Day 2: The Forum--Session Information
Thursday, February 21, 2008

Sessions are listed in alphabetical order. Click on a speaker name for biographical information on that speaker. Additional session information will be added as it is received.

Adapting Mainstream Managers to the Immigrant Workforce
Jillian Middlebrooks, Hennepin County
Panel: Kristin Keller, Anoka-Hennepin School District; Mary Pat Grigsby, Hennepin County; David Zander, State Council on Asian Pacific Minnesotans

A panel discussion with managers who have high concentrations of immigrant staff who will help workshop participants:

• Develop strategies for finding hidden talents
• Adapt to the new immigrant workforce
• Eliminate cultural misperceptions
• Find new ways in which to find value in the immigrant experience and what it brings to the US workplace

Beyond the Achievement Gap: The Case is Made – Now What?
Philip Miner, Minnesota’s Private College Council
Raul Ramos, Minnesota State Colleges and Universities
Panel: Jennifer Godinez, Minnesota College Access Network, Dr. Whitney Harris, Minnesota State Colleges and Universities; Traci Parmenter, Admission Possible

Providing access and opportunity to higher education for all Minnesotans and develop a pipeline of educated citizens and workers is an urgent concern if the state is to grow and prosper in this flat, though sometimes uneven, world.  In order to create programs and activities to accomplish this goal, colleges and universities must continually engage in an ongoing cycle of research, planning, implementation and evaluation.  Additionally, corporations, government and the social/civic organizations and the community at large, must strategically partner with education to affect strategies and tactics to ensure our state remains relevant, competitive and welcoming in this global environment.This presentation demonstrates successful approaches to accomplishing all aspects of this process.

Learning Objectives:

• To establish a common baseline of understanding of the demographic shifts afoot
• To share specific examples of access programs that work
• To encourage the audience to formulate specific action steps to support successful programs.
  

Case Study: Best Buy’s Memphis Cultural Immersion
Level of Difficulty: Intermediate
Jim Langemo & Jermaine Davis, Best Buy

This interactive session will review Best Buy’s Memphis Cultural Immersion, which is a 90-day leadership development program that begins with three days in Memphis, TN. The innovative program meets the needs of different learners by providing a variety of experiences: video, small and large group discussion, self-reflection, self-guided learning, team collaboration and problem solving. It has proven to be very effective - from compelling individual transformations and improved opportunities for individuals to helping the Company reduce turnover, better mirror our communities, increase community partnerships and improve business results.

Learning Objective:

• Gain a better understanding of how to apply change management, adult learning theory, careful audience selection, facilitation training and partnerships and learning evaluation to create a successful leadership program
• Learn how Best Buy’s Diversity and Inclusion team worked with various partners, leaders, sponsors and networks to help ensure success
• Understand how Best Buy was able to prove real results through anecdotal stories and quantitative data

Chief Diversity Officers Speak - Harnessing Diversity Change: Succeeding Under Any Condition
Dr. Cassandra Simmons, moderator, formerly Harvard University and The Conference Board
Dr. Deborah Ashton, Harley Davidson
Candi Castleberry-Singleton, Motorola
Allan Mark, Ernst & Young
Thomas Milligan, Merrill Lynch
Eric Watson, Food Lion, LLC

Today diversity executives and practitioners are faced with a myriad of factors impacting their diversity efforts: additional responsibilities, fatigue, immigration, changing demographics, war for diverse talent, off-shoring, globalization, workforce capacity shortages, conservative legal approaches, and more. Current methods used to address diversity to transform companies may fall short because they do not address these changing factors.

The CDO Panel will discuss specific strategies to manage current and upcoming factors impacting the diversity role in organizations including: diversity practitioner role enhancements, newly required diversity competencies, the future workforce both domestic and global, influencing up, key steps for successful change, and relevant diversity best practices.

Learning Objectives:

• Stimulate thought relating to the future needs of diversity practitioners
• Provide insight on upcoming changes
• Teaching important lessons
• Provide a hard copy take away of diversity best practices

The Chief Diversity Officer Panel is provided with support from The Travelers Companies, Inc.

The Challenge of Returning to the Workplace for Combat Veterans
Level of Difficulty: Intermediate
LTC (Chaplain) John Morris, Minnesota Army National Guard
Andrew Davis, State Transition Assistance Advisor

The intent of this workshop is to raise awareness of the challenges facing combat veterans when they reenter the workplace, provide practical guidance to human resource specialists, managers and employers on how to help combat veterans effectively reenter the workplace, and educate attendees about resources available to support combat veterans as they reenter the workplace.

