Diversity Inclusion Policy2deliverable 1 Executive Summaryfeedback ✓ Solved
DIVERSITY INCLUSION POLICY 2 Deliverable 1 – executive summary Feedback for student 4/16/21, 3:18 Pm Thank you for your assignment submission. I appreciate that you included relevant research to support the points made in your paper. You did a nice job of discussing specific leadership styles and associated traits and how they are relevant to achieving the leadership program goals. Please review the rubric, where you will see points were not awarded for the section that discussed mentoring both during and after the program. You did not address this element.
All other elements of your paper were well done and address the rubric requirements. I encourage you to revise and resubmit this assignment and be sure to include a section to address the missing required element of mentoring. Please be sure to include relevant research that supports your comments. It is important to remember the importance of this topic, as it aids in supporting the desired behaviors. For example, many of us can think of a time when we were requested to go through a training program.
Frequently we may just "check the box" in order to get through the training. This results in the training outcomes not being met and the tendency to revert back to our previous behaviors or practices. Ongoing mentoring acts as an added layer of training and accountability that can also lead to a concrete adoption of the desired behavior.
Paper for above instructions
Diversity Inclusion Policy 2: Deliverable 1 – Executive Summary FeedbackExecutive Summary
In today's rapidly evolving business landscape, diversity and inclusion (D&I) are no longer optional; they are essential for fostering innovation, driving performance, and achieving sustainable growth. Diversity refers to the range of differences among individuals, including but not limited to race, gender, age, sexual orientation, disabilities, and cultural backgrounds (Shen, Chanda, D'Netto, & Tang, 2009). Inclusion, on the other hand, involves creating an environment where all individuals feel valued, respected, and integrated into the workplace (Baker, 2019). This executive summary outlines the significance of a robust D&I policy, the roles of leadership in driving D&I, and the critical need for mentoring as a continuous support mechanism.
Importance of Diversity and Inclusion
Research has demonstrated that diverse teams outperform homogeneous groups on multiple dimensions, including problem-solving, creativity, and decision-making (Hong & Page, 2004). Organizations embracing diversity are better positioned to adapt to global market demands and drive innovation (Deloitte, 2017). Additionally, companies known for their inclusiveness enjoy higher employee satisfaction, retention rates, and corporate reputation (Forbes, 2021). Embracing D&I is more than a compliance issue; it is intrinsically tied to the organization’s values and drives a culture of respect and engagement.
Leadership Styles and Traits Relevant to D&I Goals
Effective leadership is crucial in fostering a culture of D&I within organizations. Various leadership styles have varying impacts on the implementation of D&I policies:
1. Transformational Leadership: This leadership style inspires and motivates employees to exceed expectations. Transformational leaders actively promote inclusivity and diversity by encouraging participation from all team members (Bass & Avolio, 1993).
2. Servant Leadership: Servant leaders prioritize the needs of their team members, creating an environment wherein diverse perspectives are not only welcomed but also nurtured (Greenleaf, 2002). This model promotes the well-being and development of all employees, particularly those from underrepresented groups.
3. Authentic Leadership: Authentic leaders are characterized by self-awareness and transparency, allowing for open dialogues about diversity challenges (Avolio & Gardner, 2005). These leaders create a safe environment for employees to express their identities, fostering a more inclusive workplace.
Implementing D&I initiatives requires a commitment from leadership to embody these traits and act as role models in promoting an inclusive environment. Leaders must actively seek diverse talent and ensure that their policies reflect an understanding of the unique challenges faced by individuals from various backgrounds (Mor Barak, 2011).
Mentoring: A Missing Element
One of the crucial components I failed to address in my original submission was the significance of mentoring both during and after a D&I program. Mentoring serves as a vital mechanism for ensuring that all employees, particularly those from underrepresented backgrounds, have access to guidance and support throughout their career development (Higgins & Kram, 2001).
The Role of Mentoring in D&I
1. Building Relationships: Mentoring fosters relationships that increase social capital. Diverse employees often encounter barriers that can be mitigated through strong connections and mentorship (Ragins & Cotton, 1999).
2. Professional Development: Ongoing mentoring provides employees, especially those in minority groups, with valuable feedback and advice to navigate workplace dynamics and advance their careers (Kram, 1985). By setting clear goals and providing accountability, mentors ensure that mentees are not only participating in training but are also applying their knowledge effectively.
3. Inclusive Organizational Culture: Establishing formal mentorship programs is a proactive approach to reinforce an organization’s D&I policy. It signals commitment from leadership and engages employees at all levels (Chao, 2009).
4. Long-term Success: Mentoring is not a one-time activity; it requires continuous support. Through structured mentoring relationships, organizations can create a feedback loop that reinforces desired behaviors and ensures the ongoing adoption of D&I principles (Keller, 2022).
To effectively implement mentoring as part of D&I initiatives, organizations should provide training for mentors, encourage cross-cultural mentoring relationships, and offer incentives for employees who actively engage in mentorship programs (Noe, 1996).
Conclusion
In conclusion, developing a comprehensive Diversity Inclusion Policy is integral to organizational success and sustainability. The role of leadership in promoting D&I cannot be overstated, as it sets the tone for organizational culture. Furthermore, mentoring serves as an invaluable tool in achieving D&I objectives by fostering relationships, supporting professional growth, and ensuring that D&I training outcomes are not merely an obligation but are ingrained in the organizational fabric. By revising the initial submission to include the essential element of mentoring, the policy will be comprehensive and actionable, ultimately leading to a more inclusive environment.
References
1. Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338.
2. Baker, M. (2019). Diversity and Inclusion in the Workplace. Retrieved from https://www.harrisassociates.net/diversity-inclusion-workplace-tips
3. Bass, B. M., & Avolio, B. J. (1993). Transformational Leadership: A Response to the Multi-Factor Leadership Questionnaire. Journal of Occupational Psychology, 66(3), 258-272.
4. Chao, G. T. (2009). Mentoring process: A review and implications for future research. In The Oxford Handbook of Mentoring in Organizations (pp. 16-25).
5. Deloitte. (2017). The Diversity and Inclusion Revolution. Retrieved from https://www2.deloitte.com/us/en/insights/topics/talent/diversity-inclusion-trends.html
6. Forbes. (2021). The Business Case for Diversity in the Workplace. Retrieved from https://www.forbes.com/sites/forbeshumanresourcescouncil/2021/02/01/the-business-case-for-diversity-in-the-workplace
7. Greenleaf, R. K. (2002). Servant Leadership: A Journey into the Nature of Legitimate Power & Greatness. Paulist Press.
8. Higgins, C. A., & Kram, K. E. (2001). Reconceptualizing mentoring at work: A developmental network perspective. The Academy of Management Review, 26(2), 264-288.
9. Hong, L., & Page, S. E. (2004). Groups of diverse problem solvers can surpass groups of high-ability problem solvers. Proceedings of the National Academy of Sciences, 101(46), 16385-16389.
10. Kram, K. E. (1985). Mentoring at Work: Developmental Relationships in Organizational Life. The Scott, Foresman Series in Management.
This expanded discussion on mentoring and its significance for diversity and inclusion will enhance the overall impact of the Diversity Inclusion Policy and is a step towards achieving a more equitable workplace.