24 Nov2010 Peel Roundtable Speech and Continuum Workshop

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Transcript 24 Nov2010 Peel Roundtable Speech and Continuum Workshop

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

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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.

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

Equality vs Equity

Equality = sameness

When we treat people equally, we ignore differences.

Equity = fairness

When we treat people equitably, we recognize differences.

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...”

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.

Principle # 2

The Equity Continuum

(1995 - 2010)

Employment Equity Corporate Social Responsibility Diversity Inclusion Human Equity © Denial

0 1 2

Compliance Moving Beyond Compliance

The Business Case

Integrated Diversity

Inclusive and Equitable Organizations

Employer & Supplier of Choice for All

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

Principle # 3

Proper Measurement

20% 65% Inclusive Environment 10% 5% Internal Qualitative External Qualitative Internal Quantitative 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

ELA Highest 10% vs. TWI Norm

5.00

4.50

4.00

3.50

3.00

2.50

2.00

1.50

1.00

Deloit t e Self Norm Deloit t e Colleague Norm TWI Self Norm TWI Colleague Norm Accommodat ion 3.93

4.34

4.09

4.00

Change M anagement 3.93

4.36

3.58

3.97

Commit ment t o Diversit y 4.20

4.44

3.62

3.87

Dignit y and Respect 3.90

4.63

4.27

4.31

Equit able Opport unit y 3.90

4.47

4.36

4.21

Et hics and Int egrit y 4.16

4.53

4.26

4.14

Knowledge of Diversit y 3.90

4.10

3.26

3.85

Openness t o Dif f erence 3.50

4.32

3.68

3.92

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*

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)

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

Org. X Self Scores Org. X Rat ers Scores TWI Self Norm TWI Rat er Norm Accommodat ion 5.00

3.20

4.62

3.90

Change M anagement 4.80

2.20

4.60

3.57

Commit ment t o Diversit y 4.60

2.20

4.56

3.24

Dignit y and Respect 5.00

3.80

4.82

4.20

Equit able Opport unit y 5.00

3.40

4.75

4.01

Et hics and Int egrit y 5.00

3.60

4.60

4.05

Knowledge of Diversit y 4.60

2.40

4.38

3.33

Openness t o Dif f erence 4.80

2.80

4.42

3.93

Principle # 6

Designated Groups

Canadian:

 Women  Visible Minorities  Aboriginal People  Disabled Persons

American:

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 ► 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 ©2010 TWI Inc. All rights reserved.

The Eight Questions that Matter

We have a clear

vision

equity and inclusion.

of our ideal work environment that incorporates We have a compelling business case for diversity

Leaders

case.

understand, support and regularly communicate the business We have clearly defined

goals and timetables

and inclusive work environment.

to achieve an equitable We have

qualitative and quantitative organizational data

understand our current work environment.

to We have

strategies

and a well defined

roadmap

to achieve our goals.

We do have an integrated resources and organizational review practices to “prove” our business case.

measurement process

that uses our human We have an

infrastructure

TES Scorecard: Overview

Vision Business Case Leadership Goals Data Roadmap Measurement Infrastructure 0

3.14

3.08

3.44

3.58

2.17

2.80

2.92

2.61

2.94

3.33

2.52

2.58

2.80

2.92

2.97

3.42

3 4 TWI Norm Your Org.

The Equity Continuum ™ Scorecard

(TES)

Range Scores

Vision Business Case Leadership Goals Data Roadmap Measurement Infrastructure Continuum Score Minimum Score Maximum Score Average Consensus Index*

.882

.979

.826

.882

.725

.781

.669

.967

1.013

The Equity Continuum ™ Scorecard

(TES)

Highlights

Highest Scores   Business Case: Average = Vision: Average =   Lowest Scores Roadmap: Average = Goals: Average =   Most Variability Business Case Infrastructure Highest Relative to TWI Norm  Business Case Lowest Relative to TWI Norm  Data Most Consensus Overall  Measurement Overall EC Rating for Your Org. = 2.46 versus TWI Norm = 2.90

The Equity Continuum ™ Scorecard: Community Consultation Results

Board 2.81 TWI Norm 2.90

PWDs 1.75

Special Ed.

