This document discusses employment equity and addressing discriminatory hiring practices. It acknowledges that bias is inherent in hiring systems and can cloud the screening of qualified applicants. It recommends that employers take a closer look at resume screening processes, with possible solutions like blind recruitment where identifying information is initially removed. The document also stresses the importance of setting goals and continually evaluating outcomes to promote equity and meet diversity targets. It asks how businesses can access information on creating welcoming workplaces. Overall, the document provides guidance on understanding equity targets and identifying barriers to build a more inclusive talent pipeline and hiring process.
1. The document discusses South Africa's Employment Equity Act and its aims of promoting equal opportunity and eliminating unfair discrimination in the workplace.
2. It requires designated employers to implement affirmative action measures to achieve equitable representation of designated groups (black people, women, people with disabilities) in all occupational categories. This includes identifying and removing barriers, training, and preferential treatment but not quotas.
3. Employers must consult with employees, conduct an analysis, prepare an employment equity plan, and report on progress to the Director-General. Medical and psychological testing of employees is also regulated.
Introduction to Employment Equity by Derek Hendrikz. Covers purpose of EE, workplace prejudice and discrimination, employment equity act, affirmative action, black empowerment, black economic empowerment, BBBEE, BEE, EE committee, non-compliance, EE plan,
The document discusses amendments made to South Africa's Employment Equity Act of 2014. It aims to further prohibit unfair discrimination and impose harsher penalties for non-compliance. Key changes include new protected groups, new grounds of discrimination, and defining "equal pay for equal work" based on international standards. It also examines a 2014 Constitutional Court case regarding whether an employer's failure to promote an employee constituted unfair discrimination.
Dinah Mbatha Basic employment equity training 101DinahMbatha
The Employment Equity Act aims to promote equal opportunity and fair treatment in the workplace through eliminating unfair discrimination. It applies to designated employers and aims to achieve equitable representation among historically disadvantaged groups through objectives, numerical goals, affirmative action measures and timetables outlined in employment equity plans. Employers must analyze their workforce, consult with employees, and develop and implement plans to meet employment equity targets through recruitment, training and other transformation efforts.
Three factors influenced the growth of EEO legislation: changing attitudes toward employment discrimination, published reports highlighting economic problems faced by women and minorities, and early legal developments protecting individuals from discrimination. Major federal laws governing equal employment opportunity include the Equal Pay Act, Civil Rights Act of 1964, Age Discrimination in Employment Act, Americans with Disabilities Act, and Civil Rights Act of 1991. Other issues addressed are sexual harassment, sexual orientation, and immigration reform. Employers must comply with regulations regarding adverse impact and disparate treatment, properly document and retain workforce data and employment records, and establish procedures for processing discrimination charges.
The Essentials of EEO and Affirmative Action ComplianceKPADealerWebinars
This document provides an overview of equal employment opportunity and affirmative action compliance. It defines discrimination and protected classes under discrimination laws. It summarizes several landmark discrimination laws such as the Civil Rights Act, Americans with Disabilities Act, and Pregnancy Discrimination Act. It also discusses reasonable accommodations, religious accommodations, sexual harassment, and the differences between equal opportunity employment and affirmative action.
Chapter 02 Equal Employment Opportunity and Huamn Resources ManagmementRayman Soe
This document outlines the key points from a chapter about equal employment opportunity (EEO) legislation. It discusses the historical reasons for EEO laws, including changing social values and economic disparity. It also summarizes the major federal EEO laws, including the Civil Rights Act, the Age Discrimination in Employment Act, the Americans with Disabilities Act, and the Immigration Reform and Control Act. Additionally, it covers topics such as sexual harassment, reasonable accommodation, enforcement agencies, and affirmative action.
Issue of Equal Employment Opportunity & Issue in Compensation policy Jay Raval
This document discusses equal employment opportunity (EEO) and issues related to compensation policies. It begins by defining EEO and outlining major anti-discrimination laws like Title VII and the Equal Pay Act. It then defines different types of discrimination and discusses workplace harassment. The document provides an overview of compensation, including direct, indirect, and non-monetary compensation. It also discusses legally required benefits like workers' compensation and social security as well as security and retirement benefits and health coverage. Finally, it analyzes India's employee benefit scenario and compensation structure at Pipavav shipyard.
1. The document discusses South Africa's Employment Equity Act and its aims of promoting equal opportunity and eliminating unfair discrimination in the workplace.
2. It requires designated employers to implement affirmative action measures to achieve equitable representation of designated groups (black people, women, people with disabilities) in all occupational categories. This includes identifying and removing barriers, training, and preferential treatment but not quotas.
3. Employers must consult with employees, conduct an analysis, prepare an employment equity plan, and report on progress to the Director-General. Medical and psychological testing of employees is also regulated.
Introduction to Employment Equity by Derek Hendrikz. Covers purpose of EE, workplace prejudice and discrimination, employment equity act, affirmative action, black empowerment, black economic empowerment, BBBEE, BEE, EE committee, non-compliance, EE plan,
The document discusses amendments made to South Africa's Employment Equity Act of 2014. It aims to further prohibit unfair discrimination and impose harsher penalties for non-compliance. Key changes include new protected groups, new grounds of discrimination, and defining "equal pay for equal work" based on international standards. It also examines a 2014 Constitutional Court case regarding whether an employer's failure to promote an employee constituted unfair discrimination.
Dinah Mbatha Basic employment equity training 101DinahMbatha
The Employment Equity Act aims to promote equal opportunity and fair treatment in the workplace through eliminating unfair discrimination. It applies to designated employers and aims to achieve equitable representation among historically disadvantaged groups through objectives, numerical goals, affirmative action measures and timetables outlined in employment equity plans. Employers must analyze their workforce, consult with employees, and develop and implement plans to meet employment equity targets through recruitment, training and other transformation efforts.
Three factors influenced the growth of EEO legislation: changing attitudes toward employment discrimination, published reports highlighting economic problems faced by women and minorities, and early legal developments protecting individuals from discrimination. Major federal laws governing equal employment opportunity include the Equal Pay Act, Civil Rights Act of 1964, Age Discrimination in Employment Act, Americans with Disabilities Act, and Civil Rights Act of 1991. Other issues addressed are sexual harassment, sexual orientation, and immigration reform. Employers must comply with regulations regarding adverse impact and disparate treatment, properly document and retain workforce data and employment records, and establish procedures for processing discrimination charges.
