TMA World Viewpoint 36: How Equality And Diversity Training Can Shape The Borderless Workplace

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Information about TMA World Viewpoint 36: How Equality And Diversity Training Can Shape...

Published on November 29, 2013

Author: StevenParkinson

Source: slideshare.net

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This TMA World presentation explores how diversity and inclusion training has changed in recent times and provides advice for creating an inclusive workplace.

For more information on diversity and inclusion training and other skills you and your organization need to thrive in the borderless workplace, contact us today: enquiries@tmaworld.com

How equality and diversity training can shape the borderless workplace

2 How equality & diversity training can shape the borderless workplace Yad yad acarati srestas… If you’re sitting in my class and these are the first words you hear from me, what will you do? Will it grab your attention? Will you think you’re on the wrong training programme or will it bring upon a shy smile or discomfort? © Transnational Management Associates Ltd. All Rights Reserved.

3 How equality & diversity training can shape the borderless workplace Well I’ve heard these plus other more challenging responses from my audience. Of course, these words work well on a diversity programme. It’s diversity. It’s an ice breaker. It’s expected. © Transnational Management Associates Ltd. All Rights Reserved.

4 And by now you’re thinking this is another rant on diversity. © Transnational Management Associates Ltd. All Rights Reserved.

5 Before you leave the blog (and for those who have decided to stay, thank you) allow me to share a few thoughts on how diversity training has changed and needs to change to facilitate our new work environment or what we refer to at TMA World, a borderless workplace. © Transnational Management Associates Ltd. All Rights Reserved.

6 For them I used to ask, ‘do you schedule meetings on Friday lunchtime?’ What’s wrong with I have noticed a big change in the diversity work I’ve delivered over the last decade. © Transnational Management Associates Ltd. All Rights Reserved. Friday lunch time?

7 For them I used to ask, In 2003 my calendar was full, ‘do you schedule meetings on delivering training on Religion Friday lunchtime?’ and Belief, an awareness of What’s wrong with faith in the workplace and Friday lunch time? believe it or not, sharing with people that we all have different reference points and different religious or spiritual practices was a surprise for some. © Transnational Management Associates Ltd. All Rights Reserved.

8 I observed that entering the world of minority faiths For them I used to ask, ‘do you schedule meetings on challenged the core of faith Friday lunchtime?’ itself. For others, though What’s wrong with Religion and Belief was coming from an EU Directive and with the fear of discrimination and legal battles, their corporate mind didn’t perceive a natural business case for looking at Belief in the workplace. © Transnational Management Associates Ltd. All Rights Reserved. Friday lunch time?

9 In 2005, colleagues and I were delivering a huge diversity initiative at one of the world’s leading pharmas. This was generic diversity – we’re all different. © Transnational Management Associates Ltd. All Rights Reserved.

10 The question that I used to love debating with my pharma audience was ‘there’s a room full of white, British, male scientists – do I have diversity?’ Yes of course I do! I had age, geography, education, communication styles, interest, hobbies and the list could continue. © Transnational Management Associates Ltd. All Rights Reserved.

11 I’m glad we conveyed a strong message of diversity as real and unique as every individual in the workplace. ‘But we all get on, so why are we here?’ © Transnational Management Associates Ltd. All Rights Reserved.

12 I left them with hope that soon their pharma site might just recruit people different to them and that they better keep notes from the training close at hand. © Transnational Management Associates Ltd. All Rights Reserved.

13 But then, one of my favourite areas of work was cultural diversity. © Transnational Management Associates Ltd. All Rights Reserved.

14 In 2006 and later in 2010, I was involved with a massive oil company who were delivering a multi-million dollar off-shoring programme in Bangalore. It involved hundreds of project managers, business analysts and three Indian vendors, delivering the software needs of the companies trading arm. © Transnational Management Associates Ltd. All Rights Reserved.

15 This was a fun project – working with India is! However, the culture gap was big. The simplistic project manager approach of taking a four-stage project management process from Chicago to Bangalore and expecting the same results was at best naive. © Transnational Management Associates Ltd. All Rights Reserved.

16 Consideration for style, approaches to leadership and decision making had nothing to do with the technical work of software development, but it impacted what was delivered and most importantly for Chicago, when it was delivered. © Transnational Management Associates Ltd. All Rights Reserved.

17 I couldn’t help but patronise a room full of project managers by asking them to reflect on two questions. © Transnational Management Associates Ltd. All Rights Reserved.

