Building Inclusive Workplaces RacismFree Workplace Strategy

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Building Inclusive WorkplacesRacism-Free
Workplace Strategy
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Learning Objectives

• Explore definitions and characteristics of
  inclusive workplaces
• Explain the importance of inclusion through the
  exploration of demographic trends
• Identify the impacts of inclusion on an
  organization
• Explore strategies and best practices for
  creating inclusive workplaces
• Identify methods for measuring the success of
  inclusion strategies and tools

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Agenda

• Module 1 Understanding Exclusion
• Module 2 Understanding Inclusion
• Module 3 Demographics and Impacts of Inclusion
  in the Workplace
• Break
• Module 4 Inclusion Strategies Best Practices
  for Building Inclusive Workplaces
• Module 5 Measuring Inclusion in the Workplace

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Guiding Principles

• Confidentiality
• Respect
• Respect our Time
• Listen to Others
• Open Mindedness
• Share Your Thoughts
• Shut Off Electronic Devices

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Module 1 Understanding Exclusion

• Exercise

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Module 2 Understanding Inclusion
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An Inclusive Workplace

• ...treats individuals with dignity and respect,
  values similarities and differences, and extends
  to all employees the opportunity to fully
  participate in and be rewarded for their
  contributions to the success of the organization.
• BowmanBecker

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Inclusion Continuum

• Inclusive Organization
• Inclusion
• Integration
• Transition
• Epiphany
• Symbolism
• Resistance
• Denial
• Exclusive Organization
• Source Alok Mukherjee United Way of York
  Region AHRC

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Stage 1 Denial

• Attitudes
• Low employee morale
• High absenteeism
• Isolation of some employees
• Lack of confidence
• Low productivity
• Low percentages of visible minorities employed in
  the workplace
• Characteristics
• Inadequate or non-existent human resources and
  diversity policies, practices and training
• Racism, discrimination and harassment are common
  and go unchallenged
• Limited or no knowledge of diversity issues
• Employees are unaware of their rights under human
  rights and labour standards acts

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Stage 2 Resistance

• Attitudes
• No benefits for the organization
• I cant afford to invest time and money into
  diversity and inclusion initiatives
• What business case for diversity?
• Low productivity
• High absenteeism
• Low employee morale
• Characteristics
• Human resources and diversity policies exist but
  are not enforced
• Organizations meet their obligations under the
  employment equity act to avoid penalties
• Internal procedures for dealing with acts of
  racism or discrimination exist but remain unused
• No visible minority representation at management
  levels
• Employees remain uninformed of their rights under
  human rights and labour standards acts

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Stage 3 Symbolism

• Attitudes
• Surface appearance employer of choice
• Low productivity
• Low employee morale
• 55 of my front line workers are visible
  minority, Ive done my part
• Characteristics
• Recognition of cultural holidays and festivals
• Established training and mentoring programs, but
  limited visible minority participation
• Limited or no advancement opportunities
• Limited representation of visible minorities at
  management levels

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Stage 4 Epiphany

• Attitudes
• Managers are wanting to know more about the
  business case for diversity and best practices
  for creating inclusive workplaces
• Recognition of the need to have visible
  minorities participate in training and mentoring
  programs
• Characteristics
• Employees are being made aware of their rights
  under human rights and labour standards acts
• Key persons within the organization are being
  identified to lead change
• Organizations are becoming eager and willing to
  make a commitment to change

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Stage 5 Transition

• Attitudes
• Increased recognition of the talents and
  contributions of employees of all races, cultures
  and groups
• Improved employee morale
• Increased productivity
• Characteristics
• Increased participation of visible minorities in
  training and mentoring programs
• Organization becomes increasingly involved in
  community based events
• Development of creative outreach strategies for
  recruitment of visible minorities
• Some representation of visible minorities at
  management levels
• Training programs for managers
• Accountability at the managerial level
• Human resources and diversity policies are
  reviewed