Learning Objectives:

• Raise awareness of the challenges facing combat veterans
• Provide practical guidance to those hiring or intending to hire combat veterans
• Educate workshop attendees about resources available to support combat veterans
  
  

Customized Employment – A Strengths-based Approach
Level of Difficulty: Introductory to Intermediate
Bob Niemiec, Community Involvement Programs
Panel:  Chris Davies, Innervoice Works; Justin Mann, Office Depot

In 2006, the US Department of Labor (DOL) announced that the national unemployment rate in the United States had dropped to 4.4 %. Despite an improving economy and job growth, America’s largest minority population is far less likely to be employed than its peers. This minority population includes millions of Americans who live with disabilities. Most national studies place the unemployment rate for people with significant disabilities to be in the range of 60-70%. In this session, the audience will learn about an effective strategy to advance the employment of people with significant disabilities: Customized Employment. The United States Department of Labor defines Customized Employment as “a process for individualizing the employment relationship between a job seeker or an employee and an employer in ways that meet the needs of both. It is based on a match between the unique strengths, needs, and interests of the job candidate with a disability, and the identified business needs of the employer or the self-employment business chosen by the candidate.” The audience will be shown real-life examples of how businesses have used Customized Employment as an effective way to employ people with disabilities.

Learning Objectives:

• Learn about the emergence of Customized Employment.
• Learn the guiding principles and features of Customized Employment.
• Learn about the array of Customized Employment Strategies.
• Discover how a strengths-based approach like Customized Employment can benefit an organization’s entire workforce through the concept of “universal benefit.”
• Develop an action plan to practice strengths-based employment to include people with disabilities in the typical work environment 

D&I Future Think: Creating a Personal Roadmap for Tomorrow’s Trends
Jonamay Lambert, Lambert & Associates
Gretchen Neve, Gretchen Neve & Associates

What is the future Diversity and Inclusion at your company?  How can you further leverage the competitive advantage created by your D&I initiatives?  What challenges do you face in staffing?  How must rewards be designed to keep your employees happy?  What is coming next?  Who has these critical answers? 

You do. 

Using a collaborative approach, this interactive session will reveal what diversity and inclusion initiatives truly means today—and how they have evolved—before exploring how current thinking and trends will shape the future.  Session participants will actually construct a multicultural future-vision for their organizations, giving themselves the tactics to stay competitive and on top of the D&I spectrum of tomorrow.   

At the start of this participatory session, five distinct D&I topics will be revealed as participants split into groups to discuss.  Each group will have an identified facilitator to moderate the conversation.  The leader will make the rounds throughout the session and use her past experiences to provide insight and examples to spur further discussion. The session will end with feedback from each group facilitator and closing thoughts on the results of the discussions, which will reveal a roadmap for where D&I is headed in their respective organizations, and trends to look out for as they continue to build a successful D&I initiatives. 

Learning Objectives:

• Gain knowledge about what employers and educators predict will be the most important competencies in the 21st century for employees as well as organizational and educational leaders.
• Identify a “roadmap for the future” that session participants can use as a framework for starting or continuing their own diversity and inclusion initiatives.
• Equip human resource professionals and other key leaders with the knowledge and tools necessary to managing diversity and inclusion issues that will be critical in the future.
• Understand how they can use a “café conversation” style of learning at their own organization to help facilitate more understanding and knowledge in the area of diversity and inclusion.
• A developed “bullet-point” list of themes the participants can focus on when identifying new diversity and inclusion initiatives.

Demographic Change and the Workforce of the Future
Tom Gillaspy, State of Minnesota

Dr. Gillaspy will present an overview of the major demographic trends in the United States, focusing on their interrelationship, causes of the trends and effects on the economy and workforce of the nation.

Learning Objectives:

• Identify the major demographic trends in the country and their relationships
• Understand why the United States will continue to be increasingly diverse
• Understand the economic forces which may contribute to an increasing rate of change in multicultural diversity
• Understand why 2008 may be a major watershed year in America’s workforce
  

Development: The Success Strategy that Works
Janice Fenn, Professional Resources Organization, Inc.
Steve Kuper, Innovative Learning Strategies, LLC


Diversimetrics
Craig Clayton, The Spartacus Group Inc. and University of Houston

We all can calculate how many women, immigrants and people of color there are in an organization.  Determining how many people are clustered by age segments to determine the potential impact of retiring baby boomers doesn’t require a lot of effort in most organizations.  Yet when we talk about measurements in the area of diversity we get scared to ask the questions that will give us the best measurements…..dollars and cents!

Learning Objectives:

• Provide attendees with a way to view diversimetrics from a behavioral and not activities based model.
• Once behaviors are identified, they can be quantified and assigned a dollar value.
• Utilizing the corporate culture to leverage diversities importance; such as the importance of innovation and creativity!
• Provide attendees with fundamental dialogue to begin framing their efforts as strategic.  AVOIDING THE ‘SOCIAL JUSTICE’ CONUNDRUM
• Moving Diversity & Inclusion Dialogue Beyond Representation!

Diversity in Action: The Children’s Service Society of Wisconsin’s Journey
Level of Difficulty: Intermediate
Diana Alstadt and Langston Verdin, Children’s Service Society of Wisconsin

The Children's Service Society of Wisconsin (CSSW) is the state's largest private, not-for-profit provider of child welfare services.  In 2003, the organization embarked on an ambitious journey that began as a grassroots employee initiative.  Today, the 117-year-old organization is implementing a strategic plan for diversity with management buy-in and is being driven by a CEO champion, an employee diversity council and "Just Do It" implementation teams.  Learn how CSSW turned obstacles into opportunities to achieve higher levels of commitment, leadership and action.

Learning Objectives: 

• This session will use a case study format to explore the diversity journey in a nonprofit organization, and how diversity and inclusion are being implemented as a core value and practice.

