Use a plan review Keep Score Provide incentives for positive behavior

1. Follow up for Sustainable Results Cox Ch 7 • Use a plan review • Keep Score • Provide incentives for positive behavior • Manage knowledge retention & transfer

2. Plan Review Process • Substantive & regular review of diversity goals involves • Knowing current numbers of demographic profile of org AND knowing what is being done to improve it • Ensuring action on a broad scope • Evaluating the process to ensure consistency of effort and success • Possible questions to ask during a review: Tab 7.1

3. Plan Review Process • Leaders should • Invest time to learn enough about diversity to ask detailed & tough questions during planning review • Investigate how the change process is being conducted • Ensure that diversity goals be as demanding as manufacturing or financial ones • e.g., zero harassment incidents, all workers report feeling respected etc.

4. Keeping Score • Facilitates precise goal setting • Strengthens performance management efforts • Fulfills psychological & emotional need among those involved in change effort • Use variety of metrics: demographic profile, percent change on survey data, employee turnover rates, percent of plans implemented on time • Distribute performance incentives based on goals achieved

5. Keep Score • By Walking around • When in a meeting of people involved in certain types of jobs, visually gauge the diversity of group • Gauge climate via • Visual inspection of mix of people who interact with each other • Gathering informal feedback from employees in between annual climate surveys • Make progress towards diversity goals visible by posting signs & graphs (or other means of company-wide advertisement)

6. Mid-lecture Review • Use a plan review • Keep Score • Provide incentives for positive behavior • Manage knowledge retention & transfer

7. Provide Incentives for New Behaviors • Monetary Rewards • Define behaviors clearly • Incentive compensation for performing behaviors • Sets the priority for such behaviors • Establishes alignment between goals and rewards • Generates focus on priorities for planning period • Limitations on how to measure diversity-related performance should not be an excuse for lack of incentives • Challenges of providing adequate monetary rewards to lower-level employees for diversity- related performance should be overcome by implementing other types of incentives

8. Provide Incentives for New Behaviors • Examples of Personal & Group Recognition • Annual awards for leadership given by CEO • Provides individual recognition • Reinforces message that managing diversity is a high priority in the organization • Establishes connection between top leaders with those at other levels • Paid days off for best ideas on diversity • Increases motivation to work on diversity goals • Increases employee involvement & creativity • Members on award selection committee should be carefully selected from various jobs and have knowledge of diversity-related performance/behavior • Diversity champion awards

9. Provide Incentives for New Behaviors • Opportunities for Advancement • Ability to manage diversity well is a criterion for promotion decisions • Ensures that those who oppose diversity goals are not put in positions of influence • Diversity competence is a threshold factor for promotion (i.e., candidates who don’t have diversity competencies not considered for promotion) • Promote people based on reputation & performance on managing diversity • Negative-diversity related behaviors should elicit strong consequences for accountability to be effective

10. Managing Knowledge Retention & Transfer • Knowledge Management (KM) • Promotes sharing of knowledge, experience & information throughout organization • See also pg. 142, Tab 7.2 • Diversity KM • Improve execution of programs & initiatives • Share knowledge more effectively • Avoid duplication of effort • Ensure leveraging of best ideas to prevent loss of time • Especially important for training programs & alignment of HR processes

11. Managing Knowledge Retention & Transfer • Key Success Factors of Diversity KM • Senior Management Support • Understand that retaining & distributing diversity-based knowledge is a competitive advantage & prioritize it during communications w/direct reports • Assign responsibility to someone at enterprise level to coordinate the collection & dissemination of how to do diversity change mgt well

12. Managing Knowledge Retention & Transfer • Key Success Factors of Diversity KM • Develop knowledge-sharing culture • Do not regard info as a source of power • Do not reject or take little interest in ideas of other units • Do not believe that own unit has better ideas than other units

13. Managing Knowledge Retention & Transfer • Key Success Factors of Diversity KM (cont’d) • Existence of Multiple Channels for Sharing Knowledge • The corporate diversity officer alone cannot transfer knowledge on diversity work • Organize diversity conferences for change leaders from different units &/or by top leaders of units where internal change agents share learning about how to manage diversity • Create computer database of knowledge on managing diversity • Create network of employees (diversity coordinators) who form communication links between organizational units

14. Summary • Use a plan review • Keep Score • Provide incentives for positive behavior • Manage knowledge retention & transfer