©2010 twi inc. all rights reserved. t 416 368 1968 f 416 368 1954 this material is proprietary,...

©2010 TWI Inc. All rights reserved.

T 416 368 1968 F 416 368 1954 www.twiinc.com

This material is proprietary, confidential, and is for the intended recipient’s internal use only.Unauthorized distribution or reproduction of this materials is prohibited and violates copyright laws.

Effective Practices for an Inclusive Workplace

Positioning on The Equity Continuum™ Workshop

The Regional Diversity Roundtable of Peel


Objectives

Identify effective practices from Canada’s Best Diversity Employers and Peel to assist in creating a more inclusive organization

Outline the principles for successful implementation of an inclusive workplace strategy

Provide insight into the essential role of leadership in creating an inclusive and equitable environment.

Walk through an interactive exercise to identify key strategic issues for effective implementation of diversity and inclusion.


3

The Principles

► Equity is not equality

► This is about organizational effectiveness not just the right thing to do (W.I.I.F.M)

► Representation is only one way to measure success

► No group has a monopoly on bias or discrimination

► Actions speak louder than words

► Equity for All


Principle # 1


Equality vs Equity

Equality = samenessWhen we treat people equally,

we ignore differences.

Equity = fairness

When we treat people equitably,

we recognize differences.


“Acknowledging any difference that can impact on the fair or equitable treatment of people, such as gender, race, age, ethno-cultural background, sexual orientation, disability, religion, education, class, marital status, family status, etc...”

Diversity


Inclusiveness…

► Inclusiveness is about creating a climate where diversity is valued

► In an inclusive environment each person is recognized and developed, and their talents are routinely tapped into

► In an inclusive organization people are valued because of, not in spite of, their differences

► An inclusive environment is equitable for all


Create a Climate of Inclusiveness

Do we have a climate of inclusiveness for our clients and community representatives in our organization?

A climate where people feel valued, respected, and included across all of their differences.

A place where talented people choose to work and a place where community representatives feel they have “a place at the organizational table” that matters.


Principle # 2


The Business Case

33Inclusive and Equitable Organizations

55Compliance

11MovingBeyond Compliance

220Denial

The Equity Continuum© (1995 - 2010)

Source: Wilson, T. Diversity at Work: The Business Case for Equity, Toronto: John Wiley&Sons, 1996

Employer & Supplier of Choice for All

44IntegratedDiversity

Employment Equity

Corporate Social Responsibility Diversity Inclusion Human Equity©


Factors Driving Strategic Integration of Diversity

Aging Population

Immigration

Diverse client base

Diverse talent pool

Globalization

Technology


Principle # 3


Inclusive Environment

Proper Measurement

20%5%

65%

10%

External Qualitative

Internal Quantitative

Internal Qualitative

Performance Management


Principle # 4


The Implicit Association Test

To take the Implicit Association Test,

go to: https://implicit.harvard.edu

To better understand how the test works and your results,

go to: https://implicit.harvard.edu/implicit/demo/faqs.html


Principle # 5


The Equitable Competencies

1. Accommodation

2. Dignity and Respect

3. Openness to Difference

4. Equitable Opportunity

5. Commitment to Diversity

6. Knowledge of Diversity

7. Change Management

8. Ethics and Integrity


ELA Highest 10% vs. TWI Norm

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

Deloitte Self Norm 3.93 3.93 4.20 3.90 3.90 4.16 3.90 3.50

Deloitte Colleague Norm 4.34 4.36 4.44 4.63 4.47 4.53 4.10 4.32

TWI Self Norm 4.09 3.58 3.62 4.27 4.36 4.26 3.26 3.68

TWI Colleague Norm 4.00 3.97 3.87 4.31 4.21 4.14 3.85 3.92

AccommodationChange

ManagementCommitment to

DiversityDignity and

RespectEquitable

OpportunityEthics and Integrity

Knowledge of Diversity

Openness to Difference


The Boss-Holes

Those who persistently leave others demeaned, disrespected and de-motivated.

Those who have a persistent pattern of contempt for those with less status and power.

