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This report is based on three focus groups conducted with City of Tempe employees. The purpose of this study is to explore the perceptions, attitudes and concerns of employees regarding earlier phases of the Diversity Audit and to action planning and implementation issues involving diversity programs and systems of the COT.
The reader should note the individuals recruited for this project were selected through a purposive sampling methodology. The investigative focus of these groups is highlighted by their composition as shown below:
Each group consisted of 10-12 employees and all were held at Hatton Hall, just
south of the main City Hall building. The groups were held in April, 2002 and each lasted two hours.
The screening mechanism and the discussion guide for the groups was designed by Joel Wright and Janell Youtsey, with input and sign-off from all J&G DAT members. Both were designed utilizing the findings from Phase 1 Exploratory Research, Phase 2 Employee Census Research and our experience and expertise in diversity research and organizational development.
Each group was audio recorded, the tapes were transcribed and the transcriptions used as the basis of this report. All tapes were destroyed after transcription in order for us to fulfill our commitment to respondents regarding anonymity.
This report represents all the findings germane to the basic research objectives of this project. If, however, additional data or inputs are needed, we stand ready to provide them.
Jamieson and Gutierrez
Diversity Audit Team
EXECUTIVE SUMMARY
·
Employees have a good general understanding of diversity. In their view, diversity encompasses
differences among employees in term of backgrounds, gender, race, age and
ethnicity. Most importantly, they
emphasize that equal opportunity is a key component of a workplace that
promotes and embraces diversity. They
disagree about how well diversity is understood by other rank and file employee
and also in how well they think the City is handling diversity, in
general. The majority of non-minority
employees, especially men, think that most employees understand key issues
because of ‘extensive training’ and publicity regarding diversity. Women and
minorities are more likely to see City employees lacking a common understanding
and sensitivity to diversity. They say
that Civil Treatment training and Mandatory Supervisory Training (MST) has
focused employees on key issues, but neither has made a major impact in
improving the workplace environment.
Minority employees in particular see the City as being in a reactive
mode. They say that if the City is truly
serious about making positive change, it will adopt a proactive plan to
increase and promote diversity.
·
Respondents say that they have not seen any significant changes in
how managers communicate, recognize or spend time with employees – three focal
areas that have been prioritized by the City Manager. Most are familiar with MST and see the
participatory philosophy as a step in the right direction. They say the primary problem with MST is that
is it not being implemented by most supervisors and managers. In their view, some supervisors do not know
how to make the shift in management style and communication, but most lack the
willingness and incentive to change.
Respondents describe MST as the typical ‘band-aid’ solution that the
City uses to address problems. In their
view, there is little follow-up to ensure the intended changes are being
implemented. They also say there is no accountability for the individual
supervisor, manager or department that chooses to ignore change directives from
the top. Some employees are openly
skeptical about MST and question whether top management is sincerely trying to
change City workforce culture or whether they are simply promoting MST to look
as though they are addressing diversity issues.
·
Employees strongly agree that the City’s existing change management
process is inadequate. They say that the 4-Sided Partnership concept is
insufficient because: a) the Tempe
Employee Council (TEC) is ineffective on these issues for most employees and b)
the vast majority do not belong to either fire or police unions. In their view,
most employees are not linked into the TEC and that the Tempe Officers
Association has been largely ineffective; only the fire union is seen to
have the employee buy in, leadership and support from management needed to be
effective. As a result, most employees
believe that the City needs to improve its change process to involve the all
City employees in making change. In our
opinion, this is a critical point. Organizational change, especially system
level cultural change, must involve employees and managers at every level. This is an important area for the City to
examine and improve in order to ensure sufficient employee buy in and support
of action planning.
·
Employees contend that the good old boy network and favoritism are the
top issues in the City of Tempe. They
say that this is the most pervasive problem and that it negatively impacts all
employees, especially women and minorities.
Many characterize City management (at all levels) as an ‘all male club’
that excludes women and minorities. They
say that lack of diverse promotions and equal opportunity pervades the entire
organization starting at the top. They
cite the issues of a glass ceiling on gender, lack of minorities in top
management positions and under-representation of women and minorities in non-traditional
areas as obvious problems. Most
significantly, according to them there is tacit approval of the status quo as
evinced by leaders at the top. For
example, some say the new City Manager has appointed his favorites and has
failed to address the good old boy network that is known to exist in certain
departments. Another example they cite
is the City Council. They say there in
only one female council member and that she has not been supported by her male counterparts
when she has tried to support women employees and their concerns. (After this
project was completed, a second female was elected and has been sworn into
office.)
·
Women say that the glass ceiling is perpetuated by sexist attitudes and
stereotypes that keep many women in support roles in the lowest levels of the
organization. Women respondents are
incensed by the notion that they are ‘secondary breadwinners,’ thus less in
need of promotions and career advancement than males. They say males are seen as ‘primary
breadwinners’ and are singled out for career opportunities and positions of
power and authority. In their view,
this deeply held attitude and belief on the part of many supervisors keeps
talented, qualified and well educated women from moving up in the organization.
Then, too, they assert that women are discriminated against on the basis of
age, marital and family status.
·
They say that women are constrained by traditional sex role
stereotypes. For example, a strong
woman – particularly a manager or a professional – is often resented and may be
characterized negatively by her male colleagues. They say women are not welcome in
many traditionally male areas. Further,
many say that they are subject to a double standard of behaviors that puts them
at a severe disadvantage. For example,
behavior that is viewed as overly critical and demanding for a woman is seen as
tough and effective if displayed by her male counterpart. In their opinion, assertive, vocal women may
be penalized or retaliated against for behaviors and attitudes that are valued
and accepted in men. In sum, they say
women at all levels are expected to be compliant and supportive and that sexist
attitudes keep women in certain areas such as clerical and administrative jobs
and, further, create barriers to entering many higher paid traditionally male
areas. Women in the City say that they
do not have an equal opportunity to excel and advance within the existing City
organization.
·
Minority members say that racist attitudes, racial slurs and the lack of
cultural sensitivity are significant issues for many minority employees in the
City. They are particularly attuned to
the latter problem; for example, they note that their Hispanic culture is more
soft-spoken and respectful of authority than the mainstream, white
culture. They say that there is a lack
of understanding of key cultural differences and that there is little
sensitivity or accommodation being made for diverse cultures and groups.
·
Minorities and women are often excluded from fully participating in their
work teams. Many say that that they are
often ‘ignored,’ ‘steamrolled,’ and excluded from team discussions and
decision-making. They say that their
opinions and inputs are not listened to, solicited or respected like the white
males within their groups. Many
minorities and women believe that they are not respected based upon their lower
status within the organization. They say
they do not have the same power, respect and credibility that non-minority,
especially male, employees enjoy.
Minorities say that they are expected to be more deferential, to bow to
power and authority, without input or question.
·
Several non-minority employees say that they often feel shut out and
disrespected in their work teams as well.
Some suggest that the problem is not strictly racist or sexist behavior,
but rather inappropriate management. In our opinion the city needs to consider
specific inclusion strategies that bring women and minorities into the team
process as fully participating equals.
The City needs to create a team environment that accommodates
differences in communication styles and that teaches supervisors how to
facilitate group discussion for all employees.
·
Women and minorities see is lack of equal opportunity in promotion and
career development as a major issue in the City. Both agree that active recruitment of
talented, qualified women and minorities needs to be a strong focus. Minority employees say they see the City’s
‘promote from within’ policy helping to alleviate the problem. They expect to see more minority members
being hired in all levels throughout the organization, including the upper
management. Women say that new career
paths need to be created to help women move into higher levels of
responsibility. And women say that they
need mentoring and coaching to help them advance in the careers and be
successful.
·
Employees agree that recruitment alone is insufficient. Education is needed to highlight, change and
eliminate some of the prevailing stereotypes and prejudices that create
additional barriers for women and minorities.
They also agree that supervisors, managers or employees that persist in
discriminatory behaviors and practices must be sanctioned and if necessary,
terminated.
·
Sexual harassment is not perceived to be a major issue within the
City among these respondents. Employees
are aware of some abuses of the Internet and some instances where employees or
managers brought pornography into the office, but this issue is seen as very
limited in scope. Most believe that
training, education and, in some cases, visible termination of offenders has
been effective in curbing this type of problem.
Employees agree that they understand the boundaries of appropriate
behavior as it pertains to harassment.
·
Several women say that the City is a hostile work environment, particularly
for many females who work in predominantly male areas. According to them, their male co-workers
often resent them and their supervisors do not make appropriate efforts to
integrate them into the team. Further,
some say the men in their group, including supervisors, may engage in petty
behavior designed to exclude and intimidate them. Women say that this is a major area of for
improvement. In their view, the City
needs to address this problem to create a level playing field in order for
women to succeed. We note this is a
common problem in many organizations and, in addition to educating supervisors
about the problem, we suggest tracking indicators such as turnover and
retention rates to help pinpoint problem areas that need to be addressed.
