Assignment Prompt & Instructions
– ## Week4DiscussionResponse-ManagingPeoplePromotingCollab.docx
**## Week4DiscussionResponse-ManagingPeoplePromotingCollab.docx**
Week 4 Discussion Response
Managing People & Promoting Collab
Colleague 1
Alexis Rubin
**Job Announcement: Director of Culture, Inclusion & Talent Development**
**Position Title:**
Director of Culture, Inclusion & Talent Development
**Location:** Hybrid – U.S.-Based
**Reports To:** Chief Human Capital Officer
**Position Overview**
Our company needs a strategic, compassionate individual to fill the Director of Culture, Inclusion & Talent Development position. This is vital in creating a climate that integrates culture with core values, inspires people with a sense of purpose, and embraces innovation through inclusive practices. The desired candidate should have both vision and operations proficiency that will enable them to create a transformational culture, reduce workplace drama, and maximize cooperation.
**Key Responsibilities**
· Design and apply culture strategies based on a scheme of artifacts, espoused values, and assumptions that aim to align what we say and what we do (Scheme, 2017).
· Encourage a self-driven employee base, prioritising freedom, effort of sublimation, and a sense of vocational value instead of merit and demerit (Fowler, 2014).
· Build psychological safety and demonstrate emotionally intelligent leadership to minimize team struggle, conflict, and disengagement (McQuaid, 2019).
· Encourage diverse gatherings and decision-making frameworks to give unequal voices a stage and contribute to diversity (Heath & Wensil, 2019).
· Train coach leaders to implement inclusive behavior styles using evidence-based practice, such as empathy, humility, and bias awareness (Bourke & Titus, 2020).
**Preferred Experience & Core Competencies**
· Considerable experience in organizational development, employee engagement, or DEI programs.
· Success in handling complex group dynamics and leading through change has been demonstrated.
· Ability demonstrated to disrupt bias and conflict resolution and foster inclusive environments to spur performance.
· In-depth understanding of culture analytics, communication, and new knowledge on data of digital cultural traces (Corritore et al., 2020).
· Thinking skills based on teamwork or group work, trust, and constant development.
**Why Join Us?**
This position provides a rare chance to lead an organization that is progressive in its approach and values inclusion and innovation in its activities. We are redefining what success really means based on not just the outcome but also the feeling people have in the achievement process.
**Reference**
Bourke, J., & Titus, A. (2020, March 6).
_The key to inclusive leadership_. Harvard Business Review.
[https://hbr.org/2020/03/the-key-to-inclusive-leadershipLinks to an external site.](https://hbr.org/2020/03/the-key-to-inclusive-leadership)
Corritore, M., Goldberg, A., & Srivastava, S. B. (2020, January 1).
_The new Analytics of Culture_. Harvard Business Review.
[https://hbr.org/2020/01/the-new-analytics-of-cultureLinks to an external site.](https://hbr.org/2020/01/the-new-analytics-of-culture)
Fowler, S., & Fowler, S. (2014, December 12).
_Why the way we motivate People–And Ourselves–Matters_. Fast Company.
[https://www.fastcompany.com/3039776/why-the-way-we-motivate-people-and-ourselves-mattersLinks to an external site.](https://www.fastcompany.com/3039776/why-the-way-we-motivate-people-and-ourselves-matters)
https://hbr.org/2019/09/to-build-an-inclusive-culture-start-with-inclusive-meetings
McQuaid, M., PhD. (2019, November 18). An interview with drama researcher Cy Wakeman.
_Psychology Today_.
[https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-downLinks to an external site.](https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-down)
Schein, E. H. (2017).
_Organizational culture and leadership_ (5th ed.). Wiley.
Colleague 2
Lauren Adkins
**Position Opening: Director of People, Engagement, and Inclusive Excellence**
**Department:** Organizational Strategy & Culture
**Location:** U.S.-based Remote Eligible
**Reporting To:** Vice President of People Operations
**Who We are Looking For**
We would like to find an agile and emotionally intelligent leader to join our executive team and serve as the Director of People, Engagement, and Inclusive Excellence. This person will act as a cultural architect who influences workers' feelings at work, creates a sense of accountability, and lowers tension between groups of workers.
The right candidate understands the importance of diversity and how to incorporate inclusion into every stratum of interaction, communication, and leadership behavior.
**Key Focus Areas**
·
**Culture Strategy:** Initiate the creation of systems that exceed superficial values and involve the employees in the behavioural norms, rituals, and assumptions (as described by Schein, 2017).
·
**Drama Reduction:** Eradicate the unproductive relationships like gossiping, blame games, and silos by training managers to waste minimum emotion (McQuaid, 2019).
