Improving diversity, equality &          inclusion      by Toronto Training and HR            February 2012
3-4       Introduction to Toronto Training and HR           5-6       DefinitionsContents   7-9           10-12           ...
Introduction     Page 3
Introduction to Toronto Training            and HR• Toronto Training and HR is a specialist training and human  resources ...
Definitions    Page 5
DefinitionsWhat is diversity?What is inclusion?                     Page 6
Benefits from diversity    and inclusion          Page 7
Benefits from diversity and         inclusion 1 of 2Reducing the potential for backlash impact asassociated with affirmati...
Benefits from diversity and         inclusion 2 of 2Delivery of the psychological contract, improvedemployee relations and...
Male and femaleleadership styles       Page 10
Male and female leadership          styles 1 of 2TYPICALLY MALETask-orientedAutocraticCommand-and-controlPunishment-orient...
Male and female leadership          styles 2 of 2TYPICALLY FEMALETeam playersDemocraticTransformationalReward-oriented    ...
Encouraging a better  gender balance        Page 13
Encouraging a better gender        balance 1 of 4Demand targets for recruiting women tomanagementManagerial and leadership...
Encouraging a better gender        balance 2 of 4Set up and publicize a women’s networkCreate women role models within the...
Encouraging a better gender        balance 3 of 4Identify what is ‘unique about your organization’that would be of interes...
Encouraging a better gender        balance 4 of 4Offer personalized career paths to retain the besttalentEnsure performanc...
Older employees      Page 18
Older employees 1 of 2Should older employees be allowed to request towork flexibly? This might help to meet the needsof bo...
Older employees 2 of 2Performance management systems should be inplace and properly applied-as with all employees, ifthere...
Ageism  Page 21
Ageism 1 of 9What is age discrimination?IT CAN:affect anybody regardless of how old they areadversely affect employment op...
Ageism 2 of 9result in significant legal costs, compensation, andsettlements paid to avoid defending expensivediscriminati...
Ageism 3 of 9DIRECT DISCRIMINATIONThis applies to all protected characteristics. It istreating someone less favourably tha...
Ageism 4 of 9INDIRECT DISCRIMINATIONIndirect discrimination occurs when:a provision, criterion or practice is applied to a...
Ageism 5 of 9OTHER TERMSAssociative discriminationPerceptive discriminationVictimizationHarassment                       P...
Ageism 6 of 9AREAS TO CONSIDERRecruitment and selectionMedical adviceRewardTraining and developmentPromotionEmployee reten...
Ageism 7 of 9ACTION PLAN-REVIEWImplement a policy on age, tackling agediscrimination as part of an approach to diversityan...
Ageism 8 of 9ACTION PLAN-KEY ACTIONSConduct an age auditRemove the use of age, age guidelines and age-related criteriaChal...
Ageism 9 of 9ACTION PLAN-KEY ACTIONSUse dates of birth for monitoring purposes andadministration onlyMonitor the age profi...
Improving the inclusion of    LGBT employees           Page 31
Improving the inclusion of LGBT       employees 1 of 9ASSESS THE ORGANIZATIONPoliciesInternal knowledge-based activitiesPr...
Improving the inclusion of LGBT       employees 2 of 9BUILD KNOWLEDGEBuild an organization-specific business case forLGBT ...
Improving the inclusion of LGBT       employees 3 of 9DEVELOP POLICIES AND PRACTICESSupport efforts by senior leaders, man...
Improving the inclusion of LGBT       employees 4 of 9HOW SENIOR MANAGEMENT CAN SET THE TONEDevelop self-awarenessGet info...
Improving the inclusion of LGBT       employees 5 of 9QUESTIONS TO ASK ORGANIZATION-WIDEHave you benefitted directly or in...
Improving the inclusion of LGBT       employees 6 of 9QUESTIONS TO ASK ORGANIZATION-WIDE… Are you aware that LGBT-inclusiv...
Improving the inclusion of LGBT       employees 7 of 9QUESTIONS TO ASK ORGANIZATION-WIDE… Are you comfortable working as a...