The Essentials of EEO and Affirmative Action ComplianceKPADealerWebinars
This document provides an overview of equal employment opportunity and affirmative action compliance. It defines discrimination and protected classes under discrimination laws. It summarizes several landmark discrimination laws such as the Civil Rights Act, Americans with Disabilities Act, and Pregnancy Discrimination Act. It also discusses reasonable accommodations, religious accommodations, sexual harassment, and the differences between equal opportunity employment and affirmative action.
Chapter 02 Equal Employment Opportunity and Huamn Resources ManagmementRayman Soe
This document outlines the key points from a chapter about equal employment opportunity (EEO) legislation. It discusses the historical reasons for EEO laws, including changing social values and economic disparity. It also summarizes the major federal EEO laws, including the Civil Rights Act, the Age Discrimination in Employment Act, the Americans with Disabilities Act, and the Immigration Reform and Control Act. Additionally, it covers topics such as sexual harassment, reasonable accommodation, enforcement agencies, and affirmative action.
Issue of Equal Employment Opportunity & Issue in Compensation policy Jay Raval
This document discusses equal employment opportunity (EEO) and issues related to compensation policies. It begins by defining EEO and outlining major anti-discrimination laws like Title VII and the Equal Pay Act. It then defines different types of discrimination and discusses workplace harassment. The document provides an overview of compensation, including direct, indirect, and non-monetary compensation. It also discusses legally required benefits like workers' compensation and social security as well as security and retirement benefits and health coverage. Finally, it analyzes India's employee benefit scenario and compensation structure at Pipavav shipyard.
This document summarizes key equal employment opportunity and anti-discrimination legislation in the United States, including the Civil Rights Act of 1964, Age Discrimination in Employment Act, Americans with Disabilities Act, and others. It discusses how these laws prohibit discrimination in hiring, compensation, and terms of employment based on characteristics such as race, sex, religion, age, and disability. It also outlines enforcement of these laws by the Equal Employment Opportunity Commission and legal standards and Supreme Court cases related to discrimination.
The document discusses equal employment practices and their application in Pakistan. It begins with definitions of key terms like equal employment opportunity, affirmative action, minorities, underprivileged, and persons with disabilities. It then outlines Pakistan's constitutional and international legal frameworks promoting equality and prohibiting discrimination. However, it notes that in practice organizations often do not offer equal opportunities and there is discrimination in hiring based on gender, religion, and ethnicity. Other challenges to effective equal employment include discretion and nepotism in selection processes, lack of performance management systems, and hiring large numbers of political workers. The document concludes that while legislation exists, proper implementation through education and monitoring committees is still needed to overcome biases and fully realize equal opportunity principles in Pakistan's employment
Title VII of the Civil Rights Act (1964)
An employer cannot discriminate on the basis of race, color, religion, sex, or national origin with respect to employment.
Coverage
All public or private employers of 15 or more persons.
All private and public educational institutions, the federal government, and state and local governments
All public and private employment agencies
All labor unions with 15 or more members
Affirmative Action Compliance Supervisor Training PresentationJames Baker
This document provides an overview of equal employment and affirmative action plans for 2009/2010. It defines key concepts like equal employment opportunity, affirmative action, and availability and utilization. The objectives are to communicate regulatory requirements, affirmative action status and goals, and managerial responsibilities related to equal opportunity. Manager responsibilities include encouraging diversity in hiring, promotions, training, and developing career plans. Managers must also ensure compliance with anti-discrimination policies and address any harassment or unfair treatment issues in a timely manner.
This brief presentation introduces the basic principles and concepts relating to equality and diversity. It provides an overview of legal requirements which apply to housing providers in Northern Ireland.
This document summarizes key aspects of equal opportunity employment legislation discussed in Chapter 3 of the textbook "Fundamentals of Human Resource Management". It outlines laws such as the Civil Rights Act of 1964 which prohibit discrimination in hiring, pay, and conditions of employment based on attributes such as race, religion, gender and national origin. It also discusses the Equal Employment Opportunity Commission and how affirmative action aims to correct past discrimination. Adverse impact and treatment are explained as are additional laws regarding discrimination based on attributes like age, disability, and family status.
Affirmative action policies require employers with federal contracts over $10,000 to promote equal opportunity and prevent discrimination based on race, color, religion, sex or national origin. They must develop affirmative action plans and take steps to expand job opportunities for women and minorities. If employers do not comply, penalties may include canceling contracts, debarment from future contracts, and court-ordered changes to hiring practices or affirmative action plans.
The document summarizes key topics around equal employment opportunity laws in the United States, including:
- The three major branches of government that influence employment law: legislative, executive, and judicial.
- Major federal anti-discrimination laws like Title VII, ADA, ADEA that prohibit discrimination based on characteristics like race, disability status, and age.
- Theories of discrimination employers may face, like disparate treatment, disparate impact, and the standards of proof required for each.
- Enforcement agencies responsible for enforcing equal opportunity laws, primarily the EEOC, and their investigatory and regulatory powers.
- Emerging issues around topics like sexual harassment, retaliation, and reasonable accommodation for
The Single Equality Act consolidates previous equalities legislation into a single piece of legislation. It aims to simplify and strengthen discrimination law to protect individuals and promote a fair society. The Act extends protection to cover nine characteristics including age, disability, gender, race, religion, sexual orientation and brings together previous equalities acts. Universities have new duties under the Act to eliminate discrimination, advance equality of opportunity and foster good relations. Actions being taken at the University to comply include inclusive equality impact assessments, training and initiatives across schools and units.
The document provides an overview of key provisions in the Equality Act 2010 relating to protected characteristics and prohibited forms of discrimination and harassment. It discusses what is covered under each of the protected characteristics of age, disability, gender reassignment, race, religion or belief, marriage and civil partnership, sex, and sexual orientation. It also outlines forms of prohibited conduct like indirect discrimination, discrimination arising from disability, harassment, third party harassment, victimization, and positive action provisions.
The Equality Act 2010 brought together various pieces of UK anti-discrimination legislation and introduced some new provisions. It defines various types of unlawful discrimination including direct, indirect, harassment, and victimization. It also identifies protected characteristics such as age, disability, sex, race, and others that cannot be discriminated against. The Act aims to protect individuals from unfair treatment and promote a fairer society.
The document discusses legal issues related to recruitment and selection including:
1) The importance of careful selection to avoid negligent hiring claims and discrimination lawsuits.
2) Laws like the Equality Act 2010 that prohibit discrimination based on characteristics like age, disability, gender, race, religion, sexual orientation, and marriage.
3) Requirements for employers to protect applicant privacy while screening for qualifications and ensuring non-discriminatory hiring practices.