·
A hot button for all employees is the City’s controlling management
style. Most do not see MST changing this
and many do not believe it can be remedied by training. They say the overriding issue is that there
is no incentive to change and no accountability. Further, many posit that employees may be
reluctant to trust supervisors and to work with them on cultural change given
what they see as an atmosphere of intimidation and fear in some groups. For example, Hispanic employees say that
supervisors use informal written warnings to control employees. Women say that may be threatened or
retaliated against if they complain or challenge their supervisor. And many respondents emphasize that their
supervisors are threatened by opinions or suggestions that fall outside their
‘comfort zone.’ Respondents are
concerned that many employees may be reticent to provide input regarding
problems or areas for improvement for fear of negative repercussions.
·
As many as two-thirds of all respondents say that there is not a ‘safe’
process in place to address work group problems. Many say going through the chain of command,
which is the City’s mandatory first step, is career limiting because the
problem often involves the first line of command: the supervisor. A few say
they could go to the Human Relations Department. Others see HR as representing management and,
therefore, not an employee advocate.
Most employees believe that some type of independent review board that
is outside the chain of command is needed to provide a safe and neutral place
for employees to go to resolve sensitive issues. Several employees recommend that the
independent Human Relations Commission consider taking on this type of role.
·
Employees reiterate that the TEC and unions have not traditionally dealt
with sensitive issues like diversity.
Most believe that employees would not feel comfortable going to them for
support or to resolve this type of work-related issue. Respondents emphasize that most employees are
not affiliated with a union or adequately represented by the TEC and that most
see these organizations as simply ‘tweaking’ citywide issues such as benefits
or basic employee policies. In their
view, there is not a good place to go to get diversity issues resolved.
·
Most significantly, they say that many supervisors are not
sensitive to diversity issues. In their
opinion many supervisors do not recognize diversity issues and are not
competent to deal with them effectively.
Others say that their supervisor does not consider diversity issues as
important and does little to demonstrate sensitivity or understanding. In our opinion this is a critical area for
improvement. The first line supervisor’s
role is especially important in an increasingly diverse workplace. Recognizing, preventing and coping with
diversity issues and creating an environment that capitalizes upon the many
benefits of diversity are core
competencies required in today’s workplace.
We strongly advise the City to ensure that supervisors understand this
critical aspect of their role and are properly educated and trained to manage
and support diversity.
·
The focus groups design had employees rank order diversity issues and
implementation requirements. Employees
strongly agree that the good old boy network and the City’s controlling
management style are top issues that affect all employees. They identify gender and minority issues next
in their list of priorities and they emphasize management leadership and
accountability as essential ingredients for making change. Employees agree that the City needs to
eliminate the good old boy network and fully implement a participatory
management system in order to build a foundation for supporting and promoting
diversity. They say that establishing a
true meritocracy and eliminating bias and the glass ceiling will enable
talented women and minorities to move up in the organization. They suggest developing strategies to recruit
and promote women and minorities and advocate providing career development and
coaching for all employees. They do not
want special treatment, quotas or affirmative action. In their view creating a level and fair
playing field is critical.
·
Employees do see an important role for training. They see areas where education and knowledge
are needed. For example, supervisors
have to understand how their role changes in a participatory, diverse
workplace. Employees and supervisors
need to acquire facilitation skills and learn how to work together
collaboratively. All employees,
especially supervisors, need to be aware of and sensitive to different
communication styles and different cultures so that they can create an
inclusive and effective work environment for all employees. However, employees are very concerned about
training being perceived by management as the ‘quick fix’ or the ‘magic bullet’
to the problem.
·
According to employees, nothing can change without strong management
leadership. And they mean all management
but, most importantly, management at the very top of the City hierarchy. They
say that management must clarify the vision and goals and lead by example. They acknowledge that employees are equally
critical to the process. They advocate
developing a change process that brings employees and managers together to
create the vision, goals and indicators of success. They recognize that managers and employees
need to clearly understand why diversity is important and to support the change
effort wholeheartedly because they see it benefiting themselves and the City as
a whole.
·
They say that accountability is the missing element in past change
efforts. Managers have to help create
the incentive for change. Management must create a way of measuring and
assessing progress and must be prepared to deal with those supervisors or
employees who are unwilling or unable to change. Employees suggest using some type of outside
auditor to go into each department to evaluate how things are progressing and
to provide an independent assessment.
Conversely, employees and managers who effectively embrace diversity and
achieve success should be visibility recognized and rewarded. In their view, supporting and promoting
diversity cannot be an option; it must be a fully committed goal and one that
is kept on the employee’s radar as critically important.
·
Most importantly, employees say workplace diversity itself is critical to
enhancing and strengthening their ability to provide quality service for Tempe
residents. They say that creating a
workplace that promotes and supports diversity will benefit all employees and
city residents. They acknowledge it will
be a difficult challenge, but they believe that if the City makes diversity and
workforce cultural change a top priority, employees and managers working
together can successfully meet the challenge.
·
The data from these groups reiterate the final bullet points in the
Executive Interviews Implementation Report. Those points are shown below, with
some additional comment:
a. The City Manager is perceived as the single, driving force identified with the cultural transformation involved in building a diverse workforce. Executives, managers and employees throughout the City need to own this effort, too.
b. The City management may be trying to do everything at once, so to speak, but their efforts are not perceived as effective at the employee level. The numerous efforts noted in the Executive Interview Implementation Report, in addition to the observations in this report, indicate they must have a strong, well-understood implementation strategy in order to keep moving forward.
c. The City must ensure that the ownership, expectations, attitudes, behaviors and practices involved in this effort are proliferated down to all employees. By design, building a diverse and innovative workforce values and involves all employees. Employees indicate proliferation has not occurred.
d. A comprehensive understanding of diversity concepts and practices, most importantly at the management level, and a fundamental appreciation of the complexity of making diversity a positive force in the workplace appear to be lacking. These focus groups indicate the desire for change among employees exists, but the will of management to definitively act is not apparent to them.
e. It will be imperative for the City to address the issue of inclusion and how to create it in the workplace. By all accounts, there still appears to be patterns, practices and norms of exclusion, particularly regarding women and minorities. There will need to be methods, procedures and norms developed that create an inclusive environment, particularly for women and minority employees.
f. Which brings another critical concern to the fore. It may be that simply training the workforce is perceived at the top as the primary method necessary to address diversity. It is not. All employees must be able to translate diversity training and concepts into daily norms and practices. This means there must be formal follow-through and institutionalized criteria that support this.
g. A final, critical issue we note again is that of accountability. Accountability for implementation, progress and achievement of goals must permeate the City system. This involves all employees, including the City Manager. In our humble opinion, we suggest the Mayor and City Council consider ensuring the City Manager is accountable specifically to them on the issue of building a diverse and innovative workforce.
DETAILED FINDINGS
Workplace Diversity
Employees in all three groups express a good general understanding of workplace diversity. According to them, diversity encompasses a wide variety of backgrounds, ages, and education as well as gender, race and ethnicity. They emphasize that equal opportunity and acceptance of others are also important components of an organization that values diversity.
Respondents identify a number of key benchmarks for workplace diversity including organizational demographics, retention levels and similar indicators. One respondent emphasizes what she sees as a basic benchmark, “The most obvious thing to look for is a wide variety of backgrounds throughout the organization, especially at the top.” Others agree. In their view, if there is diversity at the top, all employees are accepted, valued and have an equal chance of being promoted to the highest levels of the organization. Another stresses the importance of retention. She contends, “ I’d expect to see good retention rates. Retention has been a problem in my department until we had a shift in management.” Another respondent adds, “We’ve also had high turnover in my group, but I’m not sure that increasing stability is related to changes in our department as much as it is related to a tight economic environment.”
Employees say promotion is an important benchmark for diversity. One respondent explains this point of view, “If we are serious about diversity and providing equal opportunity, then we would see more diverse employees getting recognized and promoted. In my group I see diverse employees who have done the training and used the tuition reimbursement program without getting any recognition. I fear that the good old boy network is still in place.”
Respondents agree that there has been training and much publicity about diversity. They say that Civil Treatment training focused employees on appreciating one another and set the expectation regarding diversity for employees. About one-third of the respondents say that employees understand diversity and know what is expected of them. Not everyone agrees; in fact, none of the women in the female only group believe that there is a common understanding of diversity among Tempe employees. One respondent expresses the group sentiment, “Civil Treatment training was the City’s attempt to focus employees on diversity, but I’m not sure how effective it has been. MST is a more direct approach and elaborates on diversity and provides some guidelines. These programs are trying to establish a common approach, but is it working? No, we’re not there yet.”
Employees in the minority only group say that in their view, the City is doing a poor job of addressing diversity. One respondent explains, “I think management has put its head in the sand rather than taking a proactive role. I read about companies that are working on this problem very seriously and making good progress. I don’t believe that the City is taking this seriously and I doubt that they would be doing anything if the problem had not become so visible.” Another agrees, “ Diversity is only a problem because it became public. The City as a whole has been slow to change. I see the City throwing lots of resources and energy into this in a flurry of activity. We’re in a reactive mode rather than a proactive one. I think they need to calm down and focus upon a few key areas.” Minority employees agree that if the City truly values diversity it will develop a long-term, proactive plan to increase and promote workplace diversity.
