CONVOCATORIA EN EL ESTADO DE MÉXICO PARA LA SOLICITUD Y ASIGNACIÓN DE APOYOS DEL COMPONENTE VI. PLANTACIONES FORESTALES COMERCIALES DEL PROGRAMA NACIONAL

It is clear that diversity alone does not guarantee positive organizational out- comes—how effectively diversity is managed is what makes the difference. The most important element in effectively leveraging the positive potential of diver- sity is top management support for diversity and for diversity initiatives. If top managers do not promote inclusion and respect diversity, lower-level managers and employees are not likely to do so either. In addition, an inclusive environ- ment is created when all employees’ cultural awareness and empathy are en- hanced through diversity training and all employees are given equal access to mentors and other influential company employees. Creating fair company policies and practices that give all employees equal access to performance feed- back, training and development, and advancement opportunities is also critical. Diversity is more likely to positively affect companies that support diverse employees in higher-level positions and help all employees effectively interact with people who are different from them. Diversity initiatives are more suc- cessful when the company is able to keep employees thinking about diversity issues, even when they do not feel a direct, negative impact.98 _{We next discuss}

some tools and techniques that companies use to promote diversity.

Tools

The foundation for effective diversity management is top management support and hiring people likely to succeed in an inclusive organization. Training and mentoring can also help. Reciprocal mentoring, which matches senior em-

ployees with diverse junior employees to allow both individuals to learn more about a different group, is one technique used to promote diversity awareness and inclusion. Human resource outsourcing firm Hewitt Associates’ Cross- Cultural Learning Partners Program paired the CEO and each of his direct reports with diverse associates. Each partner was e-mailed different “lessons” on an aspect of diversity each month, and the partners met to discuss, reflect on, and apply what they learned. Dale Gifford, former Chairman and CEO of Hewitt, said of the experience, “I learned how other people might view me based on my being a White male, as opposed to just thinking about diversity in terms of how I viewed others.”99

Diversity initiatives at PNC Financial Services include a career develop- ment program, networking opportunities, and mentoring pro-

grams for all employees.100 _{Top executives}

within aerospace giant Boeing are asked to mentor at least one person each, and many of its businesses require that each se- nior executive mentor three peo- ple, including at least one woman and one minority person.101

To more effectively hire and retain diverse employees, it is

reciprocal mentoring

Matches senior employees with diverse junior employees to allow both people to learn more about a different group

Reciprocal mentoring between senior and junior employees increases the diversity awareness of all employees and promotes inclusion.

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important to be vigilant about first making sure that highly qualified job can- didates are diverse. Companies must focus on being a meritocracy, promote awareness of how different groups communicate differently, and ensure that the assessment and promotion process does not inadvertently misinterpret those styles. Ensuring that the promotion process proactively identifies di- verse candidates in the pipeline helps to prevent inadvertently overlooking them. When senior female women at eBay communicated their commitment to the success of other women in the company, it reinforced female employees’ emotional attachment to the firm and strengthened their belief that eBay is a great place to work.102

Diversity training and diversity education need to communicate that bias is a part of being human. It is not realistic to claim or to pursue an “I’m to- tally unbiased” stance with regard to diversity. Everyone has biases whether or not they are aware of them—diversity training should enable employees to become aware of them and learn to control them to prevent both explicit and implicit displays of bias.

To promote awareness and empathy, MetLife began a series of “diversity live” programs in which professional actors present a variety of scenarios, leading to a lively audience discussion of what was done and how it could have been done better. One scenario involves an American-born IT pro in the United States interacting with an Indian teammate in Delhi; others touch on work-life, cross-cultural and gay/lesbian themes. MetLife believes that these programs have contributed to its success in promoting diversity. In its 1998 bi- annual survey, a little more than half of the respondents agreed that MetLife values diversity. The number surged to 79 percent in 2006, but the firm will not consider its program a complete success until the surveys indicate 100 percent agreement.103

Diversity at global giant Siemens is driven from the corporate level. Mike Panigel, SVP for Siemens corporate HR in the United States and the Americas, states, “We value the important role that managers play in ensuring inclusion. This is why we’ve made diversity leadership training an integral component of our ‘managing at Siemens’ leadership development program.”104

Although White men make up the majority of the U.S. workforce, in some companies they are the least engaged in diversity efforts. Diversity and in- clusion efforts have historically had a strong focus on minorities and women, and as such, many companies may be leaving out the majority of their work- force—often White men. In doing so, companies might be inadvertently creat- ing a culture of exclusion, which goes against the core of what it means to be an inclusive organization that values its people.105 _{In many companies, the}

terms diversity and White men are seen as an oxymoron. When the subject is race, the experiences of people of color are discussed; when the issue of gen- der arises, the experiences of women are examined. As a result, White men may feel alienated and can become angry, confused, or indifferent to diversity efforts, feeling that their companies are offering something for everyone but them.106

Shell Oil is one example of a company that has held several White Men’s Caucus workshops to enable White males to come together and discuss “White male privilege” and other issues. Michael Andries, a Shell management con- sultant, said, “This caucus was the first opportunity I have had to explore how I really felt about diversity and other groups, in the company of others like myself . . . . As a result I believe I am beginning to ‘get it.’”107

To manage diversity effectively as both an employee and a manager, it is important to be aware of your biases and attitudes toward diversity. This chapter’s Understand Yourself feature will help you to understand your own level of diversity awareness.

so what

Involve everyone in diversity initiatives, not just minorities, to maximize participation and commitment.

Assessment

Diversity metrics allow companies to monitor their progress and to define their priorities for future action. Frequently used indicators include:

• The diversity of job applicants and new hires

• The proportion of people with different demographics in a company’s busi- ness units at each level of employment

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