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Stage 6 Integration

• Attitudes
• Ongoing recognition of the talents and
  contributions of all employees in the workplace
• High employee morale
• High productivity
• Low absenteeism rates
• Characteristics
• Increased representation of visible minorities at
  management levels
• Employees are made aware of their rights under
  human rights and labour standards acts
• Human resources and diversity policies are well
  communicated to all employees
• Holidays and festivals of all religions and
  cultures are recognized and celebrated
• The success and effectiveness of inclusion
  strategies are measured
• Accountability measures for managers
• Opportunities for employees to become involved
  with corporate policy
• Well established relationships with visible
  minority and immigrant serving organizations

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Stage 7 Inclusion

• Attitudes
• The talents and contributions of all employees
  are recognized and well awarded
• High employee morale and satisfaction
• High productivity
• Visible minority employees are encouraged to
  participate in training and mentoring programs
• Any forms of exclusion are challenged
• Characteristics
• Representation of visible minorities at
  management and executive levels
• High rates of retention
• Training programs designed for managers
• Management accountability
• Human resources and diversity policies are
  reviewed on a regular basis
• Strategies for inclusion are measured for success
  and effectiveness

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Module 3 Demographics and Impacts of Inclusion
on the Workplace

• Why is inclusion important to me and my business?
• Why should we invest resources into diversity
  initiatives?
• What will be the return on our investment?
• What do I need to do to promote inclusion?

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Atlantic Canada four periods of immigration

• 1980-1983- AC decreased- fell 50 from 3,553 to
  1,767
• 1983- 1995- increased from 1,767 to 4,956- NS
• 1995- 2002- declined by 47
• 2002- 2006- increased by 101 peaking at a 26
  year high of
• 5, 307 in 2006 far exceeding the 9.8 increase
  in immigration in Canada in the same period
• Trend- Immigrants from Europe to- Asian, Africa
  South America, Japan, China, Middle East
• Retention rate increased from 52 in 2001- to 64
  in 2006
• Source The Immigration Imperative in NB- Alec
  Bruce- Metropolis Atlantic- Our Diverse Cities

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Canadian Population (Statistic Canada 2006
Census )
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NL Population- 2006 Census
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NL Visible Minorities- 2006 Census
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NL Trends- Visible minorities population per
census ( Statistics Canada)
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Age Group- Visible minorities in NL- 2006 Census
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Immigrant Inflows and their retention in Atlantic
Canada- source Ather H. Akbari- Economics-
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Foreign-Born as a Percentage of the Metropolitan
Population, 2006
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Impacts of Inclusion in the Workplace on the
Individual

• Increased productivity
• Job satisfaction
• Generation of new ideas
• Increased employee morale
• Sense of belonging and loyalty
• Opportunities for skill development
• Willing and eager to take on new projects
• Higher flexibility and responsiveness
• More engaged
• Motivated

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Impacts of Inclusion in the Workplace on the
Team

• More efficient
• Innovation and creativity
• Better working climate
• Better performance
• Cooperation and collaboration
• Increase in teams knowledge
• Social cohesion
• Opportunities to learn about other cultures
• Exposure to global skills and expertise

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Impacts of Inclusion in the Workplace on an
Organization

• Cost reduction
• Better image of the organisation (value
  diversity)
• Improved retention rates
• Access to new markets
• Access to talent
• Understanding of cultural values
• Reputation with governments and other
  stakeholders
• Attract new employees
• Decrease absenteeism
• Decreased sick leave
• Improved understanding of customers needs
• Wider capacity of flexibility and adaptability
• Become an employer of choice
• Happier employees who wont seek employment
  elsewhere
• Reduction in training costs
• Increase customers satisfaction

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Module 4 Inclusion Strategies, Best Practices
for Building Inclusive Workplaces

• Exercise

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When considering characteristics, looks at things
like

• Whos the driver of the strategy
• What is it going to cost ( low or high)
• Whats the effect ( who, how, when)
• What are some visible outcomes that you may see
  as a result of implementing such a strategy?

