Zone1 Whining Inc.- The Opposition to DEI

IM2

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Mar 11, 2015
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Another fine example of the race hustle is the current opposition to DEI. So now it is assumed here at USMB that everybody black who has a top level job was hired not because they have skillls. but only because of race. Now this whining is rich given those who do the whining are the really the only people who have been given things because of their skin color, but that has not stopped them from whining about everythng that has attempted to provide equal opportunity for all who do not belong to that specific demographic

Debunking Myths Around Diversity, Equity and Inclusion in the Workplace​

Studies by the World Economic Council confirm that equitable and inclusive practices in the workplace result in higher profitability, increased innovation, and greater employee engagement than those that disregard the issues. Decidedly, creating a diverse workforce where all employees feel they belong and can perform at their best is no small feat. It takes a commitment to change. The first step should be to discern myth from reality when it comes to the efforts needed to address diversity, equity, and inclusion (DEI) within an organization.

8 Myths of Workplace DEI Initiatives
To begin tackling the longstanding structures and underlying assumptions, first debunk the myths that prevent DEI initiatives from becoming successful.

Myth #1: Bringing diverse people into an organization over those from the dominant culture amounts to a zero-sum game in which there are winners and losers.

Reality: Equating an intention to hire more diverse staff with reverse discrimination promotes the status quo. Organizations need to consider the end game: what they want to achieve in the community or society at large. If the intention is, for example, to place people of color in leadership positions, white managers may feel unfairly excluded. But in reality, such action empowers those who have been sidelined for so long while elevating their reputation.

Myth #2: Our mission is to improve opportunities for marginalized groups, so we are reaching some diverse people and communities.

Reality: This assumption reflects the “if we build it, they will come” mentality and often precludes taking intentional and systematic steps within the organization to gather and analyze data about who is being served relative to demographic data about who lives in the targeted communities. This myth might acknowledge service to one marginalized group without taking into account other types of diversity.

Myth #3: Our organization works within an area that is not diverse. We’re predominantly white, so why is this relevant?

Reality: This line of thinking ignores data about the changing demographics of almost all geographies, which indicates increasing racial/ethnic diversity. It also overlooks other types of diversity, such as age, gender identity, sexual orientation, faith/religious beliefs, ability/disability status, and socioeconomic status, among others. This assumption fails to acknowledge the inherent value of diverse perspectives.

Myth #4: The leaders (including board and executive staff members) of our organization are well meaning and not biased.

Reality: Although many well-meaning people think they are not biased, all people have implicit bias we aren’t aware of on a conscious level; by definition, it’s unconscious. While it’s a good start to mean well, if that’s where the commitment begins and ends, it’s highly likely that the organization isn’t diverse, equitable, or inclusive in its work. Addressing DEI requires intentionality. Without it, business as usual will reflect structural and systemic inequities.

Myth #5: Our organization has been fulfilling its mission and has never been accused of discrimination, bias, or not being welcoming or accessible. It hasn’t been a problem for us.

Reality: Often, people of diverse backgrounds and experiences don’t attempt to avail themselves of services by organizations that aren’t actively taking steps to welcome and include them. Diverse groups don’t see themselves reflected, so they’re less likely to consider connecting with the organization. An organization may believe it’s not experiencing a problem because entire groups of potential audiences aren’t interested in getting to know what it has to offer.

Myth #6: Our organization would like to have more diverse leadership (board and staff), but we live in a white area, and it’s impossible to recruit people of color to fill these positions.

Reality: This assumes that diversity is only about race and ethnicity. Your area has diversity of all types, including racial/ethnic, gender and sexual orientation, age, disability status, geographic location, and income level, among others. Also, this assumes you can recruit only from the area in which you live. It’s likely that organizations in your area have a pipeline of leaders with diverse backgrounds and are eager to refer them to organizations seeking to attract people to leadership positions.

Myth #7: Hiring a black/indigenous person of color (BIPOC) leader will solve DEI issues within our organization.

