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Proposed ASME Model for Managing Diversity

A presentation discussing the Center for Leadership and Diversity's proposed model for managing diversity in ASME, including changes in engineering, application examples, and recommendations.

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Proposed ASME Model for Managing Diversity

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  1. Center for Leadership and DiversityProposed ASME Model for Managing DiversityA Presentation to the ASME Board of GovernorsSunday, November 6, 2005Orlando, FL

  2. Overview • Center for Leadership and Diversity • Diversity Definition • Changes in Engineering • Proposed ASME Model for Managing Diversity • Application Examples • Recommendations • Recognitions

  3. Center for Leadership & Diversity • Vision: ASME will be recognized as a premier global organization demonstrating an inclusive culture and environment and for developing highly effective and successful leaders. • Mission: The Center for L&D promotes leadership, diversity and inclusion throughout ASME by advising governance and leadership on results, skills, strategies and tactics and by providing programs and leadership training. • The Center focuses on attracting, developing and retaining new and existing members who will play key roles in enabling Society growth and organizational effectiveness, building stronger customer and market focus, and promoting public recognition of the Society and its members.

  4. Center for Leadership & Diversity • Committee on Strategy: Provides guidance and recommendations to ASME leadership on incorporating diversity as strategy into ASME’s business plan. • VOLT Academy: Serves as repository and resource for the development and implementation of all products, services and materials needed to satisfy ASME’s volunteer leadership training and orientation. • Committee on Internship Programs: Develops and directs one inclusive internship program. • Committee on Diversity Programs: Directs the Diversity Action Grant program and the annual Diversity Forum. • Committee on Diversity Relations: Directs outreach to other organizations and coalitions. Oversees marketing for the JJCCI Medal. • Committee on Diversity & Leadership Metrics: Develops metrics for ASME’s use in tracking and measuring diversity maturity success.

  5. What is Diversity • Diversity is “the ways in which we differ as individuals or organizations and the commonalities and similarities that justify and motivate diverse people and entities to work collaboratively together, in order to achieve mutually beneficial outcomes.” • Diversity includes attribute differences such as age, gender, ethnicity and physical appearance; as well as personal differences such as thought styles, religion, nationality, socio-economic status, belief systems, sexual orientation and education. Note: Appreciative Inquiry, Hammond – What is working?

  6. Vision Strategic Diversity Priority Goals Results Tactics Strategic Diversity • Diversity recognized, valued and most importantly strategically managed within and without an organization can drive business results.

  7. Why an ASME Model to Manage Diversity? • ASME is “aware of” and “values” diversity • ASME Core Values: • Embrace integrity and ethical conduct • Respect the dignity and culture of all people • Nurture and treasure the environment and our natural and man-made resources • Facilitate the development, dissemination and application of engineering knowledge • Promote the benefits of continuing education and of engineering education • Respect and document engineering history while continually embracing change • Promote the technical and societal contribution of engineers • Embrace diversity • Change is Constant!

  8. USA Demographical Changes • 20 percent of BS Eng degrees go to women, relatively unchanged over 5 years • Women make up 10.4 percent of tenured and tenure-track engineering faculty members.  • 17 to 18 percent of doctoral degrees in Eng are granted to women. Source: ASEE Oct. 2005

  9. Global Demographical Changes • Engineering annual graduation rates (2000) • China: 207,000 - 600,000+ • Japan: 103,000 • South Korea: 57,000

  10. Global Demographical Changes • Many countries have successfully increased the rate at which their college-age citizens earn S&E degrees. United States has been less successful… • As the number of U.S. bachelor's degrees has expanded, the share going to S&E degrees has held steady. Shifts among S&E fields have been toward biological, social, and behavioral sciences and away from physical sciences and engineering. • Women now represent the majority of students; they earn most of the bachelor's degrees and half of the bachelor's degrees in S&E. • Minority students from all groups are earning more non-PhD degrees; however, S&E field attainment gap remains large vs. white students. • Declining numbers of white men complete advanced S&E training; some of the women's numbers are also becoming flat or declining. Growth in advanced S&E degrees primarily reflects strongly rising numbers of foreign students. Source: National Science Foundation

  11. Global Labor Pool: Demographical Changes Source: “Its 2008: do you Know Where your Talent Is?” Deloitte Research Article, 2004

  12. Student Psycho-Graphical Changes • More Secure Employment/Project Based Work; Increasingly Challenging Tasks • Attractive Location; Work-Life Balance; International Opportunities • Competitive Long-term Compensation; Build Sound Financial Base • Inspiring Colleagues; Mentorship; Networking; Internship, Externship • Social and Environmental Responsibility; Diversity Programs • Career Development Opportunities; Clear Advancement Path • Pursue Further Education Source: Universum Research 2005

  13. Proposed ASME Model for Managing Diversity • Share a common vision; • Speak a common language; • Understand the value proposition(s) of all and the measures for success; • Establish clear roles and accountabilities and trust/support all participants to deliver; • Plan to celebrate and recognize achievement often.

