boosting diversity through diversity champions and a robust business case may 2011

Boosting diversity through diversity champions and a

robust business case

by Toronto Training and HR

May 2011

Contents3-4 Introduction to Toronto

Training and HR5-7 Key issues8-12 Global diversity readiness

index13-14Barriers to increasing diversity15-16Ethnic and racial diversity

where there are few minority groups17-23Examples of best practice in

the police sector24-31Diversity champions32-33Drill34-38The ROI model for diversity39-43Diversity-related initiatives 43-48Case studies49-50Conclusion and questions

Introduction

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 course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &

morale- Services for job seekers

Key issues

Key issues 1 of 2EDUCATION AND EMPLOYABILITYInequities based on race/gender (access to technology, fully funded schools, etc.)Routinized educational systems that train against agility/flexibilityA disconnect between what is being taught and what is needed in the marketplaceNot enough focus on maths/science in primary educationStudents lacking instruction in critical thinking skillsBoomers are going back to school, competing with MillennialsAffordability of college/graduate degrees (ROI)

Key issues 2 of 2WORKPLACE FLEXIBILITYResistance from senior leadershipTechnology as an enabler of workplace flexibilityWorkplace flexibility as a draw for top talentA negative association between flexibility and lack of commitmentThe “generation gap” – differing expectations of older andyounger workersThe growing number of men seeking flexible workarrangementsGlobalization and the need to be “open” 24 hours in a global marketplace

Global diversity readiness index

Global diversity readiness index 1 of 4


HIGH SCORES FOR CANADAAnti-discrimination laws for minorities and womenIncome inequalityCultural openness to migrantsCorporate ethicsRespect for human rightsEducational attainment of minorities


MEDIUM SCORES FOR CANADAPopulation over 65 years of ageMeritocratic remunerationTension between religious groupsFemale/male university enrolmentPublic education spending as a percentage of thetotal GDPFemale representation in legislatureYears with a member of a racial/ethnic/religiousminority serving as Prime Minister


LOW SCORES FOR CANADAImmigrants as a percentage of the overallPopulationReligious diversityEthnic/racial diversityOfficial/major languagesYears with a female head of stateLaws ensuring paid maternity leave

Barriers to increasing diversity

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

Ethnic and racial diversity where there

are few minority groups

Ethnic and racial diversity where there are few

minority groups

Newcomer integrationLack of diversity and immigrant attraction/retentionHow effectively do civic leaders respond to increasing population diversity?

Examples of best practice in the police

sector

Examples of best practice in the police sector 1 of 6

ONTARIO-YORK REGIONAL POLICE WEBSITECover 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


ONTARIO-TORONTO POLICE SERVICE NEWSLETTERHow the Service is targeting outreach to visible minoritiesUpcoming mentoring sessionsOpen 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.


BC-VANCOUVER POLICE DEPARTMENT DIVERSITY ADVISORY COMMITTEE POLICY Diversity Traininga. 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.


BC-VANCOUVER POLICE DEPARTMENT DIVERSITY ADVISORY COMMITTEE POLICYb. 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.


BC-VANCOUVER POLICE DEPARTMENT DIVERSITY ADVISORY COMMITTEE POLICYe. 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.


MANITOBA-WINNIPEG POLICE SERVICE STATEMENTCity 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.

Diversity champions

Diversity champions 1 of 7 GETTING STARTEDMake 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.

Diversity champions 2 of 7 GETTING STARTEDNote 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.

Diversity champions 3 of 7 MAKING A BUSINESS CASECompare 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.

Diversity champions 4 of 7 DIVERSITY DISCUSSIONS-PREPARATIONChoose 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.

Diversity champions 5 of 7 DIVERSITY DISCUSSIONSReview 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.

Diversity champions 6 of 7 DIVERSITY EVENTSTiming and locationBudgetInvitation listExpectations and requirementsMarketingRegistrationPreparation requirements

Diversity champions 7 of 7 MEASURING IMPACTEmployee 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

The ROI model for diversity

The ROI model for diversity 1 of 4


RECRUITMENTPlanning 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


ORIENTATIONCreating a welcoming workplace Introducing mentorship Describing career development opportunities


INCLUSIONSupporting 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 groupsIntroducing 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

Diversity-related initiatives

Diversity-related initiatives 1 of 3

THE BUSINESS RATIONALETap broader range of backgrounds and skill setsEqual opportunity law compliance�Increased diversity of customers/suppliersNeed talent to understand customers better and increase salesEnhance public imageA matter of fairness and moralityThe leadership team have made diversity a priority


MEASURES TO PROMOTE AND MONITOREmployee 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 colleaguesProviding channels for confidential handling of complaints related to equal opportunity


MEASURES TO PROMOTE AND MONITOREmployee development and training to improve the advancement potential of minority or disadvantaged staffSurveying employees periodically to measure perceptions of equality of opportunity in the organizationMonitoring corporate advertising to ensure sensitivity to cultural differencesOffering language courses to increase awareness of other cultures and promote communicationPeriodic audits to ensure that an organization’s policies, benefits, etc., are in line with competitors and/or other organizations

Case study A

Case study B

Case study C

Conclusion & Questions

Conclusion

SummaryQuestions

boosting diversity through diversity champions and a robust business case may 2011

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