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1007 Dr Cukier Benefitsof Diversity


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1007 Dr Cukier Benefitsof Diversity

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An Interesting Panel discussion including senior diversity representatives from KPMG and TD Bank Financial Group followed the opening sessions, focused on how diversity is actually being moved forward in these organizations. Session 1: Dr. Wendy Cukier: The Diversity Lens: Leading Practices in Recognizing the Benefits of Diversity, Session

An Interesting Panel discussion including senior diversity representatives from KPMG and TD Bank Financial Group followed the opening sessions, focused on how diversity is actually being moved forward in these organizations. Session 1: Dr. Wendy Cukier: The Diversity Lens: Leading Practices in Recognizing the Benefits of Diversity, Session


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1007 Dr Cukier Benefitsof Diversity

  1. 2. Agenda <ul><li>About the Diversity Institute </li></ul><ul><li>Business Case for Diversity </li></ul><ul><li>Research Findings </li></ul><ul><li>Ecological Approach to Change </li></ul>
  2. 3. About the Diversity Institute <ul><li>Multidisciplinary research </li></ul><ul><li>Promote new, interdisciplinary knowledge and practice about diversity </li></ul><ul><li>Collaborate to: </li></ul><ul><ul><li>Research existing practices and evaluate programs </li></ul></ul><ul><ul><li>Explore barriers to full participation in the workplace </li></ul></ul><ul><ul><li>Develop fact-based programs for under-represented groups in the workplace </li></ul></ul><ul><ul><li>Provide customized training for diversity initiatives </li></ul></ul><ul><ul><li>Perform diversity audits </li></ul></ul>
  3. 4. <ul><li>1. Addressing the Labour Shortage </li></ul><ul><li>Aging population = critical skill shortages </li></ul><ul><li>By the year 2011, 100% of workforce growth in Canada will be fuelled by immigration </li></ul><ul><li>Higher percentage of immigrants are visible minorities </li></ul><ul><li>Our ability to integrate immigrants is critical to business success and national competitiveness </li></ul>THE BUSINESS CASE
  4. 5. Source: A Perfect Storm: Sustaining Canada’s Economy During Our Next Demographic Transformation, The Urban Futures Institute 2006.
  5. 6. <ul><li>2. Enhancing employee productivity </li></ul><ul><li>There are significant gaps in the satisfaction of mid career visible minority versus white employees in large Canadian firms (Yap, 2008)‏ </li></ul><ul><li>36% of gay employees will change careers in the face of discrimination (Stonewall, 2008)‏ </li></ul><ul><li>Career satisfaction is linked to retention, loyalty, retention and productivity </li></ul>
  6. 7. <ul><li>3. Growing diversity of markets </li></ul><ul><li>Markets are increasingly diversified - immigrant advantage </li></ul><ul><li>Women buy cars and drink beer </li></ul><ul><li>“ Pink Dollar” is worth $75 billion per year in Canada </li></ul><ul><li>Matching diversity of workforce to diversity of markets provides an advantage </li></ul>
  7. 8. <ul><li>4. Harnessing Diversity = Innovation </li></ul><ul><li>Diversity and creativity are linked </li></ul><ul><li>“ Innovation comes from a deep understanding of customers not just R&D spending” – Booz Allen </li></ul><ul><li>“ Creative City” - Richard Florida et. al. </li></ul><ul><li>Multiple perspectives provide better solutions to “wicked problems” </li></ul>
  8. 9. <ul><li>5. Risk Avoidance </li></ul><ul><li>Recent Ontario Human Rights cases relate to GLBT issues </li></ul><ul><li>Pay equity decisions </li></ul><ul><li>Lawsuits </li></ul><ul><li>Negative effects on REPUTATION </li></ul>
  10. 11. By the numbers: Large Financial Institution * Visible Minority Representation *Federally Regulated Employer Data, 2006 Semi-Professionals and Technicians: 40.8% Professionals: 25.6% Middle and Other Managers: 17.9% Senior Managers: 9.9%