Reality: One person cannot and should not be expected to address DEI in an organization unless that person is the DEI director. Even with a DEI director, the entire leadership team must drive and share ownership for DEI in the organization. Leadership, direction, and support are required at all levels of an organization that seeks to address DEI as part of its mission-driven work.

Myth #8: DEI is expensive. We do not have the resources to address it.

Reality: The organizational cost not to address DEI includes lost quality, lost customers, lost creativity and ingenuity, and lost opportunities to engage with a wider range of communities. There also are several steps organizations can take that require little or no cost. For example, examining and then changing policies and procedures within the organization to be more centered on equity would be a worthwhile investment.

 
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“I can say for sure that happens because I did it. Before retirement, I was an Engineer. For the last 20 years of my career, I was a Manager and Director and I hired hundreds of people. I reviewed well over a thousand resumes for all kinds of positions. Everything from Secretaries to Engineering Managers. Both Salary and Hourly. I always culled out the resumes with Black Ethnic names. Never shortlisted anybody with a Black Ethnic name. Never hired them.”

“Since the Fortune 50 company I worked for had a stupid "affirmative action" hiring policies I never mentioned it to anybody and I always got away with it. A couple of times I was instructed to improve my departmental “diversity" demographics but I always ignored it and never got into any trouble. My stereotype is that anybody with a stupid ghetto Black ethnic name is probably worthless. I could have been wrong a couple of times but I was also probably right 99% of the time.

Glad I did it. I would do it again.”


Be quiet Mike.
 
And to show how stupid and brainwashed some non whites are, Westvall claims to be Native American and disagrees with the myths about DEI. I wonder what Native Americans call those among them who sell out to the white man like Westvall has done.
 
Another fine example of the race hustle is the current opposition to DEI. So now it is assumed here at USMB that everybody black who has a top level job was hired not because they have skillls. but only because of race. Now this whining is rich given those who do the whining are the really the only people who have been given things because of their skin color, but that has not stopped them from whining about everythng that has attempted to provide equal opportunity for all who do not belong to that specific demographic

Debunking Myths Around Diversity, Equity and Inclusion in the Workplace​

Studies by the World Economic Council confirm that equitable and inclusive practices in the workplace result in higher profitability, increased innovation, and greater employee engagement than those that disregard the issues. Decidedly, creating a diverse workforce where all employees feel they belong and can perform at their best is no small feat. It takes a commitment to change. The first step should be to discern myth from reality when it comes to the efforts needed to address diversity, equity, and inclusion (DEI) within an organization.
The only diversity that may have any value is diversity of opinion.

The ideologues of diversity, equity, and inclusion suppress the facts that the average black IQ is 85, while the average white IQ is 100.

Racial diversity can only be achieved by lowering requirements for blacks. Nothing good can come from that.
 
“I can say for sure that happens because I did it. Before retirement, I was an Engineer. For the last 20 years of my career, I was a Manager and Director and I hired hundreds of people. I reviewed well over a thousand resumes for all kinds of positions. Everything from Secretaries to Engineering Managers. Both Salary and Hourly. I always culled out the resumes with Black Ethnic names. Never shortlisted anybody with a Black Ethnic name. Never hired them.”

“Since the Fortune 50 company I worked for had a stupid "affirmative action" hiring policies I never mentioned it to anybody and I always got away with it. A couple of times I was instructed to improve my departmental “diversity" demographics but I always ignored it and never got into any trouble. My stereotype is that anybody with a stupid ghetto Black ethnic name is probably worthless. I could have been wrong a couple of times but I was also probably right 99% of the time.

Glad I did it. I would do it again.”


Be quiet Mike.
Um, according to you, this was said by someone who posts on this board regularly and says a lot of crazy stuff.


Yet you take him at his word on this?

Given his other posts, I wouldn't believe for a second that this person was in a position of authority.

Here's the main thing. NO ONE PERSON MAKES A HIRING DECISION today.

In my current job, I was recommended by a person I had mentored 15 years earlier and who had a pretty good reputation in the company.

I was interviewed by

The director of the department.
The HR person
Three members of the team.
The VP for Supply Chain
 

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