Habits What do you do with your diversity programs after the workshops

Highly
of
and seminars are finished? Many organizations believe that once the
training session is held, diversity and inclusion will follow. But Diversity

Effective Trainers know that the real business of building diversity programs is in

DiversityTraining
Experiential Diversity Education

A
W.W. Grainger Makes Training a Habit, Not an Event
African-American au- each group, they had an opportunity to do
thor Dr. Maya Angelou once on-site research with representatives of the
said, “People will forget what different audiences, and their results were judged
you say… and people will for- by members of Grainger’s employee affinity
get what you did… but people networks, called Business Resource Groups
will never forget how you made (BRGs), representing each constituency.
them feel.” The exercise, called “Recipe for Success,”
W.W. Grainger, Inc. has was conducted in the Grainger headquarters’
taken those words to heart campus cafeteria and required each team to
in designing inclusion and determine the ingredients and appearance for
diversity training programs that feature expe- the pizza, create its package design, develop
riential education integrated into the very way a 30-second advertising spot, and deliver it in an
the company does business. appropriate way. And then they had to execute
“We call it ‘action learning,’” says Kim their plan, all in the space of three hours.
Cysewski, Grainger’s VP of Human Resources.
Rave Reviews
“That’s because people are far more receptive
“This was a fabulously successful education
to valuing differences and translating that to
program,” Cysewski says. “People not only had
our customers when they can
fun, but they learned more about how
experience it directly, rather than
to build relationships with other
being told or shown.”
people, understand their unique
Recipe for Success needs, and collaborate to deliver
The most recent example distinctive products attractive to
came during a team- them. And this is exactly what
building exercise for the we’re working to achieve in our
two hundred members of actual business.”
the U.S. leadership team, Mike Zeller, Grainger’s Direc-
and it all centered around tor of Territory Sales, made a clear
making a pizza. Teams were formed to de- connection to the work he does every
velop a pizza product for one of seven differ- day. “This exercise really helps us to think about
ent groups—African Americans, Asian Pacific the customer and how to put them first. That way,
Islanders, Latinos, Women, Baby Boomers, we can figure out how we can reach them by being
Generation Xers, and Millenials. They were more relevant to them.”
armed with demographic information about
36 Pro f i les i n D i ve rsit y Journal January/February 2010
managing them after their inception. Diversity Training needs to become a habit—not just an
event. Habit, by definition, is an acquired behavior pattern regularly followed until it becomes
automatic. Make diversity training a habit in your organization, and diversity awareness will
automatically follow. W.W Grainger has, by concentrating on training activities that continue
to build a constant awareness of diversity. Discover their “Recipe for Success!”

Grainger leaders participating

in Recipe for Success
And Erwin Cruz, an Enterprise Architect and
Vice President of the Asian Pacific Island-
er BRG, observed that the work teams also
enhanced their understanding of inclusion
and diversity. “We saw the teams ask the
right questions to ensure that they understood
their customers and were creating a product for
that particular market.”
Integrated Education
This exercise, which gave business leaders a true
feel for the value of inclusion and diversity, is
one example of Grainger’s habit of integrating
this important concept into the business,
according to Chere Nabor, Chief Diversity
Officer. “Integrated education is the corner-
stone to bring inclusion and diversity to life
in the organization,” Nabor says.
“Where diversity training is typically an event
that is included at specific times—like employee Training/Development department. “The appre-
orientation and then later as a person enters ciation of diversity that makes us unique in the
management—we leverage marketplace is aligned and embedded in every
every training opportunity training and education program.”
along the continuum to Dedicated Trainer Liaison
increase awareness among That alignment is ensured by a dedicated team of
our employees.” training staff who have immersed themselves in
This means inclusion the inclusion and diversity culture, and they en-
and diversity is threaded sure that these principles are incorporated into
throughout Grainger’s train- every other training course.
Nabor ing curriculum, encom- They include Mary Fasone, training program
passing sales, customer manager; Mahelet Senbetta, training designer;
sevice, compliance, brand, supply chain, product and Naticia Anderson, training delivery manager.
knowedge, leadership, several talent management “We participate in each of our BRGs, as
programs, and employee development. well as outside seminars and courses in inclu-
“Inclusion and diversity is becoming a con- sion and diversity,” Fasone says. “We bring all
versation we deal with every day as a matter of this information together to incorporate it into
habit,” says John Lawson, Director of Grainger’s all of our training programs.”

