DEIB: The Journey from Strategy to Practice
It’s time to move beyond hiring DEI consultants, rewriting employee handbooks, and developing “common language.” It is time to actually shape your day-to-day people practices to look, feel and BE different. I will help you establish people management practices that match your commitment to diversity, equity, inclusion and belonging.
Inclusive Onboarding Model
Even the most thoughtful onboarding plans are one size fits all—and typically aligned to match the learning and work style of the person who created it. Designing onboarding plans that honor individual learning and leadership styles contributes to a sense of belonging for new teammates.
Talent Acquisition Bias Analysis
We will collect both empirical and anecdotal data via interviews, direct observation and document review to diagnosis the strengths and fractures within your talent acquisition cycle, including workforce planning, sourcing and cultivation, role scope and description, screening and selection, compensation and offer.
Session: Mitigating Bias in the Interview Process (for interview committees)
To do the incredibly important work you do, it is crucial that you are seeking out and hiring the best talent for our organization. To accomplish this, hiring managers and interviewers must be armed with the skills, resources and tools to fairly and accurately assess all candidates.
Participants will leave this session with a refreshed toolkit of resources to support the interview process, and skills to minimize unconscious biases that influence hiring decisions.
Lots of companies talk about experiential learning, but for us it's not just a buzzword. Our approach invites participants to engage in immersive experiences that create the opportunity to build a physical and emotional connection to the content.
We help people do the uncomfortable stuff in a safe space, so when it comes to the moments that matter, they've already been there, and they have a visceral relationship to strong practices...helping them get better, faster.
Session: Trust Building for People Managers
Through an exploration of past leadership experiences, managers discover or rediscover the significance of human connection in the manager/direct report relationships. These leaders leave with the tools to create psychologically safe environments where team members feel comfortable taking risks and sharing ideas, and ultimately, doing their best work.
Session: Effective Feedback to Drive Change and Performance
The charter school sector faces a key challenge: as environments of life long learning, there is a heavy focus on coaching and development, which can undermine the delivery of performance feedback. Because adjusting feedback is a regular part of the coaching process, it can be difficult for staff members to realize that they are actually failing to meet the expectations of their role. This session trains managers to be surgical in the delivery of coaching versus evaluative feedback to improve performance outcomes.
Session: When Coaching Isn't Working: PIPs, Resets & Graceful Exits
Sometimes even the most effective coaching and development doesn't produce the desired performance outcomes. In such cases, managers must consider alternative measures such as implementing performance improvement plans or counseling a teammate out of the organization. This session prepares leaders to manage performance concerns and staff departures in a human centered manner, contributing to an organizational culture of trust and respect.
An open position presents a critical opportunity for organizational self-reflection, and the most successful organizations push themselves not to just “backfill the role,” but to answer the question: “What organizational needs will be met by hiring a person into this position?”
Our Client Intake Process allows us to help our clients answer that question through both a strategic and tactical lens. In this stage, we also help hiring managers surface the subtle, yet critical candidate characteristics that will contribute to success in their unique environment, such as an aptitude for innovation or thriving in the face of change.
We leverage our inclusive Active Sourcing Strategy to go beyond the obvious in identifying potentially strong candidates for each position. In addition to looking for both aligned and transferable skills, we home in on the subtleties in an individual’s career arc that demonstrate that this is the right next position for them.
We also strive to make a True Match by identifying each candidate’s professional “joy centers” to look for alignment between the type of work that energizes and engages them, and the core facets of the work. For example, if a leader is energized by people-facing work and a position is heavily administrative or technical, they may not experience high job satisfaction, which will impact their longevity in the role.
Finally, we build and execute a recruitment plan rich in Bias Mitigation Practices and designed to probe past canned responses, providing more observable data to aid in candidate evaluation and assessment.
Our Executive Coaching practice is an introspective process that helps leaders identify the patterns and beliefs that impact their effectiveness. We utilize data from performance evaluations, teammate feedback and the leader’s own ambitions to define the “end state” that that they are striving for.
We then implement a blended coaching model that incorporates self-guided reflection and analysis, resulting in rapid internalization of learnings and implementation of change.
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