improving diversity september 2013
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Improving diversity
by Toronto Training and HR
September 2013
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CONTENTS5-7 Definitions8-9 Types of diversity 10-12 Underlying principles of diversity 13-14 Drives for diversity awareness15-16 The business case for diversity and inclusion17-18 Dimensions of inclusion19-20 Unconscious bias21-22 Ways to reduce bias23-24 Ethical guidelines25-27 Cultural competence28-30 Employment equity31-32 Communication33-34 Racism in Canada35-37 Generational diversity38-39 International managers40-42 Different difficulties43-47 Best diversity employers 201348-49 Valuing diversity in the workplace50-51 Conclusion and questions
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Introduction
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Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers
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Definitions
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Definitions 1 of 2• Diversity• Primary dimensions• Secondary dimensions
• Inclusion
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Definitions 2 of 2• Barriers• Discrimination• Prejudice• Privilege• Stereotype
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Types of diversity
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Types of diversity• Social category diversity• Informational diversity• Value diversity
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Underlying principles of diversity
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Underlying principles of diversity
1 of 2• Diversity is an inside job, meaning that diversity is not about “them”
• Diversity goes beyond race and gender
• No one is the target of blame for current or past inequities
• Human beings are ethnocentric
• The human species resists changes
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Underlying principles of diversity
2 of 2• Human beings find comfort and trust in likeness
• It is difficult for people to share power
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Drivers for diversity awareness
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Drivers for diversity awareness• Demographic trends• Business environment• Legal impetus
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The business case for diversity and inclusion
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The business case for diversity and inclusion
• Individual• Team• Organizational • Customer
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Dimensions of inclusion
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Dimensions of inclusion• Fairness of employment
practices• Inclusion and participation in
decision making• Inclusive management and
leadership• Integration of differences• Information access and open
communication
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Unconscious bias
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Unconscious bias• Definition• Examples• Addressing unconscious bias• Dealing with unconscious
bias in the workplace
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Ways to reduce bias
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Ways to reduce bias• Implicit bias• Sample bias
• Become mindful of your own biases
• Identify alleged benefits of bias
• Identify biases that damage• Dissect biases to weaken
foundation• Identify shared kinship
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Ethical guidelines
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Ethical guidelinesAREAS TO CONSIDER:• The reasons for the
guidelines • What are the values of the
organization? • Those affected by the
guidelines• The way in which the
guidelines are written• Provide training for local
managers so that they can understand the guidelines.
• Emphasize the common features
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Cultural competence
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Cultural competence 1 of 2• Communication• Emblems• Illustrators• Regulators• Affect displays• Adaptors
• Learning cultural competence
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Cultural competence 2 of 2CULTURAL PROFICIENCYCultural destructivenessCultural incapacityCultural blindnessCultural pre-competenceCultural stereotypes
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Employment equity
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Employment equity 1 of 2• Definition• Disadvantages in
employment• Benefits of employment
equity• Pay equity and the gender
pay gap
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Employment equity 2 of 2STAGES INVOLVED• Senior management
commitment• Data collection and analysis• Employment systems review• Establishment of a work plan• Implementation• Evaluation, monitoring and
revision
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Communication
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Communication• Variables in cross cultural
communication• Barriers to communication• Removing barriers• Additional tips on cross
cultural communication
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Racism in Canada
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Racism in Canada• History• 21st Century perspective• Situation in Peterborough
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Generational diversity
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Generational diversity 1 of 2• What are the different
generations?• Benefits of leveraging the
multigenerational workforce• Influencing factors• Generational clashes• Maximizing generational
differences during times of change
• Bringing the best out of people
• Developing a plan
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Generational diversity 2 of 2KEY WORKPLACE DIMENSIONS• Work style• Authority/leadership• Communication• Recognition/reward• Work/family• Loyalty• Technology
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International managers
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International managers• Reasons for low numbers of
female international managers
• Considerations when selecting suitable talent
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Different difficulties
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Different difficulties 1 of 2• Ableness/disability• Age • Athleticism• Biological sex• Economic class• Educational level• Ethnicity/culture• Gender identity/expression• Geographic region• Hierarchical level• Immigration status• Job function
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Different difficulties 2 of 2• Marital status• National origin• Parental status• Race• Religion/spirituality• Sexual orientation• Size/appearance• Skin colour; physical
characteristics• Use of English• Working style• Years of experience
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Best diversity employers 2013
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Best diversity employers 2013 1 of 4
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Best diversity employers 2013 2 of 4
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Best diversity employers 2013 3 of 4
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Best diversity employers 2013 4 of 4
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Valuing diversity in the workplace
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Valuing diversity in the workplace
• Organization-wide image• Concern for equality• Career development• Hiring practices• Management and leadership
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Conclusion and questions
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Conclusion and questions
SummaryVideosQuestions
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