Improving diversity September 2013
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Improving diversity September 2013
- 1. Improving diversity by Toronto Training and HR September 2013
- 2. CONTENTS 5-7 Definitions 8-9 Types of diversity 10-12 Underlying principles of diversity 13-14 Drives for diversity awareness 15-16 The business case for diversity and inclusion 17-18 Dimensions of inclusion 19-20 Unconscious bias 21-22 Ways to reduce bias 23-24 Ethical guidelines 25-27 Cultural competence 28-30 Employment equity 31-32 Communication 33-34 Racism in Canada 35-37 Generational diversity 38-39 International managers 40-42 Different difficulties 43-47 Best diversity employers 2013 48-49 Valuing diversity in the workplace 50-51 Conclusion and questions Page 2
- 4. Page 4 Introduction to Toronto Training and HR Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking 10 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: Training event design Training event delivery Reducing costs, saving time plus improving employee engagement and morale Services for job seekers
- 6. Definitions 1 of 2 • Diversity • Primary dimensions • Secondary dimensions • Inclusion Page 6
- 7. Definitions 2 of 2 • Barriers • Discrimination • Prejudice • Privilege • Stereotype Page 7
- 8. Page 8 Types of diversity
- 9. Types of diversity • Social category diversity • Informational diversity • Value diversity Page 9
- 10. Page 10 Underlying principles of diversity
- 11. Underlying principles of diversity 1 of 2 • Diversity is an inside job, meaning that diversity is not about “them” • Diversity goes beyond race and gender • No one is the target of blame for current or past inequities • Human beings are ethnocentric • The human species resists changes Page 11
- 12. Underlying principles of diversity 2 of 2 • Human beings find comfort and trust in likeness • It is difficult for people to share power Page 12
- 13. Page 13 Drivers for diversity awareness
- 14. Drivers for diversity awareness • Demographic trends • Business environment • Legal impetus Page 14
- 15. Page 15 The business case for diversity and inclusion
- 16. The business case for diversity and inclusion • Individual • Team • Organizational • Customer Page 16
- 17. Page 17 Dimensions of inclusion
- 18. Dimensions of inclusion • Fairness of employment practices • Inclusion and participation in decision making • Inclusive management and leadership • Integration of differences • Information access and open communication Page 18
- 20. Unconscious bias • Definition • Examples • Addressing unconscious bias • Dealing with unconscious bias in the workplace Page 20
- 21. Page 21 Ways to reduce bias
- 22. Ways to reduce bias • Implicit bias • Sample bias • Become mindful of your own biases • Identify alleged benefits of bias • Identify biases that damage • Dissect biases to weaken foundation • Identify shared kinship Page 22
- 24. Ethical guidelines AREAS TO CONSIDER: • The reasons for the guidelines • What are the values of the organization? • Those affected by the guidelines • The way in which the guidelines are written • Provide training for local managers so that they can understand the guidelines. • Emphasize the common features Page 24
- 26. Cultural competence 1 of 2 • Communication • Emblems • Illustrators • Regulators • Affect displays • Adaptors • Learning cultural competence Page 26
- 27. Cultural competence 2 of 2 CULTURAL PROFICIENCY Cultural destructiveness Cultural incapacity Cultural blindness Cultural pre-competence Cultural stereotypes Page 27
- 29. Employment equity 1 of 2 • Definition • Disadvantages in employment • Benefits of employment equity • Pay equity and the gender pay gap Page 29
- 30. Employment equity 2 of 2 STAGES INVOLVED • Senior management commitment • Data collection and analysis • Employment systems review • Establishment of a work plan • Implementation • Evaluation, monitoring and revision Page 30
- 32. Communication • Variables in cross cultural communication • Barriers to communication • Removing barriers • Additional tips on cross cultural communication Page 32
- 33. Page 33 Racism in Canada
- 34. Racism in Canada • History • 21st Century perspective • Situation in Peterborough Page 34
- 36. Generational diversity 1 of 2 • What are the different generations? • Benefits of leveraging the multigenerational workforce • Influencing factors • Generational clashes • Maximizing generational differences during times of change • Bringing the best out of people • Developing a plan Page 36
- 37. Generational diversity 2 of 2 KEY WORKPLACE DIMENSIONS • Work style • Authority/leadership • Communication • Recognition/reward • Work/family • Loyalty • Technology Page 37
- 39. International managers • Reasons for low numbers of female international managers • Considerations when selecting suitable talent Page 39
- 41. Different difficulties 1 of 2 • Ableness/disability • Age • Athleticism • Biological sex • Economic class • Educational level • Ethnicity/culture • Gender identity/expression • Geographic region • Hierarchical level • Immigration status • Job function Page 41
- 42. Different difficulties 2 of 2 • Marital status • National origin • Parental status • Race • Religion/spirituality • Sexual orientation • Size/appearance • Skin colour; physical characteristics • Use of English • Working style • Years of experience Page 42
- 43. Page 43 Best diversity employers 2013
- 44. Best diversity employers 2013 1 of 4 Page 44
- 45. Best diversity employers 2013 2 of 4 Page 45
- 46. Best diversity employers 2013 3 of 4 Page 46
- 47. Best diversity employers 2013 4 of 4 Page 47
- 48. Page 48 Valuing diversity in the workplace
- 49. Valuing diversity in the workplace • Organization-wide image • Concern for equality • Career development • Hiring practices • Management and leadership Page 49
- 50. Page 50 Conclusion and questions
- 51. Page 51 Conclusion and questions Summary Videos Questions