Participants in the all employees group agree that there has been a lot of talk, but very little action. One suggests, “Management seems to be trying to address issues but we’re not seeing it trickle down to us. We see incompetent supervisors who should not be in management and no amount of training can change this.” Another adds, “I see
the City in denial; I think many employees and managers really don’t believe that Tempe has a diversity problem.” A few acknowledge that there may be a sincere attempt on the part of management to address the situation, but in their view they have been largely ineffective. One employee articulates the group perspective, “I see a pervasive disconnect between employees and upper management. We never seem to work together as a team. Management edicts don’t just trickle down and they don’t work because management doesn’t know what is happening at our level.”
A couple of employees say that they do see progress in their groups. For example, one employee says that the Fire Department has a 360-feedback system that allows employees to review their managers. In his view things are going very well in the Fire Department. Another employee sees substantial change in Financial Services. In her view the department has made very good progress over the past two years. And a few are reserving judgment. One employee explains this perspective, “It’s too early to say. Change takes time.”
The majority of employees in all three groups see MST training as having very little impact in the organization. One employee contends, “It’s a good start but it’s not being implemented. Managers for the most part are not really trying to change.” Another argues, “MST is a quick fix. Working in City Hall I see them thinking that MST is doing more than it actually is.” Many agree that MST is a quick fix and are very skeptical about whether there is a sincere effort on the part of management to change. One employee articulates the prevailing viewpoint, “MST is a Band-Aid. It’s a way for management to say they are solving the problem so they can check it off the list as done. This is the common way problems are handled in the City. There is a failure to get down to the employee level to see what is occurring and to address those supervisors and managers who will never change.” Another adds, “At best MST is the type of ivory tower solution put forth by people who never get down to the employee level.”
Many employees say that their supervisors and managers come back from MST training without making any attempt to implement the concepts. One employee says, “My manager is using the same old system that has always been in place even after attending MST.” Others agree that they are not seeing any positive change as a result of MST. Many agree that many supervisors and managers are not open to new ideas and most continue to manage in the traditional top down manner.
Some employees see their supervisors as openly resistant even hostile to MST. In their view their supervisors resent being sent to mandatory supervisory training and some are very blatant about not implementing change in their group. A female respondent shares a particularly disturbing incidence. She says, “Mine put up a porno calendar in this office the week he got back from MST training and when we protested he told us he knew it was wrong but that he was too busy to worry about such trivial things.” Another adds, “My manager says that he doesn’t care about MST and is doing things his way.” Several say that their supervisors come back from MST training complaining that is a complete waste of time and that they already know it all, yet they continue to manage in a top down manner.
Other employees contend that lack of implementation and follow through is evident at the top as well. One employee explains, “The attitude from the third floor and from our new City Manager communicates very clearly that this is not important. It’s not taken seriously even at the top.” Another agrees, “Our City Manager jokes about the problem and shows little respect for diverse groups, especially women.” Another adds, “The lack of understanding and respect for diversity, particularly women, starts at the very top. If you go to the Council level you see the same pattern of no women and little respect for women. For example, the female council member tried to get a women’s group started and was told by the Mayor and male council members not to bother because the women employees in Tempe are happy and that there was no need for a women’s group.”
One employee says that she sees her management attempting to implement the new concepts presented in MST. Another admits that her supervisor started being more friendly and interactive after attending MST. One employee says attending MST really opened her eyes and that she now knows what is considered appropriate behavior. She emphasizes, “I see that my supervisor continually violates the guidelines of MST and now I’m calling him on it. MST has been good for me as an employee because now I know what is expected.” The majority of employees in all three groups say there has been no visible change in the environment as a result of MST training. Further, several question the sincerely of the effort and some believe that that MST is a superficial attempt to address diversity issues.
Employees agree that there has been little progress in the three focal areas – communication, recognition, and time in the field – that upper managers say they have been working on in the past year. Most say that they do not see their managers in the field and that there have been no noticeable changes in communication and recognition. One employee stresses, “My manager works 15 feet away and never even says hi or asks me how I am doing. It doesn’t make me feel valued or recognized. She knows I know my job and can ignore me.” Many agree there is little interaction with their supervisor as long as there are no problems. If department heads are getting into the field and interacting with employees, they say they have yet to see it. One employee contends, “The City talks a good game and can point to many programs that sound good on paper, but most are not implemented fully or effectively.”
A few say that their supervisor or manager is effective in these areas, but in their view, this has always been the case. One employee explains, “Fire has worked on communication and similar areas for the past several years. Communication is very strong and has been for a long time, it is not as a result of a new focus or management shift.”
Individual Employee
Development Plan (IDP)
Employees are very amused to learn that management sees the IDP as a tool for promoting diversity. At least half have never heard of the IDP. Others have been asked to fill them out in a perfunctory fashion. One employee explains, “The Employee Development Plan is a joke. I was asked to fill one out the first day I started a new job. It’s ridiculous! I wrote need to learn the job and find the bathroom.”
Many contend that the IDP is just a piece of paper that needs to be filled out and that no serious time and attention is devoted to using it as an effective career development tool. No employee reports a good experience using the IDP. Many recall filling one out and never referring to it again. The few who had filled one out did so without coaching or support from their supervisor. One employee explains, “Most supervisors leave it up to the employee to complete. It’s like they are saying to employees, go forth and develop yourself.” Another adds, “In my case it was clear my supervisor was frantic about my completing it so he could check it off his list as done.”
Employees overwhelmingly agree that the City of Tempe does not have an effective system for managing and implementing change. A few acknowledge that the new City Manager is significantly better than the previous manager, but the biggest issue is that he is standing alone. One employee explains the prevailing view, “The New City Manager doesn’t have the buy in and support from the other supervisors and managers needed to make change.” Further, many agree that historically change in the City of Tempe tends to be directed toward employees. In their view employees tend to be on the receiving end of change and most do not have an effective voice in the process. One employee sees MST as an example of this pattern. She suggests, “The biggest problem with MST is that it focuses upon the employee, how we should behave, not what the supervisor or manager needs to do to change. This is how it usually works in the City of Tempe. The focus is on changing or controlling the employee. Managers need to take a look at themselves and own their part of the problem.”
Another argues, “The biggest factor in making effective change will be for managers to understand that diversity is a top management problem. They are in charge and things are not being managed effectively when it comes to diversity.” Employees resoundingly agree that if change is to occur, supervisors and managers must be held accountable. Employees advocate managers submit formal plans with goals and progress indicators to be reviewed by the City Manager’s office. Further, they stress that compliance and progress should be assessed and reviewed by an outside agency or auditor. As one employee sees it, “someone outside the department needs to be looking in and monitoring what is really happening to ensure successful change. If the supervisor or manager is the ‘auditor’ it’s like asking the fox to guard the chicken coop.”
Several employees worry that the City has taken on too much too fast. One respondent expresses the group sentiment, “The City needs to do a few things well. If the IDP is the change vehicle, then let’s focus on it and do it right. We tend to throw a bunch of good ideas at a problem and implement none of them well.” Another adds, “The key to making change is to shift out of our fear-based reactionary mode. The lawsuits have initiated the recent round of activity.” Another agrees, “Tempe managers go completely berserk in the face of a public sandal. They’re running around scrambling to look as though they have it together.” Many agree that despite all the apparent focus, diversity is still a low priority for most managers based on their actions to date.
All agree that if management is serious about tackling diversity issues, they need to change how they approach the problem. For example, respondents say that the 4-Sided Partnership concept is a good start in that it opens up dialogue between managers and employees, but that the unions and the Tempe Employees Council (TEC) do not represent most employees. Many say that they do not know who their TEC representative is and that there is no ongoing line of communication established between the TEC and rank and file employees. Most say that they do not know what the TEC is doing.
A former TEC representative contends, “I worked at the highest level in the TEC for 20 years and see positive change in recent months. There is more involvement between the City Manager and more employee participation. However, the historical problem has been the supervisor who denies access to his or her group. TEC isn’t linked into most employees and doesn’t have a regular communication path to employees to give them information or to identify issues within a particular work group.”
Many employees voice concerns about working directly with their supervisors and managers to make change. As one employee sees it, “Management retaliation is very prevalent and subtle. Even if employees are asked to work on making change, one has to very careful.” Another says, “Working directly with your supervisor isn’t realistic when the problem is the supervisor!” Others agree this may not be effective. One employee explains, “Supervisors don’t know how to work collaboratively with employees and most don’t really want to. They are comfortable with the current top down approach and working with them on diversity issues will be a significant challenge.” A few admit that employees may also drag their feet when it comes to change. One respondent explains, “In my group I don’t see employees being engaged or interested in working on any changes. They just want to do their work and be left alone.”
