CADIA 2020 2021 Advisory Board Handbook

Unaware

• What have I realized I know little a
cursory understanding of, when it c
related experiences of others?

• Am I aware of bias when I see it, or
unwittingly) participate in it?

• Do I experience any resistance to le
having my beliefs challenged?

• Where could I begin to extend my
greater awareness?

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about, or have only a
comes to diversity-
r do I (perhaps
earning more or
intentions into

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Aware

• To stay aware, I must dedicate mys
learning – as all inclusive leaders d
gathering new information and exp
perspectives?

• What will I begin to explore in my o
courageous self-awareness?

• How will I remain vigilant for biase
interactions? Do I feel comfortable
both in myself and others?

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self to continuous
do. How will I keep
posing myself to new
own story through
es in everyday
e calling them out,

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Active

• Who am I giving support to as I act
• How might I support others who n
• Can I activate for a different comm

need of allies?

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tivate?
need my voice?
munity or identity in

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Advocate

• WthahtatI cdaonIcnhoatlilceengine?my organization, a
• How can I be more public in how I ad
• apiWndefhvolueapernleneta,cdgeaoentsIdh?faebteiaolsteehssepraestcdiwaololynrkos?at?fDeHocohIwahlalcevon
• fWorhoatthteyprse?of risk am I willing to take
• Wneheod hthaesmm?y back and is in my suppor
• Hmoywjowurilnl eI yproofaacdtivvoeclyactya?ke care of my

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at the systems level,
dvocate for change?
voneugslidnpgeIcupiasroel catechscosesesess,to or

in order to advocate
rt system should I
yself, so I can continue

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Your Personal Definition
Inclusive Leadership

© Center for Automotive Diversity, Inclusion

n of Inclusion /

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Equality vs. Equity

Equality: A state of affairs in which all
people within a specific society or isolated
group have the same status in certain
respects, including civil rights, freedom of
speech, property rights and equal access
to certain social goods and services.
Equity: Takes into consideration the fact
that the social identifiers (race, gender,
socioeconomic status, etc.) do, in fact,
affect equality. In an equitable
environment, an individual or a group
would be given what was needed to give
them equal advantage. This would not
necessarily be equal to what others were
receiving. It could be more or different.
Equity is an ideal and a goal, not a
process. It ensures that everyone has the
resources they need to succeed.

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Systemic Change

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Examples of Systemic C

RAEDCVRAUNICTMEMENENT,TRETENTION, DEVELOPMENT, AND
• fadArciovchmeoiernsvdsietcifyifoaeanurcdesrnoemtsffsadoilirnevttevaiersislnsmitayaandwddieomfrtuekonfnoacstrtitcoiorenanctgsht.raaotpuspphlsioctwaonsts
• cSaenadrcidhaftirems.s are required to provide diverse
• dAidvveersrtitisyinogniisnttaerrgveietwedintgopdaivneerlsseiscsotmanmduanrdit,ieasn,d

ismtapffainctgo/hf ibriinags.managers are educated on the
• Hromeriepggnahrent-opsizeroaintntetigeon,dntaiainanlrdteaasplbperaonolntavsnifdorcoeresmddhiwwbpiaatochypkacpgocororaroutcsuhnsnidntisthgiene, so.t

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Change

BFLEENXEIBFIITLSIT,YWORK-LIFE INTEGRATION, AND
• Flexible work options are widely available.
• lTimheitirinugs.e is encouraged and is not seen as career
• eBpidnmrievnoneopvervlisofdaieyettseidnveaeeanennidddedseesueadapsrnsvd.adiacnwetdesadontnhbts-aagtosoeafidnrtehgoesanpseersmecesispfesilcamorytceoehnet-thdaoerrfieven

• esumbesridgieznecdydceapree,nfditennets-csaprreo,glaracmtasti,oannrdopoamids,leealdveercare,

• Abwacecihtcyhoioemndvdiemsdaleobwgdilaiaittlthirieoecsnqa, suraeinfrodearnmordetehlcniegotirsno.ssupidseepcriraaatlcinotienceeadsn,sdpaegrreosons