  14. ASME (Example 1) • VisionTo be the premier organization for promoting the art, science and practice of mechanical and multidisciplinary engineering and allied sciences to our diverse communities throughout the world. • MissionTo promote and enhance the technical competency and professional well-being of our members, and through quality programs and activities in mechanical engineering, better enable its practitioners to contribute to the well-being of humankind. • ASME Priorities: • Globalization • Market Focused • Multidisciplinary approach • Industry & Government • Young Engineers • Enhance resource utilization • Diversity as strategy

  15. Suggested Success Metrics (Example 2) People • ASME leadership is “diversity mature” • ASME leaders are effective in managing continuous change. • ASME leadership and membership reflect the changing domestic and global societies and populations (e.g. demographics) • ASME volunteer leaders are successfully recruited and properly trained • ASME is achieving desired membership and leadership growth Products & Services • ASME product offerings and services are differentiable and uniquely preferred by its members and customers. • ASME products and services suppliers are diverse and embrace strategic diversity Processes • Strategic diversity is deployed throughout the ASME International organizations, including in performance management, professional development and succession planning for staff employees • ASME operates a diversified portfolio of initiatives, projects and professional businesses Policies • ASME policies and practices promote and accelerate ideation, innovation and overall achievement of goals

  16. ASME Managing Diversity Model Vision Common Vision Strategic Diversity Common Language Priority Goals Value Propositions Results Accountabilities & Trust Tactics Celebrate

  17. Recommendations • Add the Managing Diversity (MD) Model as a core competency, and include it in the leadership curriculum. • Develop training resources to use in orientations, training conferences and self-study for ASME volunteer leaders. • Reading for BOG: Appreciative Inquiry, Hammond • Diversity Training for ALL ASME Leadership by 4Q06

  18. Recognitions • CLD Members & Staffers • Former BDO Members & Staffers • Centers Sector

  19. Thank You!Questions?

  20. References

  21. Foresights • Opportunity => Unprecedented Growth • Challenge => Managing for the Long-term • Need => Effective Leadership at all levels • Gap => Resources • Urgencies => Internal Education • => External Marketing

  22. Other Recommendations Short-Term Strategies • Marketing Excellence within ASME • Market Research • Member-Centric Focus • Basic and fundamental understanding and insights • Education • Branding • Marketing Messages • Community, K-12, College Campus, Government, Industry, etc. • Long-Term Strategies • Organizational Differentiation (Positioning) • Leadership Development • Goals Achievement Through Effective Collaboration • Measurable Impact: Metrics

  23. Other Recommendations Leadership Education • Reading: Appreciative Inquiry, Hammond • Diversity Training for ASME Leadership by 4Q06 • Potential Resources • J. O. Rogers & Associates • Pope & Associates • American Institute for Managing Diversity

  24. Some Best Practices of Diversity Action Grants • Collaboration with other organizations on campus, as well as industry and/or government affiliates. • Active involvement of students, faculty, local leaders and local ASME members. • The involvement of females and African-American, Hispanic and/or Native American engineers provides positive role models • Organization and planning. The longer the lead time, the more successful the event. • Recognition. The very successful events are touted in local newspapers and on local television stations. • Active support of the Engineering Dean/Department Head.

  25. Some Best Practices for Student Recruitment • Target “Intro to Engineering” freshman and market ASME International. • Effective and visible ASME marketing on campus. • ASME Competitions ASME. • Attendance to ASME Congress • Diverse leadership in sections.

  26. Some Best Practices - Outreach • Coordinating events with all of the other ME clubs and societies. • Promote the department and all the clubs • Young aspiring engineers are looking for people to get to know. • Get underclassmen involved early-on and connected with seniors and the department. • Involve other engineering clubs to promote Engineering. • Sustain close ties with faculty and Dean • Promote opportunities to have fun socialize and associate; invite family and friends. Source: San Jose State U

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