There are four various age cohorts in the workplace. These groups share some traditional work values but differ on such important ones as what community means, what participation means, the role of management, employer / employee loyalty, telecommuting, technical competence, and what constitutes a good day’s work. You will learn more on diversity and inclusion at business in this presentation. For a better understanding on same, please visit TEC Leadership Institute website.

1. Diversity & Inclusion
A Brief Introduction
Dr. Christine McCarthy
TEC Leadership Institute GmbH
www.tec-leadership-institute.com
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2. 2
1. Definition of Diversity and
Inclusion
2. The case for Building an
Inclusive Culture
3. Measures for Building an
Inclusive Culture
4. Organizational Responsibility

3. Part 1
Definition of Diversity & Inclusion
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4. Definition of Diversity
Understanding each individual is unique and recognising
individual differences, diverse perspectives, work experiences,
world views and cultures.
Diversity impacts organisational culture, management, working
practices and interpersonal relationships.
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5. Inclusion
Focuses on the needs of every individual and ensures the right
conditions and culture are in place for each person to feel
included and achieve his or her full potential.
Contributes diverse organizational capability to meet the
multifarious needs of a global, cross-demographic customer
base and a disjointed constellation of stakeholders

6. Inclusive Cultures
Inclusive cultures demonstrate organisational goals, strategies
and practices in which people of different backgrounds,
preferences and perspectives are welcomed and treated
equally in the organisation.
D&I supports the full utilisation of a diverse workplace at all
levels and in all functions of the company.
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7. Inclusive Cultures
“Diversity is the mix.
Inclusion is making the mix work.”
Andrés Tapia

8. • Personality
• Age
• Gender
• Language
• National culture
• Disability
• Education
• Religion
• Ethnicity
• Marital Status
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• Seniority
• Competence
• Knowledge
• Role / Position
• Sexual
orientation
• World view
• Thought
• Experience
Diversity Elements
• Geographical
location
• Organisation culture
• Department culture
• Organisation
structure
• Working processes
• Function
• Etc
UNCONSCIOUS BIAS

9. Key Questions for Organisations
1. What should our Diversity & Inclusion focus be?
2. Are there any aspects of diversity that should particularly be
taken into account?
3. Are we using the diversity in the organization at the
moment?
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10. Part 2
The Case for Building an Inclusive Culture
A peculiar attribute of homogeneous
groups is that they can be unusually
blind to what they don’t know.
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11. The Social & Business Case for Building an
Inclusive Culture
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What is the social and business case for diversity
management??

12. 12
4Reasons for Building an Inclusive Culture
4diversity perspectives (Thomas & Ely)
Social perspective
Demographic perspective
Political perspective
Performance perspective

13. The Case for an Inclusive Culture
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Inclusive and fair environment
Improved motivation
Healthier and balanced work environment
Diverse teams bring better results
Benefits to organisation´s reputation
Innovation and creativity
Legal compliance
Performance enhancement
Improved efficiency
Enhanced stakeholder satisfaction

14. 14
The Case for an Inclusive Culture
Source: Training manual for Diversity Management, idm

