Engaging Middle Managers on LGBT Inclusion: The Business Case and Strategies
Understanding the importance of engaging middle managers in promoting LGBT inclusion in the workplace, this event features panelists discussing the benefits and challenges, the role of middle managers in creating inclusive cultures, and key studies supporting the business case for empowering middle managers in driving organizational change.
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ENGAGING MIDDLE MANAGERS ON LGBT INCLUSION
WHAT CAN YOU EXPECT? AGENDA Introduction The Business Case Panel Discussion Workshop
OUR PANELISTS VIGNESH ASHOK THERESE BECHET BLAKE CHRISTOPHER HOOK CYNTHIA PEOPLES Managing Director Diversity & Inclusion New York Senior Associate Executive Director Vice President Diversity & Inclusion Regulatory Affairs Employee Relations London London Indiana ENGAGING MIDDLE MANAGERS 3
THE BUSINESS CASE Why engage middle managers on LGBT inclusion? THE BUSINESS CASE EMPLOYEES PERFORM BETTER WHEN THEY CAN BE THEMSELVES IN THE WORKPLACE MIDDLE MANAGERS PLAY A VITAL ROLE IN CREATING A CULTURE WHERE PEOPLE CAN BE THEMSELVES ORGANIZATIONS HAVE AN INCENTIVE TO EQUIP MIDDLE MANAGERS WITH THE TOOLS TO CREATE AN INCLUSIVE CULTURE ENGAGING MIDDLE MANAGERS 4
MANAGERS CREATE AN ENVIRONMENT WHERE PEOPLE CAN BE THEMSELVES Executives are about long-term strategy; grassroots employees are about immediate, individual, personal, and idealistic issues middle managers are about preserving the status quo. They re rewarded for maintaining current results. 5 THE BUSINESS CASE How does it all fit together? Middle managers their actions and inactions - act as a barometer for organizational culture 6 EMPLOYEES PERFORM BETTER WHEN THEY CAN BE THEMSELVES MIDDLE MANAGERS ARE UNDER- EQUIPPED 2 93% of senior managers agree/strongly agree that empowering middle managers is key to organizational change.7 Employees are not only motivated by achievement of goals and rewards but also opportunities for self-expression and enhancement of self-worth.1 1 3 53% of LGBT employees in the UK are out to all or some colleagues.8 Employees are better able to adapt to change when it doesn t threaten their identity.2 4 Middle managers with acquired diversity traits are twice as likely to: Empower decision-making by team members.9 Employee engagement can suffer by up to 30 % due to unwelcoming environments.3 THERE IS AN ORGANISATIONAL INCENTIVE TO THERE IS AN ORGANISATIONAL INCENTIVE TO EQUIP MIDDLE MANAGERS WITH THE TOOLS EQUIP MIDDLE MANAGERS WITH THE TOOLS TO CREATE AN ENVIRONMENT WHERE TO CREATE AN ENVIRONMENT WHERE LGBT EMPLOYEES FEEL SUPPORTED EMPLOYEES FEEL SUPPORTED 1 in 4 employees reporting staying in a job specifically because the environment was inclusive.4 LGBT ENGAGING MIDDLE MANAGERS 5
THE STUDIES What research is out there? STUDIES THAT YOU CAN CITE (AND WE USE HERE) TO MAKE THE BUSINESS CASE 1. Shamir, B. 1991. Self, meaning and motivation in organisations. Organisation Studies 2.Eilam, G. & Shamir, B. 2005. Organisational change and self-concept threats: A theoretical perspective and a case study. The Journal of Applied Behavioral Science 3 &4. The Conference Board. 2006. Engaging and Enrolling the Biggest Roadblock to Diversity & Inclusion. 5. The Conference Board. 2006. Engaging and Enrolling the Biggest Roadblock to Diversity & Inclusion. 6. H rtel, C. E. J., Butar Butar, I., Sendjaya, S., Pekerti, A., Hirst, G., & Ashkanasy, N. M. (2013). Developing ethical leaders: A servant leadership approach. In L. Sekerka (ed.), Ethical training in action (IAP Ethics in practice series) 7. Australian Institute for Management. 2014. Engaging Middle Managers for Positive Organizational Change. 8. Stonewall. 2017. Top 100 Employers Staff Feedback Survey Results. 9. Center for Talent Innovation. 2013. Innovation, Diversity and the Marketplace. ENGAGING MIDDLE MANAGERS 6
THE BLUEPRINT FOR MIDDLE MANAGEMENT Our toolkit designed to help managers understand why diversity and inclusion are critical business priorities ACTION PLANNING BUSINESS CASE SELF-ASSESSMENT TOOL Helps managers identify potential areas of opportunities or focus to foster a diverse and inclusive workplace through a series of questions and considerations designed to encourage self reflection. MANAGER PERSPECTIVES Stories and videos from managers across the globe sharing best practices and practical advice specific to the Blueprint topic drawn from their own experiences as managers. Includes What You Can Ask or Do - food for thought on good management practices. And an aid for recording next steps and a roadmap to resources available to assist and guide your efforts. Lays out the value proposition for diversity and inclusion for the firm and for individual managers and highlights how fostering a diverse and inclusive work environment can help managers achieve their business goals. ENGAGING MIDDLE MANAGERS 7
1. Middle Management Training THE WORKSHOP 2. Resources & Ongoing Support 3. Allies & Role Models 4. Reward & Accountability Practices
TOPIC 1: MIDDLE MANAGEMENT TRAINING HOW SHOULD TRAINING FOR MIDDLE MANAGEMENT ON SEXUAL ORIENTATION AND TRANS ISSUES DIFFER FROM GENERAL DIVERSITY TRAINING PROVIDED TO ALL STAFF?
Unconscious bias training MIDDLE MANAGEMENT TRAINING Challenging inappropriate behavior What to do if an employee comes out? Spotting mental health issues Specific challenges faced by LGBT people in the workplace
TOPIC 2: RESOURCES &ON-GOING SUPPORT WHAT KIND OF RESOURCES AND ON-GOING SUPPORT CAN BE LEVERAGED FOR MIDDLE MANAGERS TO GET MORE COMFORTABLE WITH LGBT ISSUES?
Guides, research and news articles RESOURCES & ON-GOING SUPPORT Confidential helpline or email ERG/BRG business partners Reverse mentoring /roundtable mentoring Workplace champions
TOPIC 3: ALLIES & ROLE MODELS HOW CAN EMPLOYERS ENCOURAGE MORE MIDDLE MANAGERS TO SIGN UP AS LGBT ALLIES OR COME FORWARD AS LGBT ROLE MODELS? HOW WOULD YOU HIGHLIGHT THEM?
Senior support/sponsorship for allies ALLIES & ROLE MODELS Celebrate existing allies and role models Clear practical guidance for allies Resources to visibly signal commitment Hold events focusing on the theme of intersectionality
TOPIC 4: REWARD & ACCOUNTABILITY PRACTICES HOW DO WE INCENTIVIZE MIDDLE MANAGERS TO CHAMPION LGBT INCLUSION AND HOLD THEM TO ACCOUNT FOR THEIR WORK? WHAT DATA DO THEY REQUIRE TO KEEP TRACK OF THEIR PROGRESS?
Performance review process REWARD & ACCOUNTABILI TY Ally awards Demystifying senior management promotion process 360 Reviews / Skip level meetings EoS/Self-ID and representation metrics broken down by demographics
