetime event and should be practiced by all members continually.

1) Experience of inclusion. The first system of inclusion is the individual experience, which is the foundation of inclusion. So, when individuals feel safe, trusted, accepted, respected, supported, valued, fulfilled, engaged and authentic in their working environment, both as individuals and as members of particular identity groups, then individual inclusion has been achieved

2) Individuals. Second, we have the system of individuals. Individuals can support inclusive experiences for others by seeking others' opinions, treating others with respect, working with others in problem solving, and asking others what is important to them. Therefore, when taking surveys, leaders need to encourage individuals to participate and respond honestly so the commander can develop or sustain effective inclusion strategies.

3) Groups and teams. Third, groups that value inclusion establish and practice norms that focus on treating everyone with respect, giving a voice to all, emphasizing collaboration, and resolving conflict.

4) Leaders and leadership. Fourth, leaders have the responsibility to foster inclusive behaviors, practice the behaviors they expect others to practice, and hold others accountable for inappropriate behaviors. When leading, leaders need to involve others in decision making, value input from others, and capitalize on the strengths of the team and individuals to maximize the potential of each individual to support the organization's mission and vision.

5) Organization. Fifth, the organization plays a critical role in creating an environment where all individuals feel included. Organizational policies, practices, values, norms, and processes should provide current and future employees with fairness, justice, and equity in recruitment, promotions, evaluations, and provide opportunities for all employees to succeed. This also includes breaking down barriers that exclude individuals.

6) Society. Last, inclusive societies incorporate policies and practices that encourage individuals to fully participate and belong to the community and allow individuals to maintain their own unique cultures and identities.

1. Poor leadership commitment
Equip leadership with the ability to manage diversity, be accountable, and promote an inclusive work environment that cultivates innovation and optimization within the Department.

2. Affirmative action
Historically, diversity initiatives have included things like affirmative action which have received a lot of push back. Some employees feel like their organizations are just trying to "hit a quota", and minority individuals report that once they make it into the organization there are even more obstacles to overcome (for example, being included or promoted). This is because, diversity initiatives alone are not enough leaders must clearly state their commitment to diversity and demonstrate their willingness to integrate diversity into every effort.

3. Policies
Organization policies have to be supportive of inclusion strategies and must be clearly understood by all organization members. They must be free of discrimination and breakdown barriers to allow all members to fully participate in the organization.

4. Poor communication
As the DoD maintains its global initiatives, the workforce becomes more linguistically and culturally diverse. You may find yourself working with individuals whose native language is morale, organizations need to implement openness so every Federal employee can discuss ideas, challenges, and strategies to overcome this barrier.

5. Stagnate service culture (organizational culture)
Organizations, such as the DoD, with its long history and established cultures, may not recognize the need for diversity in their organization. Senior leaders may not understand the need for diversity, especially if the organization is already excelling in its mission. To overcome these smokescreens, everyone, especially senior leaders, must recognize the benefits of a diverse workforce and develop strategies to increase diversity in the workplace.

6. Inaccurate perceptions
Threat - In today's environment, people may be embarrassed to show ignorance about other cultures, may not want to invest time and energy in learning about those cultures, or may perceive diversity initiatives as a threat to job security

7. Failure
It is the thought or belief that you cannot succeed because others like you have not succeeded.

a. Put yourself in the other person's shoes.

b. An individual's level of diversity awareness influences choices made in strategies to respond to differences (e.g., gender identity, ethnicity, religion, age, socioeconomic level, and race).

c. As an EO professional, developing your individual diversity awareness is the key to being able to recognize and help your unit members work together effectively.

d. You should help unit members develop reflective thinking, empathy, and understanding.

e. Understanding one's own attitudes and values about diversity is essential to understanding, appreciating, and responding to differences in others.

How can you improve diversity and inclusion in the workplace?

What strategies could be done to increase diversity?

What is the best way to resolve workplace diversity?

How can we prevent backlash diversity?