In sum, respondents acknowledge that making change will be extremely difficult. They emphasize that everyone needs to be on board and ready to support the change and that managers and employees will have to do their part. Effective change, in their view, will necessitate strong incentives and clear accountability. Diversity will have to be a high priority and be seen as important for everyone’s success. Most believe this is not currently the case. Further, it will necessitate learning how to work together collaboratively and will require developing new methods and processes to get all employees involved. They emphasize that the Unions and TEC do not represent all employees and that many work groups are still top down and dysfunctional. These are just a few of the key issues that must be addressed if effective and lasting change is to occur.
Employees overwhelmingly agree that the City of Tempe operates according to favoritism and the good old boy network. They say this is evident in promotional practices and systematic bias against minorities, especially women. Women in all parts of the City cite examples of white males being promoted over women with more experience and educational credentials. One respondent says, “In our group we see young white males being routinely promoted over others who have 20 years of experience. White males are targeted for promotion and fast tracked into positions of authority.” The majority of female respondents in all groups agree that highly competent, qualified women are routinely passed over in favor of male candidates with less education and experience.
Women say that men are favored for plum job assignments and training opportunities. One young Hispanic woman explains her situation, “My supervisor says there is no money to train and develop me. I have a master’s degree and want to move up but I’m stuck in a clerical position. A young white male recently joined our group and he is being sent to the training I have been requesting to attend for the past year.” Other women agree that men, particularly white males get the lion’s share of departmental resources and developmental opportunities. In their view, hard work, experience and educational credentials are less important than who socializes with the director and who fits within the manager’s comfort zone. One woman explains, “Favorites can get away with murder and those not in favor get nailed for the smallest thing.” Another adds, “Favorites are easy to identify. They are white males who are approximately 42 years old. If you are Hispanic or female, forget it.”
Several women see the good old boy network starting at the top. They unanimously agree that the City of Tempe has a strong glass ceiling. The most obvious issue is a lack of female managers at the top. What is most disturbing to some is what they see as acceptance of the good old boy network at the highest City levels. One respondent suggests, “The City Manager used to play baseball with the guys upstairs at lunch everyday. They operated as their own clique and little club. They had nicknames for each other and socialized outside of work. It is very intimidating to employees outside the inner circle.” Others agree that there are many male cliques within the City that operate with sexist attitudes and blatantly exclude women. Moreover, they see this as a pervasive problem, not a few isolate cases. According to many, the City of Tempe is a white all male club that excludes women and Hispanics.
Another woman contends, “Even the new City Manager seems to accepts the good old boy network. I voiced a concern about my group and he asked me where I worked. When I told him I worked in Information Technology, he nodded and said ‘oh yeah, there is a good old boy network in IT.’ If they have identified this problem why are they continuing to allow it?” A male respondent agrees that things haven’t necessarily changed just because a new City Manager has been hired. He asserts, “Our new City Manager needs to role model the changes he is talking about with employees. I can name at least two examples of blatant favoritism in appointments that he has made as the new City Manager. Shall I name names?”
Men and women agree that favoritism is frequently based upon agreeing with and supporting your supervisor. Many assert that ‘comfort’ is the primary criteria for being hired and promoted. In their view, fitting within the supervisors’ comfort zone is more important than job qualification or experience. One employee expresses the group perspective, “There is a bias to look for someone easy to work with which means, someone that thinks like them and who will not disagree or rock the boat.” Another adds, “They tend to promote their clones and are threatened by anyone who is not a ‘yes man’.” Employees strongly concur that voicing one’s opinion, particularly if it differs from one’s supervisor, can be extremely career limiting. One employee observes, “We need to change the Tempe culture such that we see differences and challenges to ideas as healthy and as the way to get the best results.”
Employees say that diverse hiring panels are being used to combat favoritism in hiring and promotions. Several employees say that they have personally served on such a panel. One employee says, “I’ve been on a hiring panel advising management in Public Works and it’s working very well. As an employee in the trenches I ask different questions and know firsthand what the challenges are. This is one of the best solutions to handling favoritism and the good old boy network.” Others agree that this may be part of the solution; however, others have encountered problems with how hiring panels actually operate. One respondent tells of being on a panel that spent hours interviewing candidates and making a final recommendation only to have the manager disregard the panel’s input and hire his preferred candidate. Others report similar experiences. One employee explains, “It is very easy to justify their choice in the current system. Good women and minority candidates do apply for promotion but the white male almost always wins out. Somehow he is always the best candidate – more qualified, more experienced, more what they are looking for in every key position.”
Respondents agree that there needs to be a level playing field where women and minorities have an equal chance of being hired or promoted. However, they voice some concerns. An employee observes, “Recently we have seen a flurry of promotions for women and minorities that have been politically motivated. Many, who should have been promoted years ago, like the Director of Economic Development, have been promoted to make the City look better.” “The pendulum may be swinging the other way,” another argues, “In Fire we have an all minority recruitment group and some are questioning whether this is fair.” Another agrees, “The City says it doesn’t use quotas but in our group we had a quota to hire two Hispanic employees.” Employees including women and minorities, do not advocate affirmative action or quotas as a solution to favoritism; instead, they expect the City to hire and promote based upon objective qualifications and merit.
Most significantly, women emphasize that recruiting and selecting more women and minorities for upper management positions is not enough. The tougher problem that the City needs to address is the underlying issue of racist and sexist attitudes and practices. They expect the City to actively address and eliminate the stereotypes, prejudices and preferences that have historically favored white males and discriminated against women and minorities.
Employees are asked to identify stereotypes or prejudice that they have observed or experienced in the City of Tempe. Interestingly, each of the three groups focuses on the stereotypes and prejudices that directly affect them. For example, most respondents in the all employees group do not see specific diversity-related stereotypes. Perceptions regarding stereotypes and prejudice as viewed by the all employee group are described in this section.
One employee suggests, “Most of the stereotypes that I see are not diversity specific. They relate to stereotypes and prejudice between departments, groups or shifts.” Another adds, “I think there are more stereotypes about education and job level than there are about women or minorities.” For example, clerical and blue-collar workers may be assumed to be less intelligent than white collar or professional employees. An employee explains, “If you are in a clerical or blue-collar position you are expected to do what you are told. You are less likely to be asked for your opinion and questions or disagreement can get you into trouble with your supervisor.”
Many say that stereotypes and prejudices follow the lines of the individual supervisor’s comfort zone. As one employee explains, “The supervisor is pretty much in charge and sets the tone and if you are outside his comfort zone, there’s not much you can do the change things.” Others agree; those who are outside the supervisor’s comfort zone are treated differently. As one employee sees it, “Those who are outside are not welcome and the door is not open to them.”
One woman has personal experience with gender prejudice. She says, “There is definitely prejudice against women in my group. I have no credibility in my group because I am a woman. For example, if I make a suggestion it is ignored or ridiculed; however, if I ask my male colleague to make the suggestion our supervisor not only listens, but also he often thinks it is a good idea.” This respondent knows this differential treatment is based upon gender because she sees the same thing happening to other women in her group. She adds, “I came to the City with substantial experience in the private sector and never experienced such treatment. It’s gotten to the point that it’s comical to watch, the supervisor’s sexist behavior is so blatant.”
Employees in the minority only group are the most likely to be sensitive to cultural differences that contribute to stereotypes and prejudice. A female Hispanic employee contends, “There is no awareness or sensitivity to different cultures in the City of Tempe. My Hispanic culture is more quiet and respectful of authority. My work group is not sensitive to this and I continually get run over and stomped on. In my group only those who are loud and demanding are heard. I get no recognition for being a hard worker and keeping my nose to the grindstone. My group is uncomfortable with my quiet nature and I am not accepted for who I am.”
Other Hispanic employees, male and female, agree that they too get ‘steamrolled’ in their groups and say that they are expected to be deferential especially to supervisors. A young male Hispanic acknowledges that he has had difficulty in his group because he is more assertive and direct in his style. He knows he is seen a ‘pushy’ and his input is resented. He explains, “Supervisors resent employees with input, especially Hispanic employees. They see us as challenging their authority and question our right to say anything.” Another employee agrees, “Mine rarely asks how things are going. He isn’t interested and doesn’t want our opinions or input.”
One of the most damaging stereotypes minorities have to cope with is the perception that they may have been hired or promoted because of their race or ethnicity. One young man who was recently promoted shares his story: “I was stereotyped as a diversity hire when I was recently promoted. A white co-worker accused me of getting the job because I’m Mexican. He was very angry and aggressive toward me. I was totally upset and it ruined it for me. I was hurt and it was unfair. I worked very hard to get the promotion and I earned it. I told my supervisor about it and the next day the employee came up to my car and banged on my window and said he was sorry and that he was being forced to apologize by our supervisor.”
