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Diversity & diversity champions

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Diversity & diversity champions Powered By Docstoc
					Boosting diversity through diversity
 champions and a robust business
                case

        by Toronto Training and HR

                May 2011
           3-4      Introduction to Toronto
                    Training and HR
Contents   5-7      Key issues
           8-12     Global diversity readiness
                    index
           13-14    Barriers to increasing diversity
           15-16    Ethnic and racial diversity
                    where there are few minority
                    groups
           17-23    Examples of best practice in
                    the police sector
           24-31    Diversity champions
           32-33    Drill
           34-38    The ROI model for diversity
           39-43    Diversity-related initiatives
           43-48    Case studies
           49-50    Conclusion and questions
                   Page 2
Introduction




     Page 3
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 course design
              - Training course delivery
              - Reducing costs
              - Saving time
              - Improving employee engagement & morale
              - Services for job seekers

                            Page 4
Key issues




    Page 5
             Key issues 1 of 2
EDUCATION AND EMPLOYABILITY
Inequities based on race/gender (access to technology,
fully funded schools, etc.)
Routinized educational systems that train against
agility/flexibility
A disconnect between what is being taught and what is
needed in the marketplace
Not enough focus on maths/science in primary education
Students lacking instruction in critical thinking skills
Boomers are going back to school, competing with
Millennials
Affordability of college/graduate degrees (ROI)

                          Page 6
             Key issues 2 of 2
WORKPLACE FLEXIBILITY
Resistance from senior leadership
Technology as an enabler of workplace flexibility
Workplace flexibility as a draw for top talent
A negative association between flexibility and lack of
commitment
The “generation gap” – differing expectations of older and
younger workers
The growing number of men seeking flexible work
arrangements
Globalization and the need to be “open” 24 hours in a
global marketplace

                          Page 7
Global diversity readiness
          index




           Page 8
Global diversity readiness index 1 of 4




                 Page 9
Global diversity readiness index 2 of 4
HIGH SCORES FOR CANADA
Anti-discrimination laws for minorities and women
Income inequality
Cultural openness to migrants
Corporate ethics
Respect for human rights
Educational attainment of minorities




                      Page 10
Global diversity readiness index 3 of 4
MEDIUM SCORES FOR CANADA
Population over 65 years of age
Meritocratic remuneration
Tension between religious groups
Female/male university enrolment
Public education spending as a percentage of the
total GDP
Female representation in legislature
Years with a member of a racial/ethnic/religious
minority serving as Prime Minister

                      Page 11
Global diversity readiness index 4 of 4
LOW SCORES FOR CANADA
Immigrants as a percentage of the overall
Population
Religious diversity
Ethnic/racial diversity
Official/major languages
Years with a female head of state
Laws ensuring paid maternity leave




                      Page 12
Barriers to increasing
      diversity




         Page 13
    Barriers to increasing diversity
General attitude of indifference
A sense that the workforce is sufficiently diverse
Insufficient mentoring for non-traditional
employees
Lack of a “push” from regulatory/legal
requirements
Middle management resistance
Perceived cost in terms of management time
Lack of top-level commitment
Perceived financial cost of diversity programs

                       Page 14
Ethnic and racial diversity
   where there are few
     minority groups




            Page 15
Ethnic and racial diversity where
 there are few minority groups

Newcomer integration
Lack of diversity and immigrant
attraction/retention
How effectively do civic leaders respond to
increasing population diversity?