The Single Equality Act consolidates previous equalities legislation into a single piece of legislation. It aims to protect individuals from unfair treatment and promote equality. The Act covers nine protected characteristics: age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, and sexual orientation. Universities have a single equality duty to eliminate discrimination and advance equality across all protected characteristics. The Act is enforced through employment tribunals which have expanded powers to make recommendations to employers to address discrimination. To comply, the university is taking actions like inclusive equality impact assessments and training.
The document discusses the concept of equal pay for equal work from the constitutional and labour legislation perspective in India. It provides context on how the concept emerged from the fundamental rights in the Indian constitution and its inclusion in acts like the Equal Remuneration Act. It summarizes that while the constitution initially restricted equal pay to discrimination based on gender, courts have consistently interpreted it more broadly to prevent all unreasonable pay discrimination if the work is equal. The document also reviews relevant cases, the Equal Remuneration Act of 1976, and discusses equal pay as a directive principle of state policy as well as from the perspective of the right to equality in the Indian constitution.
The Equal Employment Opportunity (EEO) Act – Benefits, Rights and Responsibil...Amelia Figueroa
The Equal Employment Opportunity (EEO) Act, implemented by the Federal government, applies to private employers, labor organizations, employment agencies, and educational institutions under states and Federal governments. In this article, we briefly discuss the benefits, rights and responsibilities under the EEO Act.
This document discusses job discrimination and affirmative action. It defines different types of discrimination, such as intentional vs unintentional, and individual vs institutional. It also defines affirmative action as programs that aim to increase representation of underrepresented groups. The document outlines US laws prohibiting discrimination and debates around forms of discrimination and affirmative action, including arguments for and against these practices.
Equal Employment Opportunity (EEO) aims to ensure all employees have equal access to workplace opportunities regardless of attributes like age, gender, race, religion, or disability. Discrimination often targets women, indigenous Australians, and ethnic/religious minorities. Examples include paying men higher wages or making sexist remarks. Australian laws like the Racial Discrimination Act and Sex Discrimination Act prohibit discrimination and unequal treatment. If discrimination continues, large fines, lawsuits, and imprisonment can result for the discriminator and business.
EEO aims to provide fair employment practices based on merit rather than discrimination or favoritism. It seeks to achieve a diverse workforce and equal opportunities for advancement. As an employee in Pakistan, you have the right to fair treatment and a workplace free of harassment. However, implementing true EEO remains challenging due to issues like nepotism. Pakistani law provides some protections against discrimination, but enforcement of EEO policies requires education and cultural changes.
The Equal Pay Act of 1970 and Equality Act of 2010 established laws around equal pay for equal work regardless of sex or other attributes. Employers are responsible for ensuring pay structures do not discriminate and are able to withstand claims. The Acts introduced the concept of equal pay for work of equal value where the jobs are substantially different but require comparable skills, decision-making and efforts. Employers must be able to evidence pay differences are due to genuine material factors other than sex or protected characteristics to defend against claims.
Changing the disability poverty paradigm(1)Allison Wohl
- The document discusses poverty and disability in the United States, noting that people with disabilities experience the highest rates of poverty of any subpopulation. It presents data showing that 27.9% of people with disabilities lived in poverty in 2010.
- It argues that a "cyclical dependency model" results in long-term impoverishment for people with disabilities, while a "self-sufficiency investment model" enables independence and community participation. Community-based services are more cost-effective than institutionalization and can help people with disabilities work and be self-sufficient.
- The document calls for transformational leadership and a shift toward policies that focus on the abilities of people with disabilities rather than their limitations in order to promote
Changing The Disability Poverty Paradigm(1)Allison Wohl
Check out presentation that CPSD\'s Executive Director, Serena Lowe, gave today at the NDI Real Economic Impact Tour today at the Boston Federal Reserve
This document summarizes key equal employment opportunity and anti-discrimination legislation in the United States, including the Civil Rights Act of 1964, Age Discrimination in Employment Act, Americans with Disabilities Act, and others. It discusses how these laws prohibit discrimination in hiring, compensation, and terms of employment based on characteristics such as race, sex, religion, age, and disability. It also outlines enforcement of these laws by the Equal Employment Opportunity Commission and legal standards and Supreme Court cases related to discrimination.
The document discusses equal employment practices and their application in Pakistan. It begins with definitions of key terms like equal employment opportunity, affirmative action, minorities, underprivileged, and persons with disabilities. It then outlines Pakistan's constitutional and international legal frameworks promoting equality and prohibiting discrimination. However, it notes that in practice organizations often do not offer equal opportunities and there is discrimination in hiring based on gender, religion, and ethnicity. Other challenges to effective equal employment include discretion and nepotism in selection processes, lack of performance management systems, and hiring large numbers of political workers. The document concludes that while legislation exists, proper implementation through education and monitoring committees is still needed to overcome biases and fully realize equal opportunity principles in Pakistan's employment
Title VII of the Civil Rights Act (1964)
An employer cannot discriminate on the basis of race, color, religion, sex, or national origin with respect to employment.
Coverage
All public or private employers of 15 or more persons.
All private and public educational institutions, the federal government, and state and local governments
All public and private employment agencies
All labor unions with 15 or more members
Affirmative Action Compliance Supervisor Training PresentationJames Baker
This document provides an overview of equal employment and affirmative action plans for 2009/2010. It defines key concepts like equal employment opportunity, affirmative action, and availability and utilization. The objectives are to communicate regulatory requirements, affirmative action status and goals, and managerial responsibilities related to equal opportunity. Manager responsibilities include encouraging diversity in hiring, promotions, training, and developing career plans. Managers must also ensure compliance with anti-discrimination policies and address any harassment or unfair treatment issues in a timely manner.
This brief presentation introduces the basic principles and concepts relating to equality and diversity. It provides an overview of legal requirements which apply to housing providers in Northern Ireland.
This document summarizes key aspects of equal opportunity employment legislation discussed in Chapter 3 of the textbook "Fundamentals of Human Resource Management". It outlines laws such as the Civil Rights Act of 1964 which prohibit discrimination in hiring, pay, and conditions of employment based on attributes such as race, religion, gender and national origin. It also discusses the Equal Employment Opportunity Commission and how affirmative action aims to correct past discrimination. Adverse impact and treatment are explained as are additional laws regarding discrimination based on attributes like age, disability, and family status.
Affirmative action policies require employers with federal contracts over $10,000 to promote equal opportunity and prevent discrimination based on race, color, religion, sex or national origin. They must develop affirmative action plans and take steps to expand job opportunities for women and minorities. If employers do not comply, penalties may include canceling contracts, debarment from future contracts, and court-ordered changes to hiring practices or affirmative action plans.
The document summarizes key topics around equal employment opportunity laws in the United States, including:
- The three major branches of government that influence employment law: legislative, executive, and judicial.
