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
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
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
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
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32. Communication
• Variables in cross cultural
communication
• Barriers to communication
• Removing barriers
• Additional tips on cross cultural
communication
Page 32
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
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37. Generational diversity 2 of 2
KEY WORKPLACE DIMENSIONS
• Work style
• Authority/leadership
• Communication
• Recognition/reward
• Work/family
• Loyalty
• Technology
Page 37
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
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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
49. Valuing diversity in the workplace
• Organization-wide image
• Concern for equality
• Career development
• Hiring practices
• Management and leadership
Page 49