Retention: Diverse Institutions = Diverse Retention Practices?
MDEP Report - Asian Retention by C York
-
Upload
glenn-tsugawa -
Category
Documents
-
view
222 -
download
0
description
Transcript of MDEP Report - Asian Retention by C York
Retention of Asian Staff in the YMCA Movement
By: Cecilia York & Tanya Bluford (212º)
Subject Matter Expert: Gussie Monks
Problem Statement
There are 452 Asian & Pacific Islanders YMCA exempt staff, representing 2.4% of total YMCA staff nationally.
We will determine whether there are factors that affect the retention & upward mobility of Asian staff and recommend strategies to significantly increase the retention of Asian staff in the YMCA movement.
Overview
What is the YMCA of the USA baseline for Asian staff retention?
Who is “Asian”? Population by ethnic group Asian factoids Interview methodology & results Best practices Proposed strategies to increase retention of Asian
staff Summary Research Sources
YMCA of the USA Employee Statistics
Asian & Pacific Islander Full-Time Exempt Since 2004
Year # Staff Percentages2004 319 1.82005 328 1.92006 354 2.02007 358 2.12008 432 2.3
As of July 2009, out of 452 Asian & Pacific Islander staff, there are 5 CEOs and 59 staff with Senior Directorship status.
Asia Elevation Map 1999
Source: www.askasia.org
Over 50 Nations that can be considered Asian countries:Afghanistan Indonesia Maldives SingaporeArmenia Iran Mongolia South KoreaAzerbaijan Iraq Myanmar (Burma) Sri LankaBahrain Israel Nepal Syria Bangladesh Japan North Korea TajikistanBhutan Jordan Oman ThailandBrunei Kazakhstan Pakistan Timor-Leste TurkeyCambodia Kuwait Peoples Republic of China TurkmenistanCyrus Kyrgyzstan Philippines United Arab EmiratesGaza Laos Qatar UzbekistanGeorgia Lebanon Republic of China (Taiwan) VietnamHong Kong (PRC) Macau (PRC) Russia West BankIndia Malaysia Saudi Arabia Yemen
Sources: www.Wikipedia.com
Source: US Census Bureau
US Asian Population by Ethnic Group %:
Chinese 23.9 Cambodian 1.8
Filipino 18.3 Hmong 1.7
Asian Indian 16.2 Laotian 1.6
Vietnamese 10.9 Pakistani 1.5
Korean 10.5 Thai 1.1
Japanese 7.8 Other Asian 4.7
87.6 12.4
Asian Factoids
Forty-nine percent of Asian Americans 25 and older have a bachelor's degree or higher compared with 27 percent for all people 25 and older.
Two million people in the United States speak Chinese at home. Next to Spanish, Chinese is the most widely spoken non-English language in this country.
The $83,804 in average income enjoyed by Asian-American married-couple households is 8 percent higher than that of non-Latino white households. Moreover, on average, Asian Americans working full time earn more than their non-Latino white counterparts ($47,189 vs. $46,794).
Cities with highest Asian-owned firms are New York, Los Angeles, Honolulu and San Francisco.
Sources: The U.S. Asian-American Market, 2000 U.S. Census Bureau
Faces of Asian YMCA Staff
Gussie Monks, Manager of Inclusion, National Diversity & Inclusion, YUSA
Kathy Cheng, CFO of YMCA of San Francisco
Glenn Tsugawa, SVP & CFO of YMCA of Greater Seattle
Emily Oshima, Newcomer-Immigrant Program Coordinator, YMCA International Group
Paul Mohabir, CEO of Valley-Shore YMCA, CT
Denise Lam, Executive Director of Leaning Tower YMCA, IL
Kendall Hirai, SVP Branch Operation, YMCA of Metropolitan Los Angeles
Claudia Soo Hoo, Aquatics Director, Lawrence Branch YMCA, MA
Lawrence Kameya, VP of YMCA Resources, YUSA
Doug Nakashima, President & CEO, YMCA of Central New Mexico
Cecilia York & Fred Hoshiyama
Interview Methodology 20 Staff Interviewed 7 states (California, New York, New Jersey,
Massachusetts, Washington, Washington DC, Connecticut & Illinois) Asked series of questions (see next slide) Assured them of confidentiality Demographics of interviewees:
a. Age Range 26 - 61 b. Years with the YMCA 6 months – 35 yearsc. Ethnic Groups:11 Chinese 3 Japanese 3 Asian Indian 2 Filipino 1 Koreand. Immigrants: 8 1st Generation: 7 2nd Generation & up: 5
Interview with Marina Luk, General Manager, East West Bank, HK Interview with Shelley Mau, Financial Planner, Ameriprise, USA
Interview Questions Part I: Question #1Rate the following factors on 1 to 5 point scale.