·
**Inclusive Team Practices:** Visit the way meetings and spaces of collaboration are organized, so that loud voices do not drown out diverse thinking (Heath & Wensil, 2019).
·
**Bias Interruption:** Train coach leaders to interrupt systemic and behavioral bias, especially during the hiring process, promotions, and team tasks (Williams & Mihaylo, 2019).
·
**Values-Driven Motivation:** Create an environment where people feel the importance of their work, find meaning and development, and build meaningful connections between their work and the rest of the world (Fowler, 2014).
**Qualifications & Traits**
· plus 10 years of culture, DEI, or strategic HR leadership experience.
· Practice supporting leadership training based on empathy, transparency, and equity.
· Competency in organizational culture change in times of high change or volume.
· Evidence of success in moving away from extrinsic to intrinsic motivation regimes.
· Craft and develop inclusive onboarding, communication, and engagement experiences.
**Organizational Values**
This position will help us realize our mission of being an organization where authenticity, innovation, and belonging are not a dream but the norms of everyday life at the workplace. With us, you will deal with a team that considers culture a practice, not a poster.
**Reference**
Schein, E. H. (2017).
_Organizational culture and leadership_ (5th ed.). Wiley.
McQuaid, M., PhD. (2019, November 18). An interview with drama researcher Cy Wakeman.
_Psychology Today_.
[https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-downLinks to an external site.](https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-down)
Williams, J. C., & Mihaylo, S. (2019).
_How the Best Bosses Interrupt Bias on Their Teams_. Harvard Business Review.
[https://hbr.org/2019/11/how-the-best-bosses-interrupt-bias-on-their-teamsLinks to an external site.](https://hbr.org/2019/11/how-the-best-bosses-interrupt-bias-on-their-teams)
Heath, K., & Wensil, B. (2019).
_To Build an Inclusive Culture, Start with Inclusive Meetings_.
[https://hbr.org/2019/09/to-build-an-inclusive-culture-start-with-inclusive-meetingsLinks to an external site.](https://hbr.org/2019/09/to-build-an-inclusive-culture-start-with-inclusive-meetings)
Fowler, S., & Fowler, S. (2014, December 12).
_Why the way we motivate People–And Ourselves–Matters_. Fast Company.
[https://www.fastcompany.com/3039776/why-the-way-we-motivate-people-and-ourselves-mattersLinks to an external site.](https://www.fastcompany.com/3039776/why-the-way-we-motivate-people-and-ourselves-matters)
**## Week4DiscussionResponse-ManagingPeoplePromotingCollab.docx**
Week 4 Discussion Response
Managing People & Promoting Collab
Colleague 1
Alexis Rubin
**Job Announcement: Director of Culture, Inclusion & Talent Development**
**Position Title:**
Director of Culture, Inclusion & Talent Development
**Location:** Hybrid – U.S.-Based
**Reports To:** Chief Human Capital Officer
**Position Overview**
Our company needs a strategic, compassionate individual to fill the Director of Culture, Inclusion & Talent Development position. This is vital in creating a climate that integrates culture with core values, inspires people with a sense of purpose, and embraces innovation through inclusive practices. The desired candidate should have both vision and operations proficiency that will enable them to create a transformational culture, reduce workplace drama, and maximize cooperation.
**Key Responsibilities**
· Design and apply culture strategies based on a scheme of artifacts, espoused values, and assumptions that aim to align what we say and what we do (Scheme, 2017).
· Encourage a self-driven employee base, prioritising freedom, effort of sublimation, and a sense of vocational value instead of merit and demerit (Fowler, 2014).
· Build psychological safety and demonstrate emotionally intelligent leadership to minimize team struggle, conflict, and disengagement (McQuaid, 2019).
· Encourage diverse gatherings and decision-making frameworks to give unequal voices a stage and contribute to diversity (Heath & Wensil, 2019).
· Train coach leaders to implement inclusive behavior styles using evidence-based practice, such as empathy, humility, and bias awareness (Bourke & Titus, 2020).
**Preferred Experience & Core Competencies**
· Considerable experience in organizational development, employee engagement, or DEI programs.
· Success in handling complex group dynamics and leading through change has been demonstrated.
· Ability demonstrated to disrupt bias and conflict resolution and foster inclusive environments to spur performance.
· In-depth understanding of culture analytics, communication, and new knowledge on data of digital cultural traces (Corritore et al., 2020).
· Thinking skills based on teamwork or group work, trust, and constant development.
**Why Join Us?**
This position provides a rare chance to lead an organization that is progressive in its approach and values inclusion and innovation in its activities. We are redefining what success really means based on not just the outcome but also the feeling people have in the achievement process.
**Reference**
Bourke, J., & Titus, A. (2020, March 6).