                      Page 16
Examples of best practice
   in the police sector




           Page 17
Examples of best practice in the
     police sector 1 of 6
ONTARIO-YORK REGIONAL POLICE WEBSITE
Cover group photo depicting staff predominantly (80%)
visible minorities (male and female) in uniform.
One can click on recruiting information in THREE foreign
languages:
    Italian Arabic Chinese
Motto: Deeds Speak (i.e. Actions speak louder than words)
Survey responses used to assess applicant suitability based
upon the organizational needs of the force, and include:

Visible minorities, females, aboriginal peoples, residents of
the local area and individuals with second language skills

                             Page 18
Examples of best practice in the
     police sector 2 of 6
ONTARIO-TORONTO POLICE SERVICE NEWSLETTER
How the Service is targeting outreach to visible minorities
Upcoming mentoring sessions
Open invitation to prep practice sessions for all applicants
to prepare for the physical prep test.
Update on new recruits hired, such as:
144 hired, 19 females and 22 were visible minorities;
they bring an additional 19 language skills;
racial make up include Aboriginal, Chinese, Korean, South
Asians, Blacks, and Central American;

Number of new police officers to be hired in the next year.

                           Page 19
Examples of best practice in the
     police sector 3 of 6
BC-VANCOUVER POLICE DEPARTMENT DIVERSITY
ADVISORY COMMITTEE POLICY
Diversity Training
a. The highest priority result will be that all officers have
achieved basic knowledge of diversity issues, and the skills
necessary to enhance their sensitivity in all areas of their
work, and the knowledge:
i) that insensitivity to diversity affects the Vancouver Police
Department’s workforce; ii) that insensitivity to diversity
affects the Vancouver Police Department’s interaction with
the public it serves; iii) of causes and factors that increase
sensitivity to diversity.

                            Page 20
Examples of best practice in the
     police sector 4 of 6
BC-VANCOUVER POLICE DEPARTMENT DIVERSITY
ADVISORY COMMITTEE POLICY
b. A high priority be given to a positive public image of the
Vancouver Police Department where every member of the
Vancouver Police Department is perceived to be sensitive in
every interaction in the community.
c. The second highest priority result will be training
methods to eliminate the insensitivity to diversity issues.
d. Effective methods will assure the transfer of diversity
knowledge to everyday practice at the Vancouver Police
Department.


                          Page 21
Examples of best practice in the
     police sector 5 of 6
BC-VANCOUVER POLICE DEPARTMENT DIVERSITY
ADVISORY COMMITTEE POLICY
e. Effective methods will make ongoing training
available and will reinforce diversity training.
f. Effective methods will assure that language skills
in languages other than English are acquired by
members of the Vancouver Police Department.




                       Page 22
Examples of best practice in the
     police sector 6 of 6
MANITOBA-WINNIPEG POLICE SERVICE STATEMENT
City of Winnipeg has committed itself to the
implementation of an employment equity program. This
program is an employer initiated action to ensure that
recruitment, selection, and promotion of all current and
future employees is carried out in a non-discriminating
manner.
Committed to a dynamic and diverse workforce of highly
skilled employees. All qualified individuals are encouraged
to apply. Application for Police Constable includes a
voluntary declaration which allows candidates to voluntarily
self-identify gender, ethnic/racial origin and disability.

                          Page 23
Diversity champions




        Page 24
    Diversity champions 1 of 7
GETTING STARTED
Make a business case for diversity and focus on how
this initiative can benefit your organization.
Work with managers, supervisors, and human
resources professionals – leadership buy-in and active
support will be important to the initiative’s success.
Set goals for your organization by using the SMART
goals.
Select activities and events that fit for your
organization’s size, structure, and cultural climate.


                        Page 25
    Diversity champions 2 of 7
GETTING STARTED
Note special cultural events, holidays, and celebrations
that are relevant for your organization. These are
excellent opportunities to introduce diversity into the
workplace and to integrate specific quotes, discussions,
and events/activities.
Get organized by creating a schedule for a year of
diversity discussions and activities. Use any
downloadable calendar template (available online or
within MS Word) and/or set task reminders (e.g., within
Outlook) to ensure the initiative doesn’t get set aside.