Improving the inclusion of LGBT       employees 8 of 9QUESTIONS TO ASK ORGANIZATION-WIDE… How do you avoid saying or doing...
Improving the inclusion of LGBT       employees 9 of 9POINTS TO CONSIDER… Be open to education and informationLearn and us...
Considerations around     transgender         Page 41
Considerations around       transgender 1 of 6DEFINITIONSSexSexual orientationGender identityGender expressionTransgenderI...
Considerations around      transgender 2 of 6DEFINITIONSMale to femaleFemale to malePassingStealth                 Page 43
Considerations around      transgender 3 of 6TERMS DEEMED POTENTIALLY OFFENSIVETrannyShe-maleHe-sheTransvestiteHermaphrodi...
Considerations around       transgender 4 of 6Where do I fit?                  Page 45
Considerations around       transgender 5 of 6WHY ARE PEOPLE TRANSGENDER?CulturesBiologyMedical theoriesPsychological fact...
Considerations around       transgender 6 of 6Transgender etiquetteOutingHow to be a help and support towards transgenderp...
Hiring immigrants       Page 48
Hiring immigrants 1 of 9Increased sustainabilityInnovation, creativity and new perspectivesImproved responsiveness to the ...
Hiring immigrants 2 of 9IMPROVING ATTRACTIVENESS AS AN EMPLOYERDevelop promotional materials that depict adiverse workforc...
Hiring immigrants 3 of 9BUILDING NETWORKSAttend networking events hosted by immigrant-serving organizations for skilled im...
Hiring immigrants 4 of 9BUILDING NETWORKSWork with other organizations to address systemicbarriers to attracting immigrant...
Hiring immigrants 5 of 9SCREENING TECHNIQUES AND INTERVIEWINGCredentialsCommunicationLack of Canadian experienceBody langu...
Hiring immigrants 6 of 9CREATING THE RIGHT CULTURESessions where employees share information abouttheir cultural norms, wh...
Hiring immigrants 7 of 9QUESTIONS TO ASK AROUND STRATEGYHas our senior leadership made a commitment toinclusion and writte...
Hiring immigrants 8 of 9QUESTIONS TO ASK AROUND STRATEGYDo we have commitment from employees at all levelsof the organizat...
Hiring immigrants 9 of 9QUESTIONS TO ASK AROUND STRATEGYDo we know how we will communicate our strategy?Have we developed ...
Workplace behaviour        Page 58
Workplace behaviour 1 of 2Introduce a value system based on respect anddignity for allAim to describe the desirable behavi...
Workplace behaviour 2 of 2Introduce mechanisms to deal with all forms ofharassment, bullying and intimidating behaviour,ma...
Diversity and inclusion      strategies          Page 61
Diversity and inclusion          strategies 1 of 4Ensure that initiatives and policies have thesupport of the board and se...
Diversity and inclusion          strategies 2 of 4Focus on fairness and inclusion, ensuring thatmerit, competence and pote...
Diversity and inclusion          strategies 3 of 4Encourage ownership and discourage risk aversion,aiming to create an emp...
Diversity and inclusion          strategies 4 of 4Be aware that if your organization operatesinternationally, its approach...
Getting top management        on board         Page 66
Getting top management on           board 1 of 4Senior management needs to be actively involvedin initiatives to get more ...
Getting top management on           board 2 of 4Encourage top management to get tough withthose lagging behind agreed acti...
Getting top management on           board 3 of 4Don’t be fooled by their acceptance of diversity asa principle-the going g...
Getting top management on          board 4 of 4Top executives need to know they are keypopulations as change agentsLeaders...
Leading change toprogress diversity       Page 71
Leading change to progress            diversityBalance emotional and business factorsLearn to manage individuals as well a...
Effective diversity andinclusion communications           Page 73
Effective diversity and inclusion        communicationsTake into account workplace culturesUse positive language and focus...
