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Building an Inclusive Workplace

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elena chernikova

on 7 October 2013

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Transcript of Building an Inclusive Workplace

Certain people get preferential treatment.
Building an Inclusive Workplace
Judy Chapman
Senior Consultant
◦Understand concepts and the definition of an inclusive workplace

◦Articulate the rationale and importance for creating an inclusive workplace

◦Through a self-assessment, discover how inclusive your workplace is

◦Learn key steps for creating an inclusive workplace that engages employees from different backgrounds.

Learning Objectives
Why inclusive workplace?
◦Changing demographics impacting talent strategies

◦Diverse workforce reflective of diverse communities

◦Increased productivity, innovation & better service delivery

◦It is the right thing to do

◦Diversity is here to stay

Diversity refers to the presence of a wide range of human qualities and attributes within a group or an organization. The dimensions of diversity include, but are not limited to age, gender, race, ethnicity, physical and intellectual ability, religion, sexual orientation, educational background and expertise.

Diversity also refers to the richness that exists when people with a variety of backgrounds, orientations, skills, and experiences are able to participate in and contribute to an organization’s work environment and the services we deliver.

What is an Inclusive Workplace?
A diverse workplace includes people who differ in work background, experience, education, age, gender, race, ethnic origin, physical abilities, and all the other ways in which we differ. It is the mix.

An Inclusive workplace is one that values and utilizes individual and intergroup differences, within its workforce; and cooperates with, and contributes to, the diverse community it serves. An inclusive workplace gets the mix, whether internal, external or a combination of the two, to work well together.

Source: Adapted from Mor Barak, Managing Diversity: Toward a Globally Inclusive Workplace (2000b, 2005, 2011) and Andre T Tapia, The Inclusion Paradox: The Obama Era and the Transformation of Global Diversity, Hewitt Associates, 2009.

Diversity is the Mix
Inclusion is getting the mix to work well together

Critical Mass
Inclusive Organization
Developing an Inclusive Workplace
In consultation with key strategic stakeholders:
◦Define and adopt a vision, the desired state

◦Devise action plan with timeframes

◦Set realistic and measurable goals

◦Identify simple metrics that can be measured over time

◦Evaluate the progress

◦Reflect on what is learned, incorporate learning in the process and adjust action plan if needed
For Sustainable Diversity and Inclusion
+Only sustainable diversity and inclusion will yield a strong “diversity dividend”

+Sustainable diversity and inclusion must be operationalized in an organization’s culture – its values and practices
Nuts & Bolts
Welcome to Webinar
Talent: supply vs. demand
33% of employers globally (25% in Canada) can’t find the talent their organizations need.
Only a quarter of foreign-educated immigrants whose education allows them to work in a regulated profession are actually doing so here in Canada.
Demographics are changing
Currently about one in eight Canadians has a disability that affects their mobility, agility, hearing, vision or learning.

Today for the first time, we have four generations working side by side in the workplace.

Aboriginal peoples are the fastest growing population in Canada, growing 2.5 times faster than other population groups.

The number of same-sex married couples in Canada nearly tripled between 2006 and 2011.

Today, one in every five people in Canada are foreign-born.

Employment of women is still seen as an untapped resource for companies.
Diverse Teams Produce Better Results
Between 2008 and 2010, companies with heterogeneous top teams were also top financial performers.

Productivity output is higher when there are the benefits of collaboration and significant skill diversity.

Companies that have a strong commitment to diversity have been found to outperform other companies in their industry.

Companies with the highest representation of women in leadership financially outperform companies with the lowest representation.

Source: McKinsey Quarterly, 2012. “Is there a payoff from top-team diversity?” Barta, Kleiner, & Neumann. Dr. Scott Page. 2007. “The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools and Societies” (Princeton University Press). Hamilton, Nickerson & Owan. 2004. Diversity and Productivity in Production Teams. Washington University Press.

Source: Demographic Trends and Implications for the City of Calgary. Merrill Cooper. Canadian Policy Research Networks; 2006 Census, Statistics Canada.

Source: Statistics Canada, Census 2006. Manpower Talent Survey 2012. Immigration et Communautés culturelles Québec.
Source: Global Workforce Study, Towers Watson, 2010 & 2012.

Study Finding: Employers need to better understand workforce differences and create a more customized work experience to fully draw out people’s discretionary effort and performance potential.

Global companies with high sustainable engagement have margins almost three times larger than that of organizations with disengaged workers.

67% of Canadian workers are not fully engaged in their work. 

Engagement, Inclusion & Profitability

How Inclusive Your Workplace is?
Could you be fostering a culture of exile?
Sexual orientation
Geographic location
Personal habits
Recreational habits
Educational background
Work experience
Parental status
Marital status
Management status
Functional level/classification
Work content/field
Union status
Professional affiliation
Work location
Business Etiquette
Official Languages
Political System
Economic System
National Values
Countries of operation
Organizational Dimensions
External dimensions
Internal dimensions
Layers of & Intersections of Diversity
Loden and Rosener. 1991
Gardenswartz & Rowe. 1994
Cliques and inside jokes flourish.
There are obvious signs of hierarchy.
There’s no path for personal development or advancement.
By following a leadership code of conduct that demands you treat all employees fairly and equally can eliminate this.
Make an effort to help everyone feel they belong. Host fun workplace events and celebrations that strengthen bonds between all co-workers.
How Inclusive Is Your Workplace?
When employees have that reassuring sense that they belong to the company overall, they don’t have to close ranks and play power games. They can share and collaborate because it’s safe to do so.
True belonging is knowing knowing that management cares about your future and wants you to live up to your potential. That’s why it’s wise to have a written development plan for every employee at every level.
Source: HRM Online, 11 September 2013
The Path from Exclusive Club to Inclusive Organization
Exclusive club
Passive Club
Symbolic difference
Critical mass
Inclusive organization
pressure to fit in
fear speaking up
"who you know" is more important than "what you know"
denial of differences
sink or swim to prove yourself
no policies/procedures/practices to support an inclusive workforce
different opinions are encouraged and welcomed
knowledge and ability matter the most
competencies to adapt to different culture contexts are nurtured
trust is a given in dynamic and diverse teams
differences are additive and productive
inclusiveness is embedded in HR life cycle
policies and practices contribute to building an inclusive workforce
interactive culture is embraced
Adapted from The Path from Exclusive Club to Inclusive Organization: A Developmental Process. The Kaleel Jamison Consulting Group, Inc.
Andres T. Tapia, 2009
It’s the manager’s job to break down those walls and create a true team. “Belonging” means everyone is equal and marching together toward common goals.
Entrenched silos lead to information withholding and turf wars.
There’s no path for personal development or advancement.
True belonging is knowing that management cares about your future and wants you to live up to your potential. That’s why it’s wise to have a written development plan for every employee at every level.
Adapted from: Tapia, 2009
Adapted from: Tapia, 2009
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