gender and diversity analysis - gov

Genderand

DiversityAnalysis

by theWomen in Employment Committee of the Canadian Association of Administratorsof Labour Legislation

August 8, 2003

Genderand

DiversityAnalysis

Discussion Paper and Lens

INTRODUCTION The Women in Employment Committee(WIEC) is one of five standingcommittees to the Canadian Associationof Administrators of Labour Legislation(CAALL). WIEC is responsible forassessing and advising CAALL memberson the potential impacts of labour relatedpolicies and programs as they affectwomen and other diverse groups inCanada.

While many organizations havedeveloped tools, often called "lenses," toconsider impacts by gender or diversity,WIEC proposes an innovative model thatcombines gender and diversityconsiderations. The adoption of thisintegrated approach will supportCAALL's mandate to provide leadershipand foster dialogue on labour relatedtopics.

WIEC developed this discussion paperand accompanying tool to support theincorporation of gender and diversityconsiderations into CAALL's otherstanding committees' work. The paperdiscusses the rationale for conductinggender and diversity analysis andprovides guiding principles. The tool is a"how to" series of steps for incorporatinggender and diversity analysis throughoutthe legislative, policy, program, andservice delivery process.

1CAALL --Women in Employment Committee --GENDER AND DIVERSITY ANALYSIS DISCUSSION PAPER --August 2003

WHAT IS GENDER ANDDIVERSITY ANALYSIS?Gender and diversity analysis takes into account cultural, social and economicdifferences between men and women and between diversity groups to ensure that:

Potential impacts of policies, programs, and legislation on men and women and ondiversity groups are identified;Existing and proposed policies, programs, and legislation have intended and fairresults for men and women and on diverse groups.

Diversity refers to those who self-identify their membership based on a collectiveexperience. It is possible to belong to several diversity groups, for example to be amember of a visible minority and to have a disability. Diversity groups can include,but are not limited to, persons with disabilities, members of visible minorities,Aboriginal peoples, and groups identified by sexual orientation.

Gender and diversity analysis is an ongoing process that analyzes new information,considers how gender roles and diversity groups are changing or remaining the same.This approach considers how gender and diversity intersect with other socio-economicfactors such as poverty, education levels, cultural traditions, language, rural or urbanlocation, etc



WHY DOGENDER ANDDIVERSITYANALYSIS?Gender and diversity analysis providesgreater understanding of how socialpatterns interact and have an effect on anindividual's ability to participate in andcontribute to Canadian society. WhileCanada made great strides towardsgreater social equality in the last century,gender and other differences continue togreatly affect peoples' choices andopportunities. Often gender anddiversity have a multiple effect on oneanother and that is why is it important toconsider these issues in relation to oneanother.

When applied consistently andthoroughly, gender and diversity analysisresults in more effective programs andservices, safer and productive workplaces,and enhanced social cohesion. Genderand diversity analysis benefits allCanadians.

1 Gender and Diversity Analysis --Results in Improved Programsand Services for Canadians

Incorporating gender and diversityconsiderations in the design andassessment of programs, policies,legislation and service deliverymechanisms will reveal the differentialeffects of existing or proposed initiativeson diverse workers and their workplaces.

Many policies and programs use a "onesize fits all" approach. However,attempting to achieve equality by treatingmen, women and diverse groups exactlythe same can actually perpetuate existinginequities, resulting in unequal outcomes.

Gender and diversity analysis does notprescribe solutions but expands the rangeof possibilities available so that decision-makers can assess which alternative(s)will work for their workplace orsituation.

Gender and diversity analysis facilitatesmonitoring and evaluation by makinggender and diversity considerationsexplicit and by promoting discussion ofwhether an approach is delivering theintended results. The analysis can revealunintended positive or negative outcomesas well.


2 Gender and Diversity Analysis --Responds to the ChangingWorkforce

In the last forty years, Canada hasundergone major social and economictransformation. There were significantdemographic changes, and the industrialstructure shifted from its primaryreliance on natural resources andmanufacturing to more knowledge-basedsectors.

Canada's twenty-first century workforceis one of increasing diversity. The natureof work and workplaces continues toevolve and adds to the challenges ofachieving fair, effective, and safe workenvironments. Incorporating gender anddiversity analysis allows regulators,employers, and workers to betterunderstand how work is changing, andhow these outcomes are affecting themand the rest of Canadian society.