- Major federal anti-discrimination laws like Title VII, ADA, ADEA that prohibit discrimination based on characteristics like race, disability status, and age.
- Theories of discrimination employers may face, like disparate treatment, disparate impact, and the standards of proof required for each.
- Enforcement agencies responsible for enforcing equal opportunity laws, primarily the EEOC, and their investigatory and regulatory powers.
- Emerging issues around topics like sexual harassment, retaliation, and reasonable accommodation for
The Single Equality Act consolidates previous equalities legislation into a single piece of legislation. It aims to simplify and strengthen discrimination law to protect individuals and promote a fair society. The Act extends protection to cover nine characteristics including age, disability, gender, race, religion, sexual orientation and brings together previous equalities acts. Universities have new duties under the Act to eliminate discrimination, advance equality of opportunity and foster good relations. Actions being taken at the University to comply include inclusive equality impact assessments, training and initiatives across schools and units.
The document provides an overview of key provisions in the Equality Act 2010 relating to protected characteristics and prohibited forms of discrimination and harassment. It discusses what is covered under each of the protected characteristics of age, disability, gender reassignment, race, religion or belief, marriage and civil partnership, sex, and sexual orientation. It also outlines forms of prohibited conduct like indirect discrimination, discrimination arising from disability, harassment, third party harassment, victimization, and positive action provisions.
The Equality Act 2010 brought together various pieces of UK anti-discrimination legislation and introduced some new provisions. It defines various types of unlawful discrimination including direct, indirect, harassment, and victimization. It also identifies protected characteristics such as age, disability, sex, race, and others that cannot be discriminated against. The Act aims to protect individuals from unfair treatment and promote a fairer society.
The document discusses legal issues related to recruitment and selection including:
1) The importance of careful selection to avoid negligent hiring claims and discrimination lawsuits.
2) Laws like the Equality Act 2010 that prohibit discrimination based on characteristics like age, disability, gender, race, religion, sexual orientation, and marriage.
3) Requirements for employers to protect applicant privacy while screening for qualifications and ensuring non-discriminatory hiring practices.
The Single Equality Act consolidates previous equalities legislation into a single piece of legislation. It aims to protect individuals from unfair treatment and promote equality. The Act covers nine protected characteristics: age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, and sexual orientation. Universities have a single equality duty to eliminate discrimination and advance equality across all protected characteristics. The Act is enforced through employment tribunals which have expanded powers to make recommendations to employers to address discrimination. To comply, the university is taking actions like inclusive equality impact assessments and training.
The document discusses the concept of equal pay for equal work from the constitutional and labour legislation perspective in India. It provides context on how the concept emerged from the fundamental rights in the Indian constitution and its inclusion in acts like the Equal Remuneration Act. It summarizes that while the constitution initially restricted equal pay to discrimination based on gender, courts have consistently interpreted it more broadly to prevent all unreasonable pay discrimination if the work is equal. The document also reviews relevant cases, the Equal Remuneration Act of 1976, and discusses equal pay as a directive principle of state policy as well as from the perspective of the right to equality in the Indian constitution.
The Equal Employment Opportunity (EEO) Act – Benefits, Rights and Responsibil...Amelia Figueroa
The Equal Employment Opportunity (EEO) Act, implemented by the Federal government, applies to private employers, labor organizations, employment agencies, and educational institutions under states and Federal governments. In this article, we briefly discuss the benefits, rights and responsibilities under the EEO Act.
This document discusses job discrimination and affirmative action. It defines different types of discrimination, such as intentional vs unintentional, and individual vs institutional. It also defines affirmative action as programs that aim to increase representation of underrepresented groups. The document outlines US laws prohibiting discrimination and debates around forms of discrimination and affirmative action, including arguments for and against these practices.
Equal Employment Opportunity (EEO) aims to ensure all employees have equal access to workplace opportunities regardless of attributes like age, gender, race, religion, or disability. Discrimination often targets women, indigenous Australians, and ethnic/religious minorities. Examples include paying men higher wages or making sexist remarks. Australian laws like the Racial Discrimination Act and Sex Discrimination Act prohibit discrimination and unequal treatment. If discrimination continues, large fines, lawsuits, and imprisonment can result for the discriminator and business.
EEO aims to provide fair employment practices based on merit rather than discrimination or favoritism. It seeks to achieve a diverse workforce and equal opportunities for advancement. As an employee in Pakistan, you have the right to fair treatment and a workplace free of harassment. However, implementing true EEO remains challenging due to issues like nepotism. Pakistani law provides some protections against discrimination, but enforcement of EEO policies requires education and cultural changes.
The Equal Pay Act of 1970 and Equality Act of 2010 established laws around equal pay for equal work regardless of sex or other attributes. Employers are responsible for ensuring pay structures do not discriminate and are able to withstand claims. The Acts introduced the concept of equal pay for work of equal value where the jobs are substantially different but require comparable skills, decision-making and efforts. Employers must be able to evidence pay differences are due to genuine material factors other than sex or protected characteristics to defend against claims.
Changing the disability poverty paradigm(1)Allison Wohl
- The document discusses poverty and disability in the United States, noting that people with disabilities experience the highest rates of poverty of any subpopulation. It presents data showing that 27.9% of people with disabilities lived in poverty in 2010.
- It argues that a "cyclical dependency model" results in long-term impoverishment for people with disabilities, while a "self-sufficiency investment model" enables independence and community participation. Community-based services are more cost-effective than institutionalization and can help people with disabilities work and be self-sufficient.
- The document calls for transformational leadership and a shift toward policies that focus on the abilities of people with disabilities rather than their limitations in order to promote
Changing The Disability Poverty Paradigm(1)Allison Wohl
Check out presentation that CPSD\'s Executive Director, Serena Lowe, gave today at the NDI Real Economic Impact Tour today at the Boston Federal Reserve
This document discusses diversity in public relations and organizational processes. It notes that while progress has been made in increasing diversity, minorities still face challenges. Specifically, it mentions that African Americans have helped drive changes in public relations. While their numbers are growing, stereotyping and discrimination present barriers. Managing diversity effectively and celebrating cultural differences can help organizations benefit from diverse perspectives and experiences.
This document discusses the concept of equality, including definitions, types, and importance in business. It notes that equality signifies equal treatment regardless of individual attributes and protects people from discrimination. For businesses, embracing equality and diversity improves creativity, decision-making, and customer service by drawing from a variety of experiences. The document also provides suggestions for how a company called TILC can improve their diversity policies, training, and daily operations to promote equality.
