ERIC ED392891: How To Develop a Diversity Commitment. Based on a Case Study of Diversity in the City of San Diego, California.

45 Pages·1994·1.6 MB·English

by  ERIC

DOCUMENT RESUME
CE 070 890
ED 392 891
How To Develop a Diversity Commitment. Based on a
TITLE
Case Study of Diversity in the City of San Diego,
California.
American Association of Retired Persons, Washington,
INSTITUTION
DC. Work Force Programs Dept.
94
PUB DATE
45p.
NOTE
AARP Work Force Programs Dept., Business
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Partnerships, 601 E Street, N.W., Washington, DC
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*Affirmative Action; Age Discrimination; Cultural
DESCRIPTORS
Pluralism; *Diversity (Institutional); *Equal
Opportunities (Jobs); Equal Protection; Models;
Program Development; *Program Implementation; Racial
Discrimination; Sex Discrimination; Sex Fairness
California (San Diego); Diversity (Groupe)
IDENTIFIERS
ABSTRACT
This publication presents a series of steps that can
be used by employers to initiate or modify a diversity program. It
is
based on a study of a nationally recognized model developed by the
City of San Diego. Fifteen steps that are considered elements of San
Diego's success are described, using the city's experience. The steps
assign qualified
are as follows: secure commitment from the top;
staff; write a mission statement and define the terms; conduct
external and internal research; present the strategy to top
management; secure the money; establish a steering committee; develop
partnerships; develop the program; conduct diversity training;
speakers'
encourage department activities on diversity; establish a
bureau; tell the story and keep everyone informed; hear advice from
Exhibits
those who have done it; and keep the vision and act on it.
that make up almost one-half of the publication include the
following: interview questions for the City of San Diego; focus group
questionnaire; supervisors' diversity commitment pre-session and
post-session questionnaires; invitation from City Manager to attend
diversity training; learning goals; handout on what is meant by
cultural diversity; and speakers' bureau topics.
(YLB)
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Reproductions supplied by EDRS are the best that can be made
from the original document.
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a.
0 The City of San Diego
Logo design reprinted with permission
HOW TO DEVELOP
A DIVERSITY COMMITMENT
Based on a Case Study on Diversity in The City of San Diego, California
I o
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This document has been reproduced as
'awl/A
received from the person or organization
0001100109:001"
originating it
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Points of view or opinions staled in tins
E EDUCATIONAL RESOURCES
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document do not nOCOSSIInly represent
INFORMATION CENTER (ERIC)."
official OERI position or policy.
HOW TO
DEVELOP A
DIVERSITY
COMMITMENT
Based on a Case Study on Diversity
in The City of San Diego, California
AARP
00091.001.00°
0.0011,001,000
0 1994, American Association of Retired Persons.
Reprinting with permission only.
3
Table of Contents
Introduction
Step 8:
Develop partnerships
12
1
Methodology
Step 9:
Develop the program
3
13
Rationale
4
Step 10: Conduct diversity training
14
Step 1:
Secure commitment from
Step 11: Encourage department
5
16
the top
activities on diversity
Step 2:
Assign qualified staff
Step 12: Establish a speakers'
7
17
bureau
Step 3:
Write a mission statement
9
and define the terms
Step 13: Tell the story and keep
17
everyone informed
Step 4:
Conduct external and
10
internal research
Step 14: Hear advice from those
18
who have done it
Step 5:
Present the Arategy to
11
top management
Step 15: Keep the vision and
19
act on it
Step 6:
Secure the money
11
Exhibits
21
Step 7:
Establish a steering
12
committee
References
39
4
Fifteen Steps in Developing a
Diversity Commitment
Based on a Case Study on Diversity
in The City of San Diego; California
Introduction
defining several approaches to equity and
The American Association of Retired Persons
(AARP) has a long-time commitment to
fairness in the work place.
enhance work opportunities for adults 50
years and older. Task forces, publications and
Equal Employment Opportunity (EEO):
training programs have helped thousands of
A general term used to refer to federal,
individuals to find meaningful employment
state and local laws that prohibit discrimina-
while meeting employers' needs.
tion in employment. It is the original legal
AARP believes that working with individu-
effort to ensure that people have access to jobs
als is not enough. It also has a commitment to
regardless of their race, gender, age, color,
provide employers with resources so that age
national origin or religion.
becomes irrelevant in personnel decisions.
In the complex work environment of the
Affirmative Action:
1990s, it has become increasingly clear that
A proactive response to remedy past dis-
age cannot be viewed in isolation. In fact, age
crimination or to ensure compliance with EEO
is but one element of a diverse work force.
laws when certain employees have been isolat-
The purpose of this publication is to pre-
ed within the organization. The law requires
sent a series of steps that can be used by
employers to demonstrate their efforts to inte-
employers to initiate or modify a diversity
grate themselves at all levels. If they do not, a
program. Diversity is best understood by
court could order them to set business goals to
The purpose of this publication is to present a series
of steps that can be used by employers to initiate or
modi6, a diversity program.
1
5
increase employment of midorities and
productive?"
women in jobs where they are underrepre-
Diversity programs are neither new nor
sented in relationship to their availability.
are they all the same. Major corporations such
as Corning, Inc.; IBM; Hughes Aircraft, Inc.;
Hewlett-Packard Company; Chevron
Diversity:
Focuses on valuing all people equally. It is
Corporation; Levi Strauss and Co.; and Procter
internally driven and voluntary.
& Gamble have been recognized for their
The City of San Diego, California, uses the
dhrersity programs. There is more than one
term diversity commitment rather than diver-
good approach.
sity program. A program conveys a short-term
For this publication, we have selected a
effort, one that has a beginning and an end;
nationally recognized model developed by the
but commitment is ongoing, organizational
