11

22

Agenda

About the Diversity InstituteBusiness Case for DiversityResearch FindingsEcological Approach to Change

2

33

About the Diversity InstituteMultidisciplinary researchPromote new, interdisciplinary knowledge

and practice about diversityCollaborate to:

Research existing practices and evaluate programs

Explore barriers to full participation in the workplace

Develop fact-based programs for under-represented groups in the workplace

Provide customized training for diversity initiatives

Perform diversity audits3

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1. Addressing the Labour Shortage

•Aging population = critical skill shortages

•By the year 2011, 100% of workforce growth in Canada will be fuelled by immigration

•Higher percentage of immigrants are visible minorities

•Our ability to integrate immigrants is critical to business success and national competitiveness

4

THE BUSINESS CASE

555

Source: A Perfect Storm: Sustaining Canada’s Economy During Our Next Demographic Transformation, The Urban Futures Institute 2006.

66

2. Enhancing employee productivity

•There are significant gaps in the satisfaction of mid career visible minority versus white employees in large Canadian firms (Yap, 2008)

•36% of gay employees will change careers in the face of discrimination (Stonewall, 2008)

•Career satisfaction is linked to retention, loyalty, retention and productivity

6

77

3. Growing diversity of markets

•Markets are increasingly diversified - immigrant advantage

•Women buy cars and drink beer

•“Pink Dollar” is worth $75 billion per year in Canada

•Matching diversity of workforce to diversity of markets provides an advantage

7

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4. Harnessing Diversity = InnovationDiversity and creativity are linked“Innovation comes from a deep understanding of

customers not just R&D spending” – Booz Allen“Creative City” - Richard Florida et. al.Multiple perspectives provide better solutions to

“wicked problems”

8

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5. Risk AvoidanceRecent Ontario Human Rights cases

relate to GLBT issuesPay equity decisionsLawsuitsNegative effects on REPUTATION

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1010

RESEARCH FINDINGS

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By the numbers: Large Financial Institution*

Visible Minority

Representation

*Federally Regulated Employer Data, 2006

Semi-Professionals and Technicians: 40.8%

Professionals: 25.6%

Middle and Other Managers: 17.9%

Senior Managers: 9.9%

1212

Visible Minorities and Career Satisfaction

Less satisfied with their progress toward their overall career goals, as well as income, advancement, and skill development goals.

12

White Men3.7

The Scores:White

Women3.8

Minority Men3.4

Minority Women

3.5

1313

Senior Management Commitment toCultural Diversity

Less likely to believe senior management in their

organization was committed to cultural diversity.

13

1414

Talent Identification Process

Fewer agreed that their organizations were promoting the most competent people.

14

1515

Perceptions of FairnessSurvey 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%

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Impact of Diversity Training

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Variables

Yes No Yes vs. No

White/ Caucasian

Visible Minority

White/ Caucasi

anVisible

Minority

White/ Caucasi

an

Visible Minorit

yCareer Satisfaction 70.1 63.5 64.6 47.5 5.5 16.0Commitment 80.5 82.7 75.7 73.7 4.8 9.0

Relationship with Manager 75.0 73.5 64.8 55.6 10.2 17.9Fair Talent Identification Process

69.2 65.8 57.7 44.8 11.5 21.0

Utilization of Education/Training

60.9 53.0 52.2 39.0 8.8 14.0

Skills Utilization 79.2 76.3 75.8 65.2 3.4 11.1Relationship with Colleagues

83.3 81.0 77.8 71.2 5.5 9.8

Senior Management Commitment to Diversity

66.5 57.8 48.7 34.2 17.8 23.6

** t-test of pair-wise relationships by racial category significantly different at p < 0.01

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Visible minorities in leadership

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1818

Women in leadership

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1919

The Diversity CurveD

egre

e of

For

mal

izat

ion

% of Women Senior Executives

SME Manufacturing

Regulated Sectors

- Little recognition of problem- No policies- No metrics

- Recognize overt and systemic - Integrated policies - Metrics

2020

Peel Region Study of Immigrants

More likely to be under-employed (part time work)

Likely to earn lessLess likely to have credentials recognized

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Experiences of Discrimination

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ECOLOGICAL APPROACH TO CHANGE

Individual Group Organization SectorSocial Environment

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BARRIERS: Social Environment

Organizations do not exist in a vacuumPowerful cultural “carriers” reinforce

values and stereotypesSocialization and early educationSocial, economic and justice policies and

their implementationPowerful informal networksRepresentation in the media: role models

and images of “experts” and leadersIntersection of

ethnicity/age/gender/ability/socio-economics/etc

Individual Group Organization SectorSocial Environment

2424

Media Reinforces Culture• VM under-represented and misrepresented

in the news in Canada (Henry 1999; Miller and Prince 1994; Fleras 1995)

• Study of 37 newsrooms: VM and Aboriginals under-represented (3.4 % vs. 16.7 % pop.) (Miller 2006)

• Assume more representative newsrooms produces more sensitive, more accurate coverage (Pritchard and Brzezinski 2004)

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Other studies of women in the media

Study of Canadian Broadcast News on 3 networks- Women are presented as "average citizens" and rarely as

experts- Political or economic success stories were overwhelmingly

masculine.

