Why Diversity Without Inclusion Means a Big Miss of the DEI Point
PAGES 5-6
Second Chances are Possible in Orlando
PAGES 13-14
The Colorful Challenges of Managing Multicultural Teams
PAGES 11-12
North River Fire District Blazes New Trails in Mental Health and Wellness for First Responders with Preventive Tools from ICARE
PAGES 8-9
CONTENTS
President's Message
Page 3
Why Diversity Without Inclusion Means a Big Miss of the DEI Point
Pages 5-6
North River Fire District Blazes New Trails in Mental Health and Wellness for First Responders with Preventive Tools from ICARE
Pages 8-9
The Colorful Challenges of Managing Multicultural Teams
Pages 11-12
Second Chances are Possible in Orlando
Pages 13-14
President's Message
GreetingsGOSHRMMembers!
As we reach the last quarter of 2024, I am thrilled to reflect on our achievements and share exciting updates about the journey ahead Your dedication and enthusiasm have made this year truly exceptional, and together, we continue to elevate the HR profession in Greater Orlando
MentalHealthForumSuccess
One of our most notable accomplishments was the successful completion of the Mental Health Forum on May 7, 2024 This event was a testament to our commitment to fostering a healthy and supportive work environment. The forum brought together experts, practitioners, and leaders to discuss the importance of mental health in the workplace The insightful sessions and interactive workshops provided valuable strategies for promoting mental well-being among our employees.
Feedback from attendees has been overwhelmingly positive, highlighting the forum's impact on raising awareness and offering practical solutions Many participants expressed how the forum equipped them with the tools needed to create more inclusive and supportive workplaces This success would not have been possible without the hard work and dedication of our organizing committee and volunteers Thank you for your unwavering support!
ProgressandAchievements
Professional Development: We’ve hosted several enriching workshops, focusing on key HR topics such as leadership development, talent management, and diversity and inclusion. These sessions have empowered our members with new skills and knowledge to drive organizational success.
Networking Opportunities: Our monthly membership meetings have been engaging networking events which have seen record attendance, providing invaluable opportunities for members to connect, share experiences, and build lasting professional relationships.
Community Engagement: We’ve strengthened our ties with the local community through various outreach programs such as the NAMI Walk on April 27, 2024 Our initiatives have made a positive impact, showcasing the role of HR professionals as community leaders.
LookingAhead
As we move into the second half of the year, we have a lineup of exciting events and initiatives designed to further our mission. Here’s a glimpse of what’s to come: HR Floridia State Annual Conference: Our state’s flagship event brought together HR professionals from across the region for three days of learning, networking, and inspiration. So proud of our GOSHRM Team on performance during Lip Sync as the “Marvelettes” and winning Best Dressed So much FUN!!
Volunteer Opportunities: We encourage all members to get involved in our upcoming community service projects. Together, we can make a difference!
2025 GOSHRM Board of Directors Announcement – We will be announcing the proposed 2025 GOSHRM Board of Directors in September and so grateful for all those that submitted an application with the interest in being a Volunteer Leader for GOSHRM Please be on the lookout for more information
ThankYou
I want to extend my heartfelt gratitude to each of you for your continued support and dedication to Greater Orlando Society of Human Resource Management (GOSHRM) Your contributions are what make our chapter thrive Let’s continue to work together, support each other, and make 2024 a year of exceptional growth and achievement for the HR community
Pamela J. McGee
Pamela J. McGee, SHRM-CP, PHR, MBA
2024 President, GOSHRM
Pamela is the 2024 President of Greater Orlando SHRM (GOSHRM) and the Assistant Vice President of Human Resources, Talent Management & Total Rewards for Valencia College in Orlando, FL. In addition to holding both Society of Human Resource Management (SHRM-CP) and HRCI (PHR) level certifications, Pam has more than 30+ years of performancedriven experience with 25+ years of combined expertise in Human Resources management, talent acquisition, corporate, government and employment laws. Pamela is a strategy architect in the development of innovative HR initiatives to streamline processes and capitalize on organizational growth opportunities. As AVP at Valencia, Pamela provides vision and leadership for all aspects of the college’s talent management network, including talent acquisition, compensation, benefits, employee development, and employee experience.
CDoing it
orporate diversity efforts may be under increasing pressure in today’s polarized political environment, but that doesn’t negate the impact of diversity, equity and inclusion (or DEI) done right.
“right” is part of the challenge Diversity without inclusion misses the point And inclusion is where many employers can fall short Failing to capture the perspectives of people with diverse cultures, backgrounds, and experiences can result in an uneven playing field for business decisions and career paths
Inclusion, and why it
matters
What does inclusion mean, anyway?