Once identified can allow the organization to calculate the hard and soft costs of this behaviour e.g. outreach, replacement, retention, time spent on complaints by supervisors, HR, legal council, overtime, client/customer/stakeholder relationships

* Adapted from The No-Asshole Rule; Robert Sutton (2007)


The Boss-Hole Dirty Dozen*

1. Personal insults

2. Invading one’s personal territory

3. Uninvited physical contact

4. Sarcastic jokes and teasing

5. Withering email claims

6. Status slaps intended to humiliate

7. Rude interruptions

8. Two-faced attacks

9. Dirty looks

10. Treating people as if they are invisible

11. Threats & intimidation (verbal/non verbal)

12. Public shaming

* Adapted from The No-Asshole Rule; Robert Sutton (2007)


Example: Bottom 10% Competency Gaps compared to Norm

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

Org. X Self Scores 5.00 4.80 4.60 5.00 5.00 5.00 4.60 4.80

Org. X Raters Scores 3.20 2.20 2.20 3.80 3.40 3.60 2.40 2.80

TWI Self Norm 4.62 4.60 4.56 4.82 4.75 4.60 4.38 4.42

TWI Rater Norm 3.90 3.57 3.24 4.20 4.01 4.05 3.33 3.93

AccommodationChange

ManagementCommitment to

DiversityDignity and

RespectEquitable

OpportunityEthics and Integrity

Knowledge of Diversity

Openness to Difference


Principle # 6


Canadian:

Women

Visible Minorities

Aboriginal

People

Disabled

Persons

American:

Women

Minorities

People 40 & Older

Persons with

Disabilities

Vietnam Veterans

Designated GroupsDesignated Groups


► Men► Young People► Married People► Divorced People► Single people with Children► Lesbians► Generation “X”► Visible Minorities► English Speaking People► Executives► Francophones► Pregnant Women

► Women► Older people► Single people► Married people with

children► Gay Men► The “Sandwich Generation”► White people► People with Disabilities► Transgendered► Managers► Aboriginals► White Able-Bodied Males

Who Makes Up Our Community?


1. We have a clear vision of our ideal work environment that incorporates equity and inclusion.

2. We have a compelling business case for diversity

3. Leaders understand, support and regularly communicate the business case.

4. We have clearly defined goals and timetables to achieve an equitable and inclusive work environment.

5. We have qualitative and quantitative organizational data to understand our current work environment.

6. We have strategies and a well defined roadmap to achieve our goals.

7. We do have an integrated measurement process that uses our human resources and organizational review practices to “prove” our business case.

8. We have an infrastructure to support our equity and inclusion strategies

The Eight Questions that Matter


26

TES Scorecard: Overview

2.92

3.33

2.17

2.92

3.58

3.08

2.58

3.42

2.80

2.94

2.61

2.80

3.44

3.14

2.52

2.97

0 1 2 3 4 5

Infrastructure

Measurement

Roadmap

Data

Goals

Leadership

Business Case

Vision

TWI Norm

Your Org.


27

Minimum Score Maximum Score Average Consensus Index*

Vision .882

Business Case .979

Leadership .826

Goals .882

Data .725

Roadmap .781

Measurement .669

Infrastructure .967

Continuum Score 1.013

• Higher numbers = less consensus

The Equity Continuum™ Scorecard (TES) Range Scores


28

The Equity Continuum™ Scorecard (TES) Highlights

Highest Scores Highest Relative to TWI Norm Business Case: Average =

Vision: Average = Business Case

Lowest Scores Lowest Relative to TWI Norm Roadmap: Average =

Goals: Average = Data

Most Variability Most Consensus Overall Business Case

Infrastructure Measurement

Overall EC Rating for Your Org. = 2.46 versus TWI Norm = 2.90


The Equity Continuum™ Scorecard: Community Consultation Results

Compliance MovingBeyond Compliance

The Business Case

Integrated Diversity

Leaders in Diversity

1 2 3 4 5Board2.81

TWI Norm2.90

TWI Norm: Distribution of Employee Ratings

21% 28% 33% 18% 2%

Aboriginal1.89

Immigrant Services

2.55

PWDs1.75

LGBT2.8

Special Ed. 1.65

Parent council

1.85

Unions 1.87


30

2010 Winners and Scores

Agrium Inc.1.60 McGill University – 1.60

Alberta-Pacific Forest Industries Inc. – 1.25 Mount Sinai Hospital – 2.53

BC Hydro – 2.49 MTS Allstream Inc.- 2.12

Bell Aliant Regional Communications – 2.60 Nexen Inc.- 1.13

Blake, Cassels & Graydon – 2.73 Novartis Pharmaceuticals Canada Inc.- 2.07

Boeing Canada Operations Ltd.- 2.21 Ontario Public Service – 2.80

Bruce Power Limited Partnership – 1.29 Port Metro Vancouver – 1.84

Business Development Bank of Canada – 2.60 Procter & Gamble Inc. – 2.64

Cameco Corporation – 1.29 Royal Bank of Canada – 2.94

Canada Mortgage and Housing Corporation – 2.90 Saskatchewan Gaming Corporation – 1.59