Chapter 4 ADVOCACY IN SOCIAL WORK Learning Objectives AWilheminaRossi174
Chapter 4: ADVOCACY IN SOCIAL WORK
Learning Objectives
After reading this chapter, you should be able to
1. Differentiate case advocacy and cause advocacy.
2. Summarize the ethical issues involved in advocacy.
3. Explain how advocacy is a signature aspect of social work practice.
4. Identify costs and benefits associated with advocacy.
5. Describe a cycle of advocacy.
6. List and describe four tenets of the dynamic advocacy model.
Nancy Advocates to Professionalize
Social Work in Her State
Nancy is a SSW-level social worker residing in a state that recognizes and provides licensure only
for MSW-level clinical social workers who have passed a national examination and completed at
least 2 years of supervised clinical experience. The license is what allows clinical social workers
to enter private practice with individuals and families, obtain reimbursement through insurance
companies and other third parties, and tap into public funding sources. In contrast, BSW and
nonclinical MSW social workers have been limited to obtaining state certifications in social work.
These certifications lack credibility with potential clients and funding sources.
In Nancy's state, human service organizations rarely require proof of certificat ion or of a
degree in social work for employment as a social worker in nonclinical settings. So by law,
just about anyone with at least a bachelor's degree can choose to be called a social worker.
People who have majored in psychology, sociology, criminal justice, history, and English routinely
obtain employment in human service and mental health agencies in her state. They often refer
to themselves as social workers, care managers, caseworkers, and intervention specialists. As
a result, the general public believes that the term social worker can be applied to nearly anyone
doing good for others.
Nancy worked hard for her BSW degree and wonders how nonprofessionals can effectively
do the work without the training she has received. It seems to her that the potential for doing
harm is high.
The important point here is that Nancy is thinking and acting as an advocate. To ensure that
clients receive quality services from competent social workers, Nancy works with her National
Association of Social Workers state chapter and local social work educators to promote
state legislation that will establish licensure and title protection for all social workers. As their
recommended changes in state laws are considered, social workers and some client groups
have also been talking with administrators of social work agencies about how important it is to
require that every "social worker" in a human service position have a social work degree and be
appropriately educated.
58 PART 1 Understanding Social Work
A Social workers can act as advocates for their clients by promoting legislation
that has a positive effect on the community.
T he element of social work that grea ...
(Chapter 16 Internationa! Diversity and Facing the Future .docxjoyjonna282
This document summarizes recommendations for organizations to promote diversity and inclusion at multiple levels. It recommends that organizations appoint an executive leader responsible for diversity, ensure management at all levels supports diversity, conduct fair hiring practices, provide training and mentoring programs, monitor promotion rates, and support employee resource groups. The key ideas are that organizational commitment from top to bottom is needed, human resource practices must be evaluated for fairness, and diversity efforts require long-term strategies rather than just quick fixes.
Assignment 2Ethics and Social Responsibility In Business soc.docxursabrooks36447
Assignment 2
Ethics and Social Responsibility
In
Business society
Prepared by
Mandeep Kaur
(Student ID- T00592597)
Submitted by
Mr. Ronald Lake
Course code: MNGT 1100
Department of Management, Thompson River University
In Partial fulfillment of requirements for
POST BACCULARATE DIPLOMA IN HUMAN RESOUTCE MANAGEMENT
Thompson Rivers University
2018
PART A
Q1. Do you feel that it is possible to develop a universal set of ethical standards for business, or do you believe that cultural differences makes universal standards impractical and /or impossible?
I trust that it isn't just conceivable, yet it is required to build up an all inclusive arrangement of moral guidelines for business. This progression is of fundamental significance while building manageable world with parallel open doors and chances for all, regardless of their country and citizenship. Such essential ethic rules like sexual orientation and age correspondence ought to be put on the primary spot. Along these lines, all the workforce would be occupied with the generation forms, industry, administration, training and so on. Sexual orientation correspondence on the working environment, in the long haul, would enable ladies to get equity in their families.It doesn't come as an unexpected that one of the contributing or fundamental variables of moderate monetary development on the planet today is sexual orientation imbalance. In spite of the fact that ladies are regularly ignored with regards to monetary advancement, there are examples where they have a high ground over their male partners. Sex disparity and sexual orientation segregation go as an inseparable unit, and sufficient opportunity has already past the world met up to see the destruction of the same. While a few nations are as of now fairly effective on this way, there are numerous states which don't take after sexual orientation uniformity standards, and this causes social and statistic issues.The possibility of fairness ought to likewise be kept up with regards to race and ethnicity, and additionally to citizenship. Racial segregation stays one of the best difficulties that obstruct financial development, consequently the requirement for its extinction. The accomplishment of this target depends on whether organizations, associations, and establishments will build up an all inclusive arrangement of moral principles or not. While a few countries are seen by worldwide business as a cheap labour force', it makes a circumstance where human rights are altogether damaged. We as a whole know case of China, where specialists are actually abused by worldwide organizations, where working co.
Running head AFFIRMATIVE ACTION1AFFIRMATIVE ACTION7.docxjoellemurphey
This document provides an overview of affirmative action. It begins by defining affirmative action as a means of promoting equal opportunity in education and employment for women and minority groups as established by the Civil Rights Act of 1964. It then discusses groups that have benefited from affirmative action policies, particularly noting that white women have benefited the most. The document also examines how affirmative action relates to hiring in the public sector and current requirements for affirmative action policies in public organizations. Finally, it considers groups that may be disadvantaged by some affirmative action policies and practices.
This document discusses the Human Rights Campaign's Corporate Equality Index, Municipal Equality Index, and Healthcare Equality Index which evaluate LGBTQ inclusion and equality. It covers important terms related to gender and sexual orientation. It also discusses the indices' focus on non-discrimination policies, equitable benefits for employees, competency training, and public engagement efforts. The indices are presented as tools to help institutions advance inclusion and overcome legal and social challenges to equality.
The survey of 14 major investment consulting firms found:
1) Racial and ethnic minorities are underrepresented among consulting firm employees, comprising just 23.8% of the total workforce compared to 35% nationally. African Americans and Latinos face the largest disparities.
2) Minority representation is even lower in senior management, at just 14.9% across firms.
3) Most firms do not have strong systems to track, identify, and endorse minority and women-owned asset managers.
4) Firms cited common barriers to promoting diversity like perceived underperformance of emerging managers, but available data does not support these claims.
Lashata Inc. provides 24-hour housing and support for adults with severe physical or intellectual disabilities, focusing on those with intense behavioral challenges. The organization aims to support those who are often unsupported in living meaningful lives in their communities through individualized services. Key factors that could impact the clientele include political and economic issues that influence funding, as well as social and technological factors.
