Effective Practices for an Inclusive Workplace Positioning on The Equity Continuum™ Workshop The Regional Diversity Roundtable of Peel 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. ©2010 TWI Inc. All rights reserved. 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. ©2010 TWI Inc. All rights reserved. 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 3 ©2010 TWI Inc. All rights reserved. Principle # 1 ©2010 TWI Inc. All rights reserved. Equality vs Equity Equality = sameness When we treat people equally, we ignore differences. Equity = fairness When we treat people equitably, we recognize differences. ©2010 TWI Inc. All rights reserved. Diversity “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...” ©2010 TWI Inc. All rights reserved. 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 ©2010 TWI Inc. All rights reserved. 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. ©2010 TWI Inc. All rights reserved. Principle # 2 ©2010 TWI Inc. All rights reserved. The Equity Continuum© (1995 - 2010) Employment Equity 0 Denial Corporate Social Responsibility 1 Compliance 2 Moving Beyond Compliance Diversity Inclusion 3 The Business Case Human Equity© 4 Integrated Diversity Employer & Supplier of Choice for All Source: Wilson, T. Diversity at Work: The Business Case for Equity, Toronto: John Wiley&Sons, 1996 ©2010 TWI Inc. All rights reserved. 5 Inclusive and Equitable Organizations Factors Driving Strategic Integration of Diversity Aging Population Immigration Diverse client base Diverse talent pool Globalization Technology ©2010 TWI Inc. All rights reserved. Principle # 3 ©2010 TWI Inc. All rights reserved. Proper Measurement 20% 5% Inclusive Environment Internal Qualitative External Qualitative Internal Quantitative Performance Management 65% 10% ©2010 TWI Inc. All rights reserved. Principle # 4 ©2010 TWI Inc. All rights reserved. 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 ©2010 TWI Inc. All rights reserved. Principle # 5 ©2010 TWI Inc. All rights reserved. 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 ©2010 TWI Inc. All rights reserved. ELA Highest 10% vs. TWI Norm 5.00 4.50 4.00 3.50 3.00 2.50 2.00 1.50 1.00 Accommodation Change M anagement Commitment to Diversity Dignity and Respect Equitable Opportunity Ethics and Integrity Knowledge of Diversity 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 ©2010 TWI Inc. All rights reserved. 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) ©2010 TWI Inc. All rights reserved. The Boss-Hole Dirty Dozen* 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Personal insults Invading one’s personal territory Uninvited physical contact Sarcastic jokes and teasing Withering email claims Status slaps intended to humiliate Rude interruptions Two-faced attacks Dirty looks Treating people as if they are invisible Threats & intimidation (verbal/non verbal) Public shaming * Adapted from The No-Asshole Rule; Robert Sutton (2007) ©2010 TWI Inc. All rights reserved. Example: Bottom 10% Competency Gaps compared to Norm 5.00 4.50 4.00 3.50 3.00 2.50 2.00 1.50 1.00 Accommodat ion Change M anagement Commit ment t o Diversit y Dignit y and Respect Equit able Opport unit y Et hics and Int egrit y Knowledge of Diversit y Openness t o Dif f erence Org. X Self Scores 5.00 4.80 4.60 5.00 5.00 5.00 4.60 4.80 Org. X Rat ers 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 Rat er Norm 3.90 3.57 3.24 4.20 4.01 4.05 3.33 3.93 ©2010 TWI Inc. All rights reserved. Principle # 6 ©2010 TWI Inc. All rights reserved. Designated Groups Canadian: American: Women Women Visible Minorities Minorities Aboriginal People People 40 & Older Disabled Persons Persons with Disabilities Vietnam Veterans ©2010 TWI Inc. All rights reserved. Who Makes Up Our Community? ► ► ► ► ► ► ► ► ► ► ► ► Men Young People Married People Divorced People Single people with Children Lesbians Generation “X” Visible Minorities English Speaking People Executives Francophones Pregnant Women ► ► ► ► ► ► ► ► ► ► ► ► ©2010 TWI Inc. All rights reserved. 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 The Eight Questions that Matter 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 ©2010 TWI Inc. All rights reserved. TES Scorecard: Overview 3.14 3.08 Vision 3.44 3.58 Business Case 2.80 2.92 Leadership 2.61 Goals Data 2.94 Roadmap 2.80 2.92 3.33 2.52 2.58 Measurement 2.97 Infrastructure 3.42 0 1 2 26 ©2010 TWI Inc. All rights reserved. TWI Norm Your Org. 2.17 3 4 5 The Equity Continuum™ Scorecard (TES) Range Scores 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 27 ©2010 TWI Inc. All rights reserved. The Equity Continuum™ Scorecard (TES) Highlights Highest Scores Business Case: Average = Vision: Average = Highest Relative to TWI Norm Lowest Scores Roadmap: Average = Goals: Average = Lowest Relative to TWI Norm Most Variability Business Case Infrastructure Business Case Data Most Consensus Overall Measurement Overall EC Rating for Your Org. = 2.46 versus TWI Norm = 2.90 28 ©2010 TWI Inc. All rights reserved. The Equity Continuum™ Scorecard: Community Consultation Results TWI Norm: Distribution of Employee Ratings Board 2.81 TWI Norm 2.90 PWDs 1.75 Special Ed. 1.65 28% 1 2 Compliance Unions 1.87 Parent council 1.85 ©2010 TWI Inc. All rights reserved. 21% Moving Beyond Compliance 33% 18% 3 4 The Business Case Integrated Diversity 2% 5 Leaders in Diversity LGBT 2.8 Aboriginal 1.89 Immigrant Services 2.55 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 ©2010 TWI Inc. All rights reserved. 30 Best Practices 1’s & 2’s 1 Corporate Social Responsibility Moving Beyond Compliance Compliance • Motivated by compliance • • Reactive • Focus on equality, rather than equity • • • Stop initiatives if driving forces change or fall away • • 31 ©2010 TWI Inc. All rights reserved. 2 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 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 coworkers ► 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) 32 ©2010 TWI Inc. All rights reserved. Best Practices 2’s & 3’s 2 Diversity Moving Beyond Compliance The Business Case • 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 33 ©2010 TWI Inc. All rights reserved. 3 Best Practices of the 2’s & 3’s ► ► 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 34 ©2010 TWI Inc. All rights reserved. Best Practices of the 2’s & 3’s ► 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 35 ©2010 TWI Inc. All rights reserved. Best Practices 3’s & 4’s 3 Inclusion Integrated Diversity The Business Case • 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 36 ©2010 TWI Inc. All rights reserved. 4 Best Practices of the 3’s & 4’s ► 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 37 ©2010 TWI Inc. All rights reserved. Best Practices of the 3’s & 4’s ► 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 38 ©2010 TWI Inc. All rights reserved. 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 39 ©2010 TWI Inc. All rights reserved. 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? ©2010 TWI Inc. All rights reserved. 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 ©2010 TWI Inc. All rights reserved. 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 ©2010 TWI Inc. All rights reserved. Please stay in touch.. [email protected] Phone: 416-368-1968 http://ca.linkedin.com/pub/trevor-wilson/4/959/9b7 http://twitter.com.inshalla ©2010 TWI Inc. All rights reserved.