  11. 12. Visible Minorities and Career Satisfaction Less satisfied with their progress toward their overall career goals, as well as income, advancement, and skill development goals. White Men 3.7 The Scores: White Women 3.8 Minority Men 3.4 Minority Women 3.5
  12. 13. Senior Management Commitment to Cultural Diversity Less likely to believe senior management in their organization was committed to cultural diversity.
  13. 14. Talent Identification Process Fewer agreed that their organizations were promoting the most competent people.
  14. 15. Perceptions of Fairness Survey Items: White/Caucasian Respondents % Somewhat/Strongly Agree Visible Minority Respondents % Somewhat/Strongly Agree Men Women Men Women I believe “who you know” (or who knows you”) is more important than “what you know” when deciding who gets development opportunities in my organizations. 54% 60% 67% 72% I feel like I am held to a higher performance standard than peers in my organization. 33% 35% 46% 47% In my organization, people tend to recommend people of their own ethnicity for high-visibility assignments. 9% 11% 33% 30%
  15. 16. Impact of Diversity Training Variables Yes No Yes vs. No White/ Caucasian Visible Minority White/ Caucasian Visible Minority White/ Caucasian Visible Minority Career Satisfaction 70.1 63.5 64.6 47.5 5.5 16.0 Commitment 80.5 82.7 75.7 73.7 4.8 9.0 Relationship with Manager 75.0 73.5 64.8 55.6 10.2 17.9 Fair Talent Identification Process 69.2 65.8 57.7 44.8 11.5 21.0 Utilization of Education/Training 60.9 53.0 52.2 39.0 8.8 14.0 Skills Utilization 79.2 76.3 75.8 65.2 3.4 11.1 Relationship with Colleagues 83.3 81.0 77.8 71.2 5.5 9.8 Senior Management Commitment to Diversity 66.5 57.8 48.7 34.2 17.8 23.6 ** t-test of pair-wise relationships by racial category significantly different at p < 0.01
  16. 17. Visible minorities in leadership
  17. 18. Women in leadership
  18. 19. The Diversity Curve Degree of Formalization % of Women Senior Executives SME Manufacturing Regulated Sectors - Little recognition of problem - No policies - No metrics - Recognize overt and systemic - Integrated policies - Metrics
  19. 20. Peel Region Study of Immigrants <ul><li>More likely to be under-employed (part time work)‏ </li></ul><ul><li>Likely to earn less </li></ul><ul><li>Less likely to have credentials recognized </li></ul>
  20. 21. Experiences of Discrimination
  21. 22. ECOLOGICAL APPROACH TO CHANGE Individual Group Organization Sector Social Environment
  22. 23. BARRIERS: Social Environment <ul><li>Organizations do not exist in a vacuum </li></ul><ul><li>Powerful cultural “carriers” reinforce values and stereotypes </li></ul><ul><li>Socialization and early education </li></ul><ul><li>Social, economic and justice policies and their implementation </li></ul><ul><li>Powerful informal networks </li></ul><ul><li>Representation in the media: role models and images of “experts” and leaders </li></ul><ul><li>Intersection of ethnicity/age/gender/ability/socio-economics/etc </li></ul>Individual Group Organization Sector Social Environment
  23. 24. Media Reinforces Culture <ul><li>VM under-represented and misrepresented in the news in Canada (Henry 1999; Miller and Prince 1994; Fleras 1995)‏ </li></ul><ul><li>Study of 37 newsrooms: VM and Aboriginals under-represented (3.4 % vs. 16.7 % pop.) (Miller 2006) </li></ul><ul><li>Assume more representative newsrooms produces more sensitive, more accurate coverage (Pritchard and Brzezinski 2004)‏ </li></ul>
  24. 25. Other studies of women in the media <ul><li>Study of Canadian Broadcast News on 3 networks </li></ul><ul><li>Women are presented as &quot;average citizens&quot; and rarely as experts </li></ul><ul><li>Political or economic success stories were overwhelmingly masculine. </li></ul><ul><li>The White House Project </li></ul><ul><li>9 per cent of the guests on Sunday morning news shows such as Meet the Press and Face the Nation are women </li></ul><ul><li>They only speak 10 per cent of the time—leaving 90 per cent of the discussion to the male guests. </li></ul><ul><li>Representation of women will have profound consequences on whether or not women are perceived as competent leaders, because &quot;authority is not recognized by these shows. It is created by these shows.“ – Marie Wilson </li></ul>
