TM - February 2008 - (Page 42)

recruitment & retention assessment & evaluation compensation & benefits performance management learning & development succession planning [learning & development]by Rob Keeling Development’s Role in Creating a Cul ture of Inclusion elationship management. Employee development. Customer experience. Diversity of thought. Are these merely business buzzwords, or keys to profitability and success? Understanding that the external face of an organization is driven largely by its employees, many companies recognize that the key to turning these buzzwords into real success is a commitment to a workplace culture that allows each employee to contribute to the fullest potential. To meet this challenge head on, companies need to build a culture of inclusion, supported by a systematic diversity plan, with development serving as a key component. Leaders can no longer view diversity plans as a means to fulfill some moral or ethical duty. Rather, companies should view them as another strategic means to improve the bottom line and maximize shareholder value. When done right, a strategic diversity plan can reduce costs and employee attrition. More importantly, it can yield a wealth of invaluable insights that the company can use to directly impact company policies, programs and market innovations. True diversity goes far beyond the standard legal categories of ethnicity, race, age, gender, disability and sexual orientation. It is about the full spectrum of individual differences, and no difference is out of bounds. That includes thinking style, life experience, country of origin, native language and personality traits, such as being introverted or extroverted. You and your management team need to determine if your current corporate culture allows diversity to flourish. Building an Inclusive Cul ture R panics, African-Americans, women and LGBT (lesbian, gay, bisexual, and transgender) employees are just a few examples. These networks represent a great way to build a culture of inclusion and develop employees. For employees, they provide information and support. For managers, they provide a forum for valuable dialogue to explore each population’s needs. An Asian network, for instance, can help non-Asian managers understand the needs of Asian associates, as well as help Asian associates new to the U.S. understand the Western business context. Networks also provide an opportunity for informal mentoring and coaching for employees at all levels of an organization. A successful way to share responsibility in building and leading this strategy and culture is through diversity councils embedded into each line of business. Chaired by the senior executive in the division and supported by human resources, the council members recruit, develop and retain diverse talent, and focus on community outreach, communication and accountability. Council members are leaders in decision-making roles who manage talent, promote associates and develop succession plans as part of their leadership accountability. When diversity is layered into their regular responsibilities, it becomes a lens through which they perceive their other duties, rather than being a separate, add-on activity. In addition to diversity councils, larger companies with multiple geographies and lines of business might consider dedicating a senior executive who sets the overall vision for and tracks the company’s diversity efforts. If the company is just starting its diversity journey, leverage a push strategy, where diversity messages are delivered to employees regularly. Heritage months (Black History Month, LBGT Pride Month) offer eight observances throughout the year to bring the topic of diversity to life. Host speakers from these respective demographics, spotlight employees Building a culture of inclusion is about ensuring all employees feel valued for who they are and respected for what they bring to the table. One way to start is by sponsoring employee networks, that link employees with others of similar backgrounds and interests. Individual networks for Asians, His- 42 February 2008 talent management magazine www.TalentMgt.com http://www.TalentMgt.com

Table of Contents Feed for the Digital Edition of TM - February 2008

Talent Management - February 2008 Editor's Letter - Talkin' 'Bout My Generation Contents Human Performance - Achievement Motivation: Top Talent At Any Age Leading Edge - Who's On First? Foundations - Managing the Next Generation Workforce Viewpoint - Talent Strategies That Work Are Talent Strategies That Stick Those Who Have Left: The Value of Building Employee Relationships Alternatives to 360s: The Manager's Role Compensation and Benefits For X&Y Build A Multigenerational Performance Management Strategy Development's Role in Creating A Culture Of Inclusion Tomorrow's Leader: Identifying the Next Generation Integrating Talent Management Systems Strategically Seagate Uses Yearlong Evaluations to Help Integrate Talent Efforts Western Union: Connecting Strategy and People Globally Advertisers' Index Editorial Resources Full Potential - The Best Time to Change? Right Now!

TM - February 2008

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