Several say they are not surprised about the pending discrimination lawsuits in the City of Tempe. One employee argues, “The Public Works lawsuit is no surprise. I’d expect it because the problems have not been addressed and solved.” Others who work in Public Works disagree. Several say things are much better and they say that employees are getting more respect and more input into the process. One employee gives an example, “We’re doing some new things in Public Works like hiring panels and it has reduced issues of the good old boy network.”
Women say that negative stereotypes and attitudes about women definitely impede their ability to succeed in the City of Tempe. One employee explains what most women see as the prevailing point of view, “The most damaging stereotype is that women have less need for a good job and raises because they have husbands to take care of them.” Another elaborates, “These types of sexist stereotypes help men and hurt women. In my group the Director sees a young man as having a family to support and as needing the promotion. Young, single women are stereotyped as likely to get married and pregnant, so career development and promotions shouldn’t be wasted on them.” Women resoundingly agree that the notion that women are ‘secondary breadwinners’ and that men are ‘primary breadwinners’ is sexist, unfair and discriminates against female employees. Further, the notion that job opportunities and advancement should be based upon ‘need’ is illegal.
In their opinion, women are treated as ‘less than’ and as if they have less need for recognition and reward at all stages of their careers. As women get older, over 40, they say they are stereotyped as slow to change and adapt and passed over for training opportunities and promotions. One employee says, “In my group older women get labeled because we don’t want to go to happy hour anymore and carouse. We’re considered poor team players as a result.” Another adds, “Older women are also labeled as menopausal whenever we try to challenge or assert ourselves. We’re written off and dismissed.” Another agrees, “Once you are over 50 in my group they begin planning your retirement.”
Young women, especially those who are single, say that they are stereotyped as unstable or unreliable because once they find a husband they are likely to leave or get pregnant. One woman observes, “There doesn’t seem to be a good age or stage of life if you’re a woman employee in the City.” Others agree, they say that many supervisors and managers have a double standard when it comes to working with women. For example, if a man is getting married or starting a family, he is congratulated, if a woman is getting married or starting a family the supervisor automatically assumes that the woman’s commitment to her career will lessen.
Many women agree that is it extremely difficult for women to fit into the City’s predominantly male culture. Many have been told they are too aggressive, some have been told that they are not aggressive enough and others, particularly those in leadership positions, have been stereotyped as ‘bitches.’ One woman explains her dilemma, “I’ve been told I’m too aggressive and that I need to tone down my voice, lay back and stop complaining. I see that my behavior is no different from my male colleagues, but as a woman I am expected to go along and conform.” Another says, “I’m not aggressive enough. My boss assumes I can’t hold mine own with the male professionals I have to work with despite the fact I have similar education credentials.” Women largely agree that female employees are not supposed to assert themselves and are discouraged and punished for doing so.
Employees are asked how managers demonstrate sensitivity to diversity issues. Many say that in their opinion, most managers and supervisors are not sensitive to diversity issues; however, there were a few exceptions. For example, one employee felt that her supervisor was sensitive to diversity because she listened to her concern about how comp time was calculated and changed the process to be fair for all employees. Another says his supervisor is sensitive because he puts a stop to inappropriate comments at meetings.
Most agree that good communication, especially listening, is one way that supervisors demonstrate sensitivity to diversity. As one employee sees it, “They need to listen to employees and not be threatened by employee feedback, even criticism.” Equally important, they emphasize, the supervisor needs to have the skill and ability to confront issues as they arise. One employee expresses the prevailing point of view, “My supervisor is a good communicator and very sensitive to issues, but he is fearful of confronting them. He usually waits until the situation has developed into a big problem before he does anything about it. I think he avoids these types of issues because he is unsure about how to handle them.” Other employees agree that their supervisors may not recognize diversity issues and when they do, they may not be comfortable or competent to handle them.
One employee asserts that a manager who is sensitive to diversity understands how to use diversity to add value to the organization. She emphasizes, “My manager and my male colleagues just hired a female engineer and they are all congratulating each other and patting themselves on the back for getting a diversity hire. What they have failed to notice is that she is totally incompetent. The woman is terrible and is already screwing things up completely. The men in my group are missing the entire point; the goal is not to get warm bodies hired, but to hire qualified, diverse employees. Boobs alone are not a criteria for hiring!”
Another says that her supervisor is an example of how not to treat employees. She says, “My supervisor is insensitive to employees and our needs. I was written up for taking too much time at doctor’s appointments. We didn’t get along and I didn’t feel comfortable telling her that I was being treated for lumps in my breast. Rather than speaking to me or asking my about my appointments she wrote my review in such a manner as to make me look like I was irresponsible and goofing off. I was very upset. I worked my 40 hours coming in early and staying late and scheduled appointments around my work responsibilities. When I confronted her about it and asked her why she hadn’t come directly to me to discuss the issue, she blew up and threatened to fire me for being too aggressive.” Others agree that sometimes supervisors assume the worst about employees and that a sensitive supervisor directly confronts an employee about an issue or concern.
Respondents also agree that a sensitive supervisor understands and accommodates differences among employees. In their view, this is a major area for improvement in the City of Tempe. One employee explains, “The City is not willing to accommodate differences. We lost a very good minority police officer because his accent was difficult to understand. You really had to listen closely to him. I could understand him fine, but others in our group weren’t willing to make the adjustment. Instead, they started looking for reasons to fire him and they ultimately got rid of him.” Another agrees, “We have a very talented Asian employee in our group who was told he wasn’t promotable because of his accent even though he has a master’s degree.” Others say that they have seen similar instances where managers and employees are not willing to adapt or change to accommodate those with different needs and challenges.
In their view, favoritism is the opposite mindset from sensitivity to diversity. If supervisors surround themselves with their favorites, then they don’t have to take the time to understand or appreciate differences. Many believe their supervisors like things this way either because it’s easier or because of fear. One employee suggests, “Some supervisors are just more comfortable with white males and others simply don’t see women or minorities as important enough to accommodate.” Another adds, “It’s not just a matter of accommodating differences, it’s about power and control. I think that some supervisors fear having women or minorities get too much power and influence.”
In sum, respondents contend that employees must conform to a very narrow profile of acceptable behavior, one that fits with the manager’s comfort zone. They say that a culture of favoritism is prevalent and that sensitivity to diversity is not. Further, many assert that the individual supervisor or manager has tremendous power because there are few common expectations and practices that create a common citywide culture. In their view, the individual supervisor is free to run his or her group as he or she sees fit.
Employees in all three groups strongly agree that a glass ceiling is firmly in place as evinced by the lack of women in top management positions. Women say that promotion is their chief concern. As one woman sees it, “Administration is no man’s land and once you are there, you may be stuck forever regardless of what you do.” Other women strongly agree that women are concentrated in the lowest levels of the organization in clerical and secretarial positions and that stereotypes keep them firmly in place. Another explains, “Women in administrative positions are stereotyped and some supervisors will admit that even with the right credentials and education, it very trough to break out.” Another woman agrees, “I have a Master’s degree and it took extraordinary effort for me to break out of my entry-level clerical position. My supervisor warned me that this would be the case because of existing stereotypes and prejudices regarding clerical personnel.”
Women agree that the stereotyping must stop and that qualified women must be given the chance to demonstrate what they can do. Further, they advocate that the City begin to look at creating career paths and options for women to move out of the lowest levels in the organization. One employee observes, “The City needs to look at the sex role stereotypes and the education stereotypes that are associated with certain jobs. For example, the Police department currently has a position that requires a bachelor’s degree but that is very close to a clerk position. This could be a great promotional opportunity for clerks, but instead, officers are hired and placed in these positions as interim jobs. Why don’t they give qualified female clerks a chance to promote into these types of positions?”
Many female respondents say that women of childbearing age and those with young children are stereotyped and discriminated against. One woman explains, “Young women in our group may not promoted because it is assumed that their primary focus is motherhood.” In their view, pregnant women or women with children are frequently placed on the ‘mommy track’ and sidelined in the organization while their male counterparts are given a leg up for career development and promotions. A young woman shares her experience, “I went to my boss proactively to discuss my needs when I was pregnant before I went on maternity leave. I knew I wanted to breast-feed and I wanted to let my boss know in advance so we could discuss options. He didn’t want to deal with it and was totally uncomfortable. My request was inconvenient and he made little attempt to support me or to accommodate my short term need. It really upset me. I tried to be proactive and instead I’m labeled and seen as a problem employee.” Other women agree that they women are penalized for needing to deal with the reality of children.
Women say that their male supervisors are often insensitive to their needs as female employees. They emphasize that they do not expect special treatment or job standards to be lowered to accommodate them, but they do expect reasonable accommodations for maternity leave, breast-feeding and the like. These respondents stress that they do not expect as separate set of standards. For example, they strongly oppose lowering physical standards so that more women can get jobs as firefighters. They say if the standards make sense from a job performance standpoint, they need to be firmly held in place. That said, they emphasize that women have a primary role in workforce and expect the City to take a realistic look at the work environment and make appropriate accommodations. They strongly agree that a woman should not have to choose between breast-feeding and her career. Moreover, women should not be limited in their career opportunities because they have children or might have children. This type of thinking is ridiculous and discriminatory in their view.