Business rationales for      initiatives          Page 75
Business rationales for initiatives Tap broader range of backgrounds and skill sets A matter of fairness and morality Need...
Measures to promote and       monitor          Page 77
Measures to promote and monitor             1 of 2 Employee policies aimed at improving work/life balance Systematically w...
Measures to promote and monitor             2 of 2 Surveying employees periodically to measure perceptions of equality of ...
Questions to ask interviewers             Page 80
Questions to ask interviewers            1 of 2Are interviewers aware of common areas ofcultural difference such as eye co...
Questions to ask interviewers            2 of 2Are your interviewers able to flex theircommunication style in interviews?D...
Observations aboutmanagement and evaluation           Page 83
Observations about management     and evaluation 1 of 2 View progress as distance covered-from the starting point to the g...
Observations about management     and evaluation 2 of 2 Adopt hard measures to support the business case for diversity Car...
Training  Page 86
Training 1 of 2Build diversity concepts and practices intomanagement and other training and teambuildingprograms to increa...
Training 2 of 2Include diversity issues in onboarding programs sothat all new employees know about theorganization’s value...
Design of a diversity and  inclusion initiative           Page 89
Design of a diversity and     inclusion initiative 1 of 2Engage the CEO, senior leadership and other keystakeholders throu...
Design of a diversity and      inclusion initiative 2 of 2AFTER ADDRESSING THESE QUESTIONS…The key business priorities the...
Must-haves of an effective        program           Page 92
Must haves of an effective         program 1 of 2Treat diversity as a business issue, not a HR tickboxSeek specialist advi...
Must haves of an effective         program 2 of 2Lead from the topCelebrate successes and learn from failures             ...
Case study A    Page 95
Case study A    Page 96
Case study B    Page 97
Case study B    Page 98
Case study C    Page 99
Case study C    Page 100
Conclusion & Questions         Page 101
ConclusionSummaryVideosQuestions               Page 102
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Improving diversity, equality and inclusion February 2012

  1. 1. Improving diversity, equality & inclusion by Toronto Training and HR February 2012
  2. 2. 3-4 Introduction to Toronto Training and HR 5-6 DefinitionsContents 7-9 10-12 Benefits from diversity and inclusion Male and female leadership styles 13-17 Encouraging a better gender balance 18-20 Older employees 21-30 Ageism 31-40 Improving the inclusion of LGBT employees 41-47 Considerations around transgender 48-57 Hiring immigrants 58-60 Workplace behaviour 61-65 Diversity and inclusion strategies 66-70 Getting top management on board 71-72 Leading change to progress diversity 73-74 Effective diversity and inclusion communications 75-76 Business rationales for initiatives 77-79 Measures to promote and monitor 80-82 Questions to ask interviewers 83-85 Observations about management and evaluation 86-88 Training 89-91 Design of a diversity and inclusion initiative 92-94 Must-haves of an effective program 95-100 Case studies 101-102 Conclusion and questions
  3. 3. Introduction Page 3
  4. 4. Introduction to Toronto Training and HR• Toronto Training and HR is 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 event design - Training event delivery - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4
  5. 5. Definitions Page 5
  6. 6. DefinitionsWhat is diversity?What is inclusion? Page 6
  7. 7. Benefits from diversity and inclusion Page 7
  8. 8. Benefits from diversity and inclusion 1 of 2Reducing the potential for backlash impact asassociated with affirmative actionMeeting diverse customer demands moreeffectivelyImproving understanding and ability to succeed inthe complex globalization of markets Page 8
  9. 9. Benefits from diversity and inclusion 2 of 2Delivery of the psychological contract, improvedemployee relations and reduced labour turnoverImprovements in the quality and performance ofthe internal workforce in terms of skills, creativity,problem solving and flexibility Page 9
  10. 10. Male and femaleleadership styles Page 10
  11. 11. Male and female leadership styles 1 of 2TYPICALLY MALETask-orientedAutocraticCommand-and-controlPunishment-oriented Page 11