It’s an environment of belonging and connection – for everyone
It’s a culture where participation is encouraged, regardless of an individual’s place in the organization
It’s one where differences are embraced, and authentic selves are welcomed
When an inclusionary environment is fostered, people are involved, valued, respected and treated fairly. They are empowered and recognized
It’s possible to have diversity without inclusion and inclusion without diversity But that will hobble success
A Deloitte study found that diverse employers achieve 23 times greater cash flow per employee Research by Gartner found performance improvements of as high as 30% among inclusive teams in high-diversity environments
Yet that same research also found that only 40% of employees said an inclusive environment was encouraged by their boss And when inclusivity is missing, 40% of workers would switch jobs to be part of a more inclusive culture, another survey found
Boosting inclusionary efforts
It’s not enough to say that inclusion is a priority. Policies and practices need to measure up. And it’s a top-down drive, as change begins at the top In a study of Fortune 1000 companies, 41% of respondents said they were “too busy” to add structure to their informal diversity efforts Leadership must walk the talk, supporting HR and individual managers in enacting what it takes to build a diverse and inclusionary culture
Stephanie Wainwright is an Employee Benefits Practice Leader for Hub International insurance brokerage in Florida, consulting with clients to develop successful benefits programs She has led alternative funding arrangement and cost containment solutions; and understands the needs of aligning longterm EB engagement and cost control objectives to the member experience and organization’s culture
Employee feedback. To really get a pulse on how your efforts are measuring up, ask the people who matter: employees themselves. Feedback fosters engagement and inclusion, and the digital era gives more tools through more channels than ever before to gather them in real time What really counts, though, is acting on what they tell you That will keep them connected and responding as it shows their views matter.
Training. DEI, goals, and best practices should be key to leadership and management training, and integrated into how jobs are done and people are treated, day-in and day out It includes incorporating diversity and inclusion in recruitment and retention, equipping managers to recognize and counter implicit bias It extends to how team environments are built and supported, with listening and recognition emphasized Employees themselves need training to overcome biases and encourage inclusionary behaviors
Identify and improve exclusionary policies, practices. Women working full-time earn only 84% of what men do Addressing that gap is key to reinforcing the understanding that everyone ’ s contribution counts and is valued Other practices may be less obvious but no less impactful Organizational silos, for example, are common among businesses, but they tend to result in exclusivity and hinder collaboration Breaking down silos will strengthen inclusive networks – and DEI efforts
Promote a sense of community. Also important is putting resources to work that will unify employees and solidify their connection to each other and their employer. Affinity groups or networks are one way to unite people with shared interests, purpose and/or identity Women’s groups and LGBTQ+ networks are examples These are especially helpful at large organizations where people can feel disconnected. Some companies also have established DEI steering committees, recruiting people from all walks of the business to oversee and advocate for a diverse and inclusive environment
Measure to ensuring you’re managing. Assess which KPIs for diversity and inclusion are most relevant to your organization to monitor your progress Diversity KPIs are fairly straightforward – just track the workforce breakdown by gender, race and geography, for starters, and how it changes Measuring inclusion is more complicated The Perceived Group Inclusion Scale is one option, a gauge of employees’ sense of belonging and authenticity And while measuring is essential, so is using the resulting insights to continuously improve your DEI efforts
Diversity and inclusion foster business success: Three-quarters of organizations with diverse and inclusive decision-making teams will exceed their financial targets But you can’t have one without the other. And today both diversity and inclusion are table stakes for success at any organization
Orlando & Palmetto, Florida – May 9, 2024 - North River Fire District (NRFD) proudly announces its pioneering efforts in prioritizing the mental health and wellness of its dedicated team of first responders. With a strong emphasis on caring for its family of 75 employees, NRFD has partnered with the International Center for Addiction and Recovery Education (ICARE) to implement programs to support the mental wellbeing of its workforce and mitigate potential substance misuse
The National Survey on Drug Use and Health reports up to 40% of firefighters engage in alcohol abuse Despite the importance of mental health in this high stress profession, there is an undeniable cultural stigma concerning mental healthcare treatment Fear of being seen as weak or not up to the job of a first responder keeps many from seeking help and can lead suffering individuals to turn to using substances to cope
"At NRFD, our mission is C A R E - Courage, Accountability, Respect, and Excellence This extends beyond fighting fires; it encompasses the holistic wellbeing of our loyal, service-minded employees," says Chief Joe Sicking who has been with the district for 18 years
CHIEF JOE SICKING
"Family is our number one core value Our firefighters, with an average age of 25, face incredibly stressful situations daily Despite no reported incidents of drug and alcohol addiction, we understand the impact of working in such a traumatic workplace environment. It's our responsibility to ensure our team members have the
support they need to be healthy in mind, body and spirit, both on and off the job "
NRFD's commitment to employee wellbeing goes beyond conventional measures such as insurance-based EAP services. Since 2016, NRFD has seen the profound impact of its Fire Chaplain program, spearheaded by Chaplain Kelvin Foster, a former firefighter with military service experience and part of Tampa Bay’s Regional Critical Incident Team.