_The key to inclusive leadership_. Harvard Business Review.
[https://hbr.org/2020/03/the-key-to-inclusive-leadershipLinks to an external site.](https://hbr.org/2020/03/the-key-to-inclusive-leadership)
Corritore, M., Goldberg, A., & Srivastava, S. B. (2020, January 1).
_The new Analytics of Culture_. Harvard Business Review.
[https://hbr.org/2020/01/the-new-analytics-of-cultureLinks to an external site.](https://hbr.org/2020/01/the-new-analytics-of-culture)
Fowler, S., & Fowler, S. (2014, December 12).
_Why the way we motivate People–And Ourselves–Matters_. Fast Company.
[https://www.fastcompany.com/3039776/why-the-way-we-motivate-people-and-ourselves-mattersLinks to an external site.](https://www.fastcompany.com/3039776/why-the-way-we-motivate-people-and-ourselves-matters)
https://hbr.org/2019/09/to-build-an-inclusive-culture-start-with-inclusive-meetings
McQuaid, M., PhD. (2019, November 18). An interview with drama researcher Cy Wakeman.
_Psychology Today_.
[https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-downLinks to an external site.](https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-down)
Schein, E. H. (2017).
_Organizational culture and leadership_ (5th ed.). Wiley.
Colleague 2
Lauren Adkins
**Position Opening: Director of People, Engagement, and Inclusive Excellence**
**Department:** Organizational Strategy & Culture
**Location:** U.S.-based Remote Eligible
**Reporting To:** Vice President of People Operations
**Who We are Looking For**
We would like to find an agile and emotionally intelligent leader to join our executive team and serve as the Director of People, Engagement, and Inclusive Excellence. This person will act as a cultural architect who influences workers' feelings at work, creates a sense of accountability, and lowers tension between groups of workers.
The right candidate understands the importance of diversity and how to incorporate inclusion into every stratum of interaction, communication, and leadership behavior.
**Key Focus Areas**
·
**Culture Strategy:** Initiate the creation of systems that exceed superficial values and involve the employees in the behavioural norms, rituals, and assumptions (as described by Schein, 2017).
·
**Drama Reduction:** Eradicate the unproductive relationships like gossiping, blame games, and silos by training managers to waste minimum emotion (McQuaid, 2019).
·
**Inclusive Team Practices:** Visit the way meetings and spaces of collaboration are organized, so that loud voices do not drown out diverse thinking (Heath & Wensil, 2019).
·
**Bias Interruption:** Train coach leaders to interrupt systemic and behavioral bias, especially during the hiring process, promotions, and team tasks (Williams & Mihaylo, 2019).
·
**Values-Driven Motivation:** Create an environment where people feel the importance of their work, find meaning and development, and build meaningful connections between their work and the rest of the world (Fowler, 2014).
**Qualifications & Traits**
· plus 10 years of culture, DEI, or strategic HR leadership experience.
· Practice supporting leadership training based on empathy, transparency, and equity.
· Competency in organizational culture change in times of high change or volume.
· Evidence of success in moving away from extrinsic to intrinsic motivation regimes.
· Craft and develop inclusive onboarding, communication, and engagement experiences.
**Organizational Values**
This position will help us realize our mission of being an organization where authenticity, innovation, and belonging are not a dream but the norms of everyday life at the workplace. With us, you will deal with a team that considers culture a practice, not a poster.
**Reference**
Schein, E. H. (2017).
_Organizational culture and leadership_ (5th ed.). Wiley.
McQuaid, M., PhD. (2019, November 18). An interview with drama researcher Cy Wakeman.
_Psychology Today_.
[https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-downLinks to an external site.](https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-down)
Williams, J. C., & Mihaylo, S. (2019).
_How the Best Bosses Interrupt Bias on Their Teams_. Harvard Business Review.
[https://hbr.org/2019/11/how-the-best-bosses-interrupt-bias-on-their-teamsLinks to an external site.](https://hbr.org/2019/11/how-the-best-bosses-interrupt-bias-on-their-teams)
Heath, K., & Wensil, B. (2019).
_To Build an Inclusive Culture, Start with Inclusive Meetings_.
[https://hbr.org/2019/09/to-build-an-inclusive-culture-start-with-inclusive-meetingsLinks to an external site.](https://hbr.org/2019/09/to-build-an-inclusive-culture-start-with-inclusive-meetings)
Fowler, S., & Fowler, S. (2014, December 12).
_Why the way we motivate People–And Ourselves–Matters_. Fast Company.
[https://www.fastcompany.com/3039776/why-the-way-we-motivate-people-and-ourselves-mattersLinks to an external site.](https://www.fastcompany.com/3039776/why-the-way-we-motivate-people-and-ourselves-matters)