3 Gender and Diversity Analysis --Makes Good Business Sense

Many organizations includingcommunity groups, governments,unions, and the private sector havestudied and made efforts toaccommodate changes in thecomposition of the workforce and thechanging nature of work.

The private sector has led the "businesscase" focus on the economic value ofincorporating gender and diversityconsiderations in the development andmarketing of services and products, andpromoting diversity in recruitment andretention efforts. The latter is a directrecognition that many workplaces faceintense competition for human resources.Many businesses view gender anddiversity analysis as a way to create workenvironments that foster employeerecruitment, retention, and satisfaction.

Research indicates that workplaces thatexemplify characteristics based on humanresource management practices that aresensitive to gender and diversitydifferences have lower absence andturnover rates, higher morale, strongercommitment, fewer accidents andgrievances, and measurable productivitygains. Flexible management models thatrespect, engage, and support employeescan achieve organizational goals andenhance the quality of work life.


4 Gender and Diversity Analysis --Respects and Promotes HumanRights

Gender and diversity analysis reinforcesthe economic and social value ofrespecting the human rights of allworkers and adapting the workplace toaccommodate diversity groups. Thisapproach involves developing knowledgeand understanding of the uniquesituations and experiences of variousgroups of workers. These insightspromote inclusion and prevent oraddress adverse workplace practices.Gender and diversity analysis makes itpossible to redefine programs andpolicies to mitigate possible gaps andinequalities.

The following guiding principles outlinethe value of incorporating gender anddiversity analysis. They explain how thisapproach is most effective when appliedconsistently and throughout the programand policy development process.


GUIDING PRINCIPLES1. Gender and diversity analysis promotes the effective use of the skills and talents of

all members of the Canadian workforce.

2. Integrating gender and diversity considerations supports the development ofeffective legislation, policies and practices to better meet the needs of the Canadianworkforce.

3. Incorporating gender and diversity considerations into policy or programdevelopment is an essential aspect of modern policy development. This approachis most effective if such considerations are included from the beginning stages ofdefining a policy problem through to policy implementation and evaluation.

4. Integrating gender and diversity considerations is a continuous and consistentprocess.

5. Effective application of gender and diversity analysis requires basic knowledge ofthe diverse composition of workforces, social and cultural differences, historic andcurrent barriers, as well as legal and social relationships.

6. Gender and diversity analysis respects and promotes human rights.


STEPS FOR APPLYING A GENDERAND DIVERSITY ANALYSISGender and diversity analysis is about probing more deeply into issues to betterunderstand the complex relationships and outcomes caused by social and economicdifferences that men and women and diversity groups experience. It examines how thesedifferences affect policies and programs, and how outcomes can be improved by tailoringprograms to account for differences.

Effective gender and diversity analysis will ask the following questions throughout thelegislative, policy, program, and service delivery process.

Who?What do we know about gender and diversity groups?What social and economic differences do men, women, and diversity groupsexperience?

In what ways does difference matter?How might these social and economic differences affect people's ability to accessprograms? How do social and economic differences affect policy and program implementation?

How are outcomes affected?How do social and economic differences affect policy and program outcomes?How could outcomes be improved by addressing gender and diversity differences?

Effective gender and diversity analysis requires reliable and available data. Often theanalysis will reveal gaps in knowledge or limitations in the ways in which data arecollected, analyzed and presented. Addressing these information gaps is an importantfirst step in applying gender and diversity analysis.

The following examples illustrate the typical steps in policy and program developmentand demonstrate how gender and diversity analysis can be applied by asking focusedquestions.


1 IDENTIFYING THE ISSUE

An increase in workers' compensationclaims might indicate the need to reviewoccupational safety and health (OSH)standards and compliance. Applying agender and diversity analysis wouldprompt the following types of questions:

Who?Who is using the safety equipment? Are recent immigrants, who may notspeak English or French, using theequipment?

In what ways does differencematter?

Are written safety instructionsunderstood and applied?Is safety equipment available inappropriate sizes for men andwomen? It is well fitting for all bodytypes?

How are outcomes affected?Is ill-fitting equipment causing moreworkplace accidents?Can safety information be madeavailable in languages other thanEnglish or French?

Without these more precise questions, wemight only ask about general issues suchas "is safety equipment available?"Without the specific focus on who usesthe equipment and how theirrequirements might differ from currentstandards, we will miss crucialinformation that could limit OSHeffectiveness.

