Half day interactive open workshop on diversity held in Toronto.

1. Boosting diversity through diversity champions and a robust business case by Toronto Training and HR May 2011

2. Contents 3-4 Introduction to Toronto Training and HR 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

3. Page 3 Introduction

6. Improving employee engagement & morale

8. Page 6 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)

9. Page 7 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

10. Page 8 Global diversity readiness index

11. Page 9 Global diversity readiness index 1 of 4

12. Page 10 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

13. Page 11 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

14. Page 12 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

15. Page 13 Barriers to increasing diversity

16. Page 14 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

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

18. Page 16 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?

19. Page 17 Examples of best practice in the police sector

20. Page 18 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

21. Page 19 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.

22. Page 20 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.

23. Page 21 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.

24. Page 22 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.

25. Page 23 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.

26. Page 24 Diversity champions

27. Page 25 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.

28. Page 26 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.

29. Page 27 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.

30. Page 28 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.

31. Page 29 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.

32. Page 30 Diversity champions 6 of 7 DIVERSITY EVENTS Timing and location Budget Invitation list Expectations and requirements Marketing Registration Preparation requirements

33. Page 31 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

34. Page 32 Drill

35. Page 33 Drill

36. Page 34 The ROI model for diversity

37. Page 35 The ROI model for diversity 1 of 4

38. Page 36 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

39. Page 37 The ROI model for diversity 3 of 4 ORIENTATION Creating a welcoming workplace Introducing mentorship Describing career development opportunities

40. Page 38 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

41. Page 39 Diversity-related initiatives

42. Page 40 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

43. Page 41 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

44. Page 42 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

45. Page 43 Case study A

46. Page 44 Case study A

47. Page 45 Case study B

48. Page 46 Case study B

49. Page 47 Case study C

50. Page 48 Case study C

51. Page 49 Conclusion & Questions

52. Page 50 Conclusion Summary Questions