This document discusses diversity and inclusion in corporate America. It begins by stating that diversity is important for business success but also celebrates individual attributes. Organizations are attempting to promote both shared vision and individual respect through diversity initiatives. The document then outlines the history and evolution of diversity initiatives, from civil rights laws promoting equal treatment, to affirmative action promoting representation, to modern approaches integrating diversity as a strategic priority. It describes a continuum of approaches organizations take, from legal compliance to fully incorporating diversity into business strategies.
The document discusses positive action, which is lawful efforts by employers to promote diversity and equal opportunity. Positive action allows employers to actively encourage applications from underrepresented groups, provided all qualified candidates receive fair treatment. The document provides examples of positive action used successfully by organizations like the Metropolitan Police and NHS to diversify their workforces. It argues a diverse workforce is innovative and beneficial for business.
The document discusses racial discrimination faced by 74 African American former employees at Hillshire Brands Company. The Equal Employment Opportunity Commission investigated claims of racist graffiti and slurs used by supervisors and coworkers. The EEOC found the claims to be substantiated and Hillshire Brands was ordered to pay $4 million to the employees. The company was also required to implement anti-discrimination and harassment prevention programs. The case highlights the racial discrimination that still exists and the importance of regulatory bodies like the EEOC in addressing workplace discrimination issues.
2019 Financial Inclusion & Disability Resource Summit Presentation
-Gain more insight and learn about opportunities that are available for persons with disabilities
The document discusses strategies for achieving diversity and inclusion in the workplace. It provides statistics showing the growing diversity of the US population and workforce. It then discusses challenges such as unequal pay for women and lack of diversity in management. The document recommends developing a diversity action plan that includes getting management commitment, conducting an assessment, setting hiring goals, and specific actions to increase diversity like expanding recruiting efforts and training. The goal is to leverage diversity to gain competitive advantages like appealing to customers and innovating.
Racial Disparities In Employment Final Pptconswalker
1) Racial disparities exist in unemployment rates, with Hispanics/Latinos at 14.9%, African Americans at 13.3%, and Whites at 7.9%. Affirmative action and equal opportunity policies aim to promote diversity and reduce these disparities.
2) Racial attributes and meanings can be projected onto job situations, and racialization is used to more effectively exploit subordinate racial groups.
3) Race affects promotion rates and career support both directly and indirectly through differences in education, social networks, and treatment discrimination.
Human Resource Development In A Cultrually Diverse EnvironmentAleeza Baig
This document discusses managing a culturally diverse workforce and the role of human resource development (HRD) programs. It covers topics like equal employment opportunity laws, affirmative action, diversity training, managing diversity, and cross-cultural education. The key points are that promoting diversity requires a long-term, strategic commitment from the top down using legal, moral, and business case arguments and coordinating HRD programs in areas like recruitment, training, and career development. While progress has been made, fully achieving diversity remains an ongoing challenge.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
The chapter Lifelines of National Economy in Class 10 Geography focuses on the various modes of transportation and communication that play a vital role in the economic development of a country. These lifelines are crucial for the movement of goods, services, and people, thereby connecting different regions and promoting economic activities.
4. INTRODUCTION
Through those efforts, however one simple truth continues to be seen, the lack
of diversity within those very businesses
What IS THE DISCONNECT IN the false narrative that just because you say
something does not make it a reality
While our efforts will be focused upon Employment Equity the REAL conversation
is SOCIAL EQUITY
Our goal today is to take a closer look at the WHY and start towards CHANGE
In todays business world companies make efforts to advertise their COMMITTMENT
to equity in their hiring policy
5. 10 Companies Around the World That Are
Embracing Equity in a BIG Way
Most studies surrounding equity and diversity in the workplace have found that
for every 1% increase in gender diversity, company revenue increases by 3%.
Higher levels of ethnic diversity increase revenue by a whopping 15%.
According to Glassdoor, 67% of active and passive job seekers say that when
evaluating companies and job offers, it is important to them that the company
has a diverse workforce.
6. Refers to a concept
of dividing people
into populations or
groups on the basis
of various sets of
physical
characteristics and
supported by legal
systems of
inequality.
Shared identity
which arises among
those of a common
nationality or are
from a common
culture.
Learned dynamic
behaviour. The
values, traditions,
symbols, beliefs and
practices which are
created and shared
by a common group
of people by such
common factors as,
history, location or
social class.
AWARENESS COMPETENCIES - BASIC DEFINITIONS
RACE ETHNICITY CULTURE
8. SECTION 1
DIFFERENCES
MEANING
Equality is the effect of treating each as
without difference; each individual is
considered without the counting of their
measurable attributes; treated as the
same of those with differing attributes
Equity refers to fairness and equality in
outcomes, not just in supports and
opportunity
EXAMPLE
Government subsidies on gasoline or
food. The subsidy is available to all
people, rich and poor alike.
Policies directed for certain marginalized
sections of society; i.e. Decisions by an
organizations to consciously look for a
female director for their board that is
composed of all men.
WHAT
IS IT ?
END MEANS
1
9. OVERVIEW
UNDERSTANDING THE FUNDAMENTALS OF EMPLOYMENT EQUITY (EE)
THE SCOPE AND APPLICABILITY OF EE IN CANADA
The roots of Employment Equity are in the 1984 Abella Commission. A US term, "affirmative action“
was considered, but decided not to be used because of the emotions and ill will surrounding
affirmative action. In its place the term "employment equity" for the Canadian context was instituted.
The report created became the foundation of the Employment Equity Act of 1986, later amended as
the Employment Equity Act of 1995.
THE CURRENT VIEW OF EE IN CANADA AND PROVINCIALLY
Employment Equity is often surrounded with controversy, as has occurred with similar programs in
the US and other countries. Opponents of employment equity argue that it violates common-sense
notions of fairness and equality. While advocates maintain that employment equity is necessary to
amend historic wrongs and to balance the economic differences among groups, a particular point of
contention has been the category visible minorities, which lumps together numerous ethnic groups,
some of which are affluent and some of which are severely disadvantaged. Thus providing no equity.
10. OVERVIEW
UNDERSTANDING THE FUNDAMENTALS OF THE EMPLOYMENT EQUITY ACT- con’t
EMPLOYMENT EQUITY, as defined in federal Canadian law by the EMPLOYMENT EQUITY ACT, requires
federal jurisdiction employers to engage in proactive employment practices to increase the
representation of four designated groups: women, people with disabilities, Aboriginal peoples,
and visible minorities.
The act states that “employment equity” means more than treating persons the same way but also
requires special measures and the accommodation of differences".
