1007 Dr Cukier Benefitsof Diversity

2. Agenda

About the Diversity Institute

Business Case for Diversity

Research Findings

Ecological Approach to Change

3. About the Diversity Institute

Multidisciplinary research

Promote new, interdisciplinary knowledge and practice about diversity

Collaborate 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 audits

4.

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

THE BUSINESS CASE

5. Source: A Perfect Storm: Sustaining Canadas Economy During Our Next Demographic Transformation, The Urban Futures Institute 2006.

6.

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

7.

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

8.

4. Harnessing Diversity = Innovation

Diversity 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

9.

5. Risk Avoidance

Recent Ontario Human Rights cases relate to GLBT issues

Pay equity decisions

Lawsuits

Negative effects on REPUTATION

10. RESEARCH FINDINGS

11. 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%

12. Visible Minorities and Career Satisfaction Less satisfied with their progress toward their overall career goals, as well as income, advancement, and skill development goals. White Men 3.7 The Scores: White Women 3.8 Minority Men 3.4 Minority Women 3.5

13. Senior Management Commitment to Cultural Diversity Less likely to believe senior management in their organization was committed to cultural diversity.

14. Talent Identification Process Fewer agreed that their organizations were promoting the most competent people.

15. Perceptions of Fairness Survey Items: White/Caucasian Respondents % 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%

16. Impact of Diversity Training Variables Yes No Yes vs. No White/ Caucasian Visible Minority White/ Caucasian Visible Minority White/ Caucasian Visible Minority Career Satisfaction 70.1 63.5 64.6 47.5 5.5 16.0 Commitment 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 17.9 Fair 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 11.1 Relationship 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

17. Visible minorities in leadership

18. Women in leadership

19. The Diversity Curve Degree of Formalization % of Women Senior Executives SME Manufacturing Regulated Sectors - Little recognition of problem - No policies - No metrics - Recognize overt and systemic - Integrated policies - Metrics

20. Peel Region Study of Immigrants

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

Likely to earn less

Less likely to have credentials recognized

21. Experiences of Discrimination

22. ECOLOGICAL APPROACH TO CHANGE Individual Group Organization Sector Social Environment

23. BARRIERS: Social Environment

Organizations do not exist in a vacuum

Powerful cultural carriers reinforce values and stereotypes

Socialization and early education

Social, economic and justice policies and their implementation

Powerful informal networks

Representation in the media: role models and images of experts and leaders

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

Individual Group Organization Sector Social Environment

24. 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)

25. 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 timeleaving 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

26. Photos -Overall numbers (all 4 papers) 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%

27. Photos - Broken down paper by paper 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%

29. Examples

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

30. Top 40 Under 40 (2009) (Source: The Globe and Mail , Report on Business, June 23th, 2010.)

31. BARRIERS: Organizations Individual 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

32. Leadership and Governance Does 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?

33. 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?

34. 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?

35. 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 ?

36. 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?

37. 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?

38. Communication

Consider 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?

39. Developing the Pipeline

Outreach 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?

40. Factors influencing career choice

Individual Aptitude and Attitudes: SELF EFFICACY

Teachers

Parents

Peers

Role models

Career and guidance counselling

Mentoring

Perceptions of Opportunities

UNDERSTAND THE INTERSECTION OF RACE, GENDER AND SOCIO-ECONOMIC FACTORS

41. STRATEGIES: Individual action

Know your rights

Your personal SWOT: EQ, OQ and IQ

Focus on results

Develop and nurture networks

Find 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 Sector Social Environment

42. Mapping your sphere of influence and plan executives subordinates peers consumption you home, school vendors customers/ clients

43. REACHING THE TIPPING POINT

We have made progress the glass is half full

More is needed the glass is half empty

In some areas we have hit a plateau

Change will come not through revolution but through millions of earthworms preparing the soil Ursula Franklin

1007 Dr Cukier Benefitsof Diversity

Documents

success planning

account diversity

specialized

visible minorities

cultural diversity

diverse groups

represented

training