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Examples of Systemic C

JCOOBMDPEESNIGSANT,ICOLNASSIFICATION, AND
• Tcreohqmeuopirreegnmasnaeitnziaotstni,ocfnolarssybssiifatiescmaatnaiodtincasad,llvayenrrdesevieimwpsajcotb.
• aJonbdddeoscnroipt tiniocnlusdaendnorenq-juoibre-rmeleantetsdafarectcolersa.r
• aTinnchedceeiovdomisdr.gmuaaonldinzaaetteeiod—nsaadssemwsiugencllhsajasosobprsgotasonsiibzaleti—onal
• rCrepeetoohdgtmunuelpnicaceetiritdnlayy.sl,taeaotqgioeeunn,itgsyauenirnsaesdluytehesr,esafstaubarnericaestsiiceogosnnni,bfdaaicunsacedntdetoldoythnerrace,

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Change

D&I LEARNING AND EDUCATION
• LaospecrgheaadcieniefviirzicsnatgatoinottdhnheeeremoircrpegaalrioveneyaiezDaae&ntsidoIthntlrer’asoviegunolginaahgnlosdtu.htfaotthcuiessed on
• paDrriesocgiunrastsemigosrnaatanendddeincvoteonnsatisldl.eleraatrinoinngoaf nDd&eI disuscuaetsion
• gdsPperisoenagcebirrfiaailcimttiydos,inmgmse,eancnydusfeliotorucniurdseseo,noaftnnditdeiyvi,retsehresleixigrtuiygoa,enlsnou. ercirheanlatDsa&tiIoonr,
• cIbadslniisasaduscssercaiismsormesmiun,apcahdahtedsioatsreseniors,ronsacse.coedinsxmswiscmi,itosh,uepssxeriasennmjsudi,dtiuaivcgnietecy,io,snmcso,cnivoiucstion,

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DEI Organizational Evolutio

D&I Enhances Competitive Ad

Where CULTURAL CHANGE AWARENESS U
are you? &
Where is REGULATORY COMPLIANCE BASIC • Leaders accept
some DEI •
your • Reactive - only responsibility, but
organization? responding to focus is mainly on •
problems compliance
•
• Mostly homogenous • Diversity networks
workforce and committees
may exist, but
• No DEI Vision, have no real
Strategy or Business power, influence,
Case or resources

• No leadership • Training focused
involvement or on “fixing” the non-
accountability dominant groups

Level 1 Level 2

Legal and HR HR, Talent Acquisition, & D&I Tea

© Center for Automotive Diversity, Inclusion

on

dvantage

Transition INTEGRATED SUSTAINABLE
Point
• Talent systems • DEI is embedded
UNDERSTANDING redesigned for equity in organizational
& APPLICATION culture and is
• Progress monitored seen as a core
• Business benefits consistently value, source of
to inclusive work innovation, and
environments are • DEI is a priority for means to growth
recognized CEO and Executive and success
Team
• Diversity includes • A large majority of
dimensions beyond • Leaders hold employees across
gender, age, race themselves and multiple diversity
and disabilities others accountable dimensions rate
for DEI objectives their leaders as
• A compelling DEI treating them fairly
vision, strategy and • High potential talent and inclusively
business case is is provided
linked to business professional • Most leaders
objectives and development to model work-life
communicated to maximize integration
all employees performance and
career advancement • Turnover of
Level 3 diverse talent is in
Level 4 parity with that of
the majority group

Level 5

am D&I Team and Business Unit Leaders Entire Organization

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Benefits of Progressing Al

© Center for Automotive Diversity, Inclusion

long DEI Maturity Model

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Success Tips

• Measurement and Accountability
• Allocate Resources, including Time, Fo
• Treat DEI Objectives on par with any o
• Incorporate into Performance Review
• Continue to be aware of who isn’t in t

bring them in
• Use problem-solving tools for the tou

• DMAIC (Define, Measure, Analyze, Impr
• SIPOC (Supplier, Inputs, Outputs, Custom
• Is/Is Not
• Fishbone Analysis

© Center for Automotive Diversity, Inclusion

ocus and Attention
other Business Objective
ws
the room, ask why not, and how to

ugh challenges

rove, Control)
mer)

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DEI Scorecard

Key Area of Focus Measure Current Goal Lead How are we
increasing/
improving x?

How are we D
increasing/ I
improving x? S

Key Area of Focus Measure Current Goal Lead

© Center for Automotive Diversity, Inclusion

How are we Current Goal Lead Key Area of Focus
increasing/ Measure
improving x?

Diversity & Measure Current Goal Lead Key Area of Focus
Inclusion
Scorecard How are we

increasing/
improving x?

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