Prof iles in Div er s it y Jou r na l January/February 2010 37

 Senbetta sees it as them to create the
a “tremendous oppor- appropriate training
tunity” to integrate and development pro-
inclusion and diversity grams,” Marshall says.
into everything as a “At the same time,
matter of habit. they bring an insight
Anderson sees her into our business and
immersion into inclu- an understanding of
sion and diversity as emerging markets, so
an aid to her personal they can contribute to
development, as well the company’s growth
as a strong component as well.”
to use in delivering Nabor adds that
her sales training courses. “When you build people’s knowl- the company’s recent BRG Summit was an exceptional tool
edge of diversity, you enable them to work better with our in educating the organization on the value of inclusion and
diverse customers.” diversity. “There is a lot of power that is amplified all the
more from bringing everyone together.”
E-Learning for All
Nabor also points out that, while educating managers Suits and Corporate Ladders
through leadership training is important, Grainger has also
developed a diversity e-learning program, “A Business Im-
perative,” available to every person in the organization. Suits and Corporate Ladders
$
“Employees can go online and learn about Grainger’s ne
r 99 98 97 96 95 94 93 92 91
win 0
Instructions 1 0 object To collect the most Talent Stars and Diversity Dollars or
How to play the game:
commitment to inclusion and diversity through an interac- For 2 to 4 players
And finally, to demonstrate how inclusion and diversity
be the first player to reach the #100 “Winner” bonus square.

1. Roll the dice to decide which player goes first. The player
$
tive training course that’s available right at their desktop,” Suits and Corporate Ladders is a game designed
to share the business advantages of an inclusive workforce.
contributes 81 setup 82 to 83 the$ 84 company’s 85 86 success, 87 Nabor
88
Position the gameboard so that all the players can easily
move their pawns from square to square. Everyone chooses
89created
90
with the highest number goes first. Feel free to use the spinner
wheel as an alternative method.
a pawn to play. Any extra pawns are out of play. Chosen pawns
she says. Players are shown the potential rewards for implementing
“Suits and Corporate
the best practices of inclusion and diversity as they climb up the
?
? Ladders”—a board
?
game
?
?
start off outside of the board area near square #1. Get ready for fun! that 2. Each player should take turns spinning the wheel to determine
the number of spaces to move forward. Follow the numbering
ladders of Limitless Growth. The pitfalls of Stagnant Growth ? on the board and be mindful of the board’s zigzag path!
In addition to this formal e-learning program, employ- serve as consequences for unwise decisions.
leverages
80 79the78 concept
All about 77 the of76squares
a popular 75 children’s
74 73 game71as an
72 3. Remember, your pawn must land on a green or orange
square in order to climb up the ladder or fall down the board.
Although this game is based on “the luck of the spin”,
ees also converse with each other through a Twitter-like educational tool.
players should not be discouraged! The main goal of the
game is to ensure a wide range of outcomes that will help
Take a brief moment to look over the gameboard. The squares are numbered
from 1 to 100. Players’ pawns will move back and forth across the board in an
upward and zig-zag fashion. The squares are color coded to indicate which
program called “Yammer,” an in-house, online communica- Players
to build awareness of the objective, strategies, and values
of inclusion and diversity.
61 62landing 63 on 64 colored spaces 67pick68up cards
action should be taken. Please note the following:
65 66 69 that
70
If you land on a green square, follow the ladder upwards and place your pawn
tion facility. There are as many as 340 threads posted on a contain quotes and facts and figures about inclusion and
on the square where the ladder ends. A person will be waiting there holding either
stars or a dollar sign in their hand. Make sure to pull a Limitless Growth card from
Contents the deck. It will provide you with an explanation for your reward. Don’t be shy--
?
?

weekly basis, according to Lawson, who says it brings people * Gameboard

* Pawns for navigating board
diversity.
60 59
When 58
they 57
advance
56 55
up a54ladder,
card back in the deck--on the bottom, text side up. 53
they52
earn thebo-
all cards must be read aloud to the group! Collect your reward(s) and place the
Winning 51 game
?

from the geographically dispersed company together, and * Spinner with plastic arrow
nuses, talent stars and promotions—and when they hit
* Deck of “Limitless Growth” cards
* Deck of “Stagnant Growth” cards
? If you happen to land on an orange square, you must draw a card from the
“Stagnant Growth” deck. No frowning! Move your pawn down the pitfall ? to the
The game can be won using one of two ways:
? ?
square and place it next to the person standing there with their arms
? thrown up
also provides a link for members of the BRGs. * Deck of “I & D Factoids” cards
* Diversity Dollars
To collect the most Talent Stars and Diversity Dollars or
a chute, 41
the42
?
business
43 44
is punished
45
$
46
by47fines, 48
lawsuits,
49 50
$
or
in confusion. Pay the penalty and place the card back in the deck (see above).
1. Be the first person to collect the most points for Talent Stars
and Diversity Dollars when the game time expires.
Instructions object be the first player to reach the #100 “Winner” bonus square.
* Talent Stars
* Pair of dice How to play the
lost business. 1. Roll the dice to decide which player goes first. The player game:
Blue and White squares are neutral. If you land on either, please draw a card from
the “I & D Factoid” deck which offers general factoids about Inclusion and Diversity.
Points are tallied in the following manner:

Business
For 2 to 4 playersResource Groups Again, ?all used cards should be returned to the bottom of the deck, face up and 100 points per $1,000 held

Position the gameboard so that all the players can easily “People are often surprised when they learn that
reshuffled for re-use as necessary.
with the? highest number goes first. Feel free to use the spinner 200 points per Talent Star
?
$
Grainger’s BRGs are similar to manysetup
Suits and Corporate Ladders is a game designed
other companies’
move their pawns from square diver- 40
to square. Everyone chooses 39 38
wheel as an alternative method.
37 36 35 34 33 32 31 OR

Diversity is everyone's business!

to share the business advantages of an inclusive workforce.
Players are shown the potential rewards for implementing a pawn to play. Any extra pawns are out of play. every experience
Chosen pawns
2. Each player included
should take turns spinningonthe wheelthe cards is some-
to determine
sitythe bestnetworks, but
practices of inclusion and they
diversity areup thedistinctive in that
as they climb each
start off outside of of them
the board area near square #1. Get ready for fun!
the number of spaces to move forward. Follow the numbering
2. Be the first player to reach or surpass the #100 “Winner”
bonus square.
ladders of Limitless Growth. The pitfalls of Stagnant Growth thing that actually on the board and happens inzigzagcorporate
be mindful of the board’s path! America,”
is open to anyone whoAllisabout
serve as consequences for unwise decisions. interested the squares Naborin 21 23
22 3. Remember,
$
24pawn must land on a26
your 27
green or orange 28 29 30
Although thisgaining
game is based oninsight
says. “We’ve square in orderfound
to climb up the that
ladder or falllearning by doing is a
into
“the luck of the spin”, a particular
Take a brief moment group.
to look over the gameboard. The squares are
?
numbered
down the board.

from 1 to 100. Players’ pawns will move back and forthvaluable ? in tool.”
players should not be discouraged! The main goal of the
across the board
? an
Nichole Marshall,
game is to ensure a wide range of outcomes that will help
Grainger’s
upward and zig-zagInclusionfashion. The squares are color coded to indicate which
20
Indeed, 18
19 17 16 15 14 13 12 11
to build awareness of the objective, strategies, and values
of inclusion and diversity. action should be taken. Please note the following:
experiential education is the key to
and Diversity Manager, is advisor to the
If you land on a green square, follow the ladder upwards and place your pawn
? ?

integrating
on the square where the ladder ends. A person will be waiting there holding either inclusion and diversity? ? into ?all aspects of
?

Contents BRGs, which were formed stars or aabout

dollar sign in their a hand.year Make sure to pull a Limitless Growth card from
1 be shy-- 3 4 5 6 7 8 9 10
the deck. It will provide you with an explanation for your Grainger’s
reward. Don’t business. PDJ
* Gameboard ago, guiding them as theyallcardselect cards must be
back in the
their
read aloudown
deck--on the
to the group! Collect your reward(s) and place the
bottom, text side up. Winning the game
* Pawns for navigating board
leaders
* Spinner with plastic arrow and develop programs relevant to
* Deck of “Limitless Growth” cards If you happen to land on an orange square, you must draw a card from the The game can be won using one of two ways: © 2008 designed by Kim Love www.groupmemory.com

* Deck of “Stagnant Growth” cards “Stagnant Growth” deck. No frowning! Move your pawn down the pitfall to the
their own
* Deck of “I & D Factoids” cards interests and needs.
square and place it next to the person standing there with their arms thrown up
in confusion. Pay the penalty and place the card back in the deck (see above).
1. Be the first person to collect the most points for Talent Stars
* Diversity Dollars and Diversity Dollars when the game time expires.
* Talent Stars
* Pair of dice
“Employee development is a com-
Blue and White squares are neutral. If you land on either, please draw a card from Points are tallied in the following manner:
the “I & D Factoid” deck which offers general factoids about Inclusion and Diversity.
ponent for each BRG, soAgain, Iall partner
used cards should be with
returned to the bottom of the deck, face up and 100 points per $1,000 held
reshuffled for re-use as necessary. 200 points per Talent Star

OR

Diversity is everyone's business! 2. Be the first player to reach or surpass the #100 “Winner”
bonus square.
Gameboard designed for Grainger by Kim Love of GroupMemory.com

38 Pro f i les i n D i ve rsit y Journal January/February 2010