2 DEFINE DESIRED GOALSAND OUTCOMES

This stage involves proposing policy goalsand outcomes, and identifying possibleunintended outcomes. For example,policy makers may decide that workplaceliteracy needs to improve to enhanceworker safety. Applying a gender anddiversity analysis would prompt thefollowing types of questions:

Who?Who is using the equipment?


Is literacy the issue, or would Englishas a Second Language (ESL)instruction be more effective?

How are outcomes affected?Are gender or cultural differenceshaving an impact on workers'willingness to seek help?


3 RESEARCH ANDCONSULTATION

Higher than average unemployment ratesamong Aboriginal peoples might indicatethe need for workplace retentionprograms. Applying a gender anddiversity analysis would promptquestions such as:

Who?Do unemployment rates affectAboriginal people living on-reservemore than those living off?


How do basic education levels andhigh school completion rates affectskill levels and labour marketreadiness?

How are outcomes affected?How do child care responsibilities,family violence, or harassment affectretention?Would consultation efforts be moreeffective if conducted by members ofthat community?

4 ANALYZE OPTIONS AND MAKERECOMMENDATIONS

A review of labour market trainingprograms that incorporates a gender anddiversity analysis might reveal increasedcosts for programs that are tailored tomeet the needs of persons withdisabilities. Applying a gender anddiversity analysis when considering theseoptions would prompt questions such as:

Who?How many persons with disabilitieslack sufficient supports to attend orcomplete training courses?


What supports are required to betterassist people with disabilities? Howdoes this vary by type of disability?Do family responsibilities affectcourse attendance?

How are outcomes affected?What are the costs of not addressingthe needs of persons with disabilities?


5 COMMUNICATE THEPOLICY OR PROGRAM

You may be communicating with aninternal audience such as senior officialsand decision makers, or yourcommunications strategy might includethe general public. Incorporating agender and diversity analysis in your planwill prompt questions such as:

Who?Who is my audience?What issues need to be highlightedfor that audience?


What messages will be most effectivefor the various audiences that I needto address?Are language and images gendersensitive and culturally appropriate?Are any stereotypical examples used?

How are outcomes affected?Would different media be moreeffective, e.g. Braille or large print, ordifferent language or times ofbroadcast?

6 IMPLEMENT ANDEVALUATE THE POLICYOR PROGRAM

Incorporating a gender and diversityanalysis throughout should lead to moreeffective policies and programs. In orderto measure that, you will need datadisaggregated by gender and diversity.The results of your evaluation may alsolead to further investigation and programideas. For example:

Who?Who participated in this program?What factors were addressed in theprogram? -- Did addressing language barriers

improve worker safety?-- Did anti-harassment programs

increase Aboriginal retentionrates?


What other differences exist? Didthey compound or ease the effect ofother differences?-- Did family violence prevention

programs affect retention ratesand workplace safety?

-- Did co-worker sensitivity trainingaffect retention?

How are outcomes affected?Is the program more effective whendifferences are addressed?


When data are not broken down bygender and diversity characteristics itmakes the task of evaluation and furtherprogram development very difficult.Consider the following examples of datathat are available only in aggregatedform, and when they are disaggregated.

Aggregated Data Example

Disaggregated Data Example

RememberThese steps are guidelines. They will varyaccording to what stage your policy orprogram has reached, or the type of workthat you do. Effective gender anddiversity analysis requires an on-goingcommitment to furthering knowledgeand addressing adverse outcomes. Forfurther information on gender anddiversity analysis, visit the following:

http://www.hrdc-drhc.gc.ca/sp-ps/gap-pas/home.shtml http://canada.justice.gc.ca/en/dept/pub/ideas/index.html

For more information on disaggregateddata sources:

http://www.statcan.ca/

For information of the Women inEmployment Committee (WIEC):

http://www.labour-info-travail.org/E_CAL_DESC.cfm

Number of disabilities reported bypercentage of adults with disabilitiesaged 15 and over, 2001

Number Percentage of Adultsof disabilities with disabilities

One 18.2Two 17.4Three 29.0Four or five 27.7Six or more 7.8Source: A Profile of Disability in Canada, Statistics Canada,Catalogue no. 89-577-XIE

Pain-related disabilities among men andwomen aged 15-64

Men %15-24 1.625-44 4.745-64 12.1Women %15-24 2.425-44 6.145-64 14.2Source: A Profile of Disability in Canada, Statistics Canada,Catalogue no. 89-577-XIE

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