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Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
Improving diversity February 2011
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.

Published in: Business, Technology
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  • 1. Improving diversity<br />by Toronto Training and HR <br />February 2011<br />
  • 2. Contents<br />3-4 Introduction to Toronto Training and HR<br /> 5-6 Definition<br /> 7-8 Addressing difficulties with a diverse workforce<br /> 9-10 Three lenses of diversity<br /> 11-12 Diversity as an onion<br /> 13-14 Drill<br /> 15-16 Fathers at home<br />17-20 Women at work<br /> 21-25 Barriers to Aboriginal employment<br /> 26-32 Diversity committees<br />33-41 Caregiving<br /> 42-44 Best practices<br />45-50 Case studies<br />51-52 Conclusion and questions<br />Page 2<br />
  • 3. Page 3<br />Introduction<br />
  • 4. Page 4<br />Introduction to Toronto Training and HR<br />Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden <br />10 years in banking<br />10 years in training and human resources<br />Freelance practitioner since 2006<br />The core services provided by Toronto Training and HR are:<br /><ul><li>Training course design
  • 5. Training course delivery</li></ul>- Reducing costs<br /><ul><li>Saving time
  • 6. Improving employee engagement & morale
  • 7. Services for job seekers</li></li></ul><li>Page 5<br />Definitions<br />
  • 8. Page 6<br />Definitions<br />DIVERSITY<br />Social category diversity<br />Informational diversity<br />Value diversity<br />Cultural diversity<br />
  • 9. Page 7<br />Addressing difficulties with a diverse workforce<br />
  • 10. Page 8<br />Addressing difficulties with a diverse workforce<br />Prejudice<br />Discrimination<br />Practical guidelines<br />Ethical guidelines<br />
  • 11. Page 9<br />Three lenses of diversity<br />
  • 12. Page 10<br />Three lenses of diversity<br />Multiple identity<br />Perception<br />Environmental<br />
  • 13. Page 11<br />Diversity as an onion <br />
  • 14. Page 12<br />Diversity as an onion<br />Personality<br />Internal dimensions<br />External dimensions<br />Organizational dimensions <br />
  • 15. Page 13<br />Drill <br />
  • 16. Page 14<br />Drill <br />
  • 17. Page 15<br />Fathers at home<br />
  • 18. Page 16<br />Fathers at home<br />Fathers tend to retain very close links to paid work even when they have temporarily or permanently left a career to care for children<br />Where fathers have given up a formal investment in the full-time labour force, many replace paid employment with “self-provisioning” work<br />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 <br />
  • 19. Page 17<br />Women at work<br />
  • 20. Page 18<br />Women at work 1 of 3<br />KEY ISSUES FACING WOMEN AT WORK<br />Pay equity<br />Glass ceiling<br />Stereotyped into certain types of professions<br />Lack of work-life flexibility<br />Forced to adopt traditionally “male” behaviours/attitudes<br />Lack of mentors, champions and advocates<br />
  • 21. Page 19<br />Women at work 2 of 3<br />INTERNATIONAL MANAGERS<br />Women do not want to be international managers<br />Organizations refuse to send women to other countries<br />A belief that women managers will be ineffective in certain nations<br />The perception that it is difficult for women tom move internationally if they are in a relationship <br />
  • 22. Page 20<br />Women at work 3 of 3<br />SELECTING TALENT FOR INTERNATIONAL ASSIGNMENTS<br />How are people selected?<br />Training provision<br />Support for dual career couples<br />
  • 23. Page 21<br />Barriers to aboriginal employment<br />
  • 24. Page 22<br />Barriers to Aboriginal employment 1 of 4<br />A representative workforce<br />Recruitment issues<br />Poor recruitment<br />Recruitment solutions<br />Retention issues<br />Retention solutions<br />Advancement issues<br />Advancement solutions<br />
  • 25. Page 23<br />Barriers to Aboriginal employment 2 of 4<br />OVERALL STRATEGY<br />Put an Aboriginal employment strategy in place<br />Get senior management commitment <br />Set specific goals<br />Integrate strategy into all aspects of company<br />Negotiate Aboriginal employment clauses into collective agreements<br />
  • 26. Page 24<br />Barriers to Aboriginal employment 3 of 4<br />WORK ENVIRONMENT<br />Provide Aboriginal awareness training to managers and employees<br />Flexible work environment to enable following of traditional pursuits<br />Corporate communications reflect Aboriginal awareness<br />Employee Assistance Program reflects needs of Aboriginal employees<br />Aboriginal employee advisory groups in place<br />
  • 27. Page 25<br />Barriers to Aboriginal employment 4 of 4<br />REALITIES<br />Many may be coming from a poverty situation<br />Transportation issues<br />Single parent issues (day care, start times)<br />High family demands<br />Need for flexibility and support<br />Word of mouth goes a long way<br />
  • 28. Page 26<br />Diversity committees<br />
  • 29. Page 27<br />Diversity committees 1 of 6<br />TYPES OF DIVERSITY COMMITTEE<br />Sometimes referred to as councils, they could be named:<br />Diversity and Equity Committee <br />Employee Resource Group <br />Diversity and Inclusion Committee <br />Diversity and Race Relations Committee <br />Diversity Awareness and Resource Committee <br />Diversity Affairs Select Committee <br />
  • 30. Page 28<br />Diversity committees 2 of 6<br />BENEFITS TO THE ORGANIZATION<br />Gives decision-makers a broader view to test ideas or gain insight and direction on certain diversity related issues<br />Helps to effect organizational culture change<br />Establishes processes and practices that can be sustainable and profitable for the long term<br />Guides an organization to harness the differences to make them work<br />Easy to make decisions that do not take into consideration the organizational diversity if you do not have a resource base to draw from<br />
