CADIA 2020 2021 Advisory Board Handbook

Today Trends and The

ETxhteernFaul Ptruesrseure Th
• Volatile Futu
• Uncertain
• Chaotic Wo
• Ambiguous Investors

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e Case for Change

he Consumer
ure of
ork Talent

Automotive Customer
Companies

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Compliance vs. Diversit

Compliance - EEO & AA

Prevents and/or corrects discrimination and historical patterns that
adversely impact workforce representation of certain groups.
Compliance - legally driven mandates imposed by the government
with systematic steps that result in quantifiable outcomes.
Benefits protected classes.
Focus is demographic characteristics – age, sex, race, ethnicity,
disability.
Not related to an organization’s business goals or strategic plans.
Reactive and Transactional

© Center for Automotive Diversity, Inclusion

ty

Diversity

Values differences and is based on the idea that leveraging these
differences improves organizational performance.
Voluntary, proactive process of change guided by the free market
that creates a culture of respect where all differences are
leveraged to improve performance and competitive advantage.
Includes and positively affects everyone – anyone that is human.
Includes a wider range of dimensions – education, personality
types, thinking styles, backgrounds, perspectives, socio-economic
status, functional and organizational experience, etc.
An integral part of an organization’s business goals and strategic
plans.
Proactive and Transformational

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The Ultimate Goals of D

Creating a Better World

1 • Contribute to the greater good of society
• Create a world which is fair and just and respectful
of individuals and their similarities and differences
• Create a world where everyone is able to sustain a
high quality of life and enjoy peace and prosperity

From: Global Diversity & Inclusion
Benchmarks

© Center for Automotive Diversity, Inclusion

Diversity and Inclusion

Sept.
2019

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The Ultimate Goals of D

Improving Organizational Performance:

2 • Achieve its organizational vision, mission,
strategy and annual goals/objectives

• Attract and retain diverse talent
• Build strong and high-performing teams
• Cultivate leaders who inspire inclusion

and champion diversity
• Leverage an extensive range of

backgrounds and skills to enhance
creativity, innovation, and problem
solving

© Center for Automotive Diversity, Inclusion

Diversity and Inclusion

• Increase engagement, motivation, and
productivity

• Improve the quality of work/life integration
• Enhance the organization’s reputation/brand

as an employer or provider of choice
• Minimize risk/exposure and ensure

compliance with legal requirements
• Sustain an environment that treats people

fairly and equitably

From: Global Diversity & Inclusion
Benchmarks

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GDIB
Assessment

• Free to use
• Requires

permission to
conduct
assessment

Global Diversity & Inclusion
Benchmarks

© Center for Automotive Diversity, Inclusion

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Why Diversity & Inclusio

Talent Innovation and
Performance
• Talent retention
• Maximizes talent and • Increased revenues
from innovative
productivity products and
• Trust and increased services

engagement • Diversity reduces
• Increased job groupthink and
enhances decision-
satisfaction and making
knowledge sharing
• Inclusion is key to
team performance

Source: Catalyst - 2018

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on Matters

Reputation and Financial Performance
Responsibility
• Associated with
• Mixed-gender improved financial
boards have fewer performance
instances of fraud
• Organizations in the
• Diverse teams are top 25% for
more likely to ethnic/cultural
recognize risk factors diversity were more
likely to achieve
• Boardroom diversity above-average
strengthens profitability
corporate social
responsibility • Companies pay a
performance penalty for a lack of
diversity

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Benefits of Diversity, Inc

8x return on every dollar spent on 7% marke
Diversity and Inclusion1
8x more likely to achieve better companies w
business outcomes2 and

3x more lik
mo

6x more likely to be innovative and 29% less li
agile2
average profita
quartile for gen

25% more likely to outperform on 35% m

profitability when in top quartile for leading profit
gender diversity4 (15% ‘14, 21% ‘17) with ethnic/cu