  12. 12. Male and female leadership styles 2 of 2TYPICALLY FEMALETeam playersDemocraticTransformationalReward-oriented Page 12
  13. 13. Encouraging a better gender balance Page 13
  14. 14. Encouraging a better gender balance 1 of 4Demand targets for recruiting women tomanagementManagerial and leadership shortlists must includewomen candidatesMonitor to ensure women are getting their fairshare of opportunitiesAsk women in senior management to mentoryounger colleaguesSet up and publicize a women’s network Page 14
  15. 15. Encouraging a better gender balance 2 of 4Set up and publicize a women’s networkCreate women role models within the companyOffer family friendly workplace policies includingflexible working hours and career flexibilityPromote on merit, but discriminate positively whencandidates are equally qualifiedProvide opportunities for development Page 15
  16. 16. Encouraging a better gender balance 3 of 4Identify what is ‘unique about your organization’that would be of interest to potential women jobapplicantsPublicize positive results of employee surveys,flexible working conditions, and commitment totraining and developmentEnsure appraisal systems are gender neutral andperformance focused Page 16
  17. 17. Encouraging a better gender balance 4 of 4Offer personalized career paths to retain the besttalentEnsure performance evaluation systems neutralizethe impact of parental leave and flexible workingarrangementsEncourage gender diversity indicators in executiveperformance reviews Page 17
  18. 18. Older employees Page 18
  19. 19. Older employees 1 of 2Should older employees be allowed to request towork flexibly? This might help to meet the needsof both the employer and the employeeWhat role do older employees want to play in theorganization? Would an employee like to continueworking, but in a less senior role? Can an olderemployee work effectively as a mentor to youngerand less experienced colleagues? Page 19
  20. 20. Older employees 2 of 2Performance management systems should be inplace and properly applied-as with all employees, ifthere are concerns about capability orperformance these should be addressed Page 20
  21. 21. Ageism Page 21
  22. 22. Ageism 1 of 9What is age discrimination?IT CAN:affect anybody regardless of how old they areadversely affect employment opportunities,especially those of older people and youngerpeopleresult in failure to consider skills-based abilities,potential and experience in the workplace Page 22
  23. 23. Ageism 2 of 9result in significant legal costs, compensation, andsettlements paid to avoid defending expensivediscrimination claims Page 23
  24. 24. Ageism 3 of 9DIRECT DISCRIMINATIONThis applies to all protected characteristics. It istreating someone less favourably than anotherperson because of a protected characteristic thatthey have. For example, it is promoting someonebecause they are of a specific age, regardless oftheir ability or experience. Direct agediscrimination can potentially be objectivelyjustified in the same way as indirect agediscrimination. Page 24
  25. 25. Ageism 4 of 9INDIRECT DISCRIMINATIONIndirect discrimination occurs when:a provision, criterion or practice is applied to all.and:it puts a group with a protected characteristic at adisadvantage when compared with another groupan individual is put at a disadvantagethe employer cannot show it to be a proportionatemeans of achieving a legitimate aim Page 25
  26. 26. Ageism 5 of 9OTHER TERMSAssociative discriminationPerceptive discriminationVictimizationHarassment Page 26
  27. 27. Ageism 6 of 9AREAS TO CONSIDERRecruitment and selectionMedical adviceRewardTraining and developmentPromotionEmployee retentionLayoffs Page 27
  28. 28. Ageism 7 of 9ACTION PLAN-REVIEWImplement a policy on age, tackling agediscrimination as part of an approach to diversityand inclusionUse only objective job criteria essential forsatisfactory performance and ensure that thesecan be objectively justifiedCommunicate the policy on tackling agediscrimination to all employees and offerappropriate training Page 28
  29. 29. Ageism 8 of 9ACTION PLAN-KEY ACTIONSConduct an age auditRemove the use of age, age guidelines and age-related criteriaChallenge the use of age and age-related criteriain every aspect of employment decision-makingEducate and train all employees about theimplications of age discrimination Page 29