The Fire Chaplain program has been instrumental in providing peer support and counseling services to NRFD employees since the pandemic in 2020. "Chaplain Foster has been the heart of our mental health initiatives," Chief Sicking adds. "His dedication to the wellbeing of our team is unparalleled and I have total confidence in his judgement "
In December 2023, Chief Sicking introduced ICARE to NRFD, trusting Chaplain Foster's thorough vetting of the organization The subsequent administration of ICARE's Healthy Self Checkup in March revealed exceptionally high levels of stress, anxiety, and sleep deprivation among NRFD employees Chief Sicking recognizes these challenges as
potential precursors to alcohol and substance misuse, highlighting the importance of accountability in maintaining sobriety within the firefighting profession.
"I understand the value of providing preventive care to our employees. Through initiatives like ICARE's Healthy Self Checkup and our Fire Chaplain program, we are pioneering mental health and wellness practices on a national level,” Chief Sicking states Continued on next page
CHAPLAIN KEVIN FOSTER
“I am encouraged by the work ICARE is doing to facilitate optimum wellness within the NRFD family. The first step is bringing awareness of the potential problem of alcohol and substance misuse in a high stress work environment. Secondly, it's equipping our managers with skills to identify and address possible issues around these problems ”
In late May, as part of their ongoing commitment to employee development, ten of NRFD's managers will undergo management training from ICARE's Vice President and Executive Director, Cheryl Brown Merriwether “ICARE is honored to be associated with an organization that values its people so highly,” notes Merriwether "NRFD is taking preemptive steps to foster a Recovery Friendly Workplace, which includes creating a psychologically-safe, stigma-free workplace environment ”
NRFD's proactive approach to mental health and wellness sets a precedent for first responders nationwide. According to Chaplain Foster, under Chief Sicking, NRFD has earned a reputation as an industry leader in addressing the inherent stressors of being a first responder. “As trailblazers, the district will continue to embrace best practices and evidence based resources such as ICARE to support NRFD’s dedicated men and women. ”
Chief Sicking hopes their efforts will inspire others to prioritize employee wellbeing "Firefighters are dedicated to serving others and don’t like asking for help, but it's essential they feel safe seeking support if and when they need it," he concludes
About North River Fire District
The North River Fire District (NRFD) serves the communities of Manatee County, Florida, with a dedicated team of 75 employees committed to providing exceptional service NRFD's mission is rooted in C A R E - Courage, Accountability, Respect, and Excellence
The purpose of the NRFD is to serve, protect and educate the public The district encompasses 82 square miles among which lie the communities of Ellenton, Gillette, Memphis, Palmetto, Parrish, Palm View, Piney Point, Rubonia, Snead Island and Terra Ceia. North River was formed in 1988 when the Ellenton Fire Control District and the Palmetto Fire Control District merged. For more information about North River Fire District, visit: https://www.nrfd.org/
About International Center for Addiction and Recovery Education (ICARE)
The International Center for Addiction & Recovery Education (ICARE) is a Center of Excellence for bringing together people and processes to overcome the unprecedented societal challenges of addiction The culmination of 25+ years of work in the field of recovery and addiction, ICARE is deeply rooted in the principles of Resilience and Emotional Sobriety ICARE is committed to raising the awareness of addiction in our culture and helping individuals live their best lives, free from problematic behaviors and past stigma
ICARE was founded in 2020 during COVID 19 as a response to the surge in substance misuse occurring during this devastating time The brainchild of Dr Jean LaCour, ICARE is a DBA of parent organization, the NET Training Institute (NTI), a 501 (C)(3) nonprofit. ICARE Workforce Solutions and the International Association for Professional Recovery Coaches (IAPRC) are additional subsidiaries operating under the NTI umbrella. Together these entities provide resources and credentialed training programs to both individuals and corporations to solve the growing global problem of addiction in individuals, families, communities, and the workforce. For information visit www.ICARE-Aware.org.