 
Diversity in Small and Medium-Sized Organizations: Strategies to Go the Distance
Level of Difficulty: Introductory to Intermediate
Amy Batiste, Ed.D., Strategic Counsel/Project Leadership

Whether you are exploring, launching, or navigating a diversity journey, this interactive session will focus on practices, opportunities and strategies for diversity planning and implementation in small to medium-size organizations.  By the end of this session, you will know that when it comes to going the distance with diversity, a small organization holds big advantages!  Using your own organization as a case study, you will begin creating a road map toward progress and greater impact.

Learning Objectives:

• Learn effective practices to implement diversity strategies in a small/medium-size business environment.
• Apply a strategic diversity framework to your own organization and begin to create an actionable roadmap.

Diversity Recruitment: Public Sector Challenges & Strategies  
Level of Difficulty: Intermediate
Pat Herndon, Herndon & Associates

This presentation will explore the challenges that public sector employers face in recruiting a diverse and culturally competent workforce.  Issues specific to the public sector will be examined and potential strategies to improve diversity recruiting will be discussed.

Learning Objectives:

• To understand the barriers to successful diversity recruitment for public sector positions.
• To identify public sector organizational characteristics that provide a positive impetus for diversity recruiting
• To understand the processes necessary to formulate successful diversity recruiting strategies in the public sector

Elephant in the Office – Mental Health in the Workplace
Level of Difficulty: Introductory to Intermediate
Sandra Meicher, Mental Health Association of Minnesota
Brian Doran, 3M (retired)

The presenters will offer a demographic overview of mental disorders in the US today, based on data from the National Institute of Mental Health, which will include a definition of mental illness, mental health, and major kinds of mental illnesses.  They will describe the most typical kinds of mental disorders that employers deal with and the costs of mental disorders in the workplace.  The presenters will review why employers quietly ignore mental illnesses and employees are afraid to disclose, using recent materials from the Wall Street Journal and individual accounts.  They will summarize what Minnesota employers are doing to maintain productivity and ensure a win-win for themselves and employees, and they will share the experience of a successful, retired 3M executive who will describe the kinds of resources and support that enable employees to succeed and achieve personal satisfaction through accomplishment.  The presentation will conclude with a question and answer period and the distribution of useful materials and resources for employers.

Learning Objectives:

• Leave with current information/statistics about the prevalence of mental disorders in the US, that one in four people (about 57.7 million people, or 26.2 percent of Americans ages 18 and older) each year will suffer from a diagnosable mental disorder
• Understand that the leading cause of disability in the US and Canada for persons aged 15-44 is mental disorders, what these disorders cost business, and that many people suffer from more than one mental disorder at a given time
• An enhanced understanding of why employees are afraid of disclosing their mental disorder and why employers often quietly ignore mental illnesses in the workplace
• Learn what other employrs have done to provide employee support, how accommodations have resulted in maintaining more productive workforces in small and medium sized employer settings, and where to find more helpful resources to use in their workplace.

Emotional Intelligence and Diversity
Jules Laing and Sara Taylor, Sentient Consultants

Emotional Intelligence, or EI, is a hot topic in many training rooms and workplaces today. Scientifically documented as a determinant of success, EI challenges us to intentionally focus on our emotions together with our knowledge and behaviors. Its basic components include increasing self-awareness, managing emotions and developing strong interpersonal skills.

Our emotional skills are typically challenged in significant ways in today's workplace as we all encounter more difference. Relating to others different from us raises strong feelings which require a different, more nuanced EI to manage.

Learning Objectives:

• Heighten awareness of both personal cultural lenses and emotional lenses to understand the impact both have on other individuals
• Expand knowledge of issues of emotional intelligence in cultural dynamics
• Expand awareness of how misunderstandings can occur in general communication and cross-cultural communication
• Learn strategies in both Emotional Intelligence and Diversity Literacy to avoid misunderstandings

Employee Resource Groups—A Case Study in Employee Engagement, Empowerment  and Retention (CLE pending)
Jackie Thomas-Hall, Medtronic; Panel

Participants will understand the impact Employee Resource Groups can have on organizational goals as it relates to recruitment, retention and development strategies.  Learn how Medtronic’s “ERG Value Proposition” has created an environment where ERG’s are seen as valuable resources to the business and Human Resources, Senior and Executive Leaders.  Medtronic will share their strategic approach in developing ERG infrastructure, communication and the ERG Return on Investment (ROI).

You will engage in a lively discussion with representatives from all of Medtronic’s  11 resource groups  including:   ERGs of Color, Gender, Sexual Orientation, Spirituality, Functionality, Field Sales and Military Status.

Learning Objectives:

• You will recognize the impact ERG’s have on organizations ROI
• You will understand how ERG’s can be leveraged as part of the inclusion strategy
• You will learn how ERG’s operate independently and co-dependently within the organizational structure
  

Engaging White Men in the Diversity Process 
Jeffrey Cookson, Employers Association, Inc.
Rebecca Robinson, RBC Dain Rauscher
Panel


Evidence Based Diversity Management: What Works, What Doesn’t
Level of Difficulty: Introductory
Alexandra Kalev, University of Arizona

Case studies of diversity management programs suggest that many different kinds of initiatives may be effective - diversity training, mentoring, networking, diversity councils, diversity performance evaluations.  But which of these actually lead to increases in company diversity - to more women and members of minority groups in the workforce, and in management. Our studies are based on the experiences of 830 firms over a period of 30 years.  We provide some of the first evidence of which programs, on average, work to increase workplace diversity.

