Diversity, inclusion and equality December 2015
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Half day open training event held in Toronto, Canada.
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Diversity, inclusion and equality December 2015
- 1. All you wanted to know about diversity, equality and inclusion by Toronto Training and HR December 2015
- 2. CONTENTS 3-4 Introduction 5-6 Definitions 7-8 The business case for diversity 9-10 Key benefits of improving diversity 11-12 Taking action over diversity 13-15 Culture and diversity 16-17 Hidden biases and diversity 18-19 Challenges in making diversity a priority 20-21 Measuring diversity 22-24 Common pitfalls in diversity training 23-24 A stakeholder engagement culture and change 25-26 Gender bias 27-28 Evolving the HR management process for gender diversity 29-30 Initiatives to improve gender diversity 31-34 What the best employers do to boost gender diversity 35-37 An age diverse workforce 38-39 Diversity in the Canadian mining industry 40-41 An Australian approach to recruit and retain a diverse workforce 42-43 Encouraging inclusion 44-45 Modelling inclusion 46-47 Organizational inclusive behaviours 48-49 A toolkit for inclusion 50-51 Conclusion, summary and questions Page 2
- 4. Page 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 15 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 HR support with an emphasis on reducing costs, saving time plus improving employee engagement and morale Services for job seekers
- 6. Definitions • Diversity • Inclusion • Equality • Employment equity • Ethnicity Page 6
- 7. Page 7 The business case for diversity
- 8. The business case for diversity • People issues • Market competitiveness • Corporate reputation Page 8
- 9. Page 9 Key benefits of improving diversity
- 10. Key benefits of improving diversity • Engaged employee and volunteers • Reflective community voice • Economic resilience • Enhanced innovation and services Page 10
- 11. Page 11 Taking action over diversity
- 12. Taking action over diversity • Setting objectives • Creating plans • Implementing and adjusting • Measuring outcomes • Connecting Page 12
- 13. Page 13 Culture and diversity
- 14. Culture and diversity 1 of 2 • Cultural competence • Put on one’s cultural lens • Ask questions to learn more • Reflect on your own reactions • Adjust your behaviour Page 14
- 15. Culture and diversity 2 of 2 Cultural differences • High/low hierarchy values • Indirect/direct communication styles • Group/individual focus Page 15
- 16. Page 16 Hidden biases and diversity
- 17. Hidden bias and diversity • What are hidden biases? How behaviour can be affected • Shifting criteria in hiring and talent promotion • Which voices are heard? • The urge to help Page 17
- 18. Page 18 Challenges in making diversity a priority
- 19. Challenges in making diversity a priority • Organizational capacity • Community profile • Defining the value of diversity • Language • Risk Page 19
- 22. Page 22 Common pitfalls in diversity training
- 23. Common pitfalls in diversity training 1 of 2 • Too little focus on the impact of emotions • Failure to engage white males • Lack of a compelling business case • Compliance-driven • Too much focus on helping whites understand the challenges of others Page 23
- 24. Common pitfalls in diversity training 2 of 2 • Lack of engagement from all levels of management • Reactive, not proactive • Failure to make difficult decisions Page 24
- 26. Gender bias • Design • Techniques • Management Page 26
- 27. Page 27 Evolving the HR management process for gender diversity
- 28. Evolving the HR management process for gender diversity • Recruitment • Performance reviews • Career management • Promotion shortlists • High potentials Page 28
- 29. Page 29 Initiatives to improve gender diversity
- 30. Initiatives to improve gender diversity • Build female networks • Provide more flexible working • Make it easier for women to take career breaks • Help them achieve work- life balance • Ensure that women have the same career development opportunities as men Page 30
- 31. Page 31 What the best employers do to boost gender diversity
- 32. What the best employers do to boost gender diversity 1 of 3 • Examine the purpose • Tear up the role rule book • Break down hierarchy • Deliver what employees value • Fish differently • Welcome diversity • Listen carefully • Measure and transform culture Page 32
- 33. What the best employers do to boost gender diversity 2 of 3 • Examine management styles • Rethink career paths • Learn from the bottom up • Redesign roles and recognition • Make everyone a hero • Learn from the bottom up Page 33
- 34. What the best employers do to boost gender diversity 3 of 3 • Create transparency by implementing gender diversity KPIs • Implement measures to facilitate the work- life balance Page 34
- 35. Page 35 An age-diverse workforce
- 36. An age-diverse workforce 1 of 2 • Benefits • Challenges • Reasons for not seeing an increased interest among mature employees • Reasons for seeing an increased interest in working later among mature employees • Attitudes towards training and developing mature employees Page 36
- 37. An age-diverse workforce 2 of 2 • Ways in which organizations support the extension of working life • Health and wellbeing provisions to support extending working life • Provisions to support dependant care responsibilities • Activities to access skilled and diverse workers of all ages Page 37
- 38. Page 38 Diversity in the Canadian mining industry
- 39. Diversity in the Canadian mining industry • Attraction and recruitment • Advancement and retention • HR planning and processes • Examples of best practice • Recommendations for mining industry employers Page 39
- 40. Page 40 An Australian approach to recruit and retain a diverse workforce
- 41. An Australian approach to recruit and retain a diverse workforce • Carers • Aboriginal peoples • Non-English speakers • Young people • Graduates • Disabled people Page 41
- 43. Encouraging inclusion • Be values-driven • Seek input in unlikely places • Encourage contrarians • Enable leadership • Share information Page 43
- 45. Modelling inclusion • Provide the big tent • Erase lines and boundaries • Lead by example Page 45
- 47. Organizational inclusive behaviours • Definition • Broad areas of organizational inclusive behaviours • Ways to measure organizational inclusive behaviours Page 47
- 48. Page 48 A toolkit for inclusion
- 49. A toolkit for inclusion • Planning for diversity • Planning an inclusive event • Hosting an inclusive event Page 49
- 50. Page 50 Conclusion, summary and questions
- 51. Page 51 Conclusion, summary and questions Conclusion Summary Videos Questions