  30. 30. Ageism 9 of 9ACTION PLAN-KEY ACTIONSUse dates of birth for monitoring purposes andadministration onlyMonitor the age profile of your organization atregular intervals to spot unfair discriminationagainst particular age groupsConsider ways of making sure that all age groupshave access to development and promotionopportunities and are motivated to continue toimprove the contributions they make Page 30
  31. 31. Improving the inclusion of LGBT employees Page 31
  32. 32. Improving the inclusion of LGBT employees 1 of 9ASSESS THE ORGANIZATIONPoliciesInternal knowledge-based activitiesPrograms and practices Page 32
  33. 33. Improving the inclusion of LGBT employees 2 of 9BUILD KNOWLEDGEBuild an organization-specific business case forLGBT inclusion with solid dataAssemble all information regarding LGBT inclusionat your organizationEnsure privacy measures are in place to protectemployees who choose to self-identify in surveysor in human resources information systemsUse metrics and statistics in your business casefor LGBT inclusion Page 33
  34. 34. Improving the inclusion of LGBT employees 3 of 9DEVELOP POLICIES AND PRACTICESSupport efforts by senior leaders, managers andindividual contributors to build a more LGBT-inclusive workforceSupport and leverage networks and employeeresource groupsEngage potential customers, clients, suppliers andemployees through outreach efforts Page 34
  35. 35. Improving the inclusion of LGBT employees 4 of 9HOW SENIOR MANAGEMENT CAN SET THE TONEDevelop self-awarenessGet informedTake action Page 35
  36. 36. Improving the inclusion of LGBT employees 5 of 9QUESTIONS TO ASK ORGANIZATION-WIDEHave you benefitted directly or indirectly fromdiversity and inclusion efforts at your organization?Do you recognize how working with others whohave benefitted from such efforts has helped you?… How can a more inclusive workplace createopportunities for you as well as others? … Page 36
  37. 37. Improving the inclusion of LGBT employees 6 of 9QUESTIONS TO ASK ORGANIZATION-WIDE… Are you aware that LGBT-inclusive language canhelp LGBT employees feel accepted and encouragethem to share their thoughts and feelings moreopenly without feeling vulnerable to judgement?Have you made efforts to include LGBT employeesin informal conversations?Have you actively engaged in behaviours thatmake LGBT employees feel safe and comfortableinteracting with you?… Page 37
  38. 38. Improving the inclusion of LGBT employees 7 of 9QUESTIONS TO ASK ORGANIZATION-WIDE… Are you comfortable working as an ally oradvocate for an LGBT-inclusive workplace? Ifnot, what is prohibiting you from doing so?… Have you heard subtle or overt homophobicjokes at work or language that might excludesome of your colleagues?… Are you aware of how discriminatory commentsand behaviours contribute to an uncomfortableworkplace for LGBT and non-LGBT employees? Page 38
  39. 39. Improving the inclusion of LGBT employees 8 of 9QUESTIONS TO ASK ORGANIZATION-WIDE… How do you avoid saying or doing things thatcould be interpreted as exclusionary?… Do you have a response for inappropriatecomments and behaviours in the workplace?How do you respond when you hear colleaguesusing offensive language? Page 39
  40. 40. Improving the inclusion of LGBT employees 9 of 9POINTS TO CONSIDER… Be open to education and informationLearn and use the correct pronounsTreat LGBT employees the same as everyone elseDemonstrate your acceptance of LGBT employeesNever make homophobic jokesParticipate in LGBT activities as an ally Page 40
  41. 41. Considerations around transgender Page 41
  42. 42. Considerations around transgender 1 of 6DEFINITIONSSexSexual orientationGender identityGender expressionTransgenderIntersex Page 42
  43. 43. Considerations around transgender 2 of 6DEFINITIONSMale to femaleFemale to malePassingStealth Page 43
  44. 44. Considerations around transgender 3 of 6TERMS DEEMED POTENTIALLY OFFENSIVETrannyShe-maleHe-sheTransvestiteHermaphroditeSex-change, sex change operationBio-male, bio-female Page 44
  45. 45. Considerations around transgender 4 of 6Where do I fit? Page 45
  46. 46. Considerations around transgender 5 of 6WHY ARE PEOPLE TRANSGENDER?CulturesBiologyMedical theoriesPsychological factorsRight to chooseNOT a mental illness Page 46
  47. 47. Considerations around transgender 6 of 6Transgender etiquetteOutingHow to be a help and support towards transgenderpeople Page 47
