Category Archives: Diversity, Equity and Accommodation
 Maximizing the different perspectives and skills of diverse employees is an economic imperative. You need to educate managers about the benefits of diversity as well as their responsibilities to treat all employees equitably and accommodate them as needed.
Dean, Ted Rogers School of Management at Ryerson University
In the past few days, business leaders across the U.S. have spoken out against President Trump’s executive order on immigration. From Apple, Facebook, Amazon and Google to Ford, Starbucks and Goldman Sachs, CEOs have reinforced that diversity is a strength. The Canadian tech community also wrote an open letter in support of diversity.
Indeed, the business case for diversity is compelling. Having different opinions at the table is critical for innovation in the information age. Research by McKinsey shows that companies with more diverse workforces see greater financial returns. The study found that companies in the top quartile for racial and ethnic diversity and those in the top quartile for gender diversity are respectively 35 per cent and 15 per cent more likely to have financial returns above their national industry medians. This report is one of many pieces of evidence telling us what we already know: Diversity drives innovation and innovation helps drive bottom-line results.
The world is no longer white and male — and it’s time businesses woke up to this new reality. So how can businesses foster diversity?
Content for this article originally appeared in “Recruiting for Success: A Recruiting Firm’s Take on Diversity Recruiting” in JER HR Group August 2016 Newsletter
Establishing inclusive recruitment practices is an important step to reach the broadest talent pool. Companies can rely too heavily on dated practices that unwittingly limit hiring access to just a segment of the talent pool. For example, hiring strategies that may be limiting the diversity of job candidates could include relying on traditional ways of sourcing talent, or using interviewing techniques that are not sensitive to diverse backgrounds including language backgrounds. Impacts of outdated strategies are felt at both at the sourcing and interviewing stages.
Below are some practical tips from JER HR Group, a human resources consulting firm servicing global clients with offices in New York and North Carolina.
Tips and recommendations from JER HR Group
Data-driven approach equips you with the right information
To recruit effectively know the facts and data about what works in your industry:
Strategically decide where to post jobs
Determine what content goes into the posting
Identify what criteria will attract a target group
Don’t re-invent the information wheel, leverage existing resources
Way to identify and plan how best to leverage existing sources:
Networking groups and social media that are proven to drive influence and impact
Now that you have a plan on how to recruit diverse candidates, it’s time to implement
Examine & challenge your own biases before you begin an interview
Focus on the actual qualifications needed for the job
Evaluate a candidates’ qualification based on merit
Select an interview panel that is diverse and respectful of different cultures and characteristics. Diverse interviewers bring diverse viewpoints.
What constitutes a diverse and inclusive interview panel?
Interviewers understand and are respectful of different cultures and characteristics.
Interviewers understand diversity and cultural competencies for interviewing and hiring
Integrate diversity into the interview in a way that allows for valid and critical information to be gathered
When hiring, consider how each applicants’ similarities and difference might enhance diversity in the company.
Inclusive workplaces lead to thriving businesses, fostering an inclusive workplace starts with making inclusion a company-wide priority and value.
Ask employees how the company is doing in fostering an inclusive workplace.
Collect the data you have gathered and determine if there is an inclusivity problem- are employees not fitting in?
Develop a plan to address the inclusion issues.
Content for this article originally appeared in “Recruiting for Success: A Recruiting Firm’s Take on Diversity Recruiting” in JER HR Group August 2016 Newsletter
Understand what it’s like to be an immigrant job seeker
Understand your blind spot – Tips from Harvard psychologist Dr. Mahzarin Banaji “We’d like to believe we are open-minded, fair and without bias, but research shows otherwise. This is an important, even if uncomfortable, realization for most of us.” Dr. Banaji
The latest DiverseCity Counts research, by Dr. Paul D. Larson, CN Professor of Supply Chain Management at the University of Manitoba, examines whether, why and how organizations have embraced diversity in their purchasing and supply chain strategies, policies and practices.
The research focused on organizations that buy goods and services from other organizations that are at least 50% owned and operated by visible minorities. It conducted an electronic survey of more than 165 organizations and a web scan of more than 138 in the Greater Toronto Area that together account for over $100 billion of dollars spent in the region, or approximately 33% of the region’s economic activity.
The research found that while most organizations have employee diversity policies, significantly fewer have supplier diversity programs.
Organizations that do have a supplier diversity program credit much of their success to top management commitment and efforts to work closely with current or future suppliers. Some organizations report difficulty finding qualified minority suppliers or determining which organizations are led by visible minorities. Of those organizations with a supplier diversity program, 29% do not track how much they spend on goods and services provided by visible minority owned companies.
Virtually every job requires competencies in nine essential skills. Do you know what they are? Learn about the tools and resources available to employers to assess and support essential “soft skills” among employees, including new immigrants.
Finding and keeping workers with the knowledge and skills needed to get the job done is critical for today’s businesses. Learning more about the nine essential skills used in nearly every job can help you reap the benefits of effectively engaging immigrants at work.
Many employers recognize that immigrants have the technical skills required to complete workplace tasks, but often find that they lack the equally valued “soft skills”, such as communication, problem-solving and teamwork, to excel at work.
Essential skills offer employers a common language that can help both employers and employees identify skills gaps and support essential skills development to increase job potential.
Integrating essential skills into business practices does not have to be time consuming or complicated. For example:
The Vocabulary Building Workbook can be used with immigrant workers to boost their communication skills – both oral and written – through a variety of exercises that teach new words commonly used in the Canadian workplace.
Businesses that effectively attract, retain and engage skilled immigrants benefit from increased innovation, productivity and overall competitiveness. Boost your success by tapping into this vital source of talent – and use essential skills to get you started.
“Having diversity is interesting,” said Zabeen Hirji, chief human resources officer for the Royal Bank non-commitally. “It’s when you do something with it that it becomes powerful.”
She had put her finger on one of the biggest challenges facing this city: moving from diversity to inclusion.
As a woman, an Ismaili Muslim and an immigrant from Tanzania, Hirji is acutely aware of the difference. Many Torontonians are not.
Speaking at the annual meeting of the United Way of Toronto, Hirji was careful not to offend the business leaders in the room. (Eighty per cent of the charity’s funds come from the corporate sector in direct donations and employee payroll contributions). But she made it clear that diversity — which Toronto has in abundance — is simply a description of the city’s talent pool. Inclusion is the act of tapping into the whole pool — not just the top layer — and mixing people from disparate cultures, backgrounds and generations together in a way that allows them to combine their strengths.
