Big Bank

We used a balanced mixed methods approach to collect data from members of three organizations Big Bank, Big Store, and Big School. Two studies were strictly quaUtative (Big Bank and Big School). One study was both quaUtative and quantitative (Big Store). Two studies used a strictly appreciative frame (Big Store and Big School). Two studies inquiry focus was on individual experience (Big Bank and Big Store) the inquiry focus for Big School was the organization. Big Store also allowed an organizational focus. Consequently, the types of data (qualitative or quantitative), inquiry frames (traditional and appreciative), interview foci (the individual or the organization), and industries allowed us to develop a robust model of how inclusion is experienced in the workplace from the organizational member s perspective (Table 3.2). 

When we interacted with Big Store, they were doing very well in terms of corporate financial performance. However, there was low morale in some parts of the organization. Some felt that the celebrated financial gains were gotten at the cost of overworking and undervaluing employees. Like Big Bank, lack of work-life balance was a major factor that contributed to employee exhaustion. Big Store s culture was top-down in terms of decision making. 

Unlike Big Bank, in which we used a balanced inquiry approach to understand the dynamics facing employees, in Big Store, we used a strictly appreciative approach. Like Big Bank, our inquiry focus was twofold we inquired about employees experiences with a variety of organizational-and individual-level phenomena. Though our primary focus at Big Store was organizational members peak moments of inclusion, we also asked them what suggestions they had for making Big Store more inclusive. 

As with Big Bank, we performed aThematic Analysis on the responses that we received from Big Store s employees. We found that employees felt most included when they were able to interact with leadership, when they were trusted, when they were rewarded for hard work, when they had access to information, when they were appreciated, and when people (particularly leaders) cared about what they had to say. Though not emphasized here, many Big Store employees most inclusive moments came closely after they were hired. 

The data analyzed in this book come from our work with Big School on developing a vision for diversity and inclusion. We collected data in two ways for this project. Like Big Bank, we facilitated focus groups in which we collected oral and written responses to our question. We took this approach because some employees were not computer literate or didn t have access to a computer and we wanted to include their voices. We interacted with hundreds of people in this manner. However, the bulk of our responses came from the thousands of stakeholders (mostly internal) who completed an online survey, which we launched. In addition to posing the same questions as the focus group, the online survey allowed us to collect demographic and institutional data from respondents. Like Big Bank and Big Store, this enabled us to analyze patterns by various identity group memberships. 

However, the Big School project differed from the Big Bank and Big Store projects in a few ways. First, our inquiry focus was strictly organizational. Because our role in Big School was to get organizational stakeholders thinking about the university s future with respect to diversity and inclusion, we necessarily inquired about Big School as an entity. However, as is the case with inquiry frame, we find that if respondents have pressing day-to-day needs, they find a way to express them, regardless of our inquiry focus. While this was certainly the case at Big School, the majority of participants shared positive visions. Also, unlike the employees in Big Bank and Big Store with whom we interacted, many of the Big School stakeholders were unionized. 

When we emailed the survey link to its thousands of employees and selected community members, we only expected about 200 of them to respond. We were amazed when over 500 faculty, staff, and students respondedtothesurveyONTi/ f ijjSTDAr BigSchoolstakeholdersclearlyhad input that they wanted to share with us. Like Big Bank and Big Store survey respondents. Big School stakeholders invested the time to craft long, heartfelt, and extremely valuable responses. They clearly cared a great deal about making Big School an exemplar of diversity and inclusion in higher education. 

We collected thousands of responses from organizational stakeholders on multiple continents at Big Bank, Big Store, and Big School. At Big Bank, we queried stakeholders via focus groups and interviews on how they could be better optimized within the organization. At Big School, we asked stakeholders via online survey to share their visions for the school as an exemplar of inclusion. At Big Store, we used an online survey to query stakeholders on their peak moments of inclusion. 

Like Big Bank and Big Store respondents who felt connected to the reputation of their organizations. Big School stakeholders felt the same. One Big School staff member envisions having a national presence great professors that are nationally recognized in academic field concentrate on state presence first. ... 

At Big Bank, employees mentioned being part of a successful institution as one of their peak experiences at the company. They also mentioned a sense of connection and pride to the organization s reputation. Notes one Big Bank manager, Even oiu competitors admire us for oiu contributions to the industry. Oiu brand name sells well, agrees an employee. 

When Big Bankers felt disconnected from the organization, it was sometimes because non-downtown branches are considered on the fringe, and don t receive the same attention. At Big Bank, as in many geographically distributed organizations, organizational value based upon location greatly impacted employees and managers perceptions of inclusion because they felt that the front line does not respect the branch people, or the back room people. ... 

However, when large-scale activities or cross-functional partnering was unavailable, employees felt severely disconnected. One local Big Bank employee said that, They tell us we re on a national team. But I m local, so I want to be supportive both places—but how do I do that Big Store s international conference seems to provide avenue for cross-organizational interactions like those this Big Bank employee sought. 

When asked about what made them feel most comfortable in the organization, several employees simply said teamwork. At Big Bank, one participant said a friend[ly], welcoming environment. One Big Store employee shared that My store encompasses the one team one goal idea... everyday all employee s are used for a different tasks making... team nature a must for our store. Working in a strong team environment made these individuals feel included. 

Others mentioned feeling supported. A Big Bank employee mentioned that peer group support has been helpful in making him feel welcomed in the organization. 

Big Bank s managers also mentioned the importance of team unity. Two European executives shared that better teamwork and Team spirit in the branches positively impacted productivity. 

Are we trying to work or have fun Employees say Both when it came to what makes them feel most included. Campus climate should feel comfortable, safe, scholarly, of course, fun, according to a Big School faculty member. At some point in the work day, there should be something that employees intrinsically enjoy. Some Big Bank respondents said that the bank does not function as a typical bank. One Big Store employee mentioned she liked best the informal, fun place in which she worked. 

Whether discussing what was needed for them to feel included, sharing their most joyous moments, recalling their peak moments of inclusion, or presenting their visions for their organization, the leaders and individual contributors at Big Bank, Big Store, and Big School repeatedly mentioned intrapersonal aspects of inclusion. While this theme was articulated by respondents less frequently than other themes, we found it nonetheless profound. 

A Big Bank manager recalled his first day at the organization I was not even introduced to people... fortunately, I was not new to Big Bank, so I knew I had to go around and make my own contacts. While network-ingwas an observable individualbehavior, theiNTRAPERSONALbehaviorwas... 

To be included in the Ufe of the bank, one had to decide to take the initiative to include oneself. Big Bank employees and managers generally agreed that those waiting on the bank to include them would be waiting for a long time... perhaps indefinitely. At Big Bank, the consensus seemed to be if one wanted to advance, one had to take responsibiUty for asking for responsibiUty. ... 

This was also evident at Big Bank. The company tells me they accept me, was one of the things this female manager liked most about Big Bank. In fact, those who already assumed they were included because the organization said so often didn t understand why we asked their peak moments of inclusion. Responded one Big Store employee, People care about this ummm, the day I was hired... I felt included because I was employed with the company. Stupid Question. ... 

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