1.65

TWI Norm: Distribution of Employee Ratings 21% 28% 33% 18% 2% 1 2 3 4 5 Compliance Moving Beyond Compliance The Business Case Integrated Diversity Leaders in Diversity LGBT 2.8

Unions 1.87

Parent council 1.85

Aboriginal 1.89

Immigrant Services 2.55

2010 Winners and Scores Agrium Inc.1.60

Alberta-Pacific Forest Industries Inc. – 1.25

BC Hydro – 2.49

Bell Aliant Regional Communications – 2.60

Blake, Cassels & Graydon – 2.73

Boeing Canada Operations Ltd.- 2.21

Bruce Power Limited Partnership – 1.29

Business Development Bank of Canada – 2.60

Cameco Corporation – 1.29

Canada Mortgage and Housing Corporation – 2.90

Canada Safeway Limited- 2.81

Canadian Food Inspection Agency-2.74

Catholic Children's Aid Society of Toronto-2.48

Corus Entertainment Inc.- 1.80

Diavik Diamond Mines Inc. – 1.56

Ernst & Young LLP – 3.62

George Brown College – 2.25

Health Canada – 2.94

Home Depot Canada, The – 2.95

HSBC Bank Canada – 3.57

KPMG LLP – 3.55

L'Oréal Canada Inc.- 1.8

Manitoba Lotteries Corporation – 2.78

30 McGill University – 1.60

Mount Sinai Hospital – 2.53

MTS Allstream Inc.- 2.12

Nexen Inc.- 1.13

Novartis Pharmaceuticals Canada Inc.- 2.07

Ontario Public Service – 2.80

Port Metro Vancouver – 1.84

Procter & Gamble Inc. – 2.64

Royal Bank of Canada – 2.94

Saskatchewan Gaming Corporation – 1.59

Saskatchewan Government Insurance / SGI – 1.80

SaskPower Corporation – 2.26

Scotiabank Group – 2.97

Shell Canada Limited – 2.50

Stantec Consulting Inc. – 2.2

Statistics Canada – 2.24

Stikeman Elliott LLP – 2.11

Telus Corporation – 2.87

Toronto Police Service – 2.21

TransCanada Corporation – 2.36

University of British Columbia – 2.62

University of Toronto – 2.18

Best Practices 1’s & 2’s

1 Compliance

• • • • Motivated by compliance Reactive Focus on equality, rather than equity Stop initiatives if driving forces change or fall away

Corporate Social Responsibility 2 Moving Beyond Compliance

• • • • • 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 31 ©2010 TWI Inc. All rights reserved.

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) 32 ©2010 TWI Inc. All rights reserved.

Best Practices 2’s & 3’s

2 Moving Beyond Compliance Diversity 3

• • • • •

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.

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

The Business Case

3 Inclusion 4 Integrated Diversity

• • • • • • • 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

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?

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

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

Please stay in touch..

[email protected]

Phone: 416-368-1968 http://ca.linkedin.com/pub/trevor-wilson/4/959/9b7 http://twitter.com.inshalla

24 Nov2010 Peel Roundtable Speech and Continuum Workshop

Transcript 24 Nov2010 Peel Roundtable Speech and Continuum Workshop

Objectives

The Principles

Principle # 1

Equality vs Equity

Equality = sameness

Equity = fairness

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...”

Inclusiveness…

Create a Climate of Inclusiveness

Principle # 2

The Equity Continuum

Principle # 3

Proper Measurement

Principle # 4

The Implicit Association Test

To take the Implicit Association Test,

Principle # 5

The Equitable Competencies

ELA Highest 10% vs. TWI Norm

The Boss-Holes

The Boss-Hole Dirty Dozen*

Principle # 6

Designated Groups

Who Makes Up Our Community?

The Eight Questions that Matter

TES Scorecard: Overview

The Equity Continuum ™ Scorecard

Range Scores

The Equity Continuum ™ Scorecard

Highlights

Best Practices 1’s & 2’s

Best Practices of the 1’s & 2’s

Best Practices 2’s & 3’s

Best Practices of the 2’s & 3’s

Best Practices of the 2’s & 3’s

Best Practices 3’s & 4’s

Best Practices of the 3’s & 4’s

Best Practices of the 3’s & 4’s

Leadership Best Practices

Human Equity Resources

Human Equity Resources

Please stay in touch..

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