On that score, Toronto doesn’t do as well. Very few immigrants — who make up 46 per cent of the city’s population — hold senior positions in business, politics or civil society. Racialized Torontonians — as they call themselves — are disproportionately poor, underemployed and socially isolated.
Many influential Torontonians who could reach out — corporate CEOs, political leaders and heads of major public institutions — don’t; or don’t do it effectively. Many immigrants and their descendents in turn, live in ethnic enclaves, work for employers from their country of origin and socialize among themselves.
Hirji wasn’t there to preach. Her primary message was that harnessing the talent and energy of young people, newcomers, members of First Nations, gays and lesbians and other minorities is good for business and good for the city. She offered three tips, drawn from her 13 years spearheading RBC’s drive to make its workforce a better reflection of the population: Start with a clear commitment from the top, develop an explicit plan and get buy-in from all employees.
Each year, WIL is very pleased to recognize an individual, group or company that has demonstrated Winning, Innovation and Leadership as related to the clients served by our organization. This year, our selection committee unanimously and enthusiastically selected Sarah Tattersall as the receipient of the 2014 WIL Award.
As Talent Solutions Manager at 3M Canada, Sarah has consistently volunteered her time and talents to assist WIL’s clients in achieving meaningful employment in their fields. She demonstrates a WINNING commitment to connecting business and newcomer talent within her company and London Region’s broader business community.
The lack of diversity among superior court judges in Canada that made headlines recently has been flagged before by several studies. In reported comments, Peter MacKay, the Minister of Justice and Attorney General of Canada, has been anecdotal on why there is a lack of women on federally appointed court benches while being silent on why the number of visible minority judges is so low.
Minister MacKay’s inability to offer insight into an opaque process that produces a demographically skewed judiciary may stem from lack of official data. While we know that female judges account for 382 out of 1,120 federal judges, the Office of the Commissioner for Federal Judicial Affairs does not track the numbers of visible minority appointees. The Canadian Bar Association, in an assessment of the procedures for the appointment of judges, has identified the lack of data about representation of visible minorities in the judiciary as a major barrier to progress.
According to a Globe and Mail and University of Ottawa analysis, in the past five and a half years Ottawa appointed just a handful of non-white judges out of the nearly 200 first-time justices it has named to the bench. Improving Representation in the Judiciary: A Diversity Strategy, a study released by Ryerson University’s Diversity Institute in 2012, revealed that while some progress has been made with female representation, it remains stalled in the case of visible minorities. Just 2.3% of the federally appointed judges analyzed based on a sample of 221 were visible minorities.
There is a higher percentage of visible minority judges among Ontario’s appointees. In a sample of 138, 10.9% are visible minorities compared to 15% of practicing lawyers in the province. The better representation could be partly attributed to the differences in the appointment processes between the federal and provincial courts.
More open and transparent process
While not perfect, the Ontario Court of Justice requires a broadly constituted appointments committee that reflects the diverse population of the province, the Diversity Institute study said. The process is also made more open and transparent by announcing and advertising vacancies and reaching out to communities. In contrast, the study found the federal process appeared to be less transparent, with decision-making more concentrated in the hands of politicians.
The Diversity Institute research, part of a large multi-year study, builds on an earlier examination commissioned by the Maytree-Civic Action DiverseCity Counts project. That report, released in 2011, showed just 6.8% of leaders in the Greater Toronto Area legal sector were visible minorities, relative to 49.5% of the population studied. Judges, justices of the peace, governing bodies, law school leaders, partners in the top 20 law firms and crown attorneys in the area were included in the study. It reinforced an earlier report that showed only 14.4% of practicing lawyers in the area were visible minorities.
Previous research also suggests that barriers to entry persist in law firms. The Canadian Association of Black Lawyers has said legal professionals from the community do not have equal access to articling and post-call positions in corporate and commercial law firms. Immigrant lawyers, particularly visible minorities, also find it difficult to get their credentials recognized. They face barriers to advancement and are frequently offered non-permanent contract positions with fewer leadership opportunities.
As judicial appointments are inherently political processes relying heavily on informal networks for nominations, visible minorities are less likely to have access to them. This very lack of diversity throughout the path makes the likelihood of finding visible minorities in positions that lead to judicial appointments more difficult.
What this implies is that not only does the problem increase as we move up the value chain, but lower down, the reservoir of talent that supplies the federal courts doesn’t reflect Canada’s changing demographics, either.
Diversity at the top of the legal profession is a social imperative as lawyers and judges are in the forefront of advocacy and social change. The federal government should take the lead to ensure fair representation in a sector that is critical to our democratic society. It could start by establishing clear diversity goals, tracking the number of diverse appointees, and establishing a more open and transparent process.
Here are 10 ideas that you can use to celebrate diversity in your workplace throughout the year and to create a more inclusive workplace. Honouring other faiths and beliefs can help to bridge the gap between us and those who are different from us. Trust is built when respect is felt.
Hang a world map in your main office/hallway and have each staff member pinpoint their birthplace.
Organize an intercultural potluck and invite everyone to write a short description of the food they contributed so that others can learn about the dish and the culture.
Create a Learn at Lunch Day/Series where those who wish can share an aspect of their culture not usually known. Include Canadian-born staff as well!
Honour religious differences by learning something about the faith practised by each member of your staff. Acknowledge major religious holidays and celebrations, perhaps combining with learn at lunch.
Count the number of languages spoken in your office/department and post next to the world map.
Invite your diverse staff to a focus group on how they have adapted to the work culture in your organization. Use their feedback to help new immigrant staff feel welcome and integrated.
Organize a book group or movie day where either a book or film from another country is shown or discussed.
When you interact with others, remember that immigrants and refugees carry an invisible backpack of history that we cannot see. Invite one of your diverse staff members to share their story in your company newsletter or bulletin.
Ask if diverse staff members would like to organize a cooking demo at lunch and prepare a traditional or common food from their country of origin.
Include intercultural elements into your coursework or other office initiative (for example, if you work in a counselling centre, organize a day where diverse staff members can share how counselling is practised in their home country) to increase understanding.
Developing successful diversity and inclusion strategies at times can be vexing to talent leaders. Many organizations have diversity initiatives that are led by dedicated teams and councils, involve employee-resource groups and offer diversity-training and mentoring programs. Yet, there is little improvement in the representation of women and/or minorities in their ranks.
Many of these efforts stagnate because they simply mimic the practices of others. Diversity and inclusion leaders need the right data and analysis to reveal what needs to be done to effectively build representation and they need to look broadly at talent-management practices.
