improving diversity and inclusion in the workplace march 2012

Improving diversity and inclusion in the workplace

by Toronto Training and HR

March 2012

Contents3-4 Introduction to Toronto Training and HR5-6 Definitions7-8 Universal declaration of human rights9-10 Selecting talent for international assignments11-12 Low numbers of international female managers13-14 Ethical guidelines15-16 Gender reassignment17-18 Key issues faced by women at work19-20 Elements of a diversity and inclusion initiative21-22 Typical areas of focus23-24 Aboriginal peoples25-26 Considering diversity issues helps organizations…27-28 Market competitiveness29-30 Corporate reputation31-32 Communication33-34 Key drivers for diversity and inclusion35-36 Measures to monitor diversity and inclusion 37-38 Skills needed for people working in diversity39-40 Diversity and inclusion in the mining industry41-42 Obstacles to improving minority representation43-46 Dimensions of diversity and inclusion47-49 Measure, review and reinforce50-57 Case studies58-59 Conclusion and questions

Introduction

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 banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR

are:- Training event design- Training event delivery- Reducing costs- Saving time- Improving employee engagement &

morale- Services for job seekers

Definitions

DefinitionsWhat is diversity?What is inclusion?Similarities and differencesSituation in Canada-Global Diversity Readiness Index

Universal declaration of human rights

Universal declaration of human rights

The right to freedom of physical movementThe right to a fair trialNon-discriminatory treatmentPhysical securityFreedom of speech and associationA minimum level of educationPolitical participationFreedom to work in fair and safe conditionsThe right to earn a decent standard of living

Selecting talent for international assignments

Selecting talent for international assignments

Selection for international rolesTraining for those involved in placing individuals in international assignmentsSupport for dual career couples

Low numbers of international female

managers

Low numbers of international female

managersREASONSWomen do not want to be international managersOrganizations refuse to send women to other countriesA belief that woman managers will be ineffective in certain countriesThe perception that it is difficult for women to move abroad if they are in a relationship

Ethical guidelines

Ethical guidelinesPOINTS TO CONSIDERReasons for the guidelinesValues of the organizationThose affected by the guidelinesThe way in which guidelines are writtenProvide training for local managers so that they can understand the guidelinesEmphasize the common features

Gender reassignment

Gender reassignmentThe employees’ jobTime offChange of social genderDress codesRecords

Key issues faced by women at work

Key issues faced by women at work

Pay equityGlass ceilingStereotyped into certain types of professionLack of work-life flexibilityForced to adopt traditional ‘male’ behaviours and attitudesLack of mentors and champions

Elements of a diversity and inclusion initiative

Elements of a diversity and inclusion initiative

Directly align with the organization’s key business objectives Focus on implementing specific changes to the workforce and workplace that will help achieve needed business results Organization’s current level of intercultural competence and capacity to accept cultural change Use a strategic and ongoing approach to employee communication

Typical areas of focus

Typical areas of focus

RevenuesExpensesEmployeesCustomersSuppliersExternal communities

Aboriginal peoples

Aboriginal peoples

Traditional cultureMainstream Western culture

Considering diversity issues helps

organizations…

Considering diversity issues helps organizations…

Make sure their people policies and working practices are bias free and fit well with business excellence models and initiatives such as TQMCreate working environments in which people from all backgrounds can work together harmoniously by combating prejudice, checking stereotyping, stopping bullying and undignified behaviourBring about cultural changeHave a workforce that is more creative/innovative

Market competitiveness

Market competitiveness

Not for profit organizations seeking to improve the way they provide services to diverse groups within their communitiesSupermarkets offering products to satisfy a wider range of eating preferencesHealth service providers seeking to provide more choice for patients recognizing their backgrounds and requirements

Corporate reputation

Corporate reputation

CSR MEASURES MAY INCLUDE:Employing people who are representative of the local communitySeconding employees to charitiesSupporting other initiatives designed to stimulate economies and employment, locally, nationally, or (in the case of multi-nationals) even globally

Communication

Communication

Develop an open culture with good communication channels based on open dialogue and active listeningUse different and accessible methods such as newsletters, in-house magazines, noticeboards and intranets to keep people up to date with diversity policies and practicesConsult people for ideas

Key drivers for diversity and inclusion

Key drivers for diversity and inclusion

Legal pressuresBecause it makes business senseTo be an employer of choiceTo recruit and retain the best talentBecause it is morally rightCorporate social responsibilityTo improve products and servicesTo improve business performanceTo address recruitment problems

Measures to monitor diversity and inclusion

Measures to monitor diversity and inclusion

Employee attitude surveysNumber of complaints and grievancesLabour turnoverPerformance appraisalsAbsenteeismAbility to recruitNumber of tribunal casesImpact assessmentLevel of customer satisfaction

Skills needed for people working in

diversity

Skills needed for people working in diversity

Understanding of the lawUnderstanding of HR proceduresSense of fairnessNegotiating and influencing skillsCommunication and consensus-building skillsUnderstanding of business environmentCoaching, mentoring and facilitation skillsNetworkingLeadership skills

Diversity and inclusion in the mining industry

Diversity and inclusion in the mining industry

Barriers that different minority groups faceKey practices for inclusionAdvantages and drawbacks in the sector

Obstacles to improving minority representation

Obstacles to improving minority representation

General attitude of indifference A sense that the workforce is sufficiently diverse Insufficient mentoring for non-traditional employees Lack of a “push” from legal requirements Middle management resistance Perceived cost in terms of management time Lack of top-level commitment Perceived financial cost of diversity programmes

Dimensions of diversity and inclusion

Dimensions of diversity and inclusion 1 of 3

AgeColourDisabilityEducationEthnicity and national originFamily statusGenderGender identityGeneration


Geographic backgroundLanguageLife experiencesLifestyleOrganization function and levelPhysical characteristicsRaceReligion, belief and spiritualitySexual orientation


Thinking patternsVeteran status

Measure, review and reinforce

Measure, review and reinforce 1 of 2

Regularly audit, review and evaluate progress and keep qualitative data to chart progress and show business benefitsUse employee surveys to evaluate initiatives, to find out if policies are working for everyone, and to provide a platform for improvementTrack actions to see if they have had the intended results and make appropriate changes if necessary

Measure, review and reinforce 2 of 2

Include diversity objectives in job descriptions and appraisals, and recognize and reward achievementBenchmark good practice against other organizations and adopt and adapt relevant ideas where appropriateNetwork with others from inside and outside your organization to keep updated and share learningCelebrate successes and identify learning opportunities from failures

Case study A

Case study B

Case study C

Conclusion & Questions

Conclusion

SummaryVideosQuestions

improving diversity and inclusion in the workplace march 2012

Business

key issues

key drivers

toronto training

people working

typical areas

skills needed

universal

case study