18 The first, ‘what is your job title?’ ‘Project Manager!’ Now, what is your job title when you’re working offshore with India? ‘Project Manager?’ © Transnational Management Associates Ltd. All Rights Reserved.

19 Well no! I thought I was going to revolutionise the world of offshoring when I told them ‘You’re offshore project managers.’ I didn’t. But I did spend day on cultural awareness in hope of filling that ‘offshore’ gap. © Transnational Management Associates Ltd. All Rights Reserved.

20 So why is reflection on these experiences necessary? Are the approaches to diversity I’ve shared no longer relevant or did we get in wrong? © Transnational Management Associates Ltd. All Rights Reserved.

21 Well, we didn’t get it wrong. We responded to the need of the time and it was a good business fit. © Transnational Management Associates Ltd. All Rights Reserved.

22 However, what’s happened, and rapidly I might add, is that all of the above has converged into a daily reality for thousands of employees around the world. Rarely do I find a novice to crosscultural working. © Transnational Management Associates Ltd. All Rights Reserved.

23 I think we’ve gone beyond awareness and appreciating diversity as a good thing. The juncture we’ve now arrived at is living diversity. © Transnational Management Associates Ltd. All Rights Reserved.

24 And the more and more the workplace continues to change, the more we have to live this diversity. We have to make it happen on every conference call, in every email and through all of our deliverables. Diversity training now has to be more personalised. © Transnational Management Associates Ltd. All Rights Reserved.

25 We can do this by developing two areas: 1. Cooperation 2. Communication © Transnational Management Associates Ltd. All Rights Reserved.

1. Cooperation It’s more than just getting on. It’s about peeling back all layers of assumptions and perceptions and working with the individual. Let’s consider building relationships and getting to know team colleagues as an investment rather than a luxury. © Transnational Management Associates Ltd. All Rights Reserved. 26

1. Cooperation This is not just about introductions but about sharing insight on our preferences, styles, working patterns – even figuring out what things bother us in working life. We can take it deeper with appreciating and recognizing the unique contributions and talents colleagues bring to the team. © Transnational Management Associates Ltd. All Rights Reserved. 27

1. Cooperation It’s about hitting the ground running with trust. Given most of us in the borderless world don’t get to see each other face to face, transcending an email address and diving deep into cooperation is paramount for high performance. © Transnational Management Associates Ltd. All Rights Reserved. 28

29 2. Communication One of John Maxwell’s recent books has a great title and I think it sums up the challenges of our borderless life: ‘Many communicate, very few connect.’ For those of us working remotely and in virtual teams we know that communication is a crucial thread weaving through and holding the team together. © Transnational Management Associates Ltd. All Rights Reserved.

30 2. Communication Connection is not just the phone line or the internet connection. It’s the shared understanding we create between colleagues, keeping us on the same page, keeping roles well defined and finding time to invest in all the cooperation points shared above. © Transnational Management Associates Ltd. All Rights Reserved.

31 2. Communication When we consider the lack of nonverbal cues, communication asks of us to appreciate the use of language, accent, time zones and appropriate technology. As members of diverse teams we just have to keep trying to connect. © Transnational Management Associates Ltd. All Rights Reserved.

32 To conclude, the borderless workplace is upon us all. We no longer have to worry about intrusions and stepping on toes if we’re going to live in this borderless world. © Transnational Management Associates Ltd. All Rights Reserved.

33 We’re going to naturally get close to colleagues, have better understanding of each other and the reward of that will be reflected in the reality of our diverse world. © Transnational Management Associates Ltd. All Rights Reserved.

34 So back to my opening, yad yad acarti. This is Sanskrit and comes from India’s spiritual text called the Gita. Let me leave you with this: “ Whatever action a leader performs, others emulate. Whatever standards a leader sets, the world will pursue. © Transnational Management Associates Ltd. All Rights Reserved. ”

About Us 35 Webinar Twitter Blog Viewpoints and articles Publications Written by Terence Brake, Director of Learning & Innovation at TMA World. Visit www.tmaworld.com/insights to discover the latest thinking from our experts on global, collaborative, cross-cultural and virtual working. Our new Borderless Working e-book series © Transnational Management Associates Ltd. All Rights Reserved.

36 About Us Visit www.tmaworld.com/insights to discover the latest thinking from our experts on global, collaborative, Above all we’d like to hear from you directly, so please don’t hesitate to send any comments, questions or feedback to us at: enquiries@tmaworld.com cross-cultural and virtual working. © Transnational Management Associates Ltd. All Rights Reserved. Or visit our website: www.tmaworld.com

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