Lack of evidence specific to the organization makes it that much more challenging to galvanize business leaders to take action. And the absence of a holistic focus and partnership with human resources also severely limits a company’s options. Analytics and a company-wide approach to identifying areas of risk and opportunity have been effective in helping companies achieve what have been elusive objectives.
Mercer’s research shows that the following steps will lead to a more diverse and inclusive workforce.
Can having a “Mediterranean” nose hinder your ability to land a seat at a university? Apparently it did at no less a place than Yale in the mid-twentieth century, says Dan A. Oren in his book Joining the Club – A History of Jews and Yale.
Such was the prejudice against Jews at this Ivy League institution that the admission panel came up with a “tactful” code to restrict their enrollment: finding fault with a candidate’s nose and making it reason enough to reject an application.
While such blatant discrimination is unimaginable today, the fact that diversity was unwanted in the club-like atmosphere of Yale in the 1940s has a lesson for all of us, said Mahzarin Banaji, Harvard University professor of social ethics, at an RBC Inclusive Leadership event on May 29, 2014.
“We must ask what it is that we are doing today that would look like the ‘Mediterranean nose’ 50 years from now,” said Dr. Banaji, who is also the co-author of the book Blindspot: Hidden Biases of Good People.
She said we underestimate the degree of influence our unconscious biases have. Most often strong expectations outweigh or push out the evidence. Put simply, our mindset is not as inclusive as we think it is.
It is a distressing claim, one that tends to surprise those who are confronted by evidence that shows their behaviour is out of sync with their intentions. But research conducted by Dr. Banaji and her colleagues reveals that the human brain is hard-wired to make quick decisions based on a variety of assumptions and experiences without us even knowing it is doing so.
“We’d like to believe we are open-minded, fair and without bias, but research shows otherwise. This is an important, even if uncomfortable, realization for most of us,” said Dr. Banaji.
Deadly Gender Bias
Pointing out the complete irrationality that can arise out of unconscious bias, she cited the case of people judging hurricane risks based on their names. More than six decades of death rates from US hurricanes show that feminine-named hurricanes caused significantly more deaths than those with masculine names. Research indicates that this is because feminine names lead to lower perceived risk and consequently less preparedness.
“While getting killed in hurricanes is an extreme consequence arising out of widely held gender stereotypes, its implications in everyday life are many,” said Dr. Banaji. Research on hidden bias reveals that in spite of the best intentions, most people harbour deep-seated resistance to the “different,” whether that difference is defined by such evident factors as race, gender, ethnicity, age or physical characteristics, or more subtle ones such as background, personality type or experiences.
Dr. Banaji drew on two news photo captions in the aftermath of Hurricane Katarina to illustrate how we unconsciously put into context things we perceive. The caption for the picture of a black woman carrying goods on her head through the flood waters said she had “looted” it. A similar picture of a white couple with backpacks had a caption that said they “found” the goods.
Outsmarting the Brain
As potent as hidden biases can be, the good news is that it is possible to overcome them. Although it requires a courageous approach to inclusiveness in everyday interactions, the solution isn’t complex or costly. Instead, all it takes is a concerted effort to outsmart our own brains through awareness, acknowledgment and consciousness.
The first step to defeat hidden biases is to be honest with ourselves about the blind spots we have. Having a bias is only human. The only shame is in making no effort to improve. “Human beings are an improving species — we have been improving ourselves in every way over millennia,” said Dr. Banaji.
“Comfort with diversity is an acquired taste, just like single malt Scotch,” she quipped. “But we already embrace and encourage it in a variety of spheres. Like for instance diversity in a financial portfolio, diversity in out nutrient intake and the conscious effort to keep the gene pool diverse by not marrying our cousins!”
Winners of the 2014 Canada’s Best Diversity Employers competition were announced in February. In particular several employers were recognized for their development and implementation of various programs and HR strategies to better manage visible minorities and skilled immigrant talent.
On February 10, 2014, the winners of the annual Canada’s Best Diversity Employers competition were announced, recognizing employers from across the country for creating inclusive workplaces for employees from five diverse groups: women; visible minorities; persons with disabilities; Aboriginal peoples; and lesbian, gay, bisexual and transgender (LGBT) peoples. Employers were selected by the editorial team at the Canada’s Top 100 Employers project, which manages the competition.
In this post, we highlight employers who have developed and implemented programs and HR strategies – many in partnership with immigrant employment organizations – to create a more inclusive working environment for visible minorities and skilled immigrants.
Enbridge and Rogers Communications offer skilled immigrants a much needed job opportunity by providing paid internships through Career Bridge. Shaw Communications, the City of Saskatoon, and Saskatchewan Government Insurance work with local settlement organizations to offer work placement opportunities.
Winning companies are also implementing innovative HR practices to develop an inclusive working environment. BC Hydro encourages managers to hire skilled newcomers at junior-level positions and provides a defined career advancement plan, which includes timelines for performance and development reviews. The electric utility also recognizes provisional membership to regulatory bodies, such as the Association of Professional Engineers, Geologists, and Geophysicists of Alberta (APEGGA), and supports new Canadian employees through the membership process.
Various levels of government also recognize the value of a diverse workforce. The Ontario Public Service piloted an Admin Support Program, which offers visible minority and Aboriginal administrative staff learning and development opportunities by placing them in a higher stream position for a full year. The City of Ottawa partnered with Hire Immigrants Ottawa to host a coaching event for new Canadians and provides members with opportunities to connect with human resource professionals.
We would also like to congratulate ALLIES national partners who have been recognized as one of Canada’s Best Diversity Employers: CIBC, Dentons Canada LLP, Ernst & Young LLP, RBC, TD Bank Group and Telus Corporation. These employers have continually implemented a range of initiatives to attract and retain employees from diverse communities and create an inclusive working environment.
Zabeen Hirji talks about how RBC is teaching its leaders to overcome unconscious bias; how it’s fostering diversity through processes versus organic evolution and how it reconciles those processes with regulatory requirements.
Diversity is one of those buzz words often tossed around in the corporate world by organizations with an interest in presenting themselves as progressive. Yet, in many cases talk of diversity is just that — talk. RBC may be the exception to the rule.
Current CEO Gord Nixon — who will be retiring later this year — has made diversity of gender, culture, age and professional experience a priority for the bank, believing it to be good for business. If RBC’s track record is any indication, he’s right.
The bank has generated $58-billion in total profit during Mr. Nixon’s 12-year tenure and saw its share price soar 164%. For its efforts, RBC has been recognized by various advocacy groups as an organization that fosters a diverse work environment and one that breaks down some of the traditional barriers to advancement.