ICARE Media Contact:
ABOUT THE AUTHOR
Cheryl Brown Merriwether, SHRM-SCP, SPHR, CPRC, CRSS brings over two decades of experience in corporate HR management at AT&T, addiction recovery awareness, and adult education to the International
Center for Addiction and Recovery Education (ICARE). As VP and Executive Director, she oversees and directs the administration, operations, and student support services for ICARE’s three divisions, ICARE Workforce Solutions™, International Association of Professional Recovery Coaches (IAPRC) and NET Institute.nCheryl serves on the National Recovery Friendly Workplace: Definition and 2024 National Certification Standards Group, presented by the National Recovery Friendly Workplace Institute, an initiative of the 501(c)(3) not-for-profit Global Recovery Initiatives Foundation (GRI)
ELIZABETH FAIRLEIGH
The Colorful Challenges of Managing Multicultural Teams
By Edna Vessey
Did you know that companies with diverse cultures have 2.5 times higher cash flow per employee? This is because diverse management tends to outperform less diverse organizations by 35% in
Some of the common challenges leaders face are stereotypes and biases This is a product of a lack of exposure or education among diverse groups Assumptions are made based on a person's race, gender, age, sexual orientation, political views, religious association, etc For example, a leader can assume that an employee with a heavy accent will have a more challenging time learning new technology or gathering the proper requirements That leader purposely excludes this employee from a technology project opportunity due to their assumptions. This is a missed opportunity for the employee
and the organization. The employee’s wealth of experience can be leveraged in the project to garnish some cool out-ofthe-box solutions. These predisposed assumptions can erode trust and stifle the team's ability to lean on each other’s knowledge and innovation People are most creative and productive when they can be authentic!
Another example of a challenge is the fundamental differences in communication styles, hence, the commonly used term “lost in translation ” This happens due to cultural misunderstandings that can appear in verbal or nonverbal communication queues In some Asian cultures, moving your head from left to right means “ yes ” or demonstrating agreement, while in the U S , it could mean a “maybe” or that you are unsure, especially if shoulder shrugs follow it Without proper understanding, a meeting facilitator may misconstrue the team's stance and make erroneous decisions based on their own interpretations of the nonverbal cues Miscommunications can inevitably lead to missed requirements, misunderstandings, and frustrations
Ways to Mitigate
How can leaders and HR help mitigate and minimize some of these challenges?
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Leaders can follow these simple tactics to overcome these colorful challenges:
Develop Trust: Help leaders identify team-building activities that showcase the employee’s unknown skill outside the typical work ecosystem Escape rooms, sporting activities, or strategic sessions promoting teamwork will help develop trust among the team A team that trusts each other can see beyond assumptions and biases
Cultural Awareness: Invest in developing the team's cultural intelligence the ability to relate to others in a culturally diverse situation (CQ) Becoming culturally literate will promote better communication across the board, mitigating losses in translation This will foster authenticity and creativity
Set an Example: Leaders, it’s time to get personally engaged. Don't just rattle off Diversity and Inclusion KPIs; roll your sleeves up and do the work. Be intentional about the culturally diverse environment you can create. Be self-aware of your struggles by demonstrating tolerance and deliberately enhancing your CQ.
Let them Shine
Leveraging the tactics mentioned above will allow your team to shine in all their splendid colors You will encounter a team that feels trusted, a leadership that is empowered to extract
authenticity from its workforce, and an organization that will outshine its competition. Stephen Covey, Author of The 7 Habits of Highly Effective People, says, "Strength lies in differences, not similarities."
ABOUT THE AUTHOR
Edna is a seasoned business transformation expert with nearly two decades of experience in project, program, and portfolio management. Her unique ability to forge authentic relationships has played a pivotal role in her career progression, rising
from Business System Analysis to Change and Transformation Senior Leadership, she has developed and led Enterprise Project Management Offices and Diversity and Inclusion Councils. Edna's exceptional change management skills have made her the go-to resource for CEOs seeking transformational leadership to achieve complex strategic objectives, such as large-scale efforts in Diversity, Inclusion & Equity, Digital & Data Transformations, Sales Operational Innovations, and Financial Standardization. Edna is an award-winning leader, frequently recognized for her ability to drive fundamental change through best practices and process improvements Edna joined Trova in 2022 to provide project and program leadership, PMO creation, and Diversity & Inclusion programs to Trova's clientele. In her free time, she enjoys spending time with her blended family, exploring the outdoors, reading, and volunteering in her community
GOSHRM Workforce Readiness Committee is committed to forging partnerships with organizations in Greater Orlando that are striving to ensure a qualified workforce for area employers. Operation New Hope is working double-time in this regard. They not only train 2nd chance job seekers but also partner with 2nd chance employers to help them qualify for tax credits and ensure the lasting success of their placements.