1. Money2. Sense of belonging3. Appreciation for loyalty4. Strong relationship with supervisor5. Education, training & career development6. Potential career success7. Balancing work & family
Sources: Factors based on “Recruiting and Retaining Asians into the YMCA Movement” by Gussie Monk & Jeffrey Thomas, results from 2008 Seers survey from YMCA of San Francisco and http://www.pacificbridge.com on employee retention
Survey Results:Part 1: Question #1
Sense of belonging (4.4) Education & training (4.3) Strong relationship with supervisor (4.3) Appreciation for loyalty (4.3) Potential career success (4.0) Balancing work & family (3.9) Money (3.4)
Note: Rating affected by position level, gender & birth status.
Part II of Survey:Question 2 to 10
Survey ResultsPart II: Question 2
As an Asian professional, what are the thingsyou would like your supervisor or management do for you based on the factors identified in question #1? Recognition & Appreciation Trust Career advancement support Supportive supervisor
Key Satisfiers (Gussie Monks & Jeffrey Thomas 2008 survey results)
• Staff Development• Communication • Recognition • Supervisor's management capabilities• Relationship with supervisor• Clear and consistent feedback at work• Willing to promote staff• Provide sufficient staff training• Fair reviews• Reasonable work expectations • Listen to staff• Knowledgeable about staff’s work
Survey ResultsPart II: Question 3
Being Asian, do you feel fairly treatedcompared to your other colleagues?
Most feel they are treated fairly & some experienced occasional bias
A few people felt that they have to work harder than their Caucasian counterparts
View as opportunities rather than entitlement
Survey ResultsPart II: Question 4a
Are there attributes of being Asian that you areproud of and would like to be recognized in theworking environment?
Strong work ethic & being responsible Do whatever it takes to get job done & do not mind
going beyond Intelligent Loyal to the workplace Do not complain
Survey ResultsPart II: Question 4b
Do you feel that your YMCA values Asian staffin the workplace?
Perceived Asians as being trustworthy people
Most Asians work at the branch level in lower positions rather than executives at Metro
Survey ResultsPart II: Question 5
When facing advancement opportunities, doyou think there are more obstacles beingAsian?
Self-promotion & advocacy not a value in the Asian culture
Do not speak up and more quiet & reserved, perceived as having lack of presence
More obstacles when you are foreign born Depends on the part of the country Difficult to move out if work at the Chinatown branch
Survey ResultsPart II: Question 6
What is the attractiveness about working in theYMCA that is different from otherorganizations?
Organization’s mission & community impact Global footprint, rich history & stability of the YMCA Largest non-profit in the US; provides more
resources & career opportunities Non-corporate working environment, family oriented
with work flexibility & good fellowship All inclusiveness
Survey ResultsPart II: Question 7
What could an affinity group, e.g. AsianLeadership Network do to help you?
Networking & support Share thoughts & learning experiences Mentorship Motivated by successful Asians within the YMCA National exposure
Survey ResultsPart II: Question 8a
Have language, cultural differences or typical Asiantraits such as being “passive aggressive” affect yourcareer at the Y?
Most felt being “passive aggressive” to be a common trait which needs to be overcome to achieve career success
Respect organization hierarchy & cognizant of “saving face”
Value humbleness Expect advancement from quality of work, not
personal advocacy
Survey Question:Part II: Question 8b
Do you have any suggestions that would helpmanagers remove these barriers?
Good supervisor should encourage Asian staff to communicate & speak up without repercussions
Provide more thoughtful performance evaluations Show recognition & appreciation Ensure access to training Provide Asian staff with opportunities to be more
outspoken
Survey ResultsPart II: Question 9
What can management do to retain you?
Recognition & being valued Provide career opportunities & expand scope of
work Provide flexible work opportunities Embrace diversity & create an inclusive environment Provide financial incentives
Survey ResultsPart II: Question 10
As an Asian in the workforce, has AffirmativeAction impacted your career at the Y? If so,how?
Most responded no, however a few found Affirmative Action helpful in securing current position
Few said it opened doors that they were able to walk through
Want to be recognized based on merit and not due to Affirmative Action
Interview Video
Nelson Louis, CEO of Greater Bergen County YMCA in New JerseyVideo can be viewed at: www.youtube.com/watch?v=CYx_wOIVo7Q
Top 3 Companies in Diversity for Asian Americans
Abbott Laboratories #1 17% of new hires are Asian 14% of US workforce
Wells Fargo & Co #2 Asian member on 17-member Board of Directors 22% of its philanthropic endeavors to multicultural non-profits which
includes several Asian foundations
American Express Co #3 10% of all US Managers are Asian Asian staff receive 19% of all management positions
Source: Diversity Inc. – These companies demonstrated a long-term commitment to hiring,retaining, compensating and promoting Asian Americans.