But now the organization is moving past diversity, toward what its chief human resources officer, Zabeen Hirji, describes as “inclusion” — putting diversity to work in the executive ranks by tackling challenges such as unconscious bias and by getting out into the open those tough-to-tackle issues that push the boundaries of politically correct discourse.
Ms. Hirji recently spoke with FP’s Dan Ovsey about how the bank is teaching its leaders to overcome unconscious bias; how it’s fostering diversity through processes versus organic evolution and how it reconciles those processes with regulatory requirements. Following is an edited transcript of their conversation.
Qualified but can’t fit in: the dilemma of internationally educated professionals (IEP) in Canada.
Fact: Less than half of qualified foreign trained professionals find work in their field in Canada. Even less are able to keep their jobs.
Employers say poor “cultural fit” is a key reason why IEPs are either not hired or not kept. But we desperately need immigrant professionals and hiring does happen. Even so, employers have difficulty integrating newcomers, and newcomers complain that they don’t understand what Canadians want from them at work. Everyone feels so uncomfortable and frustrated that they frequently don’t stay together for long.
Understanding Canadian workplace cultural norms is KEY to improving this situation for both employers and international professionals. Unfortunately cultural competency training, if you find some that is appropriate for your industry, is time consuming and costly. Global Leadership Associates Inc, funded by Alberta Enterprise and Advanced Education created Work and Culture Online to respond to this issue.
A practical solution: Work and Culture Online
WCO consists of 10 interactive online learning modules. The goal is to help both internationally trained professionals and their managers understand the role of culture at work, and to improve integration of newcomers into the Canadian workplace so that everyone benefits. It is available 24/7 as a go-to resource for employers, managers and internationally trained workers. You can access it for free or take the entire sequence as a professional development course complete with final exam and certificate. Although just recently launched, WCO already boasts over 1,200 users and is attracting attention from around the world.
Increased cultural responsiveness means more productive workplaces
We all have unconscious biases that influence our actions and decisions. These biases can be in favour of, or against, a range of attributes from obvious physical characteristics like race, gender, ethnicity and age, to more subtle ones like education, and work experiences.
Diversity and inclusion make a big difference when it comes to a company’s ability to innovate, attract clients and employees, and keep pace within its industry. As a result it’s important to raise our awareness and develop truly inclusive leadership behaviors.
A new report by RBC and EY (Ernst and Young) entitled “Outsmarting our brains: Overcoming Hidden Biases to Harness Diversity’s True Potential” was recently released. This report highlights the impact of hidden biases in organizations and how leaders can help overcome them.
“The best leaders challenge the status quo and seek out the visionary thinking and broad perspectives that foster opportunity and growth. We have a responsibility to tackle the complex challenges that create barriers, limit creativity and blind us to the possibilities of our talent and our organizations. There has never been a better time to drive this change; never has it been so urgently necessary” (Gordon Nixon, President and Chief Executive Officer, RBC).
With diversity and inclusiveness issues top of mind for high performing businesses in Canada and around the world, there has never been a better time to improve our businesses, and our impact as leaders to others when it comes to diversity.
Link provided by Bob Mulligan Regional Vice President, RBC and Board of Directors, ERIEC.
In a country where immigrants make up 20% of our population, projected to increase to 25-28% by 2031, focusing only on the deficits of immigrants is short sighted. Just as immigrants have training needs, so to do employers. They must learn to deal with a new demographic. I like to compare what is happening in today’s growing workforce to what happened immediately after the Second World War when large numbers of women entered the work force. As a result, employers and policy makers had to go “back to school.” Many years later we have a healthy range of policies ensuring that women are treated with fairness in the workforce – such as maternity leave policies, rules on what you can ask or not ask in job interviews, the adjustment of height and weight restrictions and so on. Today, employers are facing a similar kind of demographic train and their approaches to sourcing, hiring, on-boarding, assessing, and promoting need to be refreshed, reviewed and updated to meet the changing times.
With a little help, the best teachers for employers will be employers themselves. There is a small but growing community of employers who are learning that the nuances of culture and language of immigrant candidates may be different, but this should not get in the way of identifying and managing talent. Many years ago, we launched a website called hireimmigrants.ca that is dedicated to finding and describing these practices. In a way, this platform helps employers borrow proven ideas from their competition.
A few examples of strategies that employers are using:
Husky identifies top engineering universities from immigrant source countries to screen in candidates from these institutions.
3M uses a five-minute language exercise for its hiring managers and supervisors that sensitizes them to the challenges that speakers of English as a second language face. Supervisors sit in a circle and are challenged to replace every verb with a synonym. So for instance if you want to say “I went to a movie yesterday,” you have to challenge yourself to replace the verb “went” with another verb.
Each of these examples has the seed of a policy that could govern the way corporations and public institutions source and identify talent, or how they allocate precious training resources. By translating good practices into policy, we can ensure larger scale impact.
In this article Adeeco talks to TRIEC’s Rose DeVerya about steps Canadian employers can take to transform their organization’s culture and talent management practices in ways that work across cultural differences.
As touched on in our April 7, 2013 article, “The Power of Workplace Diversity“, despite being one of the most multicultural countries in the world, Canada still presents significant obstacles to those who are not of the longstanding western European, particularly British, heritage that characterized the country for much of its history.
Such cultural prejudices prevent organizations from having diversity in the workplace, which means they can’t take advantage of the benefits that come with it, such as appealing to more demographics in what is obviously an increasingly cosmopolitan marketplace. But what about when a new immigrant is hired, particularly one who’s from a very different culture? Are they over the largest hurdle? Or do they face even higher ones once they’ve entered the Canadian workforce?
According to Rose De Veyra, Manager of Learning Initiatives at the Toronto Region Immigrant Employment Council (TRIEC), a multi-stakeholder council that brings leaders together to create and champion solutions to better integrate skilled immigrants in the Toronto Region labour market, there are concrete steps Canadian employers can take to transform their organization’s culture and talent management practices in ways that work across cultural differences. Ultimately, this would enable them to make the most of what true diversity in the workplace has to offer.
Diversity management and management styles
Many people see jobs as stepping stones within a career. Each new position is an opportunity to gain experience, grow one’s skillset, and move on to a new role of higher authority. Unfortunately, for many new immigrants, the gap between that first and second stepping stone can be too wide to surmount, particularly because of differing, culturally driven ideas about what makes a good leader.
