Half day open training event held in Mississauga, Canada.

1. Improving diversity and inclusion in
the workplace
by Toronto Training and HR
March 2012

2. 3-4 Introduction to Toronto Training and HR
5-6 Definitions
Contents 7-8
9-10
Universal declaration of human rights
Selecting talent for international assignments
11-12 Low numbers of international female managers
13-14 Ethical guidelines
15-16 Gender reassignment
17-18 Key issues faced by women at work
19-20 Elements of a diversity and inclusion initiative
21-22 Typical areas of focus
23-24 Aboriginal peoples
25-26 Considering diversity issues helps organizations…
27-28 Market competitiveness
29-30 Corporate reputation
31-32 Communication
33-34 Key drivers for diversity and inclusion
35-36 Measures to monitor diversity and inclusion
37-38 Skills needed for people working in diversity
39-40 Diversity and inclusion in the mining industry
41-42 Obstacles to improving minority representation
43-46 Dimensions of diversity and inclusion
47-49 Measure, review and reinforce
50-57 Case studies
58-59 Conclusion and questions

3. Introduction
Page 3

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
- Improving employee engagement & morale
- Services for job seekers
Page 4

5. Definitions
Page 5

6. Definitions
What is diversity?
What is inclusion?
Similarities and differences
Situation in Canada-Global Diversity Readiness
Index
Page 6

7. Universal declaration of
human rights
Page 7

8. Universal declaration of human
rights
The right to freedom of physical movement
The right to a fair trial
Non-discriminatory treatment
Physical security
Freedom of speech and association
A minimum level of education
Political participation
Freedom to work in fair and safe conditions
The right to earn a decent standard of living
Page 8

9. Selecting talent for
international assignments
Page 9

10. Selecting talent for international
assignments
Selection for international roles
Training for those involved in placing individuals in
international assignments
Support for dual career couples
Page 10

11. Low numbers of
international female
managers
Page 11

12. Low numbers of international
female managers
REASONS
Women do not want to be international managers
Organizations refuse to send women to other
countries
A belief that woman managers will be ineffective in
certain countries
The perception that it is difficult for women to
move abroad if they are in a relationship
Page 12

13. Ethical guidelines
Page 13

14. Ethical guidelines
POINTS TO CONSIDER
Reasons for the guidelines
Values of the organization
Those affected by the guidelines
The way in which guidelines are written
Provide training for local managers so that they
can understand the guidelines
Emphasize the common features
Page 14

15. Gender reassignment
Page 15

16. Gender reassignment
The employees‟ job
Time off
Change of social gender
Dress codes
Records
Page 16

17. Key issues faced by
women at work
Page 17

18. Key issues faced by women at
work
Pay equity
Glass ceiling
Stereotyped into certain types of profession
Lack of work-life flexibility
Forced to adopt traditional „male‟ behaviours and
attitudes
Lack of mentors and champions
Page 18

19. Elements
of a diversity and
inclusion initiative
Page 19

20. Elements of a diversity and
inclusion initiative
Directly align with the organization‟s key business
objectives
Focus on implementing specific changes to the
workforce and workplace that will help achieve
needed business results
Organization‟s current level of intercultural
competence and capacity to accept cultural change
Use a strategic and ongoing approach to employee
communication
Page 20

21. Typical areas of focus
Page 21

22. Typical areas of focus
Revenues
Expenses
Employees
Customers
Suppliers
External communities
Page 22

23. Aboriginal peoples
Page 23

24. Aboriginal peoples
Traditional culture
Mainstream Western culture
Page 24

25. Considering diversity
issues helps
organizations…
Page 25

26. Considering diversity issues
helps organizations…
Make sure their people policies and working
practices are bias free and fit well with business
excellence models and initiatives such as TQM
Create working environments in which people from
all backgrounds can work together harmoniously
by combating prejudice, checking stereotyping,
stopping bullying and undignified behaviour
Bring about cultural change
Have a workforce that is more creative/innovative
Page 26

