Class Notes on Cox, Chapter 4-7

Key principle – change must be data driven

Use data to build commitment

Resistance to diversity

· Lack of understanding, knowledge

· Fear of losing power, control

· Giving up dominance

Develop business case

· Develop logic – use demographics, market info, financial success

· Gather data to support – Alcoa example of internal data from diversity climate assessment

· Create strategy

Use data to enhance diversity education

· Use feedback for case studies

· Practical applications

· Less costly – avoid development costs

· Use results from one to show value to another

· Use published research data

Diagnose climate for diversity

· Measure right things

· Calibrate

· Combine methods for support, depth

Measure progress

· Do lots of communication of efforts, successes

· Decide what scope(s) to measure – from individual to global

· Timing of measurement

Aligning Org. Sys. & Practices

· Very important to success

· You can do only this chapter and make a lot of progress

Major components – Table 6.1, p. 104

· Time

· Space

· People

Cox shows 5 “how to” examples

1. Time off

2. Class distinctions

· Restroom

· Retirement – salaried vs. hourly

· Sep. facilities – restroom, dining, parking, restricted access to elevators, offices, etc.

· Vacation

· Office furniture standards

· Information access

· Incentive compensation

3. Recruiting

4. Performance Appraisal

5. Career Development

Follow-Up

· Use planning review process

Accountability for results, table 7.1, p. 130

· Keep score

“You get what you measure”

· Incentives for new behavior

Money, recognition, awards, advance opportunities

· Manage retention and transfer of knowledge, table 7.2, p. 142