“What we in Canada perceive to be the behaviours of a leader might not be what a new immigrant’s behaviour demonstrates”, says De Veyra. Studies have shown that while some personality traits and management styles are perceived positively in one culture, they may be perceived negatively in another. “For instance, while we might appreciate humility in our leaders in Canada, in some cultures, humility might not be perceived as a desirable trait for a leader because the expectation is for the leader to be a stronger, more out there personality.”
Cultural competence starts with communication – about communication
There are many culture-based discrepancies in the Canadian workplace about what constitutes an effective leader: while those born and raised in Canada may view a supervisor who provides a lot of detail and direction in their instructions as intrusive and distrustful (a “micromanager”), people from other cultures may simply see that supervisor as being thorough; while some Canadians may view an overtly passionate leader as lacking a cool head, new immigrants may see that same leader as resolute and rousing.
Most troubling about these differing ideas of what makes an effective leader is how they can impede many immigrants’ potential to climb the corporate ladder. According to De Veyra, leadership styles are demonstrated through different communication styles, which are themselves heavily influenced by cultural norms. “Communication style is one very visible way that culture becomes evident in the workplace”, she says. “How you correct your peers; how you answer a peer’s question; who asks questions and who doesn’t ask questions: these are all elements of performance within a workplace that every employee is expected to understand. But they’re often not defined.” De Veyra points out that employees who intuitively understand those undefined expectations, by virtue of being more familiar with Canadian corporate culture, have an easier time being promoted. For example, those who question various practices and speak up are often seen as contributing to continuous improvement, thereby exhibiting leadership potential.
But there may be new immigrants on the same team who, as De Veyra notes, “are very knowledgeable, but would never speak up, would never challenge an instruction, would never ask a question because in their culture, that would be disrespectful. Because they’re not the boss, it’s not their place to question what they’re told to do.” This respect, however, is often mistakenly perceived by Canadian employers as a lack of understanding or concern. “If you look at a lot of the postings for more senior positions,” continues De Veyra, “communication skills are valued because your ability to build teams hinges on your ability to communicate; your ability to cultivate relationships also relies on being a powerful communicator. But communication styles and preferences are culturally driven – they’re shaped by culture. If the employee shares similar expectations and norms with their supervisor, then there’s no issue. But if the person evaluating the employee’s performance doesn’t see what fits with their cultural norms and expectations, the employee misses out on the opportunity to be identified as high-potential.”
Diversity management strategies to promote cultural competence
Unless diversity in the workplace also includes diversity in the upper echelons, the benefits that cultural diversity can bring to an organization are much harder to realize. So the question is: How can Canadian employers overcome their own cultural biases and provide new immigrants better opportunities for promotion – especially when they’re often not even aware that they’re being biased? De Veyra suggests two types of strategies: process or policy strategies and interpersonal strategies.
According to De Veyra, the most powerful factor in affecting the development of cultural competence in the workplace is education, particularly when it comes to surfacing some of the unspoken expectations around performance and making them transparent. For instance, when communications skills are cited on a performance appraisal, they should include examples so that employees can better understand what kind of behaviour is expected of them. De Veyra says that such learning needs to be part of the employee’s development plan and should be part of a robust orientation/onboarding program. “The more an individual understands not just what needs to be done, but also how it’s expected to be done”, says De Veyra, “the more equitable opportunities there will be for people to move up into leadership roles.”
Diversity management should not be purely institutional; supervisors also need to take an active, firsthand approach to teaching new immigrant employees about Canadian corporate cultural norms. De Veyra recalls how a supervisor she once worked for on a very multicultural team took notice of how some new immigrant employees didn’t make morning small talk because they came from cultures where it was normal to work straight through the day without any sort of socializing. Such reticence, of course, would impede those employees’ ability to get promoted. So, to help acclimatize them to the Canadian workforce, De Veyra’s former supervisor set aside time during regular team meetings for everyone to share what terms like “hardworking” and “respect” meant to them. They would also talk about one interesting thing with the rest of the group. “You could talk about your family, your work, something you wanted to learn about, or something you experienced,” says De Veyra. “By promoting that openness and providing opportunities for that kind of communication to happen, he provided an example in action of how the employees in question can interact with their peers and supervisors.”
As effective as these strategies are, De Veyra stresses that they take time to affect change. “It’s unrealistic to expect that just because you said something, a change will happen,” she says. “I think that through different strategies, like assigning an onboarding buddy, providing feedback and coaching as part of performance evaluations, the change will happen eventually. Change in any way, but particularly with cultural norms, takes a long time. Cultures are often compared to icebergs: they move extremely slowly, but when two of them collide, they start to shape each other.” That mutual change is one of the reasons De Veyra suggests organizations educate not only new immigrant employees about the corporate culture they’re coming into, but also longstanding employees about the social norms of the country their new teammates are coming from.
However, De Veyra warns against placing too much emphasis on country culture when trying to teach people about newly-hired new immigrants. “To say all people of a certain culture are like this or like that is risky because it leads to stereotypes,” she says, and that point only underlines people’s unfortunate tendency to judge. “Human nature is to jump to judgment when you’re faced with an unexpected situation, such as those that arise with culture shock. It’s human nature. It’s not right or wrong, it’s just a response. But the key is to condition your response. Identify what’s problematic for you about what you’re seeing. That will open up the kinds of conversations employers need to have, particularly with regard to things that might fall within the realm of human rights, such as an individual’s need for accommodations.”
To access free learning and development tools to help you build cultural competency in your organization, visit the TRIEC Campus.
In this article, Nancy Mark, stresses the importance of accommodating people’s faiths in the workplace and using employees as a way to educate other employees about their behaviours, traditions and practices.
Years ago, my Somali colleague Abdi Yunis and I were deciding how to help the managers at an Ottawa corporation learn how to accommodate its Muslim staff. Abdi’s idea was to include a prayer demonstration during our training. I will never forget how the management crowded around as Abdi talked about the ablutions, laid down his prayer rug and prayed — all the while explaining what he was saying and doing and why.
The silence in the room was palpable — and the onlookers were forever changed. The veil of mystery had been lifted … somewhat. Abdi’s decision to “instruct” through interactive demonstration was bang on. His use of a managerial context to support his demonstration added meaning: staff’s need to pray at specific times was akin to that of the CEO calling a meeting at a certain time (one could not say ‘no’ to the CEO) and Abdi pointed upward to demonstrate his adherence to his spiritual CEO.
As we become more and more diverse as a city, and the customs, traditions and values of our mosaic of cultures make their way into our workplaces, it is important to accommodate people’s faiths. Employees have both a human and legal right to this accommodation, even though for us at the other end, we may not know how best to make that happen.
