Diversity & Affirmative Action

Creating an Inclusive and Respectful Work Environment

Many changes have occurred in the workplace since September 11, 2001. Most of us are concerned about our security - whether or not we should travel, the uncertainty of the stock market, war and the lack of ethical leadership in business. The impact of changing demographics, new technology and globalization in the workplace provides us with some interesting dynamics as we try to make sense of how to work with each other on the job.

The Role of the HR Practitioner
The HR practitioner plays a vital role in helping the workplace develop and maintain an attitude of respect and compatibility. Consider the following four attributes as measures for helping people be successful on the job:

1. Treat individuals as people of value
Employees want to be recognized for their unique contributions. They want to be challenged and work hard. Paradoxically, today's employee is also concerned about work/life balance; they request time off to go to their child's soccer game, attend a friend's birthday party or leave for a few days of R & R. This creates confusion for the employer who may think that their workers are not committed to the job. Many employees we talk with say they are committed to work hard while they are on the job, but they also want a life outside of the workplace.

There also seems to be some confusion around adhering to standards of excellence while still trying new things. Managers make statements like "take the initiative," "take risks" or "be innovative." Employees understand it to mean that attempts equal success, but then learn that failure is not tolerated. The HR practitioner must help both managers and employees understand what is really wanted. The managers must be helped to give clear and concise directions so the employee knows exactly what is expected.

2. Employees need to be properly equipped to do their jobs
Some of the equipping is fiscal; some of it is through effective employee orientation and training. Priorities must be clear from the very beginning. Both the outside customer and the internal employee work from a "right now" mentality. The outside customer wants the product to be delivered now. They are more sophisticated than ever before. In this manner, the employee often wants recognition, status and high wages from the very beginning of their working with the organization. Once again the HR practitioner serves as the mediator for both employer and employee.

Employees also tell us that what they want is authenticity; a place where they are told the truth instead of meaningless corporate speak.

3. Everyone needs to feel respected
A few years prior to 9 /11, I was asked to speak at a conference to address issues of hate. One of the participants told me that there were a lot of derogatory e-mails floating around his organization regarding his ethnic background. When he and several co-workers of the same ethnicity brought the issue to management, they were told to "suck it up." The employees felt dismissed and their concerns were left untended. They were able to get the attention of one of the vice presidents, but the VP merely listened to their concerns and took no action.

There are other places of work that put out a statement that they have zero tolerance for any remarks that would give any indication of harassment or prejudice. Still these statements are not what are needed. A concerted effort must be made personally and systemically to create a respectful work environment.

Differences must be recognized as assets. Given the events of the past two years it is nearly impossible to separate workplace concerns from societal concerns when it comes to being different. The workplace may be the only place where someone who is different can come and experience true value for their uniqueness. Those organizations that embrace inclusion and respect make it happen. Respect translates into positive attitude, which translates into productivity.

Much more attention needs to be paid to sessions on human difference, stress management and team building. Underneath all of these topics is the understanding that respecting and valuing differences will translate into a more harmonious and inclusive environment.

4. We all have a need to belong
Much has been said about the need to be politically correct in our speaking to and about others who are different. It has been our observation that when people attempt to be politically correct the authenticity of which we spoke about earlier shuts down. Workers watch what they say but they walk around in fear.

Dialog is more effective than political correctness; it supports the notion that everyone matters. Dialog is about inclusion - to be a part of, to belong, and not to be discounted. Instead we strive to help each person know that they have a point of view that is respected. It doesn't always lead to agreement but it must mean that a group can arrive at common solutions to organizational problems. One cannot arrive at common solutions unless there is dialog. Higher retention and a more productive workplace climate are ultimate outcomes for creating an inclusive atmosphere.

Core Values
During seminars we ask participants to identify what they think the four core values are that drive individual behaviors on the job. They make guesses such as success, profit, and productivity. However, in almost every arena we work in, employees say the four values that drive their actions are physical safety, political safety, emotional safety and spiritual safety.

Physical safety is fairly easy to understand. Political safety refers to feeling free to say what they want to say without fear of reprisal or lost opportunities for promotion. Emotional safety has to do with issues of acceptance and non-acceptance. And spiritual safety deals with the core of who people believe themselves to be.

Workplace Climate
Since September 11th our work has been impacted by requests to help businesses increase their productivity. They have seen an increase in feelings of hopelessness, fear of what will happen in the future and issues that relate to lack of respect and hate among their employees. What follows are some of the warnings signs that lead to a destructive workforce:

Passive-Aggressive Behavior
People who demonstrate this type of behavior withhold information that could ultimately help the team or department. They engage in taking pot shots at others when possible. This behavior may result from not being heard or acknowledged, not taking care of oneself outside of work, or other forms of disrespect on the part of managers, supervisors and co-workers.

The Struggle for Power and Control
Employees feel they have not received adequate communications from managers and supervisors on matters which relate directly to their work space, duties and responsibilities. People in this category may comply with what has been asked of them but they will not take initiative and are the first to leave when work hours have been completed.

Agitation
This employee experiences difficulty in handling life's events and circumstances. There is a low level of tolerance for conflict. They are confused and upset and may snap at others for seemingly little things. Often the individual may not sleep or eat very well, which leads to poor attendance and the inability to stay focused on the task at hand.

Influences Outside the Workplace
The daily stress of coming to and from the job, media hype on world problems and the overall stress that most of us face in trying to survive make up the description of this attribute. Heightened concerns about family members and their welfare are also contributors to this category.

Remedies
Work to strengthen your HR practitioner image and how you individually and collectively are viewed by members of the organization in which you work. Help people overcome the barriers they have with the group known as HR. To some it means trouble or it could mean people who block us from doing what we want to do. To others, it means those who can keep us out of trouble. Teach your organization that you are more than just a sergeant-at-arms. You are a leader, a mediator and a partner in their business success. There will be times when you will be faced with the challenge of overcoming a perception that people have of you as a group rather than who you are as an individual.

Work to help create an atmosphere of inclusion and community within the organization. It will be necessary for people to understand that your role is not merely one of making people comply with regulations, but they must also experience you as a change agent, a person who can truly help them build bridges between themselves and their customers and managers.

Build a mechanism for safety for all employees. Following the attack on the World Trade Center in 1993, Morgan Stanley had all their employees take part in an exit drill twice a week. During the September 11th tragedy, Morgan Stanley only lost six people. They had a process in place that addressed the possibility of physical danger. Provide opportunities through brown bag forums and other more long-term classes for employees and managers to talk about things like respect, diversity, working together as teams, and how to engage in the difficult conversations of life.

Increase your knowledge and awareness of the community around you. Much of our work these last two years has been devoted to helping organizations understand the value of creating business through understanding the dynamics of the community in which they live. Participants have had a chance to study the dynamics between serving the community and meeting the needs of business simultaneously.

Finally make sure you take care of yourself. The demands of the job make it very easy for us to neglect our own needs. Once you get your own priorities in line, you will be better able to serve others. An accountability partner may help you stay true to your priorities, because in the midst of chaos we are often unable to do this ourselves. Ask yourself why you are in the role of an HR practitioner. Is it just a job to me? Do I wish to make a difference? Am I able to enlist the support of others? Stay focused and look to be a part of creating the vision that supports inclusion and respect.

Article by Stephen P. Hanamura, President, Hanamura Consulting, Inc. from http://www.nehra.com/articlesresources/article.cfm?id=527