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Safeway Seeing Results in Managing Diversity The Way Home Video Receiving Attention
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Executives
are constantly seeking proof that development produces results. In
today’s demanding environment, “results” means that newly acquired
behaviors contribute to the bottom line. An article in the
Management Research Group’s (MRG)
Interchange
Newsletter (1996),
reviewed case studies where individuals acquired new behaviors that
contributed to the bottom line.
Work
with the Information Services Division of a large governmental agency
started in 1994 with upper management. Employing MRG’s Strategic
Directions process, the senior management team identified nine
leadership behaviors they believed critical to meeting the
organization’s business objectives. Twenty-eight individuals in
key leadership roles received feedback on their leadership practices
through MRG’s Leadership 360® assessment. Gap analysis revealed
the degree of disparity between a leader’s actual scores and the
desired ranges on the nine leadership behaviors. Over a two-year
period, follow-up training was provided through the Strategic Leadership
Practices™, and individual coaching was provided by the senior managers
to whom these twenty-eight individuals reported. Forty-three
percent showed moderate to significant improvement in the critical
leadership behaviors.
Another
case study involved forty branch managers in insurance services.
In initial research, a profile of leadership behaviors differentiated
most effective branch managers from their less effective colleagues.
To test the effectiveness of the SLP training program, eleven of the
forty branch managers (two from the most effective group, two from the
least effective group, and seven others) were chosen to continue their
development activities. Subsequent analysis of the offices run by
these individuals revealed an 11% to 14% increase in profitability.
Branches run by non-participants experienced less increase in
profitability. The profitability gains made by the SLP
participants resulted from both increased revenues and decreased
expenses. Profitability gains in the branches of non-participants
were generally the result of revenue increases only. The
conclusion was that the eleven SLP participants are running more
efficient operations.
The
case studies are very impressive. However, the finest tools and
processes can only go so far. Without visible consequences –
both positive and negative – the final results will be less than
optimal. Senior management needs to be willing to define
expectations, exemplify the action planning process, model efforts at
behavior change, and drive accountability. The clarity provided
under these conditions increases the likelihood that many leaders will
make progress in acquiring positive leadership behaviors.
Safeway Seeing Results in Managing Diversity
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Safeway
Inc. is attaining its objectives of reaping the business benefits
of managing and fostering a diverse work force and of providing
sustained progress in creating a balanced work force. Managers have increased the actions they are taking to
recruit and retain women and people of color.
By increasing these actions, Safeway has increased
productivity. There
are many reasons for Safeway’s success.
One is that Safeway’s Managing Diversity Initiative has
integrated the following components that encourage long-term
progress in meeting the objectives: Managers Taking Action This
process encourages and tracks managers taking diversity-related
action. It is a key element of the Initiative.
Taking action is built into the evaluation and
accountability. Manager Accountability
The
culture in which Safeway operates is based on "what gets
measured, gets done." The
program design offers tools and information to managers, who are
held accountable for demonstrating progress within their area of
responsibility. The
result of this post-training accountability process becomes part
of evaluating performance and bonus compensation. Succession Planning
Diversity issues are included in the organization’s succession planning process of identifying and developing high potential women and people of color. |
Workshop
Results Results
of the anonymous, self-reporting forms completed 3 to 6 months
after the workshop demonstrate that managers have changed their
behavior and have incorporated diversity skills into the way they
lead. Here are some
specific results:
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Communication
Diversity is a standard agenda item in most manager meetings. A quarterly diversity bulletin, which reinforces key concepts from the workshop, highlights accomplishments and identifies best practices.
Education and Training
ONE-DAY
WORKSHOP
Each
manager attends a one-day Managing Diversity Workshop, which provides
practical educational tools for understanding and effectively managing a
diverse work force. One
stated objective of the workshop is to gain knowledge and increase
commitment to implement the Managing Diversity Initiative. Another is to
learn and practice the skills needed to manage diversity. Rich in
content, the workshop provides managers with five specific skills they
can use to manage a diverse workforce.
The skills have been designed to be practical and to encourage
managers to increase their understanding of diversity-related issues.
Workshop
participants receive a diversity manual with an abundance of information
on such topics as cultural issues, working with people with
disabilities, coaching, and mentoring across cultures. During the
workshop, managers participate in exercises, case studies, and
discussions. They receive factual information to prepare them for taking
action in their work environment. At
the end of the workshop, managers are provided with a list of 42 actions
they can take to value and manage diversity.
The actions have been developed specifically for their work
environment. Managers
choose one to three actions they plan to take on the job within the next
30 days. These actions are documented on a planning form and discussed
in small groups. Co-workers
offer suggestions for implementation.
Each participant announces his/her action to the other workshop
participants.
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DIVERSITY
LIBRARY Each division has established a diversity library for continuing education. The books have been selected to provide more in-depth information on specific aspects of managing diversity and understanding issues around different cultures, gender, sexual orientation, age groups, and disabilities. Managers are introduced to the books during the workshop.
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Managing
Diversity Skills The
following skills are discussed and practiced in the workshop:
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Future Plans
Based on the progress of the Managing Diversity Initiative to date, Safeway Inc. is currently exploring options for Phase 2.
O’Mara and Associates has worked with Safeway Inc. on its Managing Diversity Initiative since 1995. Julie O’Mara and Steve Hanamura, of Hanamura Consulting, Portland Oregon, regularly deliver the workshop to senior level managers as the initiative is introduced into each Division.
The Way Home Video Receiving Attention
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Now available through New Day Films, The Way Home continues to receive attention for its emotional look at the issues women face. It captures the voices of women - Indigenous, Asian, European, African, Arab, Jewish, Latina, and Multiracial heritage. They weave their compassionate stories of identity, oppression, and resistance. Produced and directed by Shakti Butler, the 90-minute video is a model for dialogue. It consists of 21 sections 3 to 5 minutes long. A 20-minute overview may be shown separately. Call 888/376-9154 to order. Julie O'Mara serves on the board of World Trust, producer of The Way Home |
To order The Way Home video, call World Trust at 510/595-3322 or email worldtrst@aol.com.
Julie O'Mara serves on the Board of Directors of World Trust. See Resource Guide on Games and Videos by Julie O'Mara for additional diversity-related videos.
Many organizations use committees as part of their diversity management process. Some committees are very effective and others are just a waste of time. What makes the difference? Although the research on this isn't complete, it appears the following six factors make for dynamite diversity committees:
1. Commitment to Diversity When members of the committee share commitment, personal passion, and an inner driven desire to do diversity work, it makes a difference.
2. Clear Structure When the committee is well structured, has a clear mission, and defined roles, it makes a difference.
3. Business Link/Organizational Leadership When the leadership of the organization believes in the diversity committee and paves the way for its success, it makes a difference.
4. Professional Assistance When the diversity staff and an external consultant have expertise in diversity management and are effective, it makes a difference.
5. Continuous Learning/Trust When committee members participate in planned, on-going diversity learning and they build trust, it makes a difference.
6. Meaningful Work/Showing Results When the committee shows results that it can claim directly and is credited publicly, it inspires additional activity, helps maintain momentum, and it makes a difference.