The act requires that employers remove barriers to employment that disadvantage members of the
four designated groups. The term reasonable accommodation is often used for the removal of such
barriers to employment.
Employers are also required to institute positive policies for the hiring, training, retention, and
promotion of members of the designated groups
APPLYING THE EMPLOYMENT EQUITY PROCESS
The private business community is increasingly adopting federal guidelines out of need and their
intended continued growth.
12. BLACK POPULATION
OTHER VISIBLE MINORITY
NOT A VISIBLE MINORITY
PROPORTION OF POPULATION WITH LOW-INCOME STATUS
Black Canadians are nearly twice as likely as non-racialized Canadians to be considered low-income.
12.2%
20%
23.7%
13. AVERAGE TOTAL INCOME
BLACK POPULATION
NOT A VISIBLE MINORITY
Black Canadians make less annual income than non-racialized Canadians, both for new immigrants and
third generations Canadians.
$5,000
$15,000
$25,000
$35,000
$45,000
$55,000
1st Gen 2nd Gen 3rd Gen 1st Gen 2nd Gen 3rd Gen
14. BLACK POPULATION
OTHER VISIBLE MINORITY
NOT A VISIBLE MINORITY
UNEMPLOYMENT RATE
Black Canadians are far more likely than non-racialized Canadians and other
visible minorities to be unemployed.
5.7%
7.3%
12.5%
15. BLACK POPULATION
REST OF THE POPULATION
EXPECTATIONS FOR HIGHER EDUCATION
Although 94% of Black youth aged 15 to 25 said that they would like to get a bachelor’s degree or higher, only 60% thought
they could, according to data from 2016.
78.8%
59.9%
THINK THEY WILL OBTAIN A UNIVERSITY DEGREE
82.4%
93.3%
WOULD LIKE TO OBTAIN A UNIVERSITY DEGREE
16. DEFINING THE FUNDAMENTAL TERMINOLOGY
UNFAIR DISCRIMINATION
The Canadian Human Rights Act continues to be in force alongside the Employment Equity Act. The key
distinction between the two laws is that the Canadian Human Rights Act merely prohibits discrimination,
whereas the Employment Equity Act requires employers to engage in proactive measures to improve
the employment opportunities of the four specific groups listed above.
IS EMPLOYMENT EQUITY - AFFIRMATIVE ACTION?
The Canadian Human Rights Act protects a wider range of minorities (such as sexual minorities and
religious minorities), while the Employment Equity Act limits its coverage to the aforementioned four
protected groups. In Canada, employment equity is a specific legal concept and should not be used as a
synonym for non-discrimination or workplace diversity.
UNFAIR DISCRIMINATION/ BIAS
Employers must remove unfair bias from all their policies and practices.
• How do we recognize it?
When is discrimination not Unfair?
• A question you must be able to answer with conviction.
Disputes.
• How will you settle issues that may arise?
17. What are the
differential
consequences of my
decision for various
groups?
Who stands to lose the
most if my decision is
a poor one?
Have I fully taken into
account the risk to
people or groups not
represented at this
table?
What worldview am I
privileging as I
consider what actions
to take?
What other viewpoints
do I need to learn and
consider before acting?
How are my actions
colluding with my
privilege in this
particular instance?
What could I do in this
situation that would be
useful and effective and
not collude with
systemic consequences
of privilege?
20. SECTION 2
THE STARTING POINT
REQUIREMENTS OF EMPLOYMENT EQUITY PLANNING
How do I fit into the plan?
Are there objectives for each phase of the plan?
The duration of the plan (not shorter than a year or longer than 5 years)
Include action measures that will be implemented
Have numerical goals and strategies for achieving equitable representation
Have a timetable for each phase (i.e. training)
Have internal monitoring and evaluation procedures, including internal dispute
resolution mechanisms
Identify persons, including senior managers, to monitor and implement the plan
Tips to recruit, hire and retain a diverse workplace or environment
2
21. ORGANIZATION CONSIDERATIONS
SCOPE
What opportunities does your market afford?
IMPACT OF EMPLOYMENT EQUITY
Will Employment Equity aid in your organization growth?
POLICY AND PRACTICE
Are any policies in place and how are they implemented?
ADVERTISING POSITIONS
Are employment opportunities universally attainable (how & where)?
JOB APPLICATION FORMS
How have they been designed and by whom?
SHORT-LISTING OF JOB APPLICANTS
How is this process enacted?
REFERENCE CHECKING OF JOB APPLICANTS
What are the standards used?
MAKING THE JOB OFFER
Is the hire a real hire?
24. AFFIRMATIVE ACTION- ASPIRATIONAL ACTION- EMPLOYMENT EQUITY
Employers must make sure designated groups (Persons of African Descent, First Nations, women and people with disabilities)
have equal opportunities in the workplace.
DUTIES OF A EMPLOYER:
If the strategy is new, ensure the goals are articulated to the entire employee group.
What are the employment equity measures that are being considered?
Should current employees be needed in the implementation process consultation needs to occur & buy-in from those
affected or asked to assist ?
EMPLOYMENT EQUITY MEASURES
Identification and elimination of barriers with an adverse impact on designated groups
Review and assess the measures which promote diversity
Identify any reasonable accommodations necessary for people from designated groups
Retention, development and training of designated groups (including skills development)
Implement preferential treatment and numerical goals to ensure equitable representation
25. WILLING
AND UNABLE
Willing
• Developing an
eagerness to learn
• Some things
already known
Unable
• Emerging state of
awareness but
not applying
knowledge
• Low expectations
• Lip service
WILLING
AND ABLE
Willing
• Aspiration – the
target, goal or
objective
Able
• Embedded – takes
on board
• High expectations
UNWILLING
AND UNABLE
Unwilling
• Is not prepared to
change
Unable
• Denial – ignorance
• Lack of opportunity
• Fear of acting
incorrectly
UNWILLING AND ABLE
Unwilling
• Uncertainty
• Fear
• Not prepared to take risks
Able
• Consolidating – wants to
know more about it
(already has done some
learning)
• In a position to put
knowledge into
supportive
relationships for
learning to
occur
WILLING
UNWILLING
UNABLE ABLEongoing environmental feedbackongoing environmental feedback
ongoingreflectionongoingreflection
27. EMPLOYMENT EQUITY MEASURES
Identification and elimination of barriers with an adverse impact on designated groups
Review and assess the measures which promote diversity
Identify any reasonable accommodations necessary for people from designated groups
Retention, development and training of designated groups (including skills development)
Implement preferential treatment and numerical goals to ensure equitable representation
WHICH PHASE 1, 2 or 3 ?
