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Half day interactive open workshop in Mississauga.
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Improving diversity
by Toronto Training and HR
February 2011
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Contents3-4 Introduction to Toronto
Training and HR5-6 Definition7-8 Addressing difficulties with a
diverse workforce9-10 Three lenses of diversity11-12Diversity as an onion13-14Drill15-16Fathers at home17-20Women at work21-25Barriers to Aboriginal
employment26-32Diversity committees33-41Caregiving42-44Best practices45-50Case studies51-52Conclusion and questions
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Introduction
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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
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Definitions
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DefinitionsDIVERSITY
Social category diversityInformational diversityValue diversity
Cultural diversity
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Addressing difficulties with a diverse
workforce
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Addressing difficulties with a diverse workforce
PrejudiceDiscrimination
Practical guidelinesEthical guidelines
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Three lenses of diversity
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Three lenses of diversityMultiple identityPerceptionEnvironmental
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Diversity as an onion
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Diversity as an onionPersonalityInternal dimensionsExternal dimensionsOrganizational dimensions
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Drill
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Drill
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Fathers at home
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Fathers at homeFathers tend to retain very close links to paid work even when they have temporarily or permanently left a career to care for childrenWhere fathers have given up a formal investment in the full-time labour force, many replace paid employment with “self-provisioning” workFathers’ narratives of emergent and generative practices of caring represent a slow process of critical resistance as they begin to critique concepts of “male time” and market capitalism approaches to work and care
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Women at work
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Women at work 1 of 3KEY ISSUES FACING WOMEN AT WORKPay equityGlass ceilingStereotyped into certain types of professionsLack of work-life flexibilityForced to adopt traditionally “male” behaviours/attitudesLack of mentors, champions and advocates
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Women at work 2 of 3INTERNATIONAL MANAGERSWomen do not want to be international managersOrganizations refuse to send women to other countriesA belief that women managers will be ineffective in certain nationsThe perception that it is difficult for women tom move internationally if they are in a relationship
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Women at work 3 of 3SELECTING TALENT FOR INTERNATIONAL ASSIGNMENTSHow are people selected?Training provisionSupport for dual career couples
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Barriers to aboriginal employment
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Barriers to Aboriginal employment 1 of 4
A representative workforceRecruitment issuesPoor recruitmentRecruitment solutionsRetention issuesRetention solutionsAdvancement issuesAdvancement solutions
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Barriers to Aboriginal employment 2 of 4
OVERALL STRATEGYPut an Aboriginal employment strategy in placeGet senior management commitment Set specific goalsIntegrate strategy into all aspects of companyNegotiate Aboriginal employment clauses into collective agreements
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Barriers to Aboriginal employment 3 of 4
WORK ENVIRONMENTProvide Aboriginal awareness training to managers and employeesFlexible work environment to enable following of traditional pursuitsCorporate communications reflect Aboriginal awarenessEmployee Assistance Program reflects needs of Aboriginal employeesAboriginal employee advisory groups in place
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Barriers to Aboriginal employment 4 of 4
REALITIESMany may be coming from a poverty situationTransportation issuesSingle parent issues (day care, start times)High family demandsNeed for flexibility and supportWord of mouth goes a long way
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Diversity committees
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Diversity committees 1 of 6TYPES OF DIVERSITY COMMITTEESometimes referred to as councils, they could be named: Diversity and Equity Committee Employee Resource Group Diversity and Inclusion Committee Diversity and Race Relations Committee Diversity Awareness and Resource Committee Diversity Affairs Select Committee
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Diversity committees 2 of 6BENEFITS TO THE ORGANIZATIONGives decision-makers a broader view to test ideas or gain insight and direction on certain diversity related issuesHelps to effect organizational culture changeEstablishes processes and practices that can be sustainable and profitable for the long termGuides an organization to harness the differences to make them workEasy to make decisions that do not take into consideration the organizational diversity if you do not have a resource base to draw from
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Diversity committees 3 of 6IMPACT ON THE BOTTOM LINECreating educational opportunities and awareness of diversity and inclusionHelping reach new markets (globally or locally)Reducing the chances of bias or discrimination costsImproving the hiring and retention rates amongst employees with barriersRaising employee engagement ratesEnhancing and creating community awareness of the organization.
