Diversity

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Diversity Inclusion In the New Reality
Workshop
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Todays Agenda

• Market Changes
• Diversity
• Inclusion
• Break
• Case Studies
• International Diversity

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Todays Goals

• Develop an awareness and sensitivity for
  Diversity and Inclusion.
• To increase your level of understanding and
  commitment to the Tyco Diversity and Inclusion
  Initiative.
• Understand the importance of supporting a culture
  where difference is valued as a norm of
  operations.

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TYCO International Diversity and Inclusion
Mission

• Grow our business through an inclusive
  environment that values and develops a diverse
  workforce.
• Objective
• Through diversity, we'll access the best people
• Through inclusion, well inspire the best in our
  people.

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TYCO International Diversity and Inclusion
Mission (contd)

• Outcomes
• -- Diversity
• Foster a workforce comprising a mix of people
  with different thinking styles, perspectives and
  approaches to work.
• Foster a workforce and leadership team that
  reflects the diversity of the communities in
  which we operate and geographies we cover.
• -- Inclusion
• Ensure that our managers demonstrate an inclusive
  leadership style that engages all colleagues to
  contribute fully.
• Foster a workplace culture and climate that is
  welcoming and supportive of all, in order to
  maximize the potential of all our employees.

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Diversity and Inclusion
A Strategic Business Initiative. .Driven
by Changing Demographics
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Changing Demographics
Source U.S. Census Bureau, 2004, "U.S. Interim
Projections by Age, Sex, Race, and Hispanic
Origin
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Changing Demographics
Source U.S. Census Bureau, 2004, "U.S. Interim
Projections by Age, Sex, Race, and Hispanic
Origin
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Changing Demographics
2000
U.S. Population and Projection2000 2050
Estimate
2050
Other includes American Indian, Alaska Native,
Native Hawaiian, Pacific Islander and Two or More
Races
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Source U.S. Census Bureau, 2004, "U.S. Interim
Projections by Age, Sex, Race, and Hispanic
Origin
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Buying power of minority consumers 1.8 trillion
Projected to be 2.6 trillion in 2009
Growth of Minority Purchasing Power
2.6T
1.8T
Billions
1.4T
0.7T
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Source The Multicultural Economy 1990 - 2009
Americas Minority Buying Power Selig Center
for Economic Growth, University of Georgia, May
2004 BCG analysis
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Changing Demographics

• The customers, shareholders and employees of
  major corporations are increasingly made up of
  ethnic minorities and women.
• During the decade between 2002 and 2012, the U.S.
  Bureau of Labor Statistics (BLS) estimates that
  ethnic minorities will grow to equate to more
  than one-third of the total labor force estimated
  to be 162 million.
• By 2050 70 of the U.S. Labor force will be women
  and ethnic minorities

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The Business Case for Diversity

• Changing demographics
• Aging workforce in industrialized economies
• Increased proportion of women in the workplace
  and in decision-making positions
• Increasing number of distant relationships in
  global organizations
• Increased acceptance and recognition of sexual
  orientation
• Contact between diverse national, cultural and
  ethnic backgrounds

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Change

• I am convinced that if the rate of change inside
  an organization is less than the rate of change
  outside, the end is near.
• Jack Welch
• Former Chairman and CEO
• General Electric

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Diversity Defined

• What is it?
• Why does it matter?
• How does it impact our future?

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Diversity

• Differences that matter
• Impact our ability to be successful
• Influence how we are perceived in the marketplace

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Diversity Exercise

• Dimensions of Diversity

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Dimensions Of Diversity Exercise
Internal External Organizational
Gender Geographic Location Function/ Department
Race Personal Habits Work Location
Sexual Orientation Educational Background Corporate/ Field
Physical Ability Work Experience Management/ Non-Exempt
Ethnicity Appearance Shift
Religion Income Tenure
Age Marital Status Union
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Today is Not About

• Trying to change hearts and minds
• Judging peoples thoughts or ideas
• An event or celebration
• EEO/AA/discrimination
• Reverse discrimination
• Zero-sum game

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Today is About

• Differences that help us reach our business goals
• Making us attractive to the best and brightest
  talent
• Being part of a culture that is able to compete
  and survive in a changing market
• An on-going commitment

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Inclusion

• What is it?
• Why does it matter?
• How does it influence our short and long-term
  success?

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• When Was The First Time You Felt Different?

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Inclusion (contd)

• Everyone has an equitable opportunity to
  participate.
• Differences are respected and welcome as a norm
  of interaction.
• The zero sum game does not exist.
• Leadership shows up on many forms.