1 2 3
28. PHASE 1
PREPARATION
Assign/ assume responsibility for the plan
Creating employee awareness
Establishing a consultative forum (depending upon size of organization?)
Conduct an internal audit
Development of workforce profile
Conduct market analysis
29. PHASE 2
IMPLEMENTATION
Taking affirmative action measures and other proactive steps to improve the
diversity profile of the company or organization
A timeframe with target dates must be set
Resources must be allocated to implement the plan
The plan must be shared with all stakeholders within in the organization
30. PHASE 3
MONITORING
Plan monitored and evaluated along the way
Progress reports must be created outlining advances made towards goals
Reports should be available to all employees
Requirements of EE Reporting – Gains made, impact on business, % of plan
achieved
Publication of the EE Report – Internal newsletter / staff recognition
33. Research has shown employers claiming to be pro-diversity, discriminated against
resumes with racial references as frequently as employers who didn't mention
diversity at all in their job ads.
Research has also shown that employment seekers are at an even greater risk for
discrimination when applying with a pro-diversity' employer because they have
been more transparent.
Organizations are not necessarily all talk when they say they’re pro-diversity. The
diversity values may be there, but they are not understood by all involved in the
hiring process.
“PRO-DIVERSITY” EMPLOYERS DISCRIMINATE ALSO
34. HOW DOES THE SYSTEM OF INEQUITY FUNCTION?
The system of inequity is embedded in history, culture and identity.
It is driven by (or it is moved by) power and economics.
The system has internal and external components and consequences.
The internal components consist of bias, privilege and internalized racism.
External components operate through institutions (rules, laws, policies, customs), structures and among groups
(interpersonal), and they inform our interpersonal, institutional and structural relationships.
The structure is the networking of the relationships– such as education, banking, media, healthcare and faith-based
institutions. Collectively, along with bias, privilege and all of the elements of the system, they support the churning out of
inequities.
SYSTEM OF INEQUITY
37. The objectives of the Employment Equity Committee
The function of the Employment Equity Committee
Ground rules guiding the Employment Equity Committee
The composition of the Employment Equity Committee
Interaction between the Employment Equity Committee and other units (if any)
Meeting procedures and administration of the Employment Equity Committee
ROLES, RESPONSIBILITIES AND FUNCTIONS OF EMPLOYMENT EQUITY COMMITTEES
– Necessary to achieve support
38.
39. "It's time for employers to acknowledge that bias is hardwired into the hiring
system and that prejudice is clouding the screening of qualified applicants.”
Business leaders should start by taking a closer look at their resume screening processes. Blind
recruitment is one possible solution, where information about race, age, gender, or social class are
removed from resumes before hiring managers see them. Taking this action though while possibly
innovative for your company may backfire if your company is not ready to be diversified.
40. Organizations need to make goals and then continually evaluate the outcome in order to
meet those goals.
The bottom line for business leaders who are hiring, once you receive applications, you
need to make sure they are evaluated fairly.
Where does business go to access information or
contact qualified persons to create welcoming
workplaces?
42. HOW TO ADDRESS DISCRIMINATORY HIRING PRACTICES:
WHERE DO WE GO FROM HERE ?
43. Employers vary across a wide spectrum, from finance to retail to skilled trades to
government, there are a number of similarities in what it takes to successfully
develop and implement a new inclusive talent strategy. For our conversation we will
focus on 4 effective ways to jump-start the expansion of your talent pipeline to
include diverse populations and promote an equity agenda:
1. DO YOU UNDERSTAND YOUR EQUITY TARGETS? How did you determine your
goal?
In a best-case scenario, to effectively recruit and retain diverse community
members, organizations must first develop a deeper understanding of their resume
screening processes.
44. 2. IDENTIFY THE BARRIERS IN YOUR TALENT PIPELINE
In today’s competitive solutions-minded business culture, it's all too easy to
formulate an answer without first understanding the underlying problems. To build
an efficient talent pipeline, you must start by assessing what’s impeding the flow. A
great way to identify current barriers is to interview or anonymously survey current
staff.
Ask what made it hard to get hired.
Ask what made it hard to succeed in their jobs.
Are they aware of advancement opportunities.
Review the turnover and advancement information to see who and in what
roles, are staying and being promoted.
Pinpoint when or at what stage employees are most likely to leave and what
the contributing factors were.
Ask for anonymous suggestions which if implemented could address issues
in hiring and retention of targeted employees.
45. 3. CREATE THE BEST POSSIBLE RESULTS
Examine talent pipeline barriers of competitors to determine how those best
practice employers address this challenge. What strategic investments are they
making that build diverse talent pipelines, support employee retention and
advancement.
Best practices for hiring and retaining diverse persons often include:
i. Simplified hiring processes: eliminating unnecessary educational
requirements, multiple employment reference checks, and pre-hire
assessments can all be barriers that exclude otherwise job-ready
individuals.
ii. Similarly, long interviewing stages can make it difficult for members of
marginalized communities to stay in the process if they have obstacles such
as urgent financial needs.
46. iii. Alternative screening methods: Managers typically only spend seven
seconds reviewing a resume and may easily screen out a well-suited
person. Use of a team review process may identify transferable talents
(Allows more review time on the applicant resumes)
iv. Adopting different tools (video, online portfolio) may offer the applicant a
way to highlight qualities, talents and other skills that add to their value as
employees
v. To increase the flow of your talent pipeline, accessing the places where
targeted communities congregate can never be underestimated
47. 4. ONGOING CAREER COACHING
Adjusting to a new workplace culture by ensuring all staff is aware of their
role coaching and mentoring new hires. Particularly on topics related to
professionalism and career advancement. Made easier if current staff are
afforded opportunities as well.
Attracting quality talent requires investing in best practices that improve
the workplace experience of candidates, new hires, and long-term
employees spanning the talent pipeline. Improved morale and welcoming
workplace culture results across the organization.
48. Creating an effective talent pipeline, whether targeted or not, requires
dedicated staff and resources to implement your chosen practice changes.
Without expending organizational capital, which does not necessarily mean
cash, improvements will fall to the wayside as other daily priorities take
precedence.
Companies that have seen the greatest success with their employment
equity, retention and diversity of talent is based upon clearly defined
hiring policies and expectations.
Developing a talent pipeline based upon Employment Equity policy takes
time and intention in order to build your workplace talent strategy.
49. WHAT HAS YOUR ORGANIZATION DONE TO CREATE AND FOLLOW AN
EMPLOYMENT EQUITY PATH
?
WHERE DO WE GO FROM HERE?
50.
51. Thanks for your participation
rffrench@vansda.ca
“Not everything that is faced can be
changed. But nothing can be changed until it
is faced”
– James Baldwin