  25. 26. Photos -Overall numbers (all 4 papers)‏ Section Total % with Females News 1018 25.0% Sports 448 7.6% Business 380 11.8% Life 532 23.5% Arts & Entertainment 476 34.5% Total 2854 21.8%
  26. 27. Photos - Broken down paper by paper Newspaper Total % with VMs The Globe and Mail 703 14.5% The National Post 761 15.5% The Toronto Star 759 16.5% The Toronto Sun 631 20.8% Total 2854 16.7%
  27. 29. Examples <ul><li>When “stock” photos are used or random people shown, they were virtually always non-visible minority people. </li></ul>
  28. 30. Top 40 Under 40 (2009)‏ (Source: The Globe and Mail , Report on Business, June 23th, 2010.)
  29. 31. BARRIERS: Organizations Individual Group Organization Sector Social Environment <ul><li>Recruitment and Promotion Practices: reliance on informal networks and processes; mismatch between job task and qualifications </li></ul><ul><li>Work/Life Policies: multiple identities </li></ul><ul><li>“ Think Leader, Think White Male”: Gendered and racialized aspects of leadership </li></ul><ul><li>Different standards of performance </li></ul><ul><li>Absence of mentors and role models </li></ul>
  30. 32. Leadership and Governance Does the board consider diversity in identifying and developing candidates? <ul><li>Leaders communicate the importance of diversity? </li></ul><ul><li>Leaders reflect the composition of the workforce? </li></ul><ul><li>Diversity council with senior executive participation? </li></ul><ul><li>Chief diversity officer at the Exec level with lines of authority? </li></ul><ul><li>Profile diverse leaders internally and externally? </li></ul><ul><li>Explicit diversity goals and policies in place and communicated? </li></ul><ul><li>Business case for diversity developed & communicated? </li></ul><ul><li>Policies widely communicated internally and externally? </li></ul><ul><li>Mechanisms to handle complaints re. harassment and discrimination? </li></ul><ul><li>Tie compensation for executives to meeting diversity targets? </li></ul>
  31. 33. Human Resources <ul><li>Consider diversity in judicial and agency appointments? </li></ul><ul><li>Review vacant positions undertaken to ensure that the qualifications required fit the demands of the job? </li></ul><ul><li>Consider alternative pathways to positions? </li></ul><ul><li>Post vacant positions? </li></ul><ul><li>Do recruiters specifically target under-represented groups? </li></ul><ul><li>Diversity targets for internship and placement programs? </li></ul><ul><li>Are selection committees representative? </li></ul><ul><li>Are bias-free interviewing processes used? </li></ul><ul><li>Build diversity into performance management systems? </li></ul>
  32. 34. D <ul><li>Success planning takes into account diversity targets? </li></ul><ul><li>“ Stretch” assignments for high potential? </li></ul><ul><li>Communicate promotional opportunities openly? </li></ul><ul><li>Career planning systems in place to support employees? </li></ul><ul><li>Are high employees from under-represented groups given access to specialized training and professional development? </li></ul><ul><li>Diversity tracked in employee separations ? Exit interviews? </li></ul><ul><li>Success planning takes into account diversity targets? </li></ul>
  33. 35. Training and Development <ul><li>Orientation for new employees addresses diversity? </li></ul><ul><li>Mandatory diversity training for all employees? </li></ul><ul><li>Specialized management training on diversity? </li></ul><ul><li>Specialized training in diversity and bias free hiring? </li></ul><ul><li>Identification and coaching for diverse employees? </li></ul><ul><li>Targeted management and skills development programs? </li></ul><ul><li>Intensive training for non-lawyers in “hybrid” jobs? </li></ul><ul><li>Keep employees current during/after parental leave? </li></ul><ul><li>Formal mentoring/coaching programs provided? </li></ul><ul><li>Support formal networks ? </li></ul>