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Diversity committees 4 of 6INDICATORS OF A HIGH-PERFORMING COMMITTEESenior management endorses and has a least one active representative on the CommitteeAll levels of the organization are represented and �informed about the work of the CommitteeA strategic plan is in place�Regular meetings are held and attendance is goodA budget has been allocatedActions are taken at each meetingThere are time frames and metrics in place to measure the Committee’s return on investment�
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Diversity committees 5 of 6TROUBLESHOOTING THE DIVERSITY COMMITTEEUnsure what the problem isThe organization is unsure what the committee is doingCommittee members lack energyCommittee members bring personnel issues and their own personal agendas to the meetingsMeetings are unstructured and it seems like it is the same people contributing every time
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Diversity committees 6 of 6WHY THEY FAILLack of guiding principles or terms of referenceNo budgetNo diversity and inclusion strategy that they could be linked withNo endorsement or the participation of senior management
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Caregiving
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Caregiving 1 of 8CAREGIVING IN CANADAThere are an estimated 3 million Canadians who provide care to family and friends often with very little recognition and support. At some point all of us will be impacted by caregiving – either being a caregiver or needing care ourselves.A caregiver is someone who provides care and assistance for spouses, children, parents and other family members and friends who are in need of support because of age, health conditions, injury, long-term illness or disability.
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Caregiving 2 of 8CAREGIVING IN CANADACaregivers provide the majority of care at home. The support they provide can include hands-on care, arrangingresources, transportation, and medicine administration. They also act as advocates for their family members andfriends.Without the unpaid labour provided by caregivers, the Canadian health system would be unable to cope with increasing demands for care. It is estimated thatcaregivers provide $25 billion of unpaid labour annually to the health care system.
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Caregiving 3 of 8CONSEQUENCES FOR EMPLOYED CAREGIVERSA recent survey of Canadian employees found that 26% reported experiencing high levels of caregiver strain.Individuals providing four hours or more of care per week were more likely to reduce their work hours, change theirwork patterns, or turn down a job offer or promotion.20% of women and 13% of men caregivers aged 45-54 reduced their hours of work.About 10% of 55-64 year olds reported cutting down on the amount of time they spent on paid work (12% of women, 8% of men).
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Caregiving 4 of 8CONSEQUENCES FOR EMPLOYED CAREGIVERS27% of respondents caring for a child with a severe to very severe disability turned down a promotion.16% of retired caregivers identify caregiving as one of the reasons they retired.42% of caregivers believe flexible work hours and provisions for short-term job and income protection from employers would be helpful.
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Caregiving 5 of 8CONSEQUENCES FOR EMPLOYERSAll employers are affected by the caregiving responsibilities assumed by their workers. Implications may include lost productivity, increased absenteeism, and/or the loss of excellent human capital to the organization.Caregiver strain is positively correlated with absenteeism due to eldercare problems and emotional, physical and mental fatigue.
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Caregiving 6 of 8CONSEQUENCES FOR EMPLOYERSThe cost of absenteeism to employers is estimated to be $2.7 billion.There is a need to include the economic and social goal of caregiving as not simply an altruistic value, but as a vital element of a competitive workforce.
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Caregiving 7 of 8WORKPLACE OPTIONSExamples of simple and effective action to assist caregivers in balancing their paid work with their caring responsibilities include:Flexible working practices - flex-time, working from home, annualized hours, compressed hours, shift swapping, staggered hours, job sharing, term-time working, part-time working, flexible holidays and career breaks.Emergency leave - this can be critically important to caregivers who can be called home at short notice when care arrangements break down or the person they care for is ill.
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Caregiving 8 of 8WORKPLACE OPTIONSFlexible leave arrangements - compassionate leave, planned leave, paid leave for emergency or planned caring.Workplace support - in-house support groups, employee assistance programs/ policies.Accommodations - for example, access to a private telephone or parking close to the workplace.
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Best practices
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Best practices 1 of 2Lead the effort from the topFocus on the business case for diversityBuild an infrastructure to support diversityMake diversity a core valueFocus on diversity in the entire talent pipelineCast a wide recruiting netNetwork intensively with business-unit managersLeave room for national variationRevise business processes to support diversity
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Best practices 2 of 2Make diversity learning & development a way of lifeSet clear diversity targetsEstablish metrics and track progressOffer appropriate management incentives
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Case study A
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Case study A
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Case study B
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Case study B
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Case study C
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Case study C
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Conclusion & Questions
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Conclusion
SummaryQuestions