Learning Objectives:

• Why are diversity councils so effective at changing workplaces?
• Why are mentoring programs so effective?
• Why have networking programs done little to change the face of management?
• Why has training so seldom led to increases in corporate diversity?

Executive Discussion on Workplace Diversity--What Keeps Me Up at Night
Rohini Anand, moderator, Sodexho
Gordon Alexander, MD Fairview Health Services
Kathy Cooney, HealthPartners
Alan Goldbloom, MD, Children’s Hospitals and Clinics of Minnesota
Jan Malcolm, Courage Center

Experiencing Inclusion: An Interactive Exercise
Level of Difficulty: Intermediate
Ron Adderley, ProGroup, a division of Novations Group.

Today’s managers find themselves interacting with employees from widely varying backgrounds, each with his or her own unique perspective. One of the key elements of a manager’s job is the ability to hold conversations with these employees—conversations to build trusting relationships, coaching and developmental conversations, career conversations, and sometimes, courageous conversations. With the increasing competition to attract and then retain the “best and the brightest,” these conversations take on new importance requiring a new set of skills for managers. We call these skills the Tools of Engagement.

Program Goal:

Participants in this session will explore their own attitudes toward differences and recognize how these attitudes result in behaviors that may set up some employees to succeed and others to fail. Participants will learn and practice skills to increase their ability to conduct conversations that fully engage all employees and help them reach their full potential.

Learning Objectives:

• Support and maintain an inclusive environment where all employees feel valued for their skills, talents, and abilities and are working to their full potential
• Apply a skill set to daily interactions with employees entitled Tools of Engagement
  

This workshop is provided with support from ProGroup, a division of Novations Group.


GLBT Corporate Benefits: What Employers Should Know (CLE pending)
Level of Difficulty: Introductory
Phil Duran, Outfront Minnesota

American workplaces are increasingly being evaluated in terms of their policies and practices regarding gay, lesbian, bisexual, and transgender (GLBT) employees, with a potential impact on their bottom line.  This introductory-level course will review current and pending state and federal legislation, as well as court-related developments, which affect employment issues related to GLBT workers.  Participants will learn how to identify a range of concrete ways to make their workplace policies as supportive of GLBT workers as possible. 

Gender Transitions in the Workplace: A Corporate How-To Guide for Success
Kim Cunningham, CalOptima
Debra Davis, Gender Education Center

Get GenderSmart! How to Work With Women for Recruiting & Retention Results
Level of Difficulty: Introductory to Intermediate
Jane Sanders, GenderSmart® Solutions

Combining information from over 80 interviews with recruiting managers and women employees, with targeted industry research and Jane’s many years of gender issues expertise, this program details specific strategies and tactics for more effectively communicating with and managing women for increased recruiting and retention results. Communication and management style strategies and tips are offered, along with dozens of retention activity/program ideas – from Jane and from your peers in the audience.

Learning Objectives:

• What women want from their careers and how to meet these needs
• How women communicate differently and how to appeal to this different style while recruiting and managing
• How to develop rapport, respect and trust with women
• How to build the relationship they need and the community they want
• Dozens of specific activities that encourage women to stay

Giving Voice to GLBT Diversity in the Workplace--A Starbucks Initiative Leads to Regional Results
Lacey All, Starbucks Coffee Company
Kevin Carothers, Starbucks Coffee Company
Stephen Gould, Out & Equal Workplace Advocates 
Jen Olson, Microsoft


Hard Work for Soft Skills: Expect More from Your E-Learning
Jon Olson, ProGroup, a division of Novations Group
Trish Patton, Saks, Incorporated

This workshop is provided with support from ProGroup, a division of Novations Group.


Healthcare Workforce Diversity:  Building, Sustaining and Re-energizing a Healthcare Diversity Initiative
Sue Plaster, moderator, Fairview Health Services; Panel: David Brumbaugh, Children's Hospitals and Clinics,  Leondias Butcher, Medtronic; Twanya Hood Hill, Hennepin County Medical Center; James Taylor, Kaiser Permanente; Deb Waggoner, Courage Center

Diversity initiatives go through cycles of rebirth and transformation, affected by business conditions, the work of leaders and advocates, and organizational successes and relapses.  Today’s panel will feature representatives from a variety of healthcare organizations inside and outside Minnesota describing their work to create, rebuild or maintain their diversity initiative.  Learn what tools and techniques provided the energy and momentum for these organizations to take their next steps. Locate ideas and methods you can use in your situation, regardless of whether you are starting fresh, continuing work or starting over.