27. Market competitiveness
Page 27

28. Market competitiveness
Not for profit organizations seeking to improve the
way they provide services to diverse groups within
their communities
Supermarkets offering products to satisfy a wider
range of eating preferences
Health service providers seeking to provide more
choice for patients recognizing their backgrounds
and requirements
Page 28

29. Corporate reputation
Page 29

30. Corporate reputation
CSR MEASURES MAY INCLUDE:
Employing people who are representative of the
local community
Seconding employees to charities
Supporting other initiatives designed to stimulate
economies and employment, locally, nationally, or
(in the case of multi-nationals) even globally
Page 30

31. Communication
Page 31

32. Communication
Develop an open culture with good communication
channels based on open dialogue and active
listening
Use different and accessible methods such as
newsletters, in-house magazines, noticeboards and
intranets to keep people up to date with diversity
policies and practices
Consult people for ideas
Page 32

33. Key drivers for diversity
and inclusion
Page 33

34. Key drivers for diversity and
inclusion
Legal pressures
Because it makes business sense
To be an employer of choice
To recruit and retain the best talent
Because it is morally right
Corporate social responsibility
To improve products and services
To improve business performance
To address recruitment problems
Page 34

35. Measures to monitor
diversity and inclusion
Page 35

36. Measures to monitor diversity
and inclusion
Employee attitude surveys
Number of complaints and grievances
Labour turnover
Performance appraisals
Absenteeism
Ability to recruit
Number of tribunal cases
Impact assessment
Level of customer satisfaction
Page 36

37. Skills needed for people
working in diversity
Page 37

38. Skills needed for people working
in diversity
Understanding of the law
Understanding of HR procedures
Sense of fairness
Negotiating and influencing skills
Communication and consensus-building skills
Understanding of business environment
Coaching, mentoring and facilitation skills
Networking
Leadership skills
Page 38

39. Diversity and inclusion in the
mining industry
Page 39

40. Diversity and inclusion in the
mining industry
Barriers that different minority groups face
Key practices for inclusion
Advantages and drawbacks in the sector
Page 40

41. Obstacles to improving
minority representation
Page 41

42. Obstacles to improving minority
representation
General attitude of indifference
A sense that the workforce is sufficiently diverse
Insufficient mentoring for non-traditional
employees
Lack of a “push” from legal requirements
Middle management resistance
Perceived cost in terms of management time
Lack of top-level commitment
Perceived financial cost of diversity programmes
Page 42

43. Dimensions of diversity
and inclusion
Page 43

44. Dimensions of diversity and
inclusion 1 of 3
Age
Colour
Disability
Education
Ethnicity and national origin
Family status
Gender
Gender identity
Generation
Page 44

45. Dimensions of diversity and
inclusion 2 of 3
Geographic background
Language
Life experiences
Lifestyle
Organization function and level
Physical characteristics
Race
Religion, belief and spirituality
Sexual orientation
Page 45

46. Dimensions of diversity and
inclusion 3 of 3
Thinking patterns
Veteran status
Page 46

47. Measure, review and
reinforce
Page 47

48. Measure, review and reinforce
1 of 2
Regularly audit, review and evaluate progress and
keep qualitative data to chart progress and show
business benefits
Use employee surveys to evaluate initiatives, to
find out if policies are working for everyone, and
to provide a platform for improvement
Track actions to see if they have had the intended
results and make appropriate changes if necessary
Page 48

49. Measure, review and reinforce
2 of 2
Include diversity objectives in job descriptions and
appraisals, and recognize and reward achievement
Benchmark good practice against other
organizations and adopt and adapt relevant ideas
where appropriate
Network with others from inside and outside your
organization to keep updated and share learning
Celebrate successes and identify learning
opportunities from failures
Page 49

50. Case study A
Page 50

51. Case study A
Page 51

52. Case study B
Page 52

53. Case study B
Page 53

54. Case study C
Page 54

55. Case study C
Page 55

56. Conclusion & Questions
Page 56

57. Conclusion
Summary
Videos
Questions
Page 57