Diversity Executive - November 2008 - (Page 55)

a graduation celebration with management representatives, including the company president, vice president, director of manufacturing, shipping manager, HR director and others. The trainees did role-plays to demonstrate what they had learned and distributed a biography book created during the class highlighting their background, family and interests. Management was impressed with the increased confidence among the employees and with their improved ability to interact in English, but the biography book — intended as a simple writing activity — sparked questions about employees’ origins, families and other personal questions that had never come up before — and which they had never felt comfortable discussing. Rapid Display Vice President and General Manager Scott Weiler said, “When people can communicate, the work becomes more efficient. The students are more responsive to their jobs. They had a sense of accomplishment, and I saw an increase in their morale.” The class was so well-received by management, the learning continued, and that same group of employees has since finished its fourth English course. Final course evaluations show, as a result of the class, employees have a better relationship with their supervisors and are more comfortable interacting in English, both at work and in their daily lives. Their opinion of the company has improved, and a majority see more opportunities for growth. These employees are not only able to interact better with supervisors, they can help facilitate interaction between other Spanish-speaking staff and Englishspeaking management. And while there have been no direct promotions as a result of the class yet, Weiler said, “Some are very improved in the work, and we have taken notice.” Companies are increasingly recognizing that language is a job skill, and like their commitment to any other skill, development requires investing in resources to promote employees’ ability to communicate effectively. The results are a more engaged, productive and promotable workforce. « Jill K. Bishop, Ph.D., is founder and president of Workforce Language Services, a Chicago-based company offering customized Spanish and ESL and diversity training, leadership development and translation services. She can be reached at editor@diversity-executive. should worry less about sounding professional and more about being real and human. It’s not a weakness. • Consider what employees need to hear. Statistics and graphs may be impressive, but most employees long to hear more about their leader’s vision, how they ﬁt into it, how much the leader needs and values their contributions. Connecting with people should be a top priority. • Find the balance of head and heart talk. Avoid too many buzz words. Instead, fold facts into a meaningful personal story or observation. This can help employees engage in business strategies much quicker than throwing around acronyms and trendy talk. 2. Partner with employees to build a common connection. Invite people into the collaboration process and help them learn the value of putting their differences to work, not by telling, but by promoting activities in which employees can learn through experience. Leading global technology company Hewlett-Packard blazed a new trail by partnering with employees in its online news digest, “Common Thread.” The initial aim was to forge a new virtual path across the company in record time with big ambitions of creating an inﬂuential Web-subscriber-based vehicle. The objective was to connect employees at all levels in a personal way to HP’s leadership team, its culture of innovation worldwide and its commitment to diversity and inclusion. In its ﬁrst year, HP’s “Common Thread” drew personal features from more than 70 senior leaders and members of the executive team, along with their sponsorship and encouragement. Scores of HP employee contributors also showed up, excited to share their best practices, success stories, as well as editorials on key topics such as the need to think globally. They also coached, mentored and worked together in virtual town halls, offering their expertise and global perspectives on a wide range of business issues. “Common Thread” celebrated its ﬁrst anniversary with more than 160,000 subscribers. Today, the lessons from this pioneering effort continue to be adapted, changed and applied to new innovations. Debby McIsaac, director of HP’s global inclusion and diverse talent development group, said, “The experience changed us all. It increased our conﬁdence and proved anything can be done if you want to make it happen. It became clear people want to be connected, to share their perspective, solve business problems and be appreciated. They have no trouble instantly connecting with each other. It happens if you give them the opportunity.” 3. Expand know-how about social media. Technology has so powerfully enabled organizations to connect with employees and customers, being technologically challenged actually may be a competitive disadvantage. Now DIFFERENCE continued on page 63 November/December 2008 | www.diversity-executive.com | Diversity Executive 55 http://www.diversity-executive.com

Table of Contents Feed for the Digital Edition of Diversity Executive - November 2008

Diversity Executive - November 2008 Editor’s Letter Contents Leadership Connections Guest Editorial Diversity Executive Online Middle Management Roadblock ‘Hidden Winds’ Hinder Progress The Domino Effect Supplier Partnerships Unlock Economic Opportunities Measuring Diversity Special Section: Who’s Who in Diversity and Inclusion Dimensions of Difference Overcoming Language Diff erences Business Intelligence: Combating Subtle Discrimination Case Study: Shifting Diversity Into Overdrive Advertisers’ Index Editorial Resources Strategies

Diversity Executive - November 2008

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