1. Rhodes Perry 2. Deloitte Insights 3. Deloitte Millennial Study 4. M

Copyright of Center of Automotive Diversity, Incl

clusion and Belonging

ket capitalization decline for Companies with
with public incidents of racist women in P&L roles
d sexist behavior 5 were even more
successful4
kely to retain millennials for
ore than 5 years3

ikely to achieve above- 1% Revenue

ability when in bottom increase for every
nder and ethnic diversity4
10% increase

more likely to have industry- toward 50/50 Gender
Parity6
tability when in top quartile
ultural diversity4 (36% ‘14, 33% ‘17)

McKinsey 5. Russell Reynolds Associates 6 Pipeline Equity

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Education Personali
Career Interests MB

ity/Leadership Gender
BTI Type Young Single Mom

IDENTITY: Sense of self, CULT
how you see yourself,
characteristics that Competition o
define you, including
personality. Shapes our Being or Locat
self image and world Doing
view.
Role in Milit
PRIMARY: Most
powerful Company
characteristics, inborn, Experi
inherent, have a Time Communication
significant impact on
early socialization and Style PRIM
future life.
Level Geographic Gen
SECONDARY: Acquired, Location Age
can be modified or
discarded. Education Gender IDEN
Identity

Body Religion Class
Language
Union Mental/
Affiliation Spiritual Physical
Beliefs Ability

Power & Industry Parental/ Appe
Authority Family
Status
Views
Divisi
Departm

Tradit
Observ

TURAL

or Collaboration ORGANIZATIONAL:
Attributes that
Conflict contribute to workplace
experience.
tion Resolution
Style

Network

tary

ience Political

MARY Views Flexible or
Marital/ Structured CULTURAL:
Relationship Traits, behaviors,
nder Tenure preferences or
Race Status values shaped by
culture. Key
NTITY Sexual Cognitive elements in how
Orientation Style we define
ourselves as
Ethnicity individuals or as
a group identity.
National Language/ Work Personal
Origin Accent Experience Space

Working

earance Style

ion/ Management
ment Status Individual or
Team
tions/
vances Source: Adapted from Workforce America by Marilyn Loden
and Judy Rosener, 1991; Diverse Teams at Work by Lee
Gardenswartz and Anita Rowe, 2003; and Global Diversity Puts
New Spin on Loden’s Diversity Wheel by Kimberley Lou and
Barbara Dean, 2010.

Building Your Diversity S

• _I_d__e__n__t__it__y__________________________________________________________________________________________________
• _P___ri__m__a__r__y__________________________________________________________________________________________________
• S__e__c__o__n__d__a__r__y____________________________________________________________________________________________
• __O__rg__a__n__i__z__a__ti__o__n__a__l_________________________________________________________________________________
• C____u__lt__u__ra__l__________________________________________________________________________________________________

© Center for Automotive Diversity, Inclusion

Story

__ • How have these different dimensions shaped you?
_____________________________________________
_____________________________________________

__ • How have they changed or stayed the same over the
years?
_____________________________________________
__ _____________________________________________

__ • How have they made you feel included or excluded?
_____________________________________________
_____________________________________________

__ • How have they been an advantage or hinderance?
_____________________________________________

_____________________________________________

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What Does This Word M

Dive

© Center for Automotive Diversity, Inclusion

Mean to You Now?

ersity

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Your Personal Definition

© Center for Automotive Diversity, Inclusion

n of Diversity

____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________

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Inclusive L

© Center for Automotive Diversity, Inclusion

Leadership

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Reflection

hThigihnlkyacboomumt aittteimd,e“winhtehneyfolouwfe”lt engaged,

_1_. _W__h_a_t_w_e_r_e_y_o_u__w_o_r_k_in_g__o_n_?______________
_2_. _H_o_w__d_i_d_y_o_u_r_l_e_a_d_e_r_m_a_k_e__y_o_u_f_e_e_l?________
3. How did your team members make you feel?
______________________________________
d4.iffWerheantt?made that experience special or
_______________________________________
_______________________________________
_______________________________________

© Center for Automotive Diversity, Inclusion

-Thdiinseknagbaoguetda, cthimecekewdhoenuty,oeutcf.elt the opposite

1__. _W__h_a_t_w_e_r_e_y_o_u__w_o_r_k_in_g__o_n_?______________
2__. _H_o_w__d_i_d_y_o_u_r_l_e_a_d_e_r_m_a_k_e__y_o_u_f_e_e_l?________
3. How did your team members make you feel?
______________________________________
4o.uWt inhaytomuramdeintdh?at experience different or stand
_______________________________________
_______________________________________
______________________________________

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What did you notice?

