Engaging-Middle-Managers-VA-Final-Edit (1).pptx

Engaging-Middle-Managers-VA-Final-Edit (1).pptx

1. ENGAGING MIDDLE MANAGERS ON LGBT INCLUSION

2. What can you expect? AGENDA Introduction The Business Case Workshop Panel Discussion

3. Our panelists Senior Associate Diversity & Inclusion London Vignesh ashok Managing Director Diversity & Inclusion New York Therese bechet blake Executive Director Regulatory Affairs London Christopher hook Vice President Employee Relations Indiana Cynthia peoples

4. The business case Why engage middle managers on LGBT inclusion? 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 The Business Case

5. The business case How does it all fit together? “ Executives are about long-term strategy; g rassroots 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 “Middle managers – their actions and inactions - act as a barometer for organizational culture” 6 Managers create an environment where people can be themselves Employees are not only motivated by achievement of goals and rewards but also opportunities for self-expression and enhancement of self-worth. 1 Employees are better able to adapt to change when it doesn’t threaten their identity. 2 Employee engagement can suffer by up to 30 % due to unwelcoming environments. 3 1 in 4 employees reporting staying in a job specifically because the environment was inclusive. 4 Employees perform better when they can be themselves 93% of senior managers agree/strongly agree that empowering middle managers is key to organizational change. 7 53% of LGBT employees in the UK are out to all or some colleagues. 8 Middle managers with acquired diversity traits are twice as likely to: Empower decision-making by team members. 9 Middle managers are under-equipped There is an organisational incentive to equip middle managers with the tools to create an environment where lgbt employees feel supported 1 2 3 4

6. The studies What research is out there? 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. Härtel , 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. Studies that you can cite (and we use here) to make the business case

7. The blueprint for middle management Our toolkit designed to help managers understand why diversity and inclusion are critical business priorities 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. 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. Action planning 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.

8. the workshop 1. Middle Management Training 2. Resources & Ongoing Support 4. Reward & Accountability Practices 3. Allies & Role Models

9. 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?

10. Middle management training Unconscious bias training Challenging inappropriate behavior Spotting mental health issues Specific challenges faced by LGBT people in the workplace What to do if an employee comes out?

11. 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?

12. Resources & On-going support Guides, research and news articles Confidential helpline or email Reverse mentoring /roundtable mentoring Workplace champions ERG/BRG business partners

13. 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 ?

14. allies & Role models Senior support/sponsorship for allies Celebrate existing allies and role models Resources to visibly signal commitment Hold events focusing on the theme of intersectionality Clear practical guidance for allies

15. 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?

16. Reward & Accountability Performance review process Ally awards 360 Reviews / Skip level meetings EoS /Self-ID and representation metrics broken down by demographics Demystifying senior management promotion process