Learning Objectives:

• Participants will learn the basics of a diversity initiative, from the perspective of practitioners and leaders – the fundamentals upon which the majority of successful organizations have constructed meaningful diversity business work.
• Participants will learn actual tools healthcare diversity practitioners and leaders have used to create and sustain their diversity efforts in a variety of business situations.
• Participants will have the opportunity to benchmark with other organizations to see what works or what doesn’t when you are at the start, or maintaining, or starting over.
• Participants will have a unique chance to dialogue with the panelists to learn what they considered “success levers” or “fatal flaws” in their efforts to build, sustain or reenergize diversity initiatives.

 
Inclusion Lessons
Level of Difficulty: Introductory to Intermediate
Tony Orange and the ProGroup Players, ProGroup, Inc.

Entertaining and filled with both drama and humor, “Action Lessons” strikes at the heart of most organizations’ diversity-related workplace issues. Dedicated to increasing awareness, understanding, and acceptance of differences through theater and facilitated discussion, Players’ talented actors dramatize common challenges. ProGroup’s skilled facilitator works with your audience to deepen understanding and analyze events as they unfold. This performance clearly demonstrates the skills and knowledge necessary to thrive in today's changing world by allowing viewers to observe and apply new skills.

Learning Objectives:

• To deepen awareness and cultural understanding
• To provide new tools and skills
• To help participants cope more successfully with diversity challenges
• To prepare participants to act as Change Agents
  

This workshop is provided with support from ProGroup, a division of Novations Group.

Inclusive On-boarding: Positioning All Employees for Success
Level of Difficulty: Intermediate
Tim Vigue, Novations Group, Inc. 

On-boarding is becoming recognized as one of the keys to insuring high levels of individual and organizational performance. One of the most critical factors in successful on-boarding is establishing a clear focus on learning from the outset.  “Willing learners” who are comfortable taking moderate risks and actively seek feedback about their performance tend to move quickly through the on-boarding phase and on to “go-to” status. In this session we will explore what gets in the way of a focus on learning for some individuals, especially those who may be different.  We will then help you then identify strategies you can use to help ensure that all new employees have the opportunity to become high contributors, increasing productivity, reducing costs and improving employee retention.  

Learning Objectives:

• Identify the role  that a learning orientation plays  in successful on-boarding
• Explore the impact of a focus on learning vs a focus on “proving” oneself
• Assess your own orientation - learning vs proving
• Provide strategies to help you on-board diverse employees in your organization

This workshop is provided with support from Novations Group.

Insider/Outsider
Level of Difficulty: Introductory to Intermediate
Cecilia Stanton, Allianz Life

In this workshop participants will interact in a fictitional workplace environment. Teams of “new” and “existing” employees will be challenged to complete an important project. Learn how culture impacts the performance of these teams and learn what your organization can do about it.

Learning Objectives:

• Experience the impact of culture on an organization’s ability to sustain an inclusive environment
• Increase their knowledge of diversity and its impacts and benefits
• Recognize their role in promoting inclusion, valuing differences, and continuing their diversity education

Living, Working and Communicating Effectively with Muslims in the U.S.
Level of Difficulty: Introductory
Ghafar Lakanwal, Multicultural Development Center

Interacting with people from diverse backgrounds requires the ability to respond respectfully to the dynamics of difference.  Productive workplaces and harmonious communities do not happen by chance; they are developed and maintained by competent individuals who understand and appreciate the value that comes when every person is able to bring his “whole self” to the dialogue.  A growing Muslim population in the U.S. means that, in order to be truly culturally competent, we must learn about their traditions and beliefs.  Developing competencies about Muslims is a key component in strengthening healthy communities, building productive educational institutions and fostering harmonious work environments.

Learning Objectives:

• To raise your awareness and understanding about Muslims, their values, beliefs and communication styles while you are working and living with Muslims in the US.
• Identify major religious demographic trends in the US that impact the community.
• Determine factors that contribute to a positive and productive community as well as workplace environment and how to avoid a hostile or non-productive environment.
• Recognize and determine the communication skills that are critical in a multicultural environment.  Identify steps you can take to break down barriers by establishing positive relationships with Muslims in your organization.
  

 
Manager’s Toolkit: How to Build Inclusive Diversity Teams
Nehrwr Abdul-Wahid and Sara Taylor, Sentient Consultants

This session will be highly interactive as participants experience how to create more inclusive environments for their workgroups. They will increase their awareness regarding the importance of inclusivity as well as learn specific tools they can use with their own groups. The tools and activities will focus solely on the environment (not on other areas such as recruitment, hiring, etc.) They will provide participants with both strategies for addressing difficult diversity issues as well as methods for setting standards for group interaction. Activities are fun and engaging and can be used in various group settings.

Learning Objectives:

• A better understanding of diversity issues that impact productivity
• Tools they can use to:
  Better understand workplace diversity issues
  Create inclusive environments
  Increase the productivity of their workgroups
• Step-by-step instructions for how to implement tools

Mediation as a Powerful Tool for Finding Common Ground in Employment Disputes (CLE pending)
Level of Difficulty: Intermediate to Advanced
Sue Stingley, moderator, Stingley & Ho, PLLP; Panel: John Fabian, Nichols Kaster & Anderson, PLLP; Thomas Sipkins, Maslon Edelman Borman & Brand, LLP

This session is designed to provide decision makers with the tools to craft a process to resolve disputes in a diverse workplace. Sensitivity to cultural differences and needs will be explored.  There will be an open discussion of the various types of mediation and which is best suited to particular disputes. The panel will describe problems that arise during the mediation process and how to overcome them.