  34. 36. Quality of Life and Workplace Culture <ul><li>Religious accommodation policies and practices? </li></ul><ul><li>Supportive policies : extended parental leave and family emergency days, elder care, travelling? </li></ul><ul><li>On-site day care and emergency day care services? </li></ul><ul><li>Flexible work arrangements? </li></ul><ul><li>Manage employee workloads and management expectations? </li></ul><ul><li>Access to coaching and counselling to help manage workload and stress? </li></ul>
  35. 37. Measure and Track Diversity and Inclusion <ul><li>Metrics on the diverse groups at each level relative to the available labour force? </li></ul><ul><li>Explicit diversity targets for participation of diverse groups? </li></ul><ul><li>Employee engagement surveys with self reported demographic data? </li></ul><ul><li>Equal pay audits? </li></ul><ul><li>Is performance benchmarked within and without the sector? </li></ul><ul><li>Track and report with feedback loops for action? </li></ul>
  36. 38. Communication <ul><li>Consider and communicate the importance of diversity in its service delivery? </li></ul><ul><li>Importance of diversity communicated in all publications ? </li></ul><ul><li>Consider diversity in developing products and processes </li></ul><ul><li>Consider diversity in all consultation processes? </li></ul><ul><li>Consider and communicate diversity in procurement processes? </li></ul><ul><li>Collect and analyse disaggregated data for all programs and services? </li></ul>
  37. 39. Developing the Pipeline <ul><li>Outreach to under-represented groups? </li></ul><ul><li>All outreach activities consider representation? </li></ul><ul><li>Consider diversity in partnerships? (research, conferences, training and development)‏ </li></ul><ul><li>Develop re-entry, flexible, part time and transitional programs encouraged? </li></ul><ul><li>Research and evaluation include diversity lens? </li></ul><ul><li>Disaggregated data for all programs and services? </li></ul><ul><li>Work with education institutions and professional organizations in programs to promote diversity in JS? </li></ul>
  38. 40. Factors influencing career choice <ul><li>Individual Aptitude and Attitudes: SELF EFFICACY </li></ul><ul><li>Teachers </li></ul><ul><li>Parents </li></ul><ul><li>Peers </li></ul><ul><li>Role models </li></ul><ul><li>Career and guidance counselling </li></ul><ul><li>Mentoring </li></ul><ul><li>Perceptions of Opportunities </li></ul><ul><li>UNDERSTAND THE INTERSECTION OF RACE, GENDER AND SOCIO-ECONOMIC FACTORS </li></ul>
  39. 41. STRATEGIES: Individual action <ul><li>Know your rights </li></ul><ul><li>Your personal SWOT: EQ, OQ and IQ </li></ul><ul><li>Focus on results </li></ul><ul><li>Develop and nurture networks </li></ul><ul><li>Find a mentor, be a mentor </li></ul><ul><li>“ Display your excellence” </li></ul><ul><li>Make demands! Ask! </li></ul><ul><li>Take risks but judge how far to “push the envelope” </li></ul><ul><li>REMEMBER: Even within organizations, functional environments are not homogeneous </li></ul>Individual Group Organization Sector Social Environment
  40. 42. Mapping your sphere of influence and plan executives subordinates peers consumption you home, school vendors customers/ clients
  41. 43. REACHING THE TIPPING POINT <ul><ul><li>We have made progress – the glass is half full </li></ul></ul><ul><ul><li>More is needed – the glass is half empty </li></ul></ul><ul><ul><li>In some areas we have hit a plateau </li></ul></ul>“ Change will come not through revolution but through millions of earthworms preparing the soil” Ursula Franklin

Notes de l'éditeur

  • Fewer whites have often experienced forms of discrimination (4%) compared to Blacks (19%) and South Asians (13%)‏