Best Practices in Diversity for Asian Americans CEO commitment & executive accountability for
diversity success Human capital – Composition of workforce,
promotions & retention Communications
Organizational - Mentoring programs, active employee resource groups & employee surveys Corporate – Philanthropic contributions, multi-cultural marketing, use of website
Diversity procurement program– Ensure use of suppliers owned by Asians
Strategies for retaining Asian staff in the YMCA Movement
3 Key Areas:1. Research2. Marketing3. Training & Development
Strategies for retaining Asian staff in the YMCA MovementResearch Participate in Diversity Inc. Benchmark Study YMCA of the USA should track staff retention
numbers; exempt & non-exempt by race in order to understand the hiring trends
Send survey/questionnaire to YMCA Asian staff and management for suggested retention strategies
Contact top companies in diversity for Asian Americans to learn from their successes
Strategies for retaining Asian staff in the YMCA Movement (Cont)
Marketing Continue to promote Asian recruitment --- we can’t retain them if they
are not here! Some of the marketing efforts may affect both recruitment and retention
Marketing efforts and materials (in ethnic publications & newspapers) should be inclusive to specifically outreach to the Asian community
Market career success of Asian staff in the YMCA movement to both internal & external audiences
Develop partnerships with YMCAs in Asia which could be incentives for Asian staff
Develop strategic partnerships with Asian organizations & institutions (include universities) nationally & locally, e.g. US Pan Asian American Chamber of Commerce, National Association of Asian Professionals, Asia Society, Leadership Education for Asian Pacifics & various local non-profit agencies
Promote diversity at local YMCAs by celebrating or acknowledging major Asian holidays & festivities
Strategies for retaining Asian staff in the YMCA Movement (Cont)
Training & Development Develop a process within the YMCA to promote supervision best
practices including, understanding the importance of: Recognition Show trust, do not micro-manage Encourage training & continued education Give more responsibilities & provide exposure Constructive feedback and provide help & support Understand the culture of their staff Encourage communication Fair compensation Ensure welcoming & inclusive working environment Appreciate loyalty Show support of family life with flexible schedule Show interest in career development of staff
Strategies for retaining Asian staff in the YMCA Movement. (Cont)
Training & Development (Cont) Heighten the awareness of low representation of Asian staff
within the YMCA movement relative to Asian population growth within the US
Continue to promote diversity & value cultural differences through the work of the Diversity & Inclusion Department of the YMCA of the USA
Enhance visibility of Asian Leadership Network & increase Asian staff active participation
Support scholarships to Asian staff through the Fred Hoshiyama Scholarship Fund
Encourage Asian staff participation in Multicultural Executive Development Program
Strategies for retaining Asian staff in the YMCA Movement (Cont)
Training & Development (cont) Encourage Asian staff participation in Multicultural
Mentoring Program Encourage Asian staff to apply for key leadership
positions within the YMCA movement Engage Resource Directors (liaison to local YMCA) in the
promotion of Asian staff retention throughout the YMCA movement
Include Asians on the Board of Directors and volunteers for diversity across the YMCA movement
Develop and engage a cultural competency training for staff & volunteers
Summary The Asian population will likely be tripled by 2050.
There are unique attributes and traits in the Asian culture that YMCAs’ management should understand in order to build an effective working team.
The YMCA needs to focus on recruiting, retaining, marketing and training of Asian staff.
Review best practices from top companies that the YMCA could adopt.
The YMCA needs to be proactive in securing the human and financial commitment to better serve the changing market.
Research Sources 2000 United States Census, US Census Bureau Survey results and meetings with 20 YMCA staff of Asian descent Survey on Recruitment of Asian YMCA Staff by Gussie Monks, 2008 Interview with Marina Luk, General Manager, East West Bank, HK Interview with Shelley Mau, Financial Planner, Ameriprise YMCA of the USA R&P, June 2008 http://www.Diversityinc.com http://www.Wikipedia.org http://www.Asiasociety.org http://www.Asian-nation.org http://www.AskAsia.org http://www.Asst.Wordpress.com http://www.Pacificbridge.com http://www.NAAAP.org Hyun, Jane. Breaking the Bamboo Ceiling. New York: HarperCollins, 2005.