Improving diversity February 2011
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Improving diversity February 2011

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Half day interactive open workshop in Mississauga.

Half day interactive open workshop in Mississauga.

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Improving diversity February 2011 Improving diversity February 2011 Presentation Transcript

  • Improving diversity
    by Toronto Training and HR
    February 2011
  • Contents
    3-4 Introduction to Toronto Training and HR
    5-6 Definition
    7-8 Addressing difficulties with a diverse workforce
    9-10 Three lenses of diversity
    11-12 Diversity as an onion
    13-14 Drill
    15-16 Fathers at home
    17-20 Women at work
    21-25 Barriers to Aboriginal employment
    26-32 Diversity committees
    33-41 Caregiving
    42-44 Best practices
    45-50 Case studies
    51-52 Conclusion and questions
    Page 2
  • Page 3
    Introduction
  • Page 4
    Introduction to Toronto Training and HR
    Toronto Training and HRis 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 course design
    • Training course delivery
    - Reducing costs
    • Saving time
    • Improving employee engagement & morale
    • Services for job seekers
  • Page 5
    Definitions
  • Page 6
    Definitions
    DIVERSITY
    Social category diversity
    Informational diversity
    Value diversity
    Cultural diversity
  • Page 7
    Addressing difficulties with a diverse workforce
  • Page 8
    Addressing difficulties with a diverse workforce
    Prejudice
    Discrimination
    Practical guidelines
    Ethical guidelines
  • Page 9
    Three lenses of diversity
  • Page 10
    Three lenses of diversity
    Multiple identity
    Perception
    Environmental
  • Page 11
    Diversity as an onion
  • Page 12
    Diversity as an onion
    Personality
    Internal dimensions
    External dimensions
    Organizational dimensions
  • Page 13
    Drill
  • Page 14
    Drill
  • Page 15
    Fathers at home
  • Page 16
    Fathers at home
    Fathers tend to retain very close links to paid work even when they have temporarily or permanently left a career to care for children
    Where fathers have given up a formal investment in the full-time labour force, many replace paid employment with “self-provisioning” work
    Fathers’ narratives of emergent and generative practices of caring represent a slow process of critical resistance as they begin to critique concepts of “male time” and market capitalism approaches to work and care
  • Page 17
    Women at work
  • Page 18
    Women at work 1 of 3
    KEY ISSUES FACING WOMEN AT WORK
    Pay equity
    Glass ceiling
    Stereotyped into certain types of professions
    Lack of work-life flexibility
    Forced to adopt traditionally “male” behaviours/attitudes
    Lack of mentors, champions and advocates
  • Page 19
    Women at work 2 of 3
    INTERNATIONAL MANAGERS
    Women do not want to be international managers
    Organizations refuse to send women to other countries
    A belief that women managers will be ineffective in certain nations
    The perception that it is difficult for women tom move internationally if they are in a relationship
  • Page 20
    Women at work 3 of 3
    SELECTING TALENT FOR INTERNATIONAL ASSIGNMENTS
    How are people selected?
    Training provision
    Support for dual career couples
  • Page 21
    Barriers to aboriginal employment
  • Page 22
    Barriers to Aboriginal employment 1 of 4
    A representative workforce
    Recruitment issues
    Poor recruitment
    Recruitment solutions
    Retention issues
    Retention solutions
    Advancement issues
    Advancement solutions
  • Page 23
    Barriers to Aboriginal employment 2 of 4
    OVERALL STRATEGY
    Put an Aboriginal employment strategy in place
    Get senior management commitment
    Set specific goals
    Integrate strategy into all aspects of company
    Negotiate Aboriginal employment clauses into collective agreements
  • Page 24
    Barriers to Aboriginal employment 3 of 4
    WORK ENVIRONMENT
    Provide Aboriginal awareness training to managers and employees
    Flexible work environment to enable following of traditional pursuits
    Corporate communications reflect Aboriginal awareness
    Employee Assistance Program reflects needs of Aboriginal employees
    Aboriginal employee advisory groups in place
  • Page 25
    Barriers to Aboriginal employment 4 of 4
    REALITIES
    Many may be coming from a poverty situation
    Transportation issues
    Single parent issues (day care, start times)
    High family demands
    Need for flexibility and support
    Word of mouth goes a long way
  • Page 26
    Diversity committees
  • Page 27
    Diversity committees 1 of 6
    TYPES OF DIVERSITY COMMITTEE
    Sometimes referred to as councils, they could be named:
    Diversity and Equity Committee
    Employee Resource Group
    Diversity and Inclusion Committee
    Diversity and Race Relations Committee
    Diversity Awareness and Resource Committee
    Diversity Affairs Select Committee
  • Page 28
    Diversity committees 2 of 6
    BENEFITS TO THE ORGANIZATION
    Gives decision-makers a broader view to test ideas or gain insight and direction on certain diversity related issues
    Helps to effect organizational culture change
    Establishes processes and practices that can be sustainable and profitable for the long term
    Guides an organization to harness the differences to make them work
    Easy to make decisions that do not take into consideration the organizational diversity if you do not have a resource base to draw from
  • Page 29
    Diversity committees 3 of 6
    IMPACT ON THE BOTTOM LINE
    Creating educational opportunities and awareness of diversity and inclusion
    Helping reach new markets (globally or locally)
    Reducing the chances of bias or discrimination costs
    Improving the hiring and retention rates amongst employees with barriers