Another gender issue pertains to a lack of women in male dominated areas like Fire and Public Works. Respondents advocate recruiting more qualified women for these positions. They also note that changes need to be made within these groups to attract and retain talented women. One employee explains a problem she sees, “There are many qualified women in our area. When one does get hired or promoted, she is frequently excluded from normal operations. For example, a meeting will be called to discuss an issue and her boss and male colleagues will ‘forget’ to invite her. Give me a break. You wouldn’t believe the petty unprofessional behavior that goes on in my group. The men don’t want women there at their level and they engage in all sorts of petty games to keep women down and controlled.” Respondents agree that women are not given a fair chance to succeed in some areas, particularly male dominated groups. Most agree that women need to be actively recruited into traditionally male areas and that the good old boy network must be stopped from sabotaging women’s chances for success.
A male respondent agrees that women need to be actively recruited in male dominated areas such as engineering where he works. He observes, “I think we need to go beyond bringing women into male dominated areas. We also need to give women the opportunity to work their way into traditionally male jobs. In my group there is a catch-22. We have some very good women that have the education and have taken all the classes, but that lack experience. How can women get the experience that they need if we use that as a hiring criteria? We need to make some allowance for the fact that women are entering new fields; otherwise, they may never get the chance. I also think we should
develop strategies to get more women into the pipeline for traditionally male jobs and make this an active goal.”
Many employees advocate that the biggest gender issue is not qualifications, but supervisor bias against women. One male employee concurs, “Our supervisor won’t hire any woman, no matter how qualified she might be. Our group is all male and he intends to keep it that way. I think the toughest challenge is to change the mindset against women and not allow fear and resistance to rule the day.” A female employee says, “I’m the only female in my group and it’s totally stressful. I’ve asked my supervisor for support and instead, he constantly criticizes and puts me down in front of the group. If I want to talk to him, his office is in an open area where all the guys can hear every word we say. I get no coaching or support. There is no sensitivity to my position as the only woman in the group. Everyone makes it clear that they would be happier if I’d just go away.”
Respondents agree that the City needs to address the sexist attitudes that limit equal opportunity. A Hispanic male observes, “ I’ll admit that I see a mechanics job as a male job. We just hired a woman mechanic and I’m willing to give her a chance. If she can do the job, great, but most of us question the hire simply because she is a female. I know objectively that this isn’t fair, but it is the way it is.” Employees acknowledge that these types of attitudes stereotype both men and women into particular jobs. They stress that the City needs to encourage and promote new attitudes that emphasize talent and ability rather than gender, race or ethnicity. One employee summarizes the group sentiment, “We need to learn how to recognize the differences between people and make reasonable accommodations. We need to put aside our prejudices and assumptions about who is right for which job. One size does not fit all.”
Employees see lack of understanding of diversity and the lack of sensitivity to different cultures as part of the problem. According to one employee, the City’s efforts to educate employees about diversity have missed the mark. He asserts, “I think that sensitivity to diversity starts with understanding yourself. This is the place to start and from there you can begin to see others as unique individuals. I see education as an important part of the solution to diversity issues.” Another agrees, “The problem I had with Civil Treatment training is that the focus was outward. It didn’t address the core issue of self and of one’s own personal prejudices and attitudes.”
Others see value in more sensitivity training, yet most caution that training can become the easy way out and the quick fix. They want to see other concrete structural solutions put into place. For example, many like the idea of having an HR representative involved in all hiring and promotions to ensure fairness. Others advocate using a diverse panel to guide the selection process. Women suggest developing new career paths to help women move into higher levels of responsibility within the organization. Finally, employees agree that the City’s promote from within policy as a good way to identify and promote qualified diverse employees.
Female respondents say that they are aware that racial slurs and racist attitudes are a problem in the City of Tempe. One respondent shares a recent experience she had during MST training. She says, “We were in a training session and one of the participants began talking about wet nurses.” According to the respondent, this was happening with a young black woman sitting in the group. She concludes, “ It was embarrassing and shocking. Her comments were totally inappropriate. The woman was told to apologize, but I think she should have been fired.”
Women see a general lack of respect for women and minorities as an issue. One woman explains the group perspective, “Women and minorities are shut down in group discussions, especially in male dominated groups.” Another adds, “In my group when I voice an idea or concern nothing happens, there is no response at all. It’s as though I never said anything. I’m completely ignored.” One employee contends, “If you try to assert yourself as a woman or a minority, you’re more likely to be retaliated against or threatened.” Many agree that they have seen or experienced this type of situation and most believe it is a widespread issue.
Most employees are acutely aware of issues as they pertain to equal opportunity and promotion. This is the biggest hot button for minority employees. One employee suggests, “The City needs to provide education and stop tolerating racist attitudes that limit our career opportunities as minority employees.” Another adds, “They need to practice what they preach about the team approach, we’re part of the team too.” Minority employees strongly agree that they need to be an equal and respected part of the organization. Any many do not believe that this is currently the case. As one employee stresses the group perspective, “We want to be involved in the decisions that affect us. Many minorities are excluded from the team process.” Finally, minorities agree that they want to be represented at all levels of the organization, not just the entry-level positions or the blue-collar jobs. They believe that if the City is truly promoting from within, then they should see minority employees at the very top of the organization.
Respondents in the all employee group say that they do not see specific issues regarding race and ethnicity in their groups. One white male employee raises an issue that he is clearly nervous about addressing. He says, “The issue I see in my group is the failure to confront the performance issues of our Hispanic employees.” He is reluctant to voice his concern directly, but finally admits that he sees supervisors who are afraid to confront minority employees because they fear they will be charged with discrimination. None of the other non-minority employees are able to give any concrete examples of racial or ethnic issues. A white male suggests, “This is mostly a problem between a specific supervisor and employee. We need to identify and deal with these individual cases.”
In sum, each of the three groups sees things from their personal point of view. Women are far more attuned to the relationship and communication issues that pertain to diversity. Minority employees tend to be focused upon promotion and equal opportunity. They are also aware of being excluded from decision-making and say that they expect to be treated as full-fledged members of the team. In contrast, respondents in the all employees group are largely unaware of any specific diversity issues, especially minority issues. They say that they see no pattern of discriminatory behavior in there groups and most believe that if there are issues, they are isolated cases.
Employees say that pornography and abuse of the Internet are sexual harassment issues they have seen in their groups. One employee admits, “We have had issues with pornography and abuse on the Internet in Fire; unfortunately, someone may have to be fired to emphasize the point.” Another adds, “ An employee who brought porn into the workplace was fired in our group and the woman who lodged the complaint was put on the hot seat by the rest of the group for coming forward. She finally had to leave our group because the hostility and retaliation got so bad.” An internal affairs employee in the Police department acknowledges that harassment and hostile work allegations have also been made in her department, but is not a liberty to discuss any details.
Women who work in predominantly male groups are vocal about the problems they experience. One employee shares her experience, “My all male group tags me as a bitch because I’m assertive and vocal. They don’t like it one bit and they resent my being there. It’s a very difficult place to work. I’ve even had my manager come to me to tell me that my peers all think I’m a bitch. When I complained about the fact that I was being paid less than my male peers I got a raise and a pat on the head. My boss told me the raise was ‘a morale booster’ rather than a deserved equity increase. It’s a demeaning and hostile work environment.” Another contends, “It’s not just the male supervisors, my female boss is hostile and demeaning. The smallest disagreement gets blown totally out of proportion. If I raise an issue she counters by telling me nobody likes me and other accusations that have nothing to do with the problem I brought up. It’s bizarre.”
One employee observes, “Part of the problem is we lack the skills needed to work out problems between supervisors and employees. We have little experience working things out collaboratively. I’ve also worked for supervisors who are easily threatened or blow up when confronted. I’m usually able to work things through with them because I smooth things over and understand that they are human too. We need to learn how to solve our problems more positively. ”
In sum, most agree that they haven’t seen a lot of sexual harassment or hostile work environment issues in their groups, but that acknowledge that these types of problems are probably occurring in certain parts of the City. However, a few admit that they are unclear about how harassment or hostile workplace is defined. For example, one employee came up after the group and told us that she has been working in a hostile environment without knowing that she has the right to challenge such treatment. She says, “It makes me angry just thinking about the things I’ve put up with in my job. I’m not going to sit back and take it any more.” Employees say that there needs to be zero tolerance for these types of behaviors. In their view, employees need to be able to go to HR and have these issues handled immediately.
Employees in the women only group say that there is an atmosphere of fear and intimidation for many women in the City of Tempe. A white professional woman observes, “You can go all the way out the door if you pursue an issue in the City of Tempe. You are on your own as an employee. This is especially true if you are female or a minority because we are less respected.” Another interjects, “If a white male has an issue his white male boss is more likely to listen to him and personally identify with the issue. If you are an older woman you are likely to be seen as menopausal. If you’re a young Hispanic male you are likely to be seen as stepping out of line and so forth.”