15. French Diversity
Charter
Each article in the Charter engages the
signatory companies to carry out
tangible actions to apply their
commitment to promoting diversity.
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16. Diversity Perspective Question
What benefits can we gain from better utilising the diversity in
the organization?
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17. Part 3
Measures for
Building an Inclusive Culture
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18. Measures to promote Gender Diversity
 Introduce gender equality policies e.g. procurement, flexible work models,
parental leave, child care support etc.
 Establish benchmarks and mid to long-term strategies for gender equality
 Build virtual mobility culture
 Introduce & uphold policies to penalise for sexual harassment
 Encourage bottom-up networks and mentoring programmes
 Establish customised gender specific career programs
 Advise on programmes to encourage networking
 Set aspirational goals and quotas (where desirable / possible) for women in
leadership
 Ensure monitoring of gender programmes by mid and senior managers
 Introduce role model campaigns and inspirational gender initiatives
 Etc.
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19. Measures to Promote Cultural Diversity
 Introduce culture diversity policies e.g. procurement, training etc.
 Introduce customised training and development programmes, e.g. intercultural
training, language courses
 Set defined recruiting targets to increase cultural diversity
 Consider quotas (where desirable / possible) for recruiting and promotion
 Set clear policies to engage multiculturalism
 Introduce policies to penalise for cultural discrimination or racial harassment
 Hold events to foster cultural sensitivity
 Introduce job rotation / cross-site exchange and relocation programmes
 Empower staff in establishing bottom-up programmes to encourage networking
among cross-cultural employee groups
 Etc.
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20. Measures to Promote Diversity in Sexual
Orientation and Gender Identity
 Build recognition of and commitment to LGBTI D&I – e.g. Diversity
Manifesto, strategic plans etc.
 Introduce LGBTI supportive policies and culture and educate staff around
them
 Establish benchmarking instruments such as “Workplace Pride Global
Benchmark” / “The Parks LGBTI Instrument”
 Introduce and uphold sexual orientation and gender identity non-
discrimination policies (health insurance, spousal benefits etc.)
 Act in the case of discrimination incidence / Code of conduct
 Promote a “LGBTI disclosure culture” to support psychological well-being
 Enable bottom-up LGBTI networks
 Engage external consultant for LGBTI Best Practice
 Align LGBTI initiatives in Health & Welfare
 Etc.
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21. Measures to Promote Inclusion for People with
Disability
 Introduce policies and strategies related to non-discrimination and CSR
 Employ benchmarking activities (WAI, UNCRPD etc.)
 Introduce measures and design requirements to make workplace, online
environment, social meeting points etc. accessible
 Enable employee disability networks
 Introduce etiquette and awareness programmes to generate knowledge, social
correctness and sensitivity for people with disabilities
 Build disability awareness through events, training and exchange
 Introduce specific recruitment and retention policies
 Collaboration with external disabled person´s
organizations
Etc.
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22. Measures to promote Age Diversity
 Consider work life balance factors as crucial to staffing, talent management and
performance management
 Introduce flexible (agile) work models for health, well-being and empowerment
 Focus on health management
 Consider job rotation / job sharing programs
 Consider technology and infrastructure (WOTF)
 Analyze and install retention programs considering diverse generations
 Consider partial-retirement program
 Build heterogeneous age teams to improve performance
 Mentor to foster relationships between generations
 Consider consultant and freelance tracks for older employees
 Introduce reskill training packages for older employees
 Introduce mentoring for new recruits and younger generations
 Etc.
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23. Part 4
Organisational Responsibility
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24. 24
Organisational Responsibility

25. Best Practice – Organisational Responsibility
5 Focus Areas
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Leadership &
Strategy
Metrics &
Benchmarking
Internal
Communications
Change
Management &
L&D
External
Outreach
Tracking &
Sustainability

26. Best Practice – Building an Inclusive Culture
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1. Leadership & Strategy
• Lead the Diversity & Inclusion effort from the top
• Build unique and relevant strategy and plan
• Make D&I a core value and part of the organization´s culture
• Network intensively with business-unit managers and engage key
stakeholders
• Leave room for variation in implementation
• Focus on authenticity, ownership and sustainability
2. Metrics and Benchmarking
• Set clear D&I targets and strategy
• Define organisation parameters, e.g. age, gender, nationality, culture etc.
• Offer appropriate management support and set individual manager targets

27. Best Practice – Building an Inclusive Culture
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3. Internal Communications, Change Management and L&D
• Communicate the change seriously – create a communications plan for D&I
• Make D&I learning a way of life / Part of the DNA of the organization
• Create key messages and deliver through authenticity, personal stories,
language awareness, diverse media channels
• Emphasise mentoring and coaching, including through employee networks
• Allocate resources to team-building exercises and events
• Pay attention to Diversity of thought, not only to demographic Diversity
• Focus on the political, business and social case for D&I
4. External Outreach
• Cast a wide recruiting net, embed diversity targets in talent recruitment
• Partner with outside organizations to engage expertise and broaden
diversity efforts
• Engage relevant Best Practice
• Use employee networks to support external outreach

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Best Practice – Building an Inclusive Culture
5. Tracking and Sustainability
• Measure through systematic tracking and personalised measurement
• Review D&I targets concerning feasibility and achievements regularly
• Hold regular supporting initiatives to achive culture change and embed Diversity
as a core value (Training, Coaching for Leaders, Diversity Day, Lunch & Learn etc.)
• Diversity indicators should be comprised in the annual employee survey
• Diversity targets should be included in the management objectives and be a part
of the performance management system
• Milestones should be defined and progress tracked by different groups and
business areas