© Center for Automotive Diversity, Inclusion

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Inclusive Leader Behavi

© Center for Automotive Diversity, Inclusion

iors and Traits

____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________

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Better World + People F

• What interrupts and challenges pe
selves to work?

• Not seeing anyone that visibly shares
• Trying to figure out how much to sha
• Working double time – tax on being d
• Accumulates over time and leads to

attrition

© Center for Automotive Diversity, Inclusion

First + Performance

eople from bringing their whole

s your identify
are
different
exhaustion, burnout, disengagement and

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Covering

Research at Deloitte by Christie
Smith and Kenji Yoshino
• Downplaying a known stigmatized

identity
• Something we do instinctively

within ourselves in order to
assimilate or make others
comfortable, or not make it a big
deal.
• Avoid triggering others or
triggering their biases towards us

© Center for Automotive Diversity, Inclusion

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61% of us report coveri
one of these four axis o

The Appearance Affiliation
4 As
When we modify or downplay Not wanting to be affiliated with a
how we’re really comfortable stigmatized identify and don’t take

expressing ourselves advantage of what we need
Dress Not taking advantage of

Hair parental leave

Jewelry Don’t talk about politics or
people in the news
Tattoos
Don’t talk about kids or
significant other

© Center for Automotive Diversity, Inclusion

ing behaviors along
on a regular basis

Advocacy Association

Hesitating from advocating Not wanting to be associated
for my identity with a stigmatized group
Avoid being seen as
Not making gender an issue someone who only hires
- ever people like you

Exhaustion from being Distance ourselves or over-
asked to represent their correct

entire community Avoid seeking help for
Concerned about tokenism mental health or addiction

and or favoritism Hesitant to join ERG or
Diversity Group
Don’t challenge a joke

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How Often Do We Co

Women – Af
66% Am
/B

7

© Center for Automotive Diversity, Inclusion

over?

frican LGBTQ –
merican 83%
Black –
79%

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45% of Straight White M

Didn’t graduate
from college
Political
affiliation
Religion
Mental Health
Challenge

© Center for Automotive Diversity, Inclusion

Men Cover

Don’t like
sports

Grew up in a
broken home

Child in prison
Child with mental

or physical
disability

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Intersectionality

• Coined by Kimberle Crenshaw
– professor at Columbia and
the University of California Los
Angeles

• Multiple stigmatized identities
• Compound effect

© Center for Automotive Diversity, Inclusion

Link to TED Talk

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A look at where
we set our
waterline

From: How to Be an Inclusive
Leader, Jennifer Brown

© Center for Automotive Diversity, Inclusion

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Inclusive Leadership

How can we ensure that all peo
their full selves to work – their

their best cont

© Center for Automotive Diversity, Inclusion

ople feel like they can bring
r best self to work to make
tribution?

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Inclusive Leader Continuum

Aware 2 Aware

You are aware that you Inclu
have a role to play and are Lea
educating yourself about Conti
how best to move forward.
1 Unaware
Unaware

You think diversity is
compliance related and
simply tolerate it It’s
someone else’s job – not
yours.

From: How to be an Inclusive Leader, Jennifer Brown

Private / Low Risk / Individual Perspective

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3 Active Active

usive You have shifted your
ader priorities and are finding
inuum your voice as you begin to
take meaningful action in
4 Advocate support of others.

Advocate

You are proactively and
consistently confronting
discrimination and working
to bring about change in
order to prevent it on a
systemic level.

Public / High Risk / Organizational Perspective

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