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Ex- Inclusion Strategies- Recruitment-Community
Outreach

• Characteristics
• Management / senior executive driven
• Low cost
• Strengthens the organizations image in the
  community
• Strengthens customer/ client base

• Examples
• Network with visible minority and/or immigrant
  serving organizations in your community
• Partner with community organizations to develop
  training/ placement programs
• Participate in career fairs

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Recruitment- Partnership with Educational
Institutions

• Characteristics
• Management/ senior executive driven
• Low cost
• Assists in recruiting qualified/well trained
  diverse staff
• Strengthens the organizations image in the
  community

• Examples
• Internship programs

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Strategy Media Outreach

• Characteristics
• Management/ senior executive driven
• Moderate to high cost
• Attracts diverse candidate pools
• Strengthens the organizations image in the
  community

• Examples
• Ethnic TV media
• Ethnic Newspapers
• Ethnic Radio

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Strategy Modified Interview Techniques

• Characteristics
• Management/ senior executive driven
• Assists in recruiting diverse staff
• Provides candidates with a feeling of comfort
• Assists in dealing with behaviours that are not
  characteristic in all cultures

• Examples
• Structures group interviews
• Offsite interviews ( rural areas)
• Child care options
• Offer to conduct interviews in different
  languages
• Have interpreters present
• Diversify the interviewer panel
• Interview handbook
• Employee Advisory Committee

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Retention- Strategy-Training

• Characteristics
• Management/ senior executive driven
• Moderate to high cost
• Courses/workshops can be tailored to the needs of
  the organization
• Offered to management, employees, senior
  executives, unions
• Raises awareness Understanding of diversity
  issues

• Examples
• Cross cultural training
• ESL
• An introduction to diversity
• Anti-harassment/ anti-racism training
• Diversity training for all employees
• Create internal mechanisms for complaints and
  conflict resolution

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Retention- Strategy- Rewards and Recognition

• Characteristics
• Management/ senior executive driven
• Low to moderate cost
• Employees feel appreciated and valued
• Motivates employees to make positive
  contributions to the organization
• Advancement

• Examples
• Employee of the month/ quarter
• Bonuses in the form of time off
• Cash bonuses
• Acting assignment opportunities
• Celebrate milestones, anniversaries

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Retention- Mentoring Programs

• Characteristics
• Management/ senior executive driven
• Low cost
• Helps to retain values employees
• Integration of employees
• New employees understand and adjust to corporate
  culture
• Advancement
• Mentors- sense of pride
• Mentees appreciation and commitment

• Examples
• New /junior employee is paired with an
  experience/ senior employee

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Advancement- Strategy- Management Training and
Development Program

• Characteristics
• Management/ senior executive driven
• Low cost
• Commitment of the employer
• Learn skills- through development assignments

• Examples
• Acting managerial assignments

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Advancement- Strategy- Management and Senior
Executive Commitment

• Characteristics
• Management/ senior executive driven
• Low to moderate cost
• Shows employees that management is serious about
  inclusion
• Strengthens employee morale
• Strengthens employee commitment

• Examples
• Providing time and money resources for training
  and other diversity initiatives
• Participating in training and other initiatives
• Creating internal mechanisms for complaints and
  conflict resolution
• Demonstrate a commitment to accountability

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Advancement- Strategy Performance and learning
Agreements

• Characteristics
• Management/ senior executive driven
• Low cost
• Builds accountability
• Employees feel valued
• Strengthens employees commitment and loyalty to
  the organization
• Career development
• Increases employee morale

• Examples
• Performance targets
• Training and educational opportunities of
  interest

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Elements of an Action Plan

• Where where are we now and where do we want to
  go
• What objectives
• Why reasons
• How activities, resources
• Who parties responsible
• When target dates for completion

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10 Step Action Plan

• Determine what stage of the continuum your
  organization is at
• Set your goals
• Prepare yourself and management
• Form a steering committee
• Identify strategies and activities
• Identify constraints and barriers

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10 Step Action Plan

• Develop a communication plan
• Evaluation Plan
• Implementation
• Evaluation

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Module 5 Measuring Inclusion in the Workplace

• Exercise

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How Can I Assist You Further

• Support with developing an action plan
• Support with presentation to senior management
• Training and advice to key employees
• Referrals and resources

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Partner with Immigrant Serving Agencies

• Over 235 immigrant serving organizations exist
  across Canada to support immigrant settlement,
  employment and integration. http//www.cic.gc.ca/e
  nglish/resources/publications/welcome/wel-20e.asp
  
• Partnership Opportunities
• Access the Agencies Job Bulletin Board
  Networks
• Mentor New Canadians in the Workplace
• Attend Breakfast Networking Events with New
  Immigrants
• Offer Volunteering or Temporary Placements