City of San Diego. This model has received
and comprehensive. San Diego's Diversity
numerous awards and is highly regarded by
Commitment is designed to create cultural
both the public and private sectors. Demand
change where both individuals and the orga-
for information and consultation liom both
nization adapt.
city governments and industry has motivated
According to Dr. Oliver Brown, organiza-
San Diego to create a separate agency, the
tion specialist for the City of San Diego,
Centre for Organization Effectiveness, to assist
"Diversity is the next step after affirmative
employers in all sectors to address diversity
action. Now that we have the people, how
issues.
do we help them work together to be
"Diversity is the next step
atter affirmative action.
Now that we have the people,
how do we help tlwm work together
to be productive?"
6
2
Methodology
Depai unent, Supervising Economist, Revenue
AARP studied San Diego's Diversity
Analyst, Management AssistantBuilding
Commitment as a model case study. In
Inspection Department, Account Clerk and
January 1994, 13 in-depth interviews were
Purchasing Agent.
conducted with the following selected city
Questions were first developed and then
employees: the City Manager, Assistant City
submitted to Dr Oliver Brown, who, in turn,
Manager, Director of the Centre for
arranged for the interviews. I nis report is
Organization Effectiveness, two specialists in
based on the employees' responses, written
Organization Effectiveness, Labor Relations
materials they provided and the literature on
Manager, Equal Employment Investigative
diversity and human resource management.
Officer, Director of the Building Inspection
Diversity programs are neither new
nor are they all the same.
There is more than
one good approach.
7
3
Rationale for the
diversity commitment
In 1987, top managers from the City of
Write a mission statement and define
3.
San Diego were reviewing a list of employees
the terms.
qualified for promotions. The discussion was
Conduct external and internal
4.
uneventful until a brave soul asked how many
research.
women and ethnic minorities were on the list
Present the strategy to top
5.
management.
(The San Diego Union-Tribune, January 24,
Secure the money.
1993).
6.
The list, not surprisingly, included primar-
Establish a steering committee.
7.
ily white men. A discussion followed about
Develop partnerships.
8.
the city's need to attract and promote more
Develop the program.
9.
women and ethnic minorities. The message
10. Conduct diversity training.
was clearly conveyed to then-City Manager
11. Encourage department activities
John Lockwood. He tapped the manager of
on diversity.
the city's Organization Effectivenc,s Program
12. Establish a speakers' bureau.
to find a remedy for a bureaucracy that histor-
13. Tell the story and keep everyone
ically favored white men. Jack McGrory,
informed.
Lockwood's successor, subsequently led the
14. Hear advice from those who have
charge.
done it.
15. Keep the vision and act on it.
The following steps are considered
elements of San Diego's success:
Each of these steps is described, using the
Secure commitment from the top.
City of San Diego's experience.
1.
Assign qualified staff.
2.
Ke(i) the ri.ion Lula act on it.
==.A
Step 1: Secure commitment
from the top
For example, he begins each diversity
When interviewees were asked, "What has
training program with a 20-minute presenta-
made your program so successful?" all
tion explaining why diversity is important to
"commitment from the top."
responded
him and the city. He notes that 42 percent of
The City Manager is the highest-level paid
all legal immigrants settle in California; that
a role
professional in city government
one in four residents in San Diego come from
equivalent to a Chief Executive Officer (CEO)
another country. For example, in the last six
of a corporation.
months of 1993, 2,000 Somali families settled
Jack McGrory, City Manager, expressed his
in San Diego. McGrory is committed to hav-
clear support in several ways. First, he openly
ing San Diego city workers reflect the city's
acknowledged that the city's work force had
composition, and, equally important, work
some real problems. Second, he made a com-
mitment to diversity for the "long haul," initi-
together.
To reinforce the importance of their diver-
ating a total organizational effort and change,
sity training, McGrory tells employees to take
rather than a short-term program. Third, ne
advantage of the times they are physically and
successfully secured the funds from the City
mentally away from work, and discourages
Council to implement the program.
them from calling their offices during the
All of these acts were strategic and effec-
training. He jests by saying, "Those who are at
tive. Yet McGrory believed that initiation and
to do
your office have a career opportunity
implementation were not enough; there must
be an ongoing effort. Therefore he continues
your job!"
to support and engage in training, account-
The message of consistency of policy and
accountability for behavior is strong.
ability policies, policy reviews and communi-
Adherence to the norms anci values, which
cation
all related to diversity.
The message of consistency of poliq
and accountability for behavior is strong.
59
require each employee to be treated with fair-
same employees. Each Friday morning, two
hours are held open for any employee who
ness, dignity and respect, is part of the written
performance review for the top 350 managers. wants to meet with McGrory. The only
requirement is for the employee to make an
Complaints from within each manager's
appointment before the meeting. Many of the
department also are used as part of that
problems that McGrory hears deal with diver-
review.
sity, although the number has diminished
The City Manager sets an example. For
since the Diversity Commitment was
example, he fired five employees who did not
adhere to the norms and values and canceled
launched.
a contract for rented space with a youth orga-
The newest communication effort of the
nization because its director fired a leader
City Manager is to meet with groups of 50 or
more to discuss "how we can improve the
(who was a city employee), solely because he
ways we do business." He plans to speak with
was gay.
In addition to taking a hard line on mak-
approximately 2,000 employees. Diversity
ing city employees responsible for their behav-
issues are part of the dialogue.
iors, the City Manager is available to these
Each Frithiy tnoming, two hours are held open for
any eniplotve who wants to meet with McGrory.
6