In trying to accommodate, we usually miss a step — the education piece. If people understand the backbone of a faith (albeit the 101 version), they will understand the behaviours, traditions and practices of their fellow employees.
And, it’s not too much to learn about ALL of the faiths in your workplace. Organizations only have to begin within … to look to their own staff members, who are often the best teachers. New Canadians want their faiths to be understood; they do not want to live and practise quietly on the outskirts of our society.
A first step is inviting a member of a faith you are accommodating to speak to you in HR or at lunch-and-learn sessions. Structure what you want to know and allow those you are accommodating to be your teachers. If a particular issue comes up repeatedly, ask the employee who acts as your cultural interpreter (CI) to provide his or her perception. Share views and integrate workable suggestions (slowly) into existing practices. A CI can also help to stay abreast of information the organization should be aware of (for example, Ramadan starts on July 9th 2013, so staff will be fasting and fatigued until they adjust to the fast).
1) Use lunch-and-learn times to coincide with the faith-based holidays and traditions of your staff. Encourage staff to share food and some typical practices during that holiday.
2) Obtain an interfaith calendar to know in advance when the holidays that your staff members practise take place.
3) Inclusiveness means to acknowledge the faiths within your group, not to take away from those that are there (for example, instead of dropping the Christmas tree, make sure to add some recognition of other staff holidays). Most people feel comfortable honouring other faiths if their own is acknowledged.
The added bonus to these strategies is the sense of inclusiveness created by allowing learning to arise from within … doing so is a benchmark quality of excellent diverse workplaces.
While we accept multiple faiths in principle, we are still new at moving beyond acceptance to understanding and respect. In the workplace, this will be achieved effectively through interactive understanding. Remember Abdi’s prayer demonstration and how knowledge inspired respect.
Among the many rewards of faith-based accommodation are staff inclusion, retention and productivity.
Can having a difficult name to pronounce impact your hiring and promotion prospects? (This article was originally posted on the Maytree blog.)
“Given our diverse and global world, no one should have to change the way they pronounce their name, and Mivoko offers an easy and practical solution to address this issue. We want to change the way people make first impressions and build connections.” Ritu Bhasin, Co-founder, Mivoko –
Arecent study discovered that the “more pronounceable a person’s name is, the more likely people are to favour them.” Research also shows that you’re “more likely to land a job interview if your name is John Martin or Emily Brown rather than Lei Li or Tara Singh – even if you have the same Canadian education and work experience.”
The barriers facing newcomers seeking employment have always been difficult. Some are intangible, like the vaguely defined “Canadian experience.” Names and difficulty pronouncing them are barriers that have come to our attention more recently, but they have existed for quite some time. Some employment counselors advise their clients to change their names, or come up with a “Canadian” nickname to make it easier on them (or, really, on others).
Even Maytree’s President, Ratna Omidvar, was given this advice after she had arrived in Canada, as she recalls in A Canadian in the Making: Letters to Canada: “I have received some interesting advice as well and I am pondering over it. It relates to my name, which is apparently very difficult for Canadians to get their tongues around. So I have been advised by a well meaning friend to change it … I have even come down to the final short list of names under consideration: Rita and Rosa. But in the end, I know I will not be able to this. My name is so much part of my identity, handed down to me by my grandmother, it is as indelible as the colour of my skin. And I guess, we will just have to manage.”
Clearly, our names mean a great deal to us. And it matters that they are pronounced accurately.
So, what to do?
Frustrated with having her name constantly mispronounced, diversity consultant and entrepreneur Ritu Bhasin worked with a Toronto tech team to create a product and service that could help. Like most useful solutions, Mivoko takes a simple approach:
Record your voice in the way you want it pronounced.
Share it. Everywhere.
How Mivoko works
Mivoko is very easy-to-use and you can sign up for free on the Mivoko site. Once you’ve recorded your name using either Mivoko’s phone recorder or audio recorder, you’ll get personalized HTML code that creates a Mivoko icon button that says your name when you click on it.
You’ll also get a unique link to your Mivoko profile (such as Ratna’s) that you can put anywhere online (email signatures, social sites, blogs etc.) or off-line (resumes, business cards, marketing materials etc.).
You can share your profile, but it’s also available to anyone who visits Mivoko. According to a Toronto Star article: “Once you sign up, the names are then added to the company’s namebank, a database that currently has more than [15,000 names], from Archuleta to Zoubi. It’s a free service for individuals, and low-cost for businesses that want to buy the service for their employees to use. The goal is to gather millions of names from people around the world.”
It’s a great service for individuals. But Ritu knows that the “killer app” for Mivoko is getting into companies where name mispronunciation has promotion and business implications.
From the Star: “From Bhasin’s perspective, the widget is good business, but also something that just makes sense in one of the most cosmopolitan cities in the world. By 2031, 63 per cent of Toronto’s population will be a visible minority, up from the 43 per cent counted in the 2006 census, according to StatsCan projections. There’s also the very real possibility that having a hard-to-pronounce name can impact a person’s career, said Bhasin, who witnessed many examples working as a lawyer and diversity consultant to companies in Toronto.”
New Canadians have a lot to offer a workplace; now it’s just a case of making them feel welcome with these tips you can implement in your company. This article was orginally published in the May/June 2013 edition of HR Professional
The scene begins in an anonymous boardroom, as five co-workers gather for their first team meeting on a new project. Three have clearly been with the company for a while and ad they enter the room where the other two are waiting, they make small talk about their weekends. As the scene progresses, their admirable ease turns somewhat exclusionary as they fail to include their co-workers already sitting across the table. Unsure about whether to break in, these new Canadians begin to talk amongst themselves about the same topics as the small talkers, making the divide even sharper. When they finally get down to business one of the small-talkers offers his spare baseball tickets to his coworker, aiming the suggestion at his fellow small talkers and working to conceal his surprise when the woman in the hijab across the table speaks up to accept them. After an awkward pause, the team finally settles down to work.
Although variations may play out regularly in offices across Canada, this particular scene plays out more literally on the Toronto Region Immigrant Employment Council (TRIEC) e-learning platform, as a part of their Understanding Cultural Competence module. Unlike in real life, after watching the group, the viewer is privy to individual reactions by team members, who convey them in full confession-cam manner: the team leader worries over the group’s dynamics, the new Chinese hire expresses concerns about the delay in starting the meeting, and the guy with the baseball tickets expresses surprise when they are snapped up by the woman in the hi ab.