  48. 48. Hiring immigrants Page 48
  49. 49. Hiring immigrants 1 of 9Increased sustainabilityInnovation, creativity and new perspectivesImproved responsiveness to the needs of thecommunity they serveReduced recruitment costs and turnover ratesHigher levels of skill and education Page 49
  50. 50. Hiring immigrants 2 of 9IMPROVING ATTRACTIVENESS AS AN EMPLOYERDevelop promotional materials that depict adiverse workforceParticipate in collaborative activities with immigrantserving organizations to share knowledgeInvite someone from the immigrant community toprovide feedback on how your organization mightbe perceived by people from within thatcommunityAttend job fairs and make presentations at post-secondary institutions Page 50
  51. 51. Hiring immigrants 3 of 9BUILDING NETWORKSAttend networking events hosted by immigrant-serving organizations for skilled immigrantsMake use of the personal contacts of currentemployeesCreate processes to encourage immigrant workers torefer other skilled immigrants to your organizationDevelop working relationships with immigrant-servingagencies and send job postings as part of a targetedrecruitment process Page 51
  52. 52. Hiring immigrants 4 of 9BUILDING NETWORKSWork with other organizations to address systemicbarriers to attracting immigrantsAttend community or multicultural events andactivitiesPromote your volunteering programs Page 52
  53. 53. Hiring immigrants 5 of 9SCREENING TECHNIQUES AND INTERVIEWINGCredentialsCommunicationLack of Canadian experienceBody languageInterpersonal interactionsUnderstanding the languageDifficulty or different ways of expressing oneself Page 53
  54. 54. Hiring immigrants 6 of 9CREATING THE RIGHT CULTURESessions where employees share information abouttheir cultural norms, what it’s like to work in theirhome country, acceptable dress, holidays etc.Lunch breaks where employees bring traditional foodTeam-building activitiesBeing flexible with schedules in order toaccommodate employee needsPrograms to enhance work-life balanceConversational English groups Page 54
  55. 55. Hiring immigrants 7 of 9QUESTIONS TO ASK AROUND STRATEGYHas our senior leadership made a commitment toinclusion and written it into our organization’s plan?Has our board made a formal commitment toinclusion?Who in our organization is responsible for thestrategy?Do we have someone who is prepared to lead thestrategy?Do we know who will help us promote the strategyinternally? Page 55
  56. 56. Hiring immigrants 8 of 9QUESTIONS TO ASK AROUND STRATEGYDo we have commitment from employees at all levelsof the organization?Do we need to change our current inclusion ordiversity strategy?Do we have an existing strategy or do we need towrite a new inclusion or diversity strategy?Have we allocated the necessary resources toensure successful delivery of this strategy? Page 56
  57. 57. Hiring immigrants 9 of 9QUESTIONS TO ASK AROUND STRATEGYDo we know how we will communicate our strategy?Have we developed networks with otherorganizations to share resources, challenges andbest practices?Do we know how we will communicate our successesas well as our challenges?Do we know how we will monitor the progress andevaluate the success of our strategy? Page 57
  58. 58. Workplace behaviour Page 58
  59. 59. Workplace behaviour 1 of 2Introduce a value system based on respect anddignity for allAim to describe the desirable behaviours to gainpositive commitmentMake clear that everyone has a personalresponsibility to uphold the standards Page 59
  60. 60. Workplace behaviour 2 of 2Introduce mechanisms to deal with all forms ofharassment, bullying and intimidating behaviour,making clear that such behaviour will not betolerated and setting out the consequences ofbreaking the organizations behaviour code Page 60
  61. 61. Diversity and inclusion strategies Page 61
  62. 62. Diversity and inclusion strategies 1 of 4Ensure that initiatives and policies have thesupport of the board and senior managementRemember that managing diversity is a continuousprocess of improvement, not a one-off initiativeDevelop a diversity strategy to support theachievement of business goals, including ways ofaddressing the diverse needs of customers Page 62