  • 31. Page 29<br />Diversity committees 3 of 6<br />IMPACT ON THE BOTTOM LINE<br />Creating educational opportunities and awareness of diversity and inclusion<br />Helping reach new markets (globally or locally)<br />Reducing the chances of bias or discrimination costs<br />Improving the hiring and retention rates amongst employees with barriers<br />Raising employee engagement rates<br />Enhancing and creating community awareness of the organization.<br />
  • 32. Page 30<br />Diversity committees 4 of 6<br />INDICATORS OF A HIGH-PERFORMING COMMITTEE<br />Senior management endorses and has a least one active representative on the Committee<br />All levels of the organization are represented and informed about the work of the Committee<br />A strategic plan is in place<br />Regular meetings are held and attendance is good<br />A budget has been allocated<br />Actions are taken at each meeting<br />There are time frames and metrics in place to measure the Committee’s return on investment<br />
  • 33. Page 31<br />Diversity committees 5 of 6<br />TROUBLESHOOTING THE DIVERSITY COMMITTEE<br />Unsure what the problem is<br />The organization is unsure what the committee is doing<br />Committee members lack energy<br />Committee members bring personnel issues and their own personal agendas to the meetings<br />Meetings are unstructured and it seems like it is the same people contributing every time<br />
  • 34. Page 32<br />Diversity committees 6 of 6<br />WHY THEY FAIL<br />Lack of guiding principles or terms of reference<br />No budget<br />No diversity and inclusion strategy that they could be linked with<br />No endorsement or the participation of senior management<br />
  • 35. Page 33<br />Caregiving<br />
  • 36. Page 34<br />Caregiving 1 of 8<br />CAREGIVING IN CANADA<br />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.<br />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.<br />
  • 37. Page 35<br />Caregiving 2 of 8<br />CAREGIVING IN CANADA<br />Caregivers provide the majority of care at home. The support they provide can include hands-on care, arranging<br />resources, transportation, and medicine administration. They also act as advocates for their family members and<br />friends.<br />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<br />caregivers provide $25 billion of unpaid labour annually to the health care system.<br />
  • 38. Page 36<br />Caregiving 3 of 8<br />CONSEQUENCES FOR EMPLOYED CAREGIVERS<br />A recent survey of Canadian employees found that 26% reported experiencing high levels of caregiver strain.<br />Individuals providing four hours or more of care per week were more likely to reduce their work hours, change their<br />work patterns, or turn down a job offer or promotion.<br />20% of women and 13% of men caregivers aged 45-54 reduced their hours of work.<br />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).<br />
  • 39. Page 37<br />Caregiving 4 of 8<br />CONSEQUENCES FOR EMPLOYED CAREGIVERS<br />27% of respondents caring for a child with a severe to very severe disability turned down a promotion.<br />16% of retired caregivers identify caregiving as one of the reasons they retired.<br />42% of caregivers believe flexible work hours and provisions for short-term job and income protection from employers would be helpful.<br />
  • 40. Page 38<br />Caregiving 5 of 8<br />CONSEQUENCES FOR EMPLOYERS<br />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.<br />Caregiver strain is positively correlated with absenteeism due to eldercare problems and emotional, physical and mental fatigue.<br />
  • 41. Page 39<br />Caregiving 6 of 8<br />CONSEQUENCES FOR EMPLOYERS<br />The cost of absenteeism to employers is estimated to be $2.7 billion.<br />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.<br />
  • 42. Page 40<br />Caregiving 7 of 8<br />WORKPLACE OPTIONS<br />Examples of simple and effective action to assist caregivers in balancing their paid work with their caring responsibilities include:<br />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.<br />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.<br />
  • 43. Page 41<br />Caregiving 8 of 8<br />WORKPLACE OPTIONS<br />Flexible leave arrangements - compassionate leave, planned leave, paid leave for emergency or planned caring.<br />Workplace support - in-house support groups, employee assistance programs/ policies.<br />Accommodations- for example, access to a private telephone or parking close to the workplace.<br />
  • 44. Page 42<br />Best practices<br />
  • 45. Page 43<br />Best practices 1 of 2<br />Lead the effort from the top<br />Focus on the business case for diversity<br />Build an infrastructure to support diversity<br />Make diversity a core value<br />Focus on diversity in the entire talent pipeline<br />Cast a wide recruiting net<br />Network intensively with business-unit managers<br />Leave room for national variation<br />Revise business processes to support diversity<br />
  • 46. Page 44<br />Best practices 2 of 2<br />Make diversity learning & development a way of life<br />Set clear diversity targets<br />Establish metrics and track progress<br />Offer appropriate management incentives<br />
  • 47. Page 45<br />Case study A<br />
  • 48. Page 46<br />Case study A <br />
  • 49. Page 47<br />Case study B<br />
  • 50. Page 48<br />Case study B <br />
  • 51. Page 49<br />Case study C<br />
  • 52. Page 50<br />Case study C <br />
  • 53. Page 51<br />Conclusion & Questions<br />
  • 54. Page 52<br />Conclusion<br />Summary<br />Questions<br />

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