                         Page 26
    Diversity champions 3 of 7
MAKING A BUSINESS CASE
Compare demographics to determine if any cultural
groups are currently under-represented.
Highlight the impact of inclusion initiatives on the
bottom line.
Protect your most valuable asset – your people –
through intentional retention efforts.
Investigate relevant diversity awards:
http://www.canadastop100.com/diversity/
Present your business case to influential leaders
within your organization.

                        Page 27
    Diversity champions 4 of 7
DIVERSITY DISCUSSIONS-PREPARATION
Choose an appropriate time and place.
Approach the other party when they are receptive.
Signal that you want a constructive discussion.
Acknowledge the other person’s point of view.
Avoid being judgmental, by focusing on behaviour and not
opinions.
Introduce difficult issues with “bridging phrases”.
Keep your emotions in check.
Watch for clues in body language.
Focus on future goals.
Listen actively.

                         Page 28
    Diversity champions 5 of 7
DIVERSITY DISCUSSIONS
Review the resource prior to discussion and take note
of your own impressions.
Copy the article or arrange to show the video clip at
the discussion session.
Create a safe environment where ideas may be
presented openly, honestly, and respectfully.
Invite general impressions of the article/video to begin
the session.
Use the discussion questions as a guide to structure
the discussions.

                        Page 29
   Diversity champions 6 of 7
DIVERSITY EVENTS
Timing and location
Budget
Invitation list
Expectations and requirements
Marketing
Registration
Preparation requirements




                     Page 30
    Diversity champions 7 of 7
MEASURING IMPACT
Employee attitudes
Employee participation in diversity activities
Employee feedback on diversity initiatives/activities
Complaints, grievances, or reports of harassment or
bullying
Hiring (employee demographics)
Retention
Employee promotion
Customer feedback
Employer commitment to diversity program

                        Page 31
Drill




 Page 32
Drill




Page 33
The ROI model for
    diversity




       Page 34
The ROI model for diversity 1 of 4




               Page 35
The ROI model for diversity 2 of 4
RECRUITMENT
Planning for recruiting a diverse workforce
Preparing existing employees for diversity
Intentionally recruiting members of under-
represented populations, with a primary focus on
recruiting skilled immigrants




                      Page 36
The ROI model for diversity 3 of 4
ORIENTATION
Creating a welcoming workplace
Introducing mentorship
Describing career development opportunities




                     Page 37
The ROI model for diversity 4 of 4
INCLUSION
Supporting managers and supervisors to have effective
career/coaching conversations
Equipping individuals to manage their careers
Supporting managers to fast-track under-employed workers
from diverse groups
Introducing an Appreciative Inquiry approach to investigate
what’s working well and what could be even better
Providing tips for conducting exit interviews and analysing
the results for themes and patterns
Revisiting of the cultural diversity plan to continuously
improve it

                          Page 38
Diversity-related
   initiatives




       Page 39
 Diversity-related initiatives 1 of 3
THE BUSINESS RATIONALE
Tap broader range of backgrounds and skill sets
Equal•opportunity law compliance
Increased diversity of customers/suppliers
Need talent to understand customers better and
increase sales
Enhance public image
A matter of fairness and morality
The leadership team have made diversity a priority


                      Page 40
  Diversity-related initiatives 2 of 3
MEASURES TO PROMOTE AND MONITOR
Employee policies aimed at improving work/life
balance (e.g. flexible hours and work at home
opportunities)
Systematically widening recruitment pools to tap
new sources of talent
Employee training to enhance respect for cultural
and other differences among colleagues
Providing channels for confidential handling of
complaints related to equal opportunity

                      Page 41
  Diversity-related initiatives 3 of 3
MEASURES TO PROMOTE AND MONITOR
Employee development and training to improve the
advancement potential of minority or disadvantaged staff
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 42
Case study A




    Page 43
Case study A




    Page 44
Case study B




    Page 45
Case study B




    Page 46
Case study C




    Page 47
Case study C




    Page 48
Conclusion & Questions




         Page 49
            Conclusion
Summary
Questions




               Page 50

				
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posted:10/20/2011
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