Having a hefty budget allocated to develop your company’s diversity is fine, but companies have been spending lots of money for years and few have accomplished anything significant. They do things like having conferences to talk about all of the great things they are doing to improve workplace diversity and sponsoring multi-cultural youth programs. It has been primarily about fluff, and here we are many years later, in a boat we were in 30 years ago. Nothing has changed much.
One of the most important things that your budget should go toward is for paying salaries and bonuses of your talented employees. Great employees deserve a competitive salary and the opportunity to earn bonuses for their positive performance.
Second, allocating funds for the creation of your company’s vision and developing active steps and measurement tools is important as well. Create a vision. There are many different ways of doing this and many different products and professionals that offer their services. In some circumstances, creating new positions and hiring more employees may even be necessary.
After that, another portion of the budget should go toward employee support groups (black, LGBT, women’s groups, etc). This helps to engage employees across the board. It also enables you to extend the company’s progress from the employees, all the way to senior-level management.
Last, and probably the least costly, are Diversity and Inclusion study groups. This is also something of substance that can be used to develop workplace diversity. These study groups are often formed from employees within a company. These groups are used much like a focus group is used. They give their opinions on the workplace and how to develop diversity within the company, but on a regular basis. Much of the time, the Diversity budget allocates money to pay the group’s supervisors for their employee’s time out of the office. However, you can have each supervisor waive the inter-office fee to help free up some of the budget.
While these are just a few main points, there are many other things that can be considered. These points also have many, intricate details. I strongly suggest you do your research before deciding to delve into your funds.
Have a question about your company’s Diversity plan? Ask in the comment section below. I have created Diversity and Inclusion plans for budgets of all kinds. No budget is too large or too small!
In my various positions in Human Resources and Diversity and Inclusion, I have been faced with the tough decision to let employees go. When your team is not functioning at its optimal potential, sometimes there’s a particular individual who is responsible for a majority of the problems. In order to keep your company focused and moving in the right direction, that employee may need to be relieved of their duties. Here are some tips that will help with the process of firing someone in the most civil and effective way:
- Make sure to give the employee ample time and opportunity to fix mistakes before giving them the boot. This allows you to see if the person really just flubbed up a couple of times or if they are genuinely bad at their job. Giving them the time makes it so you are not the one firing them. They are firing themselves by consistently messing up.
- Remember, most people’s jobs are the center of their universe. Be very careful to consider all of the facts before firing somebody. Never underestimate how impactful it is to the individual and their family. Think long and hard before you let someone go. Try using corrective discipline over punitive actions, if you haven’t already done so, before administering industrial capital punishment.
- This one is a no-brainer, but do not fire someone for personal reasons. This is illegal. Enough said.
- How long do they stay? If they are getting fired for violation of rules or misconduct, of course they have to go immediately. But, what if they are being terminated for other reasons? You should try to find a date that works for both of you. However, it should not be longer than two weeks after the initial conversation. Unless, according to policy, they can go on vacation or sick leave until it is mutually convenient. The key is they should be away from the workplace after two weeks.
- Should they train their replacement??? No. Bad plan. Allowing the terminated employee to train their replacement should not be done. I can’t think of a time when this would be an acceptable policy, but if you do it, you should be aware and ready for the negative implications it may cause.
- Do it at the end of the day, unless you don’t want them to do any work that day. If so, you can fire them in the morning, but they would need to leave directly.
- Don’t fire on Friday. They need to have the benefit of being able to contact you if they have things they want to discuss or better understand. Unless you are ready to be available to them on Saturday and Sunday, then a Friday fire is okay.
- Be civil. Be nice. “I’ve reviewed this situation and I think it is best for both you and the company that we do not continue this relationship.” Saying, “pack your s_ _ _” is not a good idea. A lot of the time, when you talk to an employee, they will agree that the fit was not ideal.
- What if they go nuts? What if they rant and rave all over your office? Sit in silence. Let them go through what they are feeling. After all, they are losing a job. They will usually calm down if you give them a few minutes. If matters get absolutely out of control, call for some help.
- Don’t feel bad. Remember, as long as you did your due diligence prior to let them go, they fired themselves.