Canada Safeway Limited- 2.81 Saskatchewan Government Insurance / SGI – 1.80

Canadian Food Inspection Agency-2.74 SaskPower Corporation – 2.26

Catholic Children's Aid Society of Toronto-2.48 Scotiabank Group – 2.97

Corus Entertainment Inc.- 1.80 Shell Canada Limited – 2.50

Diavik Diamond Mines Inc. – 1.56 Stantec Consulting Inc. – 2.2

Ernst & Young LLP – 3.62 Statistics Canada – 2.24

George Brown College – 2.25 Stikeman Elliott LLP – 2.11

Health Canada – 2.94 Telus Corporation – 2.87

Home Depot Canada, The – 2.95 Toronto Police Service – 2.21

HSBC Bank Canada – 3.57 TransCanada Corporation – 2.36

KPMG LLP – 3.55 University of British Columbia – 2.62

L'Oréal Canada Inc.- 1.8 University of Toronto – 2.18

Manitoba Lotteries Corporation – 2.78


31

Best Practices 1’s & 2’s

Compliance

1

Moving Beyond Compliance

2Corporate Social

Responsibility

• Motivated by compliance

• Reactive

• Focus on equality, rather than equity

• Stop initiatives if driving forces change or fall away

• Recognize the value in going beyond compliance

• Aim to support disadvantaged groups• Stop initiatives if leadership or public interest

changes• No plan to integrate diversity into larger

organization culture• Isolated efforts, one or more diversity initiative

in place


32

Best Practices of the 1’s & 2’s

► Diversity advocacy groups established

► Meetings to advance the careers of Aboriginal and visible minority employees

► Establishing partnerships with Aboriginal businesses and apprenticeship programs

► Provides Blackberries to staff who are deaf to help in their communications with co-workers

► Provides internships to disabled workers

► Have a diversity team that meets to discuss diversity initiatives and plan awareness activities

► Dedicated budget for tools and services to help disabled employees in the workplace

► Helps women employees advance their careers and addressing barriers and promotes leadership development, mentorship and peer coaching

► Aboriginal management program to prepare employees for senior positions

► Recruitment strategy to become an employer of choice for Aboriginal Canadians

► Links job postings to relevant community agencies to recruit employees from diversity groups (inc. network to recruit and retain LGBT employees)


33


Moving Beyond Compliance

2

The Business Case

3Diversity

• Understand that diversity initiatives can improve the organization

• Evaluates diversity initiatives qualitatively and quantitatively

• Representation numbers as a means to an end rather than the focus of the diversity strategy

• Know initiatives can survive the loss of employee or public interest if the business case remains valid

• Use an inclusive definition of diversity


34


► Employee engagement survey and scoring to obtain measurement of perceptions of equity within the workplace by group

► Session to engage executives and build a common understanding of diversity, inclusion and inclusiveness

► Senior Level National Diversity Council Established

► Dedicated and separate Diversity and Inclusion Budget

► Annual Diversity and Inclusion convention

► Cultural awareness programs and resources, including diversity & inclusiveness leadership program

► Created a compelling business case for diversity and inclusiveness

► Director of diversity and inclusiveness role created

► Committed headcount to Diversity and Inclusion


35


► Measurement and goals set for the percentage of employees, managers and executives who are women and visible minorities

► Flexible work options and programs for older employees

► Diversity training component for all hiring managers

► Hosts a special diversity section on corporate intranet

► Annual Employee survey includes inclusiveness section survey

► Diversity and inclusiveness vision published and communicated

► Diversity Intervention Coaching

► Strategy includes milestones, areas for improvement, equity metrics and a detailed implementation plan

► Audience Response Technology Focus Groups


36


The Business Case

3

Integrated Diversity

4Inclusion

• Internalized diversity as a core value

• diversity as an essential element of continued growth

• Integrate diversity into all aspects of the organization

• All employees consider themselves responsible for creating a fair and equitable environment

• Commitment to diversity is not affected by economic trends

• Modify focus on diversity to ensure alignment with the organization’s core values

• Employers and Suppliers of Choice for all


37


► Percentage of employees, managers and executives who are women and visible minorities above LMA

► Regularly update their equity policies, recruiting processes and training procedures to ensure that their diversity initiatives stay current

► Has helped other organizations develop their own diversity modules

► Inclusive Employee Census beyond EE SIQ

► C.O.O leads national diversity steering committee

► Diversity initiatives include: scorecard; performance objectives; training and award