By the end of the video, another bubbl appeared: mine. Like most Canadians I was skeptical that I’d witnessed any workplace friction, and yet a scenario liket his prompts me to realize it’s more than the often the uncomfortable silence than the overt commentary that reveals a need for cultural acculturation. In spite of our self-perception as welcoming multicultural Canadians, ingrained assumptions and cultural friction present a challenge for employees and HR manager alike, to try to over differences. The good news is that with all that new Canadian workers have to offer in terms of experience and expertise, it seems that embracing diversity is definitely worth the effort.
Tips from our Experts on Making New Canadians Feel Welcome at Every Stage
At the job posting stage
Widen your talent pool by advertising where new Canadians will see your postings: possibilities include community newspapers, ethnic media, professional associations, job fairs, email lists, word of mouth.
Ask yourself whether “Canadian experience” is really required for the job or if you can simply outline relevant qualifications.
Include a diversity statement directly on job postings to spell out your policy
At the resume stage
Different cultures have different norms for resumes: in some countries marital status, photos, and religious affiliations might be standard so don’t let your discomfort with these inclusions deter your focus form the candidates’ actual qualifications
Decide on the competencies you are looking for and search through the resume for those directly.
Don’t discount volunteer work; often new Canadians seek this out as real experience
At the interview stage
If you’ve asked for particular competencies, determine objective tests to assess them.
Get interactive with candidates: try encouraging case studies to investigate their mindset/analytical skills rather than just relying on questions.
Remember certain cultures do not self-promote, so reword questions to prompt a more thorough discussion of interviewee achievements.
Beware of other differing cultural norms; for instance, in certain cultures a handshake or too much eye contact is not appropriate, also in some cultures silence is intended as a sign of thoughtful preparation , not disinterest.
At the onboarding stage
Put together a company factsheet for newcomers with frequently asked questions about the company, industry and region.
Consider setting up a new hire with a mentor or buddy to help them acclimatize to the workplace.
Provide regular feedback and communication often, not just after the three month probation.
In this article, Hire Immigrants Ottawa explains the importance of measuring diversity programs in your organization. In May 2013 they held a workshop highlighting two employers’ practices in using such data to improve their organization’s talent management processes.
Gathering demographic data about your employees is widely regarded as a best practice in diversity and inclusion, according to the Canadian Institute on Diversity and Inclusion. Their recent report, What Gets Measured Gets Done, suggests that an Employee Census can be a critical first step in designing, implementing and evaluating the efficacy and impact of diversity initiatives. Yet the same report also estimates that nearly one-half of Canadian organizations do not track basic demographic data of their workforces, and few organizations measure the impact of their diversity initiatives.
To learn more about this important topic, Hire Immigrants Ottawa held a workshop on May 15, 2013, for HR professionals, hiring managers and other stakeholders. The session was led by two Ottawa employers who are using employee data strategically for inclusion and organizational excellence.
Janice McCoy, Superintendent of Human Resources, Ottawa Carleton District School Board, provided an overview of the OCDSB Journey to Building an Equitable, Diverse and Inclusive Culture. Workshop participants heard how OCDSB implemented a workforce census in order to understand the diverse characteristics of their employees and their capacity to serve an increasingly diverse student and parent population. McCoy illustrated how these data are being used to identify employee training and development needs, and to inform the development of the School Board’s policies and procedures.
Lois Emburg, Program Manager, Diversity & Inclusion with the City of Ottawa, spoke about the City’s Equity and Inclusion Lens, a practical tool used to promote diversity and inclusion at the City of Ottawa. Emburg spoke about the successes the City has had using the tool and how the City is now undertaking a survey-based evaluation project to measure the impact and effectiveness of the Lens.
Additional Resources you can use:
What Gets Measured Gets Done: Measuring the Return on Investment of Diversity and Inclusion. This report by the Canadian Institute of Diversity and Inclusion presents a cross-sector overview of what Canadian employers are currently doing to measure diversity and inclusion, and human rights and equity initiatives within their organizations, and specifically highlights promising practices among leading organizations. The report includes a Toolkit to assist HR practitioners in the area of assessing the ROI of diversity.
Equity and Inclusion Lens is an innovative and practical tool that enables all City of Ottawa employees and managers to promote equity and inclusion in a systematic fashion. The Lens is it is accompanied by 11 Diversity Snapshots, which serve as effective education and awareness tools. The Lens is designed for use in all types of work situations, whether it’s working with people, designing communications, developing policies, planning projects, or recruiting, interviewing and training.
Count me in! Collecting human rights-based data is a practical guide for human resources professionals interested in collecting employee demographic data. Produced by the Ontario Human Rights Commission, this resource includes examples of Canadian companies that have undertaken data gathering initiatives, which the Commission says can play a useful role in creating strong human rights and human resources strategies for organizations in all sectors.
National Household Survey: this 2011 Statistics Canada’s survey has replaced the Census “long-form” as a primary source of information pertaining to characteristics of the Canadian population. Data about immigration and ethnocultural diversity is now available on-line, and Statistics Canada provides free access to several data products that will be of use to HR professionals and employers who want to better understand the diversity of the communities in which they operate.
The City of Edmonton is running a Canadian Workplace Culture pilot project for their staff who are Internationally Educated Professionals (IEP) and newcomer graduates from Canadian Universities. Participants are individuals whose first language may not be English; in fact many of them speak three or more languages and English is the most recent language they have learned. The newcomers were invited to participate in this eight-month project about communication skills and conversation management for the professional workplace. The diversity within the group in terms of number of years of service with the City, how long they have been in Canada, marital status, age, gender and occupation was immense.
Why did the City consider implementing such a project? Language is more than words; it is also about how we communicate. We can learn English grammar, but it’s another thing to learn the soft skills, the cultural nuances and the unwritten rules of communication. That is why the curriculum of the pilot program focuses on integrating IEPs and other graduates into the Canadian Workplace. The sessions follow a structured curriculum and cover a range of topics that includes introduction to the Canadian-workplace culture, non-verbal communication signals, and giving informal and formal presentations. The group meets twice a month between February and December 2013.
To implement a successful program, buy-in from senior leadership is ‘a must’. In this case, the Manager of Drainage Services, and the Diversity and Inclusion Consultant in the Human Resources Branch partnered with Norquest College to assist Drainage staff in improving both their language and presentation skills. The City views this as an investment in their employees and the participants sees this training as an investment toward their careers.
Effective communication is an essential skill in today’s workplace which can lead to collaboration, sharing of information and relationship building. The anticipated outcomes for participants also include increased self confidence and ongoing positive interactions both with team members and customers.