  63. 63. Diversity and inclusion strategies 2 of 4Focus on fairness and inclusion, ensuring thatmerit, competence and potential are the basis forall decisions about recruitment and developmentKeep up to date with the law and review policiesthrough checks, audits and consultationAddress work-life balance challenges in ways thattake account of employee and organizationalneeds and offer suitable choices and options Page 63
  64. 64. Diversity and inclusion strategies 3 of 4Encourage ownership and discourage risk aversion,aiming to create an empowering culture so thatdecisions do not go upwards without good reasonDesign guidelines for line managers to help themrespond appropriately to diversity needs, as theyare vital change agents, but give them scope forflexible decision-makingLink diversity management to other initiatives suchas Canada’s Top 100 Employers Page 64
  65. 65. Diversity and inclusion strategies 4 of 4Be aware that if your organization operatesinternationally, its approach to managing diversitywill need to take account of the ways thatindividual working styles and personal preferencesare influenced by national cultures Page 65
  66. 66. Getting top management on board Page 66
  67. 67. Getting top management on board 1 of 4Senior management needs to be actively involvedin initiatives to get more buy-in from everyoneelse-aim high and don’t be satisfied with lip serviceCheck senior management is not just ‘caught up’but ‘signed up’ and that they don’t just find iteasier to seek forgiveness than give supportEncourage senior managers to take a lead in nottolerating unacceptable behaviours such asbullying Page 67
  68. 68. Getting top management on board 2 of 4Encourage top management to get tough withthose lagging behind agreed actions to progressdiversityGet top management to understand that keyindividuals driving diversity need back-up supportfrom senior colleaguesBe wary of hindsight in senior managers whenfaced with success or questions like ‘Why weren’twe doing this already?’ Page 68
  69. 69. Getting top management on board 3 of 4Don’t be fooled by their acceptance of diversity asa principle-the going gets tougher when action isrequiredMake leaders aware of how important they are inpersonally supporting diversity openly and in beingwell informedHelp them to see that good leadership is neededto build the courage in others to deal withunacceptable behaviours Page 69
  70. 70. Getting top management on board 4 of 4Top executives need to know they are keypopulations as change agentsLeaders should know they need to align customerand internal behavioursIt requires imagination, even sneakiness, to getsenior management on board Page 70
  71. 71. Leading change toprogress diversity Page 71
  72. 72. Leading change to progress diversityBalance emotional and business factorsLearn to manage individuals as well as groupsAct with patienceTry to correct ignorance and misunderstandingrather than being criticalAcknowledge how scary dealing with diversity isfor many peopleExplore individual views and change approachesaccordinglyShare their knowledge Page 72
  73. 73. Effective diversity andinclusion communications Page 73
  74. 74. Effective diversity and inclusion communicationsTake into account workplace culturesUse positive language and focus on diversityopportunitiesInvolving outsiders helps to spot meaninglessorganizational jargonNote that impersonal communications don’tengage peopleUsing interactive communication is moresuccessful, especially for dealing with sensitiveissues Page 74
  75. 75. Business rationales for initiatives Page 75
  76. 76. Business rationales for initiatives Tap broader range of backgrounds and skill sets A matter of fairness and morality Need talent to understand clients better and increase sales Increased diversity of customer/suppliers Legal compliance Enhance public image CEO has made diversity a priority Page 76
  77. 77. Measures to promote and monitor Page 77
  78. 78. Measures to promote and monitor 1 of 2 Employee policies aimed at improving work/life balance Systematically widening recruitment pools to tap new sources of talent Training to enhance respect for cultural and other differences among colleagues Providing channels for confidential handling of complaints related to equal opportunity Training to improve the advancement potential of minority or disadvantaged people Page 78
