improving diversity september 2013

Improving diversity

by Toronto Training and HR

September 2013

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

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 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

Definitions

Definitions 1 of 2• Diversity• Primary dimensions• Secondary dimensions

• Inclusion

Definitions 2 of 2• Barriers• Discrimination• Prejudice• Privilege• Stereotype

Types of diversity

Types of diversity• Social category diversity• Informational diversity• Value diversity

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


2 of 2• Human beings find comfort and trust in likeness

• It is difficult for people to share power

Drivers for diversity awareness

Drivers for diversity awareness• Demographic trends• Business environment• Legal impetus

The business case for diversity and inclusion

The business case for diversity and inclusion

• Individual• Team• Organizational • Customer

Dimensions of inclusion

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

Unconscious bias

Unconscious bias• Definition• Examples• Addressing unconscious bias• Dealing with unconscious

bias in the workplace

Ways to reduce bias

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

Ethical guidelines

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

Cultural competence

Cultural competence 1 of 2• Communication• Emblems• Illustrators• Regulators• Affect displays• Adaptors

• Learning cultural competence

Cultural competence 2 of 2CULTURAL PROFICIENCYCultural destructivenessCultural incapacityCultural blindnessCultural pre-competenceCultural stereotypes

Employment equity

Employment equity 1 of 2• Definition• Disadvantages in

employment• Benefits of employment

equity• Pay equity and the gender

pay gap

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

Communication

Communication• Variables in cross cultural

communication• Barriers to communication• Removing barriers• Additional tips on cross

cultural communication

Racism in Canada

Racism in Canada• History• 21st Century perspective• Situation in Peterborough

Generational diversity

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

Generational diversity 2 of 2KEY WORKPLACE DIMENSIONS• Work style• Authority/leadership• Communication• Recognition/reward• Work/family• Loyalty• Technology

International managers

International managers• Reasons for low numbers of

female international managers

• Considerations when selecting suitable talent

Different difficulties

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

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

Best diversity employers 2013

Best diversity employers 2013 1 of 4

Valuing diversity in the workplace

Valuing diversity in the workplace

• Organization-wide image• Concern for equality• Career development• Hiring practices• Management and leadership

Conclusion and questions

Conclusion and questions

SummaryVideosQuestions