Operation New Hope’s mission is to provide the support and training needed to help people who have experienced the criminal justice system reconnect to the workforce through employment opportunities that offer a sustainable quality of life The organization hosts a 2nd Chance Showcase every 2nd Friday of the month at their Orlando facility located at 617 N Magnolia Avenue The Showcase aligns with a graduation ceremony that celebrates clients who have recently completed the organization’s Ready4Work program Those who take advantage of the opportunity to participate in one of these Showcases often leave changed as a result
The Showcase is an opportunity for Central Florida businesses to learn how they can become 2nd chance employers and discover the many benefits of doing so. HR professionals also have opportunities to contribute, such as by volunteering as a mock interviewer through Operation New Hope’s Community in the Classroom program. Joanne Hamrick returned the following week to do just that.
are conducted in front of the rest of the class This gives other participants the opportunity to observe and learn from the process. At the end of the interview, the mock interviewer provides feedback, and classmates are given the opportunity to critique the interview and ask questions. The exercise is extremely valuable for participants as they prepare to re-enter the workforce. Operation New Hope’s goal is to change lives and rebuild careers, and getting clients comfortable with job interviewing is critical to their long-term success. HR professionals can contribute significantly by offering their expertise in this area
During the visit to Operation New Hope, one message particularly stood out “You can’t be a contributing member of society if you are not given the opportunity to contribute ” For the formerly incarcerated, the path to a quality life is often full of roadblocks, such as court costs, probation fees, and interest on missed child support payments, just to name a few For those who have not experienced the criminal justice system, it is easy to underestimate how difficult it can be to secure housing, a job, and the basic necessities that are needed for one to feel safe, motivated, and able to contribute
Contributing to society starts with having a job that can effectively provide a sustainable quality of life. Sadly, too few employers are willing to give even non-violent offenders the second chance they need to become contributing members of society, and even fewer are actively seeking to employ the formerly incarcerated.
Continued on next page.
Consequently, many employers are missing out on a labor pool that is eager to learn, work, and become valuable assets to their employers This loss is further compounded by the tax credits available to businesses that hire from this labor pool Operation New Hope understands that becoming a 2nd chance employer may seem challenging or impossible. That is why they work hard to prepare their clients for success and provide the necessary support for their employer partners. They are dedicated to ensuring successful placements.
Please accept the challenge to learn more about becoming a 2nd chance employer and/or consider volunteering your HR expertise to help 2nd chance job seekers confidently reenter the workforce. Visit https://operationnewhope.org/ for more information Second Chances are Possible
Dr. Kathleen Daniel has been working in the Strategic HR and Business Management space for over 25 years and has supported a variety of industries including Hospitality, Health Care, Manufacturing, Freight Logistics, Professional Services, Non-profit, and Higher Education She works as an HR Service Partner for Puzzle HR, a Tampa, FL-based HR as a Service (HRaaS) company. Dr. Daniel also teaches Intro to Business Management, Intro to HR Management, and Preparing for Student Success courses online for the College of the Florida Keys as an Adjunct Instructor. Kathleen serves on the GOSHRM Board of Directors as the Director of Workforce Readiness Dr Daniel describes herself as a business and HR strategist, wellbeing advocate, corporate social responsibility promoter, and a relentless knowledgeseeker. Dr. Daniel holds a BBA and MBA from Strayer University and a PhD in Business Management from Capella University.
Joanne Hamrick, SHRM-SCP, is a Human Resources Consultant specializing in employee relations, leadership development, and compliance for small to medium-sized companies. She also serves as an Adjunct Instructor at Valencia College, where she teaches students how to prepare for interviews and develop resumes. Joanne holds a master’s degree in Human Resources from Rollins College and is passionate about building strong relationships and helping people reach their full potential. She is actively involved in her community, volunteering as a Coach and Instructor with Jobs Partnership, participating on the GOSHRM Workforce Readiness Committee, and serving on the vestry at her church When she’s not volunteering or consulting, you can find her on the pickleball court
2024 Board of Directors
President: Pamela McGee, SHRM-CP, PHR
Past President: Cheryl Brown Merriwether, SHRM-SCP, SPHR
Finance: Heidi Welch, SHRM-CP, PHR
Secretary: Dreamma Mendoza
Certification : Adam Primi, SHRM-SCP
College Relations: Crystal Palacios, SHRM-CP
Diversity & Inclusion : Dr. Lynn Johnson, PhD, SHRM-SCP