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Get to Know Visible Minority Communities

• Canadian Race Relations Foundation
  http//www.crr.ca/
• Canadian Ethnocultural Council http//www.ethnocul
  tural.ca/
• Community Groups http//www.diversitywatch.ryerson
  .ca/links/
• Canadian Immigrant Online Magazine
  http//www.canadianimmigrant.ca/
• National Council of Visible Minorities
  http//ncvm.gc.ca/
• National Visible Minority Council on Labour Force
  Development http//www.nvmclfd.ca/

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Leaders in Ethno-Cultural Communities

• Participate in Cross-Sectoral Community
  Initiatives
• Establish Relationships with Key Ethno-Cultural
  Stakeholders
• Understand their Contributions Time Limitations
• Cultural Awareness and Sensitivity
• Volunteer Positions
• Propose Initiatives with Communities
• Sponsor a community or cultural event
• Present at a community meeting
• Promote your company and job openings to their
  members

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Partner with the Ethnic Media

• Reach Potential at 30 of all Canadians
• 14 Full Service Radio Stations
• 60 Mainstream Radio Stations Offer Ethnic
  Programming
• 250 Ethnic Newspapers in Canada, representing
  over 40 cultures, including 7 non-English dailies
• List of Ethnic Media Outlets http//www.diversityw
  atch.ryerson.ca/links/ethnic/
• Wikipedia Ethnic Media List http//en.wikipedia.or
  g/wiki/CategoryMulticultural_and_ethnic_media_in_
  Canada

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Online Resources Recruiters

• Online Diversity Job Board http//www.diversitycar
  eers.ca/
• Diversity in the Workplace http//www.diversityint
  heworkplace.ca/
• Equitek Employment Equity Solutions
  http//www.equitek.ca/
• Online Guide to Hiring Immigrants
  http//5stepsolution.ca/
• Canadian International Centre for International
  Credentials http//www.cicic.ca/404/recognition-
  of-professional-qualifications.canada
• Directions for Immigrants in Trades
  Professional Careers http//www.ditpc.ca/calgary_q
  ualify_regulated_occupations.htm

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Strive to Become a Diversity Champion

• Canadas Best Diversity Employers
  http//www.canadastop100.com/diversity/
• Power of Inclusion Award http//diversityinthework
  place.ca/power_of_inclusion.php
• Local Diversity Awards Competitions

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Other local partners

• Association for New Canadian- www.anc-nf.cc-
  Services for Internationally Educated
  Professionals trades Persons
• Federation of Newfoundland Indians-
  http//www.fni.nf.ca/
• Labrador Inuit Association- 709-922-2942-http//ww
  w.nunatsiavut.com/
• Labrador Metis Nation- 709-896-0592-http//www.lab
  radormetis.ca/home/blog.php
• Miawpukek First nation- 709-882-1272-http//www.mf
  ngov.ca/
• Mushuau Innu Band Council- 709-478-8827-
  http//www.aboriginalcanada.gc.ca/acp/community/si
  te.nsf/en/fn32.html
• Sheshatshiu Innu Band Council- 709-497-8522-http/
  /www.aboriginalcanada.gc.ca/acp/community/site.nsf
  /en/fn33.html

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RFWS Training Topics

• Building Inclusive Workplaces
• Introduction to Diversity
• Challenges Facing Visible Minorities in the
  Workplace and Strategies for Change
• Building the Business Case for Racial Diversity
• Mastering Aboriginal Inclusion
• RFWS Racism Awareness
• Duty to Accommodate
• NFB Videos Work for All Series on Racism in the
  Workplace (Facilitation Guide)

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RFWS Network

• Access to Racism Free Workplace Strategys
  Stakeholders Network
• Update about RFWS partnership initiatives
• Update about RFWS training opportunities
• Direct access to members of Network
• Other employers
• Community organizations
• Visible minority and Aboriginal associations
• Government stakeholders
• Unions
• News and learning events from the Network members

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• Racism Prevention Officer
• Racism Free Workplace Strategy
• Email rene.robichaud_at_hrsdc-rhdsc.gc.ca
• Phone [phone]
• Thank you!