Learning Objectives:

• What is mediation?
• Who should be chosen as mediator?
• What rules will apply to the process?
• How will we reach our goals together?

Mentoring 101: Best Practices for Mentoring Initiatives
Sue Stanek, Menttium Corporation

Mentoring is everywhere.  A company that lacks opportunities for mentoring is no longer competitive in today’s corporate landscape.  While initiating a mentoring program seems simple enough, organizations are discovering layers of complexity associated with creating a successful and sustainable mentoring culture.  Research indicates that mentoring is a key tool for preparing and developing leaders.  Yet, women and minorities often cite a lack of mentoring as an obstacle to their career success.  This session will explore the key components of a successful mentoring initiative, including how to incorporate inclusivity into mentoring initiatives.  Consideration of how formal mentoring programs can support women, minorities and a globally dispersed workforce will also be covered.  This session will incorporate best practices and proven methodologies along with real-world case studies of how organizations have successfully implemented mentoring.

Learning Objectives:

• Create a common frame of reference for mentoring
• Identify organizational drivers for mentoring
• How to identify target populations for mentoring, including diverse employees
• Identify and explore the components of a mentoring initiative that make it successful in the corporate environment
• Review the unique nuances of mentoring initiatives targeted for diverse employees and a globally dispersed workforce
• Evaluating a mentoring program
• Real-world examples of how organizations have implemented mentoring through exploration of case studies

MicroInequities: The Power of Small
George Robinson, The Robinson Group

Designed to drive rapid behavior change and raise business diversity performance, MicroInequities focuses on one of the most hidden barriers to success; the subtle, usually subconscious messages we all send that devalue, discourage and ultimately impair performance in the workplace at all levels in an organization.

Typically, we send between 2,000 and 4,000 positive and negative micro-messages each day. These have a powerful influence on driving the behavior of all those with whom we interact. Repeated sending or receiving of negative micro-messages, MicroInequities, results in exponential erosion of workforce effectiveness. Well-crafted constructive micro-messages, MicroAdvantages, have an equally powerful positive effect.

Most of us are unaware of the subtle messages we send. Yet, it is these very messages that often cause colleagues who receive them to question their value and ultimately their commitment to a business.

"MicroInequities: The Power of Small", developed based upon research conducted at Massachusetts Institute of Technology, focuses on the effects of micro-messages in the workplace and delivers critical concepts and skills that carry over instantly when participants return to the workplace.

Participation in the MicroInequities Program has a unique outcome. Participants report returning to work with the immediate ability to apply the skills and techniques learned in the program, experiencing instantaneous improvement in the quality and productivity of daily interactions in the workplace.

Learning Objectives:

• Learn what MicroInequities are
• Learn the power of MicroAdvantages
• Learn how to apply MicroAdvantages skills and techniques

Mind the Gap: How to Make Your Global Projects Work
Mary Beth Lamb and Amy Tolbert, ECCO International

Are you frustrated communicating with your global project partners? Have you heard U.S. workers complain that their global co-workers won’t ask for help or clarification even if they don’t understand?  Or heard Indian workers complain that their U.S. counterparts are rude and not good team players?  Have you interviewed multicultural  job candidates and been frustrated because you can’t get a straight answer? Or interviewed U.S. job candidates and been appalled by their unrealistic deadlines and self promotion? If so, you need to attend this session.  There are answers to all of the questions…and reasons for those answers!  In this interactive session Mind the Gap: How to Make Your Global Projects Work Better you’ll discover how to bridge the culture gap that often sabotages global project teams.

Learning Objectives:

• Identify the most challenging issue present in today's global workplace and communication challenges
• Practice using proven cultural tools to increase cross-border understanding and minimize costly rework
• Pinpoint cultural best practices that make global  teams work best
• Create a multicultural team development action plan to maximize global  team performance.

Next in Line: Ensuring a Diverse Succession Plan
Level of Difficulty: Introductory to Intermediate
Tom McKinnon, Novations Group, Inc.

The workplace demographic shift to younger workers has begun; it’s time to implement your succession planning. How is your organization positioning itself for future success? Are you making sure your future leaders reflect the diversity of your employee base and your customers? By broadening the succession planning process to support inclusion, personal responsibility, and development roadmaps, organizations can be more effective and ensure a diverse leadership team. In doing so, your organization will widen the spectrum of leadership talent without compromising standards. Don’t miss this opportunity to enhance your competitive advantage.

Learning Objectives:

• Discuss why it’s not enough to focus on the top few levels of the organization and how to cultivate potential by stretching all candidates to achieve clearly defined outcomes
• Link the succession plan to individual development plans that include supportive coaching within a feedback-rich environment   
• Create succession management criteria that are based on established corporate competencies via a “career roadmap”
  

This workshop is provided with support from Novations Group.

One Size Fits All? Techniques for Workplace Diversity in Different-Sized Non-Profits
Level of Difficulty: Intermediate
Kay Hocker , The Diversity Council

Does inclusion matter? Yes! Many non-profits claim that becoming inclusive truly makes a different in their ability to accomplish their missions.  We will explore whether or not non-profits are inclusive, the barriers to inclusion, and how to make inclusion happen in non-profits of all sizes.