  79. 79. Measures to promote and monitor 2 of 2 Surveying employees periodically to measure perceptions of equality of opportunity in the organization Monitoring corporate advertising to ensure sensitivity to cultural differences Offering language courses to increase awareness of other cultures and promote communication Periodic audits to ensure that an organization’s policies, benefits, etc., are in line with competitors and/or other organizations Page 79
  80. 80. Questions to ask interviewers Page 80
  81. 81. Questions to ask interviewers 1 of 2Are interviewers aware of common areas ofcultural difference such as eye contact, greetingetiquette, use of silence, communication style,etc.?Do you ask all applicants whether they have needsthat require special support or accommodationduring the interview process?Do managers avoid using terms and jargon ininterviews that are specific and meaningful only tomembers of that specific organization? Page 81
  82. 82. Questions to ask interviewers 2 of 2Are your interviewers able to flex theircommunication style in interviews?Do you ask all interviewees the same questions?Do interviewers rate candidates based on objectiveinformation and not jump to conclusions aboutsomeone’s ability to do the job based on race,culture, gender, age or disability?Do interviewers recognize and compensate fortheir own biases and personal hiringpreferences? Page 82
  83. 83. Observations aboutmanagement and evaluation Page 83
  84. 84. Observations about management and evaluation 1 of 2 View progress as distance covered-from the starting point to the goal rather than the goals achieved-this recognizes effort, time and success Increase the number of measures you use and don’t rely on one set of criteria Use the eyes and ears of those involved in diversity training or other initiatives to assess how the messages are transforming into new behaviours Page 84
  85. 85. Observations about management and evaluation 2 of 2 Adopt hard measures to support the business case for diversity Carry out well-designed, properly targeted attitude surveys Don’t depend on out of date and inappropriate HR systems Use indicators that are specific to an initiative Page 85
  86. 86. Training Page 86
  87. 87. Training 1 of 2Build diversity concepts and practices intomanagement and other training and teambuildingprograms to increase awareness of the need tohandle different views, perceptions and ideas inpositive waysConsider awareness-raising programs aboutdiversity and skills training to help people worktogether better in a diverse environment Page 87
  88. 88. Training 2 of 2Include diversity issues in onboarding programs sothat all new employees know about theorganization’s values and policiesTrain line managers about diversity, aiming to helpthem understand the issues and drive them intoorganizational and operational policies andpractices Page 88
  89. 89. Design of a diversity and inclusion initiative Page 89
  90. 90. Design of a diversity and inclusion initiative 1 of 2Engage the CEO, senior leadership and other keystakeholders throughout the processFocus on achieving business resultsStart from and stay aligned with business purposeBe grounded in ownership and accountabilityPlan ongoing internal and external communicationto inform, engage and manage expectations Page 90
  91. 91. Design of a diversity and inclusion initiative 2 of 2AFTER ADDRESSING THESE QUESTIONS…The key business priorities the initiative will helpmeetThe changes in the workforce that are needed tohelp meet business prioritiesThe changes in the work environment that areneeded to help meet business prioritiesThe elements of a diversity initiative that will beput in place to achieve the needed changes Page 91
  92. 92. Must-haves of an effective program Page 92
  93. 93. Must haves of an effective program 1 of 2Treat diversity as a business issue, not a HR tickboxSeek specialist advice on its designPay attention to regulatory and legal changesInspire and engage employeesEmbed diversity in your trainingSet aspirational but achievable goals and measures Page 93
  94. 94. Must haves of an effective program 2 of 2Lead from the topCelebrate successes and learn from failures Page 94
  95. 95. Case study A Page 95
  96. 96. Case study A Page 96
  97. 97. Case study B Page 97
  98. 98. Case study B Page 98
  99. 99. Case study C Page 99
  100. 100. Case study C Page 100
  101. 101. Conclusion & Questions Page 101
  102. 102. ConclusionSummaryVideosQuestions Page 102

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