The City hopes that the pilot will be highly successful and that this will lead to similar program offerings to other employees within the City of Edmonton. Hopefully other employers will follow The City’s lead in building a diverse workforce!
(Special thanks to Candy Khan, Diversity and Inclusion Consultant and Jeff MacPherson Branch Manager Human Resources, City Of Edmonton for this week’s blog contribution)
In this article, George Vuicic talks about some of the regulations which govern organizations as they plan an internship for newcomers to Canada. George is an Ottawa based partner with Hicks Morley LLP, a law firm specializing in human resources law and advocacy for employers.
Internships are playing a growing role in the skills development and integration of our city’s labour market entrants. These experiences offer advantages to job-seekers as well as host- organizations, presenting an excellent opportunity for highly skilled newcomers to gain familiarity with the Canadian workplace culture, and strengthening host-organization mentoring culture and training programs, while bolstering the talent pipeline.
In human resources lingo, internships tend to be loosely classified as ‘formal,’ ‘informal,’ ‘paid,’ and ‘unpaid’. Organizations can sometimes be perplexed when it comes to understanding their responsibilities when entering into an internship relationship, especially with regards to compensation.
I was recently approached by Hire Immigrants Ottawa (HIO) to clarify some of the regulations which govern organizations as they plan an internship for newcomers to Canada, as well as what factors can contribute to a successful experience for both parties.
Here are some of the basics, and some resources to consult for more information.
Most employment relationships in Ontario are regulated by the Employment Standards Act, 2000 (ESA). Under this legislation, an internship is considered a paid employment relationship and entitles the intern to minimum wage payments unless all six of the following conditions are met:
1) The training is similar to that which is given in a vocational school.
This requirement indicates that in order for an intern not to be considered an employee, they must be learning employable skills or a caliber comparable to vocational schools – extending beyond errands and small tasks.
2) The training is for the benefit of the individual.
3) The person providing the training derives little, if any, benefit from the activity of the individual while he or she is being trained.
Requirements two and three infer that an intern who is not receiving remuneration cannot perform work which would otherwise be paid. The intern must be taken for their own proper benefit and not for that of the employer.
4) The individual does not displace employees of the company providing the training.
The ‘unpaid’ intern cannot take the place of a current employee or act as a substitute for hiring a new employee.
5) The individual is not accorded a right to become an employee of the company providing the training.
This requirement outlines that the ‘unpaid’ internship may not automatically end with a guaranteed position. Hiring of interns may occur on a contingent basis dependent on assessment at the end of the internship program.
6) The individual is advised that he or she will receive no remuneration for the time that he or she spends in training.
It is important to note that although a newcomer may agree to partake in an unpaid internship program, they may still qualify as an employee for the purposes of the ESA, and therefore be entitled to remuneration.
While remuneration is the final item addressed on the list of requirements above, one of the first things a host-organization should determine and communicate to a potential intern is what training will be provided and whether/how they will be remunerated.
If your organization is considering taking an intern for the first time, I would advise you to have an internship agreement in place. This document should outline the objectives of the internship, the duties and responsibilities of both parties, and the organization’s HR policies with regards to privacy, confidentiality, intellectual property, and termination.
It is also essential to ensure compliance with the Workplace Safety and Insurance Act, as well as the Ontario Human Rights Code – two other pieces of legislation which have a bearing on employment in Ontario.
In 2011, HIO recognized Human Resources and Skills Development Canada (HRSDC) with an Employer Excellence Award for their paid Immigrant Internship Pilot Program (now called Federal Internship for Newcomers Program with Citizenship and Immigration Canada). Janice Charette, Deputy Minister of HRSDC at the time shared that, “This pilot has created an opportunity for HRSDC to recruit and mentor Foreign Trained Professionals, not only increasing the diversity of our workplace, but providing them with a quality work experience that will help them to better integrate into the workforce.”
If you are considering bringing a newcomer intern aboard, I would encourage you to get involved with HIO for cross-cultural training and referral to organizations in Ottawa that can help your organization source candidates.
George Vuicic is an Ottawa based partner with Hicks Morley LLP, a law firm specializing in human resources law and advocacy for employers. George thrives on helping employers to achieve their workplace objectives.
Hire Immigrants Ottawa works with local employers to help them effectively hire and integrate skilled immigrants into their workplaces.
Clarence Lochhead Senior Manager, Policy and Research, Hire Immigrants Ottawa talks about turning diversity challenges into diversity opportunities. (This article was originally published on February 11, 2013 in the Ottawa Business Journal.)
By Clarence Lochead
In the world of human resources, diversity is a commonly used word. You probably can’t name an HR conference of the recent past that didn’t have at least one session devoted to diversity in the workplace.
A quick Google search of “diversity in the workplace” will give you…just a second….there we go, 5,530,000 results, in 0.23 seconds no less. Scanning the search results you’ll find that references to diversity specialists and diversity managers are ubiquitous, that CEOs in Canada and elsewhere are becoming diversity champions, and that yes, bloggers are blogging about diversity! Even the most unlikely (and perhaps funniest) of workplaces are beginning to talk about diversity.
Diversity refers to many things: cultural, linguistic, sexual orientation, age, gender, cognitive facilities, and so on. It’s a long list, and ah-hem, very diverse. But what I’m focusing on here is the diversity we see in Ottawa’s labour force as a result of immigration.
In the past 10 years, Ottawa has received a total of about 64,000 immigrants. That’s almost equivalent to the total population of Barrhaven! Immigrants represent an incredibly diverse set of cultures, languages, skills and experiences. According to the Census, 22% of Ottawa’s residents are immigrants, and projections by Statistics Canada suggest this could rise to 29% over the next 20 years.
Diversity is not a new topic, but it seems pretty clear that interest in diversity is growing rapidly. We’re also starting to see a change in how we think about diversity: what it means to our workplaces, and importantly, how we “situate” diversity within organizational and business strategies.
It was only about ten years ago that research based on 2001 Census data began to document the deteriorating labour market outcomes experienced by new immigrants. At that time, the diversity within and among immigrant populations coming to Canada was largely viewed as a barrier to successful labour market integration. Diversity was associated with lack of language skills, or with religious and cultural practices that had to be accommodated. Diversity meant educational credentials attained from an unfamiliar university from another country. It meant, as it still does, great pot-luck dinners, but the top level view of diversity was largely that it created challenges for the workplace. And more, the challenges of diversity were typically cast as deficiencies of the