► Exploring dynamics of cross cultural interactions to help create an inclusive and synergistic environment

► Attitudinal competencies Leadership Assessment

► Behavioral competencies Leadership Assessment

► Bias Assessment Tool for recruiters

► Strategic Sourcing Recruitment

► Inclusive Education Diversity Curriculum


38


► Establishing meaningful goals beyond representation via balanced scorecard

► Accountability measures for goals

► Recruits for diversity by expanding traditional recruitment methods

► Survey to measure attitudes towards diversity, diverse groups and diversity climate that includes perceptions of harassment, discrimination and abuse of authority

► The needs of employees and alternative work programs account for different gender, cultural, family and religious needs. eg. family friendly benefits/flexible work options

► Regular orientation, staff and manager training includes inclusiveness and cultural competency

► On-going training for diversity change agents and affinity groups

► Annual recognition of Diversity Champions

► Executive Sponsor Coaching

► Two-way Diversity Mentorship Program

► Equitable Manager Assessment and Education

► Chief Diversity Officer position established


39

Leadership Best Practices

Educating leaders to ensure they understand and can champion the business case for diversity

Leaders have established tangible quantitative and qualitative goals based on most recent census rates and labour force availability to 2013.

Leaders have articulated a compelling business case for diversity linked to a specific business outcome.

Leaders have developed a written policy on diversity linked to innovation, market share or customer satisfaction.

Leaders actively participate in diversity related organizations eg. BBPA, BLSAC, CWF, Diversity Roundtable, LAWS, ProPRIDE, TRIEC,CEO Roundtable on Diversity

External Diversity Advisory Committee established to guide leadership Women in Leadership website to show role models for women's career progression Leaders participate in two way and reverse mentorship programs Leaders have established a comprehensive diversity and inclusion index to monitor

progress Measurement of leadership behaviour related to diversity and inclusion Accountability framework for leadership behaviour related to diversity and inclusion


Imagine it is 3 years from today….

Describe your organization’s work environment.

How are people behaving differently?

What are people saying about diversity, inclusion and human equity now?

How do leaders understand, support and communicate about diversity, inclusion and human equity?

What goals have you reached to move towards a more equitable and inclusive work environment?

What qualitative and quantitative data have you collected to better understand the work environment?

What specific improvements have you made to the measurement process to “prove” your business case?

Describe the infrastructure you have created to support your equity and inclusion strategies

What problems has the diversity committee solved?

What specific outcomes have been achieved?


Human Equity Resources

Buckingham, Marcus & Coffman, Curt, First, Break all the Rules, New York: Simon & Schuster, 1999

Buckingham, Marcus & Clifton, Donald O., Now, Discover Your Strengths, New York: The Free Press, 2001

Buford, Bob, Finishing Well, Franklin: Integrity Publishers, 2005

Buford, Bob, Half Time, Grand Rapids: Zondervan, 1997

Collins, Jim. Good to Great, New York: Harper Business, 2001

Covey, Stephen R., The 8th Habit, New York: Free Press, 2004

Csikszentmihalyi, Mihaly, Flow: The Psychology of Optimal Experience, New York: Harper & Rowe Publishers Inc, 1991

Gabarro, Thomas and John J, Breaking Through, Boston: Harvard Business School Press, 1999

Gladwell, Malcolm, Blink, New York: Little, Brown & Company, 2005

Gladwell, Malcolm, Outliers New York: Little, Brown & Company, 2009


Human Equity Resources

Laney, Marti Olson, The Introvert Advantage, New York: Workman Publishing Co. Inc., 2002

Loehr, Jim and Schwartz, Tony, The Power of Full Engagement, New York: The Free Press, 2003

Nomura, Catherine & Waller, Julia, Unique Ability, Toronto: The Strategic Coach Inc, 1995

Pink, Daniel, Drive, Putnam Press, 2009

Sheehy, Gail, Passages, New York: Ballantine Books, 2006

Wallace, Paul, Agequake, London: Nicholas Brealey Publishing, 1999

Warren, Rick, The Purpose-Driven Life, Grand Rapids: Zondervan, 2002

Wilson, Trevor, Diversity at Work, The Business Case for Diversity. Wiley: Toronto, 1998


[email protected]: 416-368-1968

http://ca.linkedin.com/pub/trevor-wilson/4/959/9b7

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©2010 twi inc. all rights reserved. t 416 368 1968 f 416 368 1954 this material is proprietary,...

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