The White House Project - 9 per cent of the guests on Sunday morning news shows

such as Meet the Press and Face the Nation are women- They only speak 10 per cent of the time—leaving 90 per

cent of the discussion to the male guests.

Representation of women will have profound consequences on whether or not women are perceived as competent leaders, because "authority is not recognized by these shows. It is created by these shows.“ – Marie Wilson

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Photos -Overall numbers (all 4 papers)

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Section Total% with

Females

News 1018 25.0%

Sports 448 7.6%

Business 380 11.8%

Life 532 23.5%

Arts & Entertainment

476 34.5%

Total 2854 21.8%

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Photos - Broken down paper by paper

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Newspaper Total % with VMs

The Globe and Mail

703 14.5%

The National Post 761 15.5%

The Toronto Star 759 16.5%

The Toronto Sun 631 20.8%

Total 2854 16.7%

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Examples

When “stock” photos are used or random people shown, they were virtually always non-visible minority people.

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3030

Top 40 Under 40 (2009)

(Source: The Globe and Mail, Report on Business, June 23th, 2010.)

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BARRIERS: OrganizationsIndividual Group Organization Sector

Social Environment

•Recruitment and Promotion Practices: reliance on informal networks and processes; mismatch between job task and qualifications•Work/Life Policies: multiple identities•“Think Leader, Think White Male”: Gendered and racialized aspects of leadership•Different standards of performance•Absence of mentors and role models

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Leadership and GovernanceDoes the board consider diversity in identifying and developing candidates?Leaders communicate the importance of diversity?Leaders reflect the composition of the workforce?Diversity council with senior executive participation?Chief diversity officer at the Exec level with lines of authority?Profile diverse leaders internally and externally?Explicit diversity goals and policies in place and communicated?Business case for diversity developed & communicated?Policies widely communicated internally and externally?Mechanisms to handle complaints re. harassment and discrimination?

Tie compensation for executives to meeting diversity targets?

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Human Resources

Consider diversity in judicial and agency appointments?Review vacant positions undertaken to ensure that the qualifications required fit the demands of the job?Consider alternative pathways to positions?Post vacant positions?Do recruiters specifically target under-represented groups?Diversity targets for internship and placement programs?Are selection committees representative?Are bias-free interviewing processes used?Build diversity into performance management systems?

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D

Success planning takes into account diversity targets?“Stretch” assignments for high potential?Communicate promotional opportunities openly?Career planning systems in place to support employees?Are high employees from under-represented groups given access to specialized training and professional development?Diversity tracked in employee separations ? Exit interviews?Success planning takes into account diversity targets?

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Training and Development

Orientation for new employees addresses diversity?Mandatory diversity training for all employees?Specialized management training on diversity?Specialized training in diversity and bias free hiring?Identification and coaching for diverse employees?Targeted management and skills development programs?Intensive training for non-lawyers in “hybrid” jobs?Keep employees current during/after parental leave?Formal mentoring/coaching programs provided?Support formal networks ?

3636

Quality of Life and Workplace Culture

Religious accommodation policies and practices?

Supportive policies : extended parental leave and family emergency days, elder care, travelling?On-site day care and emergency day care services?Flexible work arrangements?

Manage employee workloads and management expectations?Access to coaching and counselling to help manage workload and stress?

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Measure and Track Diversity and Inclusion

Metrics on the diverse groups at each level relative to the available labour force?Explicit diversity targets for participation of diverse groups?Employee engagement surveys with self reported demographic data?Equal pay audits?Is performance benchmarked within and without the sector?Track and report with feedback loops for action?

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CommunicationConsider and communicate the importance of diversity in its service delivery?Importance of diversity communicated in all publications ?Consider diversity in developing products and processes

Consider diversity in all consultation processes?Consider and communicate diversity in procurement processes?Collect and analyse disaggregated data for all programs and services?

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Developing the PipelineOutreach to under-represented groups?All outreach activities consider representation?

Consider diversity in partnerships? (research, conferences, training and development)Develop re-entry, flexible, part time and transitional programs encouraged?Research and evaluation include diversity lens?

Disaggregated data for all programs and services?

Work with education institutions and professional organizations in programs to promote diversity in JS?

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Factors influencing career choice

Individual Aptitude and Attitudes: SELF EFFICACY

TeachersParentsPeersRole modelsCareer and guidance counsellingMentoringPerceptions of OpportunitiesUNDERSTAND THE INTERSECTION OF

RACE, GENDER AND SOCIO-ECONOMIC FACTORS

4141

STRATEGIES: Individual action

Know your rightsYour personal SWOT: EQ, OQ and IQFocus on resultsDevelop and nurture networksFind a mentor, be a mentor“Display your excellence”Make demands! Ask! Take risks but judge how far to “push the

envelope”REMEMBER: Even within organizations,

functional environments are not homogeneous

Individual Group Organization SectorSocial Environment

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Mapping your sphere of influence and plan

executives

subordinatespeers

consumptionyou

home, school

vendors

customers/clients

4343

REACHING THE TIPPING POINT

“Change will come not through revolution but through millions of earthworms preparing the soil”

Ursula Franklin

We have made progress – the glass is half fullMore is needed – the glass is half empty

In some areas we have hit a plateau