    Raising employee engagement rates
    Enhancing and creating community awareness of the organization.
  • Page 30
    Diversity committees 4 of 6
    INDICATORS OF A HIGH-PERFORMING COMMITTEE
    Senior management endorses and has a least one active representative on the Committee
    All levels of the organization are represented and informed about the work of the Committee
    A strategic plan is in place
    Regular meetings are held and attendance is good
    A budget has been allocated
    Actions are taken at each meeting
    There are time frames and metrics in place to measure the Committee’s return on investment
  • Page 31
    Diversity committees 5 of 6
    TROUBLESHOOTING THE DIVERSITY COMMITTEE
    Unsure what the problem is
    The organization is unsure what the committee is doing
    Committee members lack energy
    Committee members bring personnel issues and their own personal agendas to the meetings
    Meetings are unstructured and it seems like it is the same people contributing every time
  • Page 32
    Diversity committees 6 of 6
    WHY THEY FAIL
    Lack of guiding principles or terms of reference
    No budget
    No diversity and inclusion strategy that they could be linked with
    No endorsement or the participation of senior management
  • Page 33
    Caregiving
  • Page 34
    Caregiving 1 of 8
    CAREGIVING IN CANADA
    There are an estimated 3 million Canadians who provide care to family and friends often with very little recognition and support. At some point all of us will be impacted by caregiving – either being a caregiver or needing care ourselves.
    A caregiver is someone who provides care and assistance for spouses, children, parents and other family members and friends who are in need of support because of age, health conditions, injury, long-term illness or disability.
  • Page 35
    Caregiving 2 of 8
    CAREGIVING IN CANADA
    Caregivers provide the majority of care at home. The support they provide can include hands-on care, arranging
    resources, transportation, and medicine administration. They also act as advocates for their family members and
    friends.
    Without the unpaid labour provided by caregivers, the Canadian health system would be unable to cope with increasing demands for care. It is estimated that
    caregivers provide $25 billion of unpaid labour annually to the health care system.
  • Page 36
    Caregiving 3 of 8
    CONSEQUENCES FOR EMPLOYED CAREGIVERS
    A recent survey of Canadian employees found that 26% reported experiencing high levels of caregiver strain.
    Individuals providing four hours or more of care per week were more likely to reduce their work hours, change their
    work patterns, or turn down a job offer or promotion.
    20% of women and 13% of men caregivers aged 45-54 reduced their hours of work.
    About 10% of 55-64 year olds reported cutting down on the amount of time they spent on paid work (12% of women, 8% of men).
  • Page 37
    Caregiving 4 of 8
    CONSEQUENCES FOR EMPLOYED CAREGIVERS
    27% of respondents caring for a child with a severe to very severe disability turned down a promotion.
    16% of retired caregivers identify caregiving as one of the reasons they retired.
    42% of caregivers believe flexible work hours and provisions for short-term job and income protection from employers would be helpful.
  • Page 38
    Caregiving 5 of 8
    CONSEQUENCES FOR EMPLOYERS
    All employers are affected by the caregiving responsibilities assumed by their workers. Implications may include lost productivity, increased absenteeism, and/or the loss of excellent human capital to the organization.
    Caregiver strain is positively correlated with absenteeism due to eldercare problems and emotional, physical and mental fatigue.
  • Page 39
    Caregiving 6 of 8
    CONSEQUENCES FOR EMPLOYERS
    The cost of absenteeism to employers is estimated to be $2.7 billion.
    There is a need to include the economic and social goal of caregiving as not simply an altruistic value, but as a vital element of a competitive workforce.
  • Page 40
    Caregiving 7 of 8
    WORKPLACE OPTIONS
    Examples of simple and effective action to assist caregivers in balancing their paid work with their caring responsibilities include:
    Flexible working practices - flex-time, working from home, annualized hours, compressed hours, shift swapping, staggered hours, job sharing, term-time working, part-time working, flexible holidays and career breaks.
    Emergency leave - this can be critically important to caregivers who can be called home at short notice when care arrangements break down or the person they care for is ill.
  • Page 41
    Caregiving 8 of 8
    WORKPLACE OPTIONS
    Flexible leave arrangements - compassionate leave, planned leave, paid leave for emergency or planned caring.
    Workplace support - in-house support groups, employee assistance programs/ policies.
    Accommodations- for example, access to a private telephone or parking close to the workplace.
  • Page 42
    Best practices
  • Page 43
    Best practices 1 of 2
    Lead the effort from the top
    Focus on the business case for diversity
    Build an infrastructure to support diversity
    Make diversity a core value
    Focus on diversity in the entire talent pipeline
    Cast a wide recruiting net
    Network intensively with business-unit managers
    Leave room for national variation
    Revise business processes to support diversity
  • Page 44
    Best practices 2 of 2
    Make diversity learning & development a way of life
    Set clear diversity targets
    Establish metrics and track progress
    Offer appropriate management incentives
  • Page 45
    Case study A
  • Page 46
    Case study A
  • Page 47
    Case study B
  • Page 48
    Case study B
  • Page 49
    Case study C
  • Page 50
    Case study C
  • Page 51
    Conclusion & Questions
  • Page 52
    Conclusion
    Summary
    Questions