Learning Objectives:

• Participants will define and understand the scope of diversity and inclusion as it pertains to the non-profit workforce.
• Participants will gain knowledge about the current state of workforce diversity in the non-profit sector.
• Participants will gain knowledge about factors that are limiting the diversity of the current non-profit workforce and ways to combat these factors.
• Participants will take away usable tools and learn about effective techniques to assist with recruiting and retaining a diverse workforce within different-sized non-profits.

Pipeline Development in Healthcare Talent: Nuts and Bolts for Developing a Richly Diverse Workforce
Bill Anstee, moderator, Sodexho; Panel: Barbara Porter, Mayo Clinic; Vivan Tanniehill, Regions Hospital


Preparing, Enlisting and Engaging your Organization's Diversity Champions!
Level of Difficulty: Introductory to Intermediate
Yvonne Cheek, Millennium Consulting Group
Sue Plaster, Fairview Health Services

Join us for an energizing and engaging look at how to enlist the active, engaged and committed support of top leadership in real diversity work in your organizations and communities.  It is less about "selling" diversity to top leadership, and much more about helping executives to find their own unique ways to use their power and informal influence to act in diversity matters.  Be ready to identify barriers to solicitation of diversity champions in your organization and to develop a plan that gets you past those barriers.  Cases from several organizations and industries will be used to develop our theme of the power of effective champions.

Learning Objectives:

• Participants will explore how to describe the behaviors of a diversity champion in terms that he or she will understand.
• Participants will use a simple gap analysis tool to assess how far away their leaders may be - and how their capacity may need to be built to create greater readiness.  They will also be introduced to Fairview's Diversity Comfort Continuum, a tool developed for our work with top leadership at Fairview.
• Participants will also explore options for times when no champion emerges, and what the organizational and personal impacts are.
• Participants will leave with the outline of an action plan to solicit and engage diversity champions in their work with their organizations and communities.

Our operating assumption: While some diversity champions are "born," others can be shaped and "made" more effective and powerful through work with diversity advocates and practitioners...like each of us.

Recognizing Employees' Uniqueness:  Legal Trends in Race, Religion, Ethnicity and Caregiver Protection (CLE pending)
Level of Difficulty: Intermediate to Advanced
Howard Tarkow, moderator, Maslon Edelman Borman & Brand, LLP; Panel: Kathryn Engdahl, Metcalf, Kaspari, Howard, Engdahl & Lazarus, PA; Yvonne Shorts, Larson King LLP

Fair employment statutes have been on the books for over 40 years.  But there is no shortage of disputes between employees and employers keeping the courts and government agencies that enforce the law busy.  We will look at some of the more interesting legal developments in EEO litigation, and also explore the EEOC’s recent Enforcement Guidance on unlawful discrimination against a working parent or other caregiver.

Learning Objectives:

• What discrimination charge statistics reveal about the extent of the issue. 
• How are the courts analyzing the cases and evidence before them. 
• When does the EEOC believe that discrimination against a caregiver might violate federal law?

Reframing Diversity Practice: Lessons in Strategy and Leadership
Level of Difficulty: Introductory to Intermediate
Amy Batiste, Ed.D., Strategic Counsel/Project Leadership
Panel of M&I Bank representative: Walt Buckhanan, Sue Gawelski, Mary Thompson

How can today’s diversity practitioners reframe current challenges and opportunities and lead/facilitate change with greater impact?  When it comes to building, maintaining, strengthening and sustaining effective diversity practices, solid strategies pave the way and execution pays and pays!  This session is based on “lessons learned” during four years spent advising CEOs and coaching diversity practitioners in 80 organizations through various stages of planning and implementation of diversity strategies.  Participants will gain insights from current thinking on and experiences in diversity strategy and leadership through the Marshall & Ilsley Corporation/M&I Bank Case Study and Panel.

Learning Objectives:

• Explore factors associated with effective/ineffective diversity and inclusion strategies.
• Learn frameworks and strategies used to generate breakthrough strategies at any stage of a diversity or inclusion initiative.

Religious Accommodation in the Public Sector – A Balancing Act 
Level of Difficulty: Intermediate to Advanced
Eric McFarland, The McFarland Group

Religious diversity is increasing in the workplace, as is the number of requests for religious accommodations.  Title VII of the Civil Rights Act prohibits discrimination on the basis of religion and requires employers to reasonably accommodate the religious practices, beliefs and observances of employees and prospective employees, unless doing so would create an undue hardship for the employer.  Public sector employers must do so without violating the Establishment Clause of the Constitution.  Join us in this interactive session as we discuss the public sector’s considerations and options when employees request religious accommodations to: pray during work hours; seek time off work for religious observances; be relieved of certain duties based on religious beliefs; and wear garb or maintain certain physical characteristics that are in conflict with dress code or other workplace requirements.

