Diversity Matters: How to Win the War on Talent

Host:

Funded by:

hireimmigrants@ryerson.ca www.hireimmigrants.ca @hireimmigrants

This webinar is made possible with the funding from Government of Ontario to engage and assist employers with the recruitment and retention of Internationally Trained Professionals.

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P r e s e n t e r s :

Dr. Wendy CukierFounder & Director,Diversity Institute

For almost 30 years, Dr. Cukier has worked as amultidisciplinary researcher, teacher and leader,committed to advancing innovation and social justice.She founded the Diversity Institute at RyersonUniversity to develop research-based strategies topromote inclusion with a particular focus on theintersection of issues such as gender, race, socialeconomic status, sexual orientation and genderidentity, disability and indigeneity. She has justcompleted a successful term as Vice-President ofResearch and Innovation at Ryerson University, andled the University’s strategy to grow research and topromote innovation, and continues as a Professor inthe Ted Rogers School of Management.

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P r e s e n t e r s :

Mark PattersonExecutive Director,Magnet

Mark Patterson is a change maker in careerdevelopment, economic development and workforcedevelopment fields. His career has seen him in rolesfocused on creating opportunities for professionalsfrom diverse educational and career backgrounds. Inhis current role, Mark is the Executive Director ofMagnet, a new network powered by data-rich, job-matching technology that connects job seekers withemployers based upon skills, preferences and talentneeds. The network is also a unique source of real-time labour market information for decision-makersand community planners.

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Why does diversity matter?Dr. Wendy CukierFounder & Director, Diversity Institute

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A g e n d a

• Ryerson University’s Diversity Institute • The Business Case for Diversity• Evidence of Bias• The Way Forward• Conclusions• Questions

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Ryerson University’sDiversity Institute

Grounded in research evidence informs practice

Collaborate with public, private, non-profit & government

Develop new interdisciplinary knowledge & practice

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Business Case

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Business Case for Diversity

• Overcome the skills shortage• Respond to increasingly diverse markets• Promote innovation and creativity• Increase employee satisfaction and reduce

turnover • Mitigate legal and reputational costs

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Business Case: The Skills Shortage

• Two-thirds of workforce growth fueled by immigration (2011)

• By 2031, 25-28% of Canada’s pop. could be foreign-born (StatsCan)

• Under-employment of immigrants COSTS between $4.1-5.9 billion dollars annually(Conference Board of Canada, 2010)

Business Case: ‘Brain Gain’

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• Unprecedented opportunity

• Immigrant talent

“I believe leadership diversity is a key success measure and the most visible evidence of an

organization’s commitment to diversity and full inclusion. As a leader, one needs to strategically invest in the development of talent, objectively assess potential and take well-considered risks”

– Gordon Nixon, former CEO,

RBC Royal Bank of Canada (November 5, 2012)

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Business Case: Diverse Markets

Halo

مرحبا

你好

Olá

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Business Case: Diverse Markets

Canadian grocers recognize need for diverse products

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Business Case: Diverse Markets

Supplier Diversity• Walmart diversity

procurement: $3.9 bil., 2000 minority-owned suppliers

• PepsiCo: $1 bil.+/annually) with minoirty & women-owned firms

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Business Case: Diverse Markets

Supplier Diversity“In order to remain a world-

class food company in the 21st century it must attract,

maintain, and grow relationships with suppliers

that reflect our diverse customer base”

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Business Case: Diverse Markets

• Local Toronto economy benefits from ethnic communities

• Toronto Caribbana: $250 million into local economy (2008)

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Business Case: Diverse Markets

New lens on Communications & Marketing

52% Chinese Canadians read

Chinese newspaper

Growth in ethnic media

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Business Case: Innovation

• Diverse perspectives & experiences• 1% increase in immigrants from a specific

country corresponds with a 0.21% increase in value imports (Downie, 2010)

“Innovation comes from a deep understanding of customers not just R&D spending” (Booz Allen)

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Business Case: Innovation

Immigrants Drive Economic Success

• Foreign-born residents were 12.5% in the U.S., but: 40% of tech. company founders

52% of founders of companies in Silicon Valley

(2008)

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Business Case: Innovation

Xerox Research Centre in Canada:

Workforce Diversity

=Diverse Ideas

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Business Case: Satisfaction & Retention

• Significant gaps in satisfaction of mid-career visible minorities vs. white employees in large Canadian firms (Yap et al., 2007)

• Inclusive environment = reduce turnover costs Direct: Financial & opportunity Indirect: Consistency & quality of public service

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Inclusive Environment

• Higher retention rates• Increased loyalty• Better performance• Lower rates of

absenteeism and attrition

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Business Case: Reputation

Employers need to heed

recent human rights

decisions Daniel Lublin

Special to The Globe and Mail

Published Friday, Jul. 26 2013, 5:00 AM EDT

• Recent Ontario Human Rights Commission cases relate to LGBTQ issues

• Pay equity decisions• Legislative and regulatory

demands• Irreversible damage to

reputation

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Barriers: Confronting Biases

"Intentional and unintentional, consciousand subconscious, attitudes, behaviors and

actions that have a negative and differential impact on segments of the

society, or favor one segment of the society" (Shackelford, 2013).