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The Business Case for Inclusion

• Changing demographics
• Who makes a culture for the new technology?
• Attracting and keeping the best and brightest
• Contrasting generations
• Innovation creativity
• Global interdependence

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Exercise

• Workplace Examples of Inclusive Behavior

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Case Study I

• Bill is a customer service representative in a
  busy office and is ready to leave for the day
  when his phone rings. A current customer, who
  speaks with a very thick accent, wants to return
  the product including shipping, neither of which
  is allowed.
• Bill is unable to communicate to the
  customer in a way that she can understand, so
  they both become frustrated. What should
  normally be a five-minute phone call now turns
  into a difficult 20-minute call.
• Bill finally completes the call and mimics the
  customers accent by mocking her. Then he says,
  I wish those people would learn to speak English
  if they are going to live here!
• Other associates overhear Bills comments and
  one co-worker says, Somebody needs to say
  something to him.

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Case Study Instructions

• In your small group, do the following
• 1- Identify the issues and concerns in this
  case.
• 2- Prepare and be ready to present your
  recommendations to the larger group.
• 3- Be prepared to provide the pros and cons of
  your recommendation to the larger group.

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Case Study II

• A group of workers from the purchasing
  department were sitting around chatting about
  their weekend during lunch.
• A woman stated, I went to see the play RENT and
  enjoyed it. But the women kissing women and the
  men kissing men you know, the gays were
  disgusting!
• Many people looked down or away but no one
  said anything else.

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Case Study III

• Mary worked in her new department for about
  six weeks. Each Monday morning the projects for
  the week are assigned and Mary has noticed that
  Bob and Ed, who are louder and more aggressive,
  seem to get the higher profile assignments.
• At this weeks meeting, Mary, who usually
  appears quiet, aggressively goes after a project
  that she wants and gets it. Her manager says,
  Mary, I was stunned by your behavior at the
  meeting this morningI thought we hired a lady?
  
• Mary turns to a co-worker and says, I need to
  say something, but I am not sure what or how?

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International Diversity
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International Diversity Issue Assumptions

• Employees will be traveling and doing more
  business outside of their homeland in the years
  to come
• Laws concerning discrimination, harassment and
  related human rights vary and in some countries
  they do not apply

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Challenges from Increased International
Interaction

• Time differences must be acknowledged and
  considered
• When traveling foreign transportation should be
  reconfirmed and anticipated
• Required travel documents must be confirmed to
  streamline the customs process
• Telephone and Internet access may require
  different tools or equipment

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Challenges continued

• Medications and prescriptions often must be
  carried in authorized containers
• Food and eating habits may be different
• The hours for conducting business may be
  different in other countries
• Breaks and lunches may take longer or less time
• Becoming familiar with local protocols and social
  etiquette is critical
• Time for religious observations and family events
  are more prevalent in many cultures

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Challengescontinued

• Body language and non verbal gestures may have
  different meanings
• Consider learning some basic words and phrases in
  the language of the foreign country you are
  visiting
• Consider talking with colleagues who are familiar
  with the norms and protocols of the foreign
  country you will be visiting before the fact

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Summary of Perspectives

• Learn about the Dos and Donts of the country
  you are going to or work in.
• Be receptive to feedback in the moment when
  people offer advice in other locations
• The more you respect local attitudes toward
  families, work and religion the more successful
  you will be in other locations
• International conference calls should be
  conducted at mutually convenient times

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Review of Todays Goals

• Develop an awareness and sensitivity for
  Diversity and Inclusion.
• To increase your level of understanding and
  commitment to the Tyco Diversity and Inclusion
  Initiative.
• Understand the importance of supporting a culture
  where difference is valued as a norm of
  operations.

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Closing Comments
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Diversity and InclusionTrain The
Facilitator Event
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Guidelines

• The focus of this TTF time is to provide a
  strategic insight on how to prepare and deliver
  an effective Diversity training event that you
  can customize it for your local needs
• Each facilitator must develop their own stories
  and examples of relevant circumstances to make
  their training events compelling.

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Assumptions

• All facilitators have completed Diversity
  training as a participant.
• All facilitators will prepare addendums to their
  Diversity training documents so that it is
  relevant and germane to their local situations.

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Template for Training Modules

• Opening statement from leader concerning
  Diversity and Inclusion.
• Define Diversity and Inclusion.
• Present the business case for Diversity and
  Inclusion.
• Contrast what Diversity and Inclusion mean in
  2009.
• Provide case stories to analyze and report on.
• Develop action plans to do something tangible
  after completing the training.

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Local Leader Imperatives

• Do they get it?
• Are they willing to share a vision of local
  inclusion?
• Will they charge their direct reports with
  performance objectives tied to Diversity and
  Inclusion?

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Speak Your Own Truths

• Share your experiences with Diversity and
  inclusion as part of your facilitation.
• Share situations when you didnt get it and the
  consequences of that behavior.
• Ask participants to share their own stories so
  that you are not coming across as the expert.

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Getting Everyone Involved

• What are our local opportunities?
• What are our local challenges?
• Who gets it?
• Who wants to lead it?
• When are we going to see the benefits?
• Where does it apply in our culture?
• How do we make it a norm here?

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Andrew Smith Senior Partner Douglas V.
Wheeler Managing Partner 3531 Windgarden Suite
301 Memphis, TN. 38125 P 901-756-9600 F
901-756-0053 www.TheWheelerGRP.com