Learning Objectives:

• Review relevant federal laws that create the balancing act that public sector employers face when considering requests for religious accommodations
• Learn what constitutes a failure to accommodate claim
• Understand employer and employee responsibilities
• Analyze different types of requests and available options when public sector employees request reasonable accommodations to their religious practices, beliefs and observances

Retention of Public Service Immigrant Employees
Alejandro Maldonado, State of Minnesota; Panel: Emma Corrie, Department of Transportation; Cheryl Lowe, Community Action Partnership; Jerome Sakpeider, City of St. Paul

Learning Objectives:

• Describe the simple-three-step ladder model
• Understand three major concepts on how proactively an organization can be to retain its diverse and new-immigrant workforce
• Empower your-self with “what’s in it for me?”

 
Skills for the Interculturally Competent Manager (CLE pending)
Mitch Hammer, Hammer Consulting, LLC

This workshop offers participants some of the latest knowledge in the emerging fields of cross-cultural communication and conflict resolution, giving participants a tool that can be used for personal, professional and organizational skill-building in addressing and resolving cross-cultural conflict with culturally diverse employees and clients. In this workshop participants will take the Intercultural Conflict Style Assessment Inventory (ICS). This relatively new instrument, developed by Dr. Hammer, an international expert on cross-cultural communication and conflict, helps participants understand their own personal conflict approach, how their conflict style differs from those found in other cultures around the world and profound insights into interracial conflict styles here in the United States.

 Finally, there will be discussion on how the ICS can be used to resolve intercultural conflict in the workplace. Participants will learn about the most common causes of intercultural conflict, how to diagnose the predominant cultural conflict style in their organization, and how to resolve conflict across each of the four major international conflict styles. The tool can also be used in diversity-related team-building exercises.

Learning Objectives:

• To understand your personal intercultural conflict style using the Intercultural Conflict Style Assessment Inventory (ICS)
• To compare and contrast each of the four predominant intercultural conflict styles found throughout the world
• To provide participants with the knowledge, awareness and skills to effectively resolve conflict across styles

Talking ‘bout My Generation
Amy Tolbert, ECCO International 

Drama Learning “Talking ‘bout My Generation” Diversity Session so that participants experience personalized drama enactments of what the 4 generations in the workplace think, feel and believe around real-world workplace issues. This is a workshop format with drama pieces interspersed with facilitation and small group work where participants can get involved, and learn how to model positive adaptation and coach others to create the desired respectful work environment.

Learning Objectives:

• Identify and understand the actual and perceived differences among generations.
• Articulate the benefits of the business case for leveraging generational differences.
• Examine the implications of these differences as they relate to the work environment and culture.
• Utilize specific techniques to leverage the differences between the generations.
• Discuss strategies for interacting with Gen Y (Millenials) and explore the value base the drives this generation’s behavioral tendencies.
• Apply the models and tools learned in this module to manage conflict and miscommunication that occurs as a result of the generation gap.
• Commit participants to develop personal and professional action plans to make progress around the generation gap in the workplace.
  

Techniques for Recruiting a Diverse Workforce
Level of Difficulty: Introductory to Intermediate
Ed Hubbard, Hubbard & Hubbard, Inc.

Diversity, like change, is here to stay. Successfully building a high-performing organization will require all employees working together to achieve the organization’s strategic business goals. Recruiting a diverse workforce starts before the first interview is conducted. It includes the entire hiring experience from your brand image and reputation on the street to the cultural sensitivity of your hiring representatives to the complexion of the organization, as well as what is done after the hiring process to retain, develop, promote, and utilize the talents of a multi-cultural, multi-ethnic workforce.

Learning Objectives:

• Learn techniques to enhance your diverse workforce recruitment strategies
• Review suggestions and approaches to expand your cross-cultural networks
• Build on-campus strategies to attract a wide range of applicants
• Learn techniques to interview in culturally sensitive ways
• Build a checklist of questions that diverse workforce candidates will ask you about your organization
  

Ten Tips for Recruiting Latinos/as
Level of Difficulty: Intermediate
Gloria Contreras Edin, Centro Legal

It will take approximately 40 years, but by the time 2050 arrives Latinos will make up a quarter of the country's population.  Soaring to 97 million, this will be a number no one can ignore, especially if their firm or organization plans to stay in business over the next 40 years.  This session will provide strategic and long-term solutions that enhance efforts in Latino recruitment and encourage the use of building relationships, incorporating the trust of your current employees and thinking outside the "corporate" box.  Discussion will include recruitment strategies and challenges to hiring Latinos.

Learning Objectives:

• Practical steps toward long-term objectives in recruitment strategies of Latinos.

Training to Create a Respectful Work Environment (CLE pending)
Level of Difficulty: Intermediate Level
Sheila Engelmeier & Susanne Fischer, Moss & Barnett

Ten years after Ellerth/Faragher, it is no longer a question of whether employers must train their managers and employees to avoid liability for discrimination; the question courts are asking now is whether employers are training their managers and employees well enough to avoid liability. Attend this must see discussion about the current legal requirements regarding anti-harassment, discrimination and diversity training, and what the Courts are saying about the content, length and nature of effective training.

Learning Objectives:

• Understand the reasons why an employer needs to train employees on diversity and discrimination
• Understand how training has evolved and what the recent law says about the quality of training
• Understand what makes training work and training that has a positive effect on the workplace^