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Peel Employment Study, 2009

Respondent experiences of discrimination in the last five years as reported by immigrants

Responses

Ethno-cultural Groups

Chinese South Asian Black Filipino

Often 4.7% 13.2% 19.2% 6.9%

Sometimes 32.9% 33.8% 21.8% 27.6%

Rarely 62.4% 53.0% 59.0% 65.5%

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Unconscious Bias & Discrimination

Who did employers call to request an interview?

Asian-named applicants interviewed 30% less often than Anglo-named applicants even when they had equivalent Canadian education and experience

MATTHEW over SAMIR

Oreopoulos (2011)

The Original Study

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Unconscious Bias & Discrimination

Banerjee, Reitz & Oreopoulos (2017)

New Research

LARGE MEDIUM SMALL

Employer Differences

Discrimination twice as frequent in smaller organizations but still evident in larger ones

Survey Items

White/CaucasianRespondents

% Somewhat/Strongly

Agree

Visible Minority Respondents

% Somewhat/Strongly

Agree

Men Women Men Women

I believe “who you know” (or who knows

you”) is more important than “what you

know” when deciding who gets

development opportunities in my

organizations.

54% 60% 67% 72%

I feel like I am held to a higher performance

standard than peers in my organization. 33% 35% 46% 47%

In my organization, people tend to

recommend people of their own ethnicity

for high-visibility assignments.9% 11% 33% 30%

Perceptions of Workplace? (DI & Catalyst, 2007)

Secondary school graduation rates (TDSB Gr. 9 Cohort of 2006-11)

0%

20%

40%

60%

80%

100%

White East Asian South Asian Black Mixed Middle Eastern South EastAsian

Latin

0%

2%

4%

6%

8%

10%

12%

14%

Chinese South Asian Black Filipino L atin SE Asian W.Asian Korean Japanese Not a VM

Unemployment rates (2006 Canadian Census)

Education: Pipeline to Employment

DiverseCity Counts 2 (2010): Visible minority representation in media leadership and coverage in the GTA

Senior Leaders Total Number Percentage Visible Minority

Boards of Directors 66 6.1%

Senior Management 156 3.6%

Newsroom Decision Makers 99 5.9%

Content Total Number Percentage Visible Minority

Photos 2,036 23.4%

Columns 471 3.4%

Columnists 282 3.5%

Broadcasting hosts and reporters 109 23.9%

Media Representation

Multiple Identities

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The Way Forward:An Integrated Approach

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Societal Level

• Organizations do not exist in a vacuum

• Cultural “carriers” reinforce values and stereotypes

• Legislative and regulatory barriers: e.g., immigration and visa; temporary foreign worker permits

• Policies: e.g. credential recognition

• Socialization and norms

• Media representation

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Organizational Level

• “Hidden” job market and exclusion from informal networks

• Language and communication norms concerning “self-promotion”

• Lack of understanding of international credentials

• Catch 22: No Canadian experience

• Access to mentors and role models

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Individual Level

• Cultural differences, e.g., communication and negotiation styles

• Unspoken rules

• Some cultures value modesty, deference to authority, and economy of expression versus “self-promotion”

• Aspirations: Role models, media effects

• Socialization

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Conclusions

• It is not simply an HR issue

• Diversity and inclusion are a lens that should be applied across the value chain linked to organizational objectives

• Need to consider diversity lens to all public sector programs: Healthcare? Economic Development Strategy? Entrepreneurship? Research and Innovation? ABCs?

• Because its 2017!

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CONTACTDiversity Institute Ted Rogers School of ManagementRyerson University

http://www.ryerson.ca/diversitydiversityinstitute@ryerson.ca416-979-5000 ext. 7268

Mark PattersonExecutive Director, Magnet

Job Seeker View

Employer/Recruiter View

Completely free for Employers Starting in April

Create a Targeted Posting:

• Once you create a posting, you can target your applicants by applying

search filters, including Educational, Employment, Skills, and Diversity

Create a Targeted Posting:

Diversity and Inclusion:

Magnet enables employers to send targeted postings to engage diverse candidates who have self identified as belonging to one or more employment equity category

How to Add a Diversity Filter:

How to Add a Diversity Filter:

How to Add a Diversity Filter:

How to Add a Diversity Filter:

Add more Filters or Activate:

Reviewing and

Connecting to Applicants

** if not using ATS

Review Applicants:

After selecting one of your ‘Top Match Candidates’ you will be able to view their resume. Candidates are kept anonymous until you decided to connect with them

Review Applicants:

In addition to being able to view their resume, you can also see the exact areas in which the candidate matched your job requirements

Review Applicants:

Once you ‘Connect’ with your Top Match Candidate, you will then be able to view their complete Magnet profile

Connect to Applicants:

Questions?

m2patter@ryerson.ca

Twitter: @m2patter

Connect on LinkedIn

Hire Immigrants:Learn More

Visit our website:

www.hireimmigrants.org

Contact Us:

hireimmigrants@ryerson.ca

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