Respondents perceive that women and minorities invite retribution when they complain or raise an issue. A woman emphasizes, “There is no way I’d take an issue to my supervisor, the City Manager or the City Council. I’d be tagged as a problem and a troublemaker.” A young Hispanic female concedes, “I agree. I think that employees get tired of fighting and begging for what they want or need and they just give up.” Another says, “I’ve tried to bring up issues I thought were unfair and my supervisor told me it was his word against mine and that nobody would believe me. I tried every avenue I could think of to resolve the problem and I finally had to leave the department.”
Women say that they are reluctant to bring up issues because they are labeled as too aggressive or as a troublemaker. They believe that women are not permitted to raise issues that a man can raise without fear of reprisal. One employee suggests, “As women employees we learn not to be outspoken about our wants and desires because we have been penalized for doing so in the past.” Another contends, “Managers do not want to hear from employees, especially women. Supervisors are not interested in your career aspirations, your problems or your job needs. I see women becoming quiet and reclusive after they have worked in the City for awhile.” In their view, many women become resigned to the situation. As one woman sees it, “Most of us just come into work and do our job and that’s it.”
Some minority employees say that they have used the chain of command to resolve issues successfully. One employee describes his experience, “In my group we go through the chain of command first and then HR and that seems to work pretty well.” Another employee disagrees, “In our group we went to HR with an issue and our manager came back to us with all the details almost word for word. We got nailed immediately and as a result, we don’t trust HR.” Another employee agrees, “I went to Bill’s office and got no support. Instead, I got blackballed in my department.”
According to most, unions and the Tempe Employee Council are not effective places for most employees to go to get diversity issues resolved. The Fire Union is the exception. An employee explains, “The Fire Union is great. We have power and support and have developed an excellent working relationship with our managers. This isn’t any issue that we can’t take to them and resolve.” Another says the Tempe Officers Association (TOA) has not been effective and may be dissolved. She observes, “We’ve had some real problems with the TOA. Past officers who were in the union have been fired, retired or have just disappeared. Nobody wants to go near the TOA out of fear. I’ve even heard talk about them having to disband it because no one wants to serve on it anymore.”
Employees acknowledge that the TEC may be effective for dealing with systems issues like retirement benefits, but emphasize that it does not handle diversity issues. Further, most say that they have no sense that the TEC represents most employees. As one employee explains, “Most employees don’t know their TEC representative and would never think about going to them for support if they are having trouble with their supervisor.” Another emphasizes, “I don’t think most employees recognize diversity problems as something that affects everyone. They see it as a personal problem and they are not likely to raise this type of issue with the Unions or TEC.” Others agree. They do not see employees using these types of organizations to resolve workplace issues and concerns, especially diversity issues.
Well over two-thirds of all respondents say that there is not a safe process in place for employees to resolve issues in the workplace. Many assert that following the chain of command is ineffective and career limiting. Others say that taking the issue to HR is also ineffective. One employee explains the prevailing employee concern, “The job of HR is to keep employees in line. HR represents management and that hasn’t changed even under the leadership of the new HR director.” Another contends, “Even if HR is trying to resolve the issue, it ultimately gets back to the supervisor who nails the employee.” A few employees say that they would go to HR to address an issue, but most say that they are uncomfortable doing so.
One employee says she just listened to a presentation by HR on the new mediation service being provided to employees. “I think they are making a sincere effort with this,” she explains, “but the mediation system still reports back to the supervisor.” The majority of employees agree that this is a huge problem. One employee observes, “Most employees are so fearful that they do nothing. We’re told that there is a process but it involves going to the supervisor first and the supervisor is usually the problem. This issue is not unique to the City of Tempe; it is a problem in other city governments as well. What we really need is an Ombudsmen system to provide a neutral safety zone for employees to address problems. The current system perpetuates a cycle of retaliation that keeps employees from raising or resolving issues.”
In sum, most employees have issues and concerns with the existing avenues for resolving issues. They see problems using Human Resources, TEC, TOA and their chain of command for as previously discussed. They advocate creating some type of independent, outside group as a viable solution to the problem. An employee suggests, “The Council needs to build an outside group, maybe a citizens review board, to ensure that there is no bias in the process.” Another adds, “What about the Human Relations Commission? Why couldn’t the HRC serve this purpose? Aren’t they supposed to be helping us with diversity issues?” Employees strongly agree that this is a possible solution.
Most employees concur that the top down management style of the City has not changed appreciably even with the advent of MST training. One employee admits, “It is discouraging to see management pretending things are so much better. They are really in denial.” Others agree. In their view the new philosophy is a step in the right direction; however, they believe that training alone will not affect change. As one employee sees it, “There is no prevailing management culture citywide; the city is a series of fiefdoms where each group does its own thing.” Another agrees, “The employee’s experience depends on the supervisor.” Another asserts, “ MST by itself is not effective because supervisors have no idea how to change, how to facilitate or how to create a different work culture.”
Employees say that teaching supervisors how to facilitate and conduct work group meetings would help but again, see it as insufficient. One employee acknowledges, “Some supervisors lack the ‘how to’ but most lack the incentive to change. Without incentives and follow up, additional training is likely to have minimal impact.” Another employee agrees, “Much of this isn’t all that hard to do, if you want to do it that is. Most managers are not walking the talk I don’t believe it is because they don’t know how. We often resort to teaching as a solution, but we rarely build in accountability, checks and balances or success criteria.” In their opinion the crux of the problem is that that supervisors are unwillingness to change. In their view there is no impetus for change and no accountability.
Minority employees say that no amount of training will impact those controlling supervisors who abuse employees intentionally. For example, they say that supervisors informally write up employees to intimidate or threaten them. One employee describes the practice, “One thing that supervisors do to control employees is to do an informal write up. It’s not on city letterhead and it’s not lodged as a formal complaint, yet they make you sign it. They don’t sign it themselves, it’s not dated and you are not told where it is going or how it will be used. I got one that I responded to with ‘To Whom It May Concern’ and tried to explain my side of it. What else could I do?” Several other minority employees say that they too have received this type of informal write up and they strongly agree that it is a strong-arm tactic on the part of supervisors to control and intimidate employees.
A Hispanic male with many years experience in the City observes, “I’ve been here for over 20 years and I see supervisors who have no idea what their job is or how to do it. Supervisors seem to be thrown into management without training or support. For example, this one supervisor I know thinks his job is to catch employees doing something wrong and write them up. He spends 90% of his time in the field with his pad and pen. Does he ever talk to us? No. Does he ask how things are going or what we need to do a better job? No. Does he ask for input or our opinion? No. I almost feel sorry for him because it is clear to me that he has no idea how to manage or what his role should be.”
Employees question what supervisors are being taught in MST. They continue to see top down behavior and micromanagement as the norm. One employee advocates, “I’d like to see supervisors learn to back off and let the employees do their job their way. I’m a professional and I get micromanaged. It’s a waste of time and resource. The focus should be on achieving the goal and employees should be given the power and authority to do their jobs effectively.”
Employees agree; in their view the City is a very controlling work environment. A few acknowledge that they have seen some improvement, but most say it is business as usual in their groups. One employee suggests, “The amount of control really boils down to where you work and your individual supervisor.” Another posits, “I think we’re seeing some easing off of management because of the Public Works situation. Managers are fearful about getting nailed for being too harsh and discriminatory.” In sum, most agree that employees are on the receiving end of key decisions that affect them. In their view, the City is a controlling environment and those who question things may be labeled as ‘not a team player’ or worse.
Employees say that there are diversity issues at and between every level in the organization. They do not believe that more diversity issues occur between the supervisors and the employees. One employee contends, “Battles occur among employees and between employees and supervisors. The bigger problem is that the supervisor sits back and watches.” Many agree. They see diversity issues that are not being addressed for a number of reasons. Frequently the supervisor does not recognize them. In other cases the supervisor doesn’t know what to do to solve them or worse, does not prioritize them as important. One employee summarizes the group perspective, “Diversity issues occur everywhere. The question is whether they are being addressed and if not, why not.”
Employees rank order the issues implementation requirements that they have been discussing from the highest to lowest priority, with 1 representing the top priority. Respondents in all three groups strongly agree the following ranked list represents the City of Tempe biggest issues:
1. Good Old boy Network/Favoritism
2. Controlling Management Style
3. Gender
4. Race & Ethnicity
Top Implementation Requirements:
5. Management Leadership
6. Accountability
Each of the above areas is discussed in terns of possible solutions as described in the next section.
In their view the good old boy network and favoritism is the number one problem that affects everyone. Employees strongly agree that the City needs to ensure that a true meritocracy is in place to ensure that qualified employees have an equal chance of being hired and promoted. Women and minorities agree. They emphasize that they are not looking for special treatment; however, they do expect equal and fair treatment. Employees say that eliminating favoritism starts at the top with the City Manager and Council. In their view, top management needs to be the role model for eliminating the good old boy network and favoritism. One employee suggests, “They should take a closer look at some our departments and break up the existing good old boy networks.” Another advocates, “We need to objectify the recruitment and selection process and focus upon qualifications, not gender, race or ethnicity.”
Respondents advocate actively recruiting and hiring more qualified women and minorities into upper management positions and into nontraditional job areas. Women say that career paths need to be identified to help them break through the glass ceiling. Minority employees emphasize the need to follow through with the City’s promote from within policy. Most employees also agree that diverse hiring panels can be effective if they are implemented fully and fairly. Employees suggest including members from outside the department on the panel, perhaps internal customers or even citizens. They also see a critical role for HR in monitoring the fairness of the process. Most importantly, they believe that the hiring manager should not be able to disregard the panel’s recommendations without sufficient justification and oversight by HR.
Employees agree that the IDP sounds good in theory, but that it needs to be fully implemented; however, they say placing the responsibility for career development on the employee is a problem. For example, employees who have used the tuition reimbursement program and have successfully completely the suggested training wonder why they are not being promoted. Are they being discriminated against? Is it because of the lack of job mobility in a poor economy? Or is it because the employee is trying to get into a field that has limited opportunities? Employees want coaching and guidance. Taking classes or going to school without any hope of advancement is a frustrating waste of time in their view.
Employees say that they are not getting the information and support they need with respect to career planning. They say that managers and supervisors need to provide coaching and information to help them establish realistic career goals. For example, if there are no jobs in an area of employee interest, the supervisor should be able to help steer him or her toward a more promising direction. Many employees say that they want to work in the City and would be willing to adjust their career goals to support the City’s future needs. This is the type of coaching and support most employees would welcome.
Employees acknowledge that changing with the City’s controlling management style starts with articulating the new management philosophy and training. One employee advocates, “Part of the training needs to focus upon giving supervisors and managers the basic skills that they need to work with diverse groups including women, minorities, people with different religious backgrounds, etc.” Another adds, “Some supervisors lack the basic skills need to supervise including how to interact with employees, how to listen, how to solicit input and feedback and similar topics. We’re starting at square one for some supervisors.” Additionally, several say that managers and employees need to learn to work together and that this will facilitate the City’s ability to recognize and address diversity issues.
Beyond training, supervisors who continue to manage top down must be confronted. One suggestion is to have a HR person who monitors each department for issues of fairness and compliance with diversity guidelines and goals. Others advocate some type of outside agency such as the HRC to operate as a safe place for employees to raise issues and concerns.
Employees agree that the glass ceiling is unfair and that talented women need to be recognized and promoted. Everyone emphasizes that women deserve to be treated fairly and be respected as equals. Women reiterate that their careers are important to them and they are no different than men when it comes to wanting to be recognized and to advance to higher levels in the organization.
In their opinion, supervisors and managers need to honestly examine and eliminate the sexist attitudes that prevent women from succeeding and moving up in the organization. Education and training may be part of the solution. For example, supervisors should be trained in how to facilitate communication and how to work with women and other diverse groups to accommodate their needs and differences. However, training alone is insufficient. Women who are being abused, bullied, ignored or otherwise excluded from the work group need to be able to get these serious issues addressed and resolved. Employees say that the City needs to develop additional processes and channels for this type of situation. Going through one’s chain of command is not effective; it precipitates further discrimination and retaliation in their view.
Finally, women suggest forming a women commission to work on gender issues and to develop mentoring program to help coach and develop female employees. Women say they need support and encouragement from other successful women. They also need good women leaders and role models at the highest levels that they can learn from and emulate.
Respondents emphasize that talented minority employees also need to be recognized and rewarded. Minority employees place much faith in the City’s promote from within policy and believe it will result in more qualified minority employees being hired and promoted throughout the City including the highest levels. Some have served on diverse panels and say that all groups in the City should use them. Others suggest looking for ways to broaden and expand recruitment efforts. Some stress the need to bring minority recruits into nontraditional areas to serve as role models and to dispel stereotypes about minorities being suited only for the lowest, entry-level jobs.
Equally critical in their view, the stereotypes and racist attitudes that have discriminated against them need to be eliminated. Education is a part of the solution; however, they agree that the City must truly embrace diversity, not just give it lip service. This means taking action against those who discriminate against minority employees. It also means providing a safe and effective process for addressing diversity issues.
All employees agree that managers, supervisors and co-workers need to be held accountable for their actions and that abusive and controlling behaviors cannot be condoned or permitted. Minority employees in particular emphasize the need for increased sensitivity to cultural differences and zero tolerance for abusive behaviors in the workplace.
Employees say that the City needs to demonstrate leadership from the top to change and improve the work environment. All agree management must lead the way and role model the appropriate attitudes and behaviors. One employee expresses the group view, “We have many ideas and are eager to implement them, but employees lack the power and authority to change things.” Another employee observes, “Management needs to listen to employees and work with us to do this. Really nobody has a clue how to do this, how to change an entire culture to support diversity. But we as employees have an important part of the picture because we work with the customer every day in the trenches. I think employees and managers have to do this together.”
They believe that the City needs to articulate a clear and compelling goal. One employee explains, “We need a vision and goal for diversity that has meaning for every group and every employee. For example, in our department they gave us this Tempe Way card, but we never discussed what it means for us. It had no real impact. If we are serious about diversity we need to talk about what we are trying to do and develop a unified approach.”
Management must develop a viable process to make change happen. An employee advocates, “We need to develop something beyond the 4-Sided Partnership idea that involves all employees. Every employee in the City needs to see this as important and know what is expected of them to support it.” A critical part of this includes obtaining total management and employee buy in. The new City Manager cannot do this alone. He needs to get everyone on board for the change. This means communicating why diversity is a priority for everyone and how it benefits everyone.”
In their view accountability is the crucial missing link. One employee posits, “Upper management needs to hold supervisors accountable for their behavior. Most importantly, we need some type of outside monitor to assess individual departments.” Another agrees, “We have been using a 360-feedback system very effectively, perhaps we could implement something similar to evaluate our progress on diversity goals.” Employees strongly agree that rank and file employees need a way to provide feedback to management and to flag issues safely and effectively. The current mechanisms and existing policies are not effective in their view. And the importance of providing feedback on their managers cannot be overstated in their opinion. Furthermore, they say that the lack of a safe process for addressing ongoing work related issues is one of the reasons things do not improve. These types of problems, especially sensitive issues such as diversity, are often not identified and resolved.
Changing the reward structure is a critical aspect of accountability in their opinion. One employee suggests, “We need to stop rewarding the old behaviors and identify and reward the new ones.” Another concurs, “ I am all in favor of helping supervisors and employees make necessary changes, to provide them training and the like, but at some point top management has to hold their feet to the fire make them accountable for their actions.”
Another adds, “We need measurable indicators to assess how things are going. We need clear expectations so that every employee, including supervisors and managers, understands what is permitted and what is not. And we may have to fire those supervisors or employees who are unable or unwilling to change.” Several agree that immediate consequences and visible sanctions are needed to communicate the seriousness and priority of the City’s diversity focus.
Finally, management needs to keep employees up to date and involved in the City’s diversity progress and challenges. As one employee sees it, “The City needs to follow through with the action plan and keep communicating progress, goals and next steps. Too often employees participate in surveys or focus groups like this and nothing happens. If diversity is important, top management needs to tell us that and they need to keep it on the employee’s radar.” Another agrees, “Management needs to tell us what we need to be doing as employees to support this effort.”
Employees admit that they are concerned about seeing anything positive happen as a result of the diversity assessment. One employee expresses the concern, “I’m afraid I’ll never hear anything more about this once I leave this meeting. Somehow things like this seem to go into a black hole.” Others agree. They too have participated in employee surveys, focus groups and similar discussions over the years and have not seen things change as a result. Another employee adds, “It frustrating when you give management the same feedback many times over and there is no follow through.”
On a positive note, employees agree that diversity is important to them. One employee says, “The thing that makes this realistic rather than ivory tower, is that really does affect all employees. We all benefit if we have fair promotions and hiring. We all benefit from having managers that know how to facilitate rather than micromanage. Employees throughout the City will jump on board if they see how diversity applies to them.”
Equally important, most employees say that despite any problems or areas for improvement that the City of Tempe is a good place to work. One employee expresses the group sentiment, “Most of us really like our jobs and we’re here in this focus group because we do care about the City. The City of Tempe is a good place with good employees. We just want it to be better and we know we can solve our problems if we work on them together.” Others agree. Employees genuinely care about Tempe and the City and want it to be a great place for all employees and citizens.
In conclusion, employees emphasize that they are willing to do their part to change and improve the workplace. Most encouraging, many think it is possible to do. One employee summarizes the group perspective, “We can do this. Each manager needs to take responsibility for his or her area and we need a formal plan with a built in assessment, preferably from an outside group or agency. We also need feedback from employees on what is needed as well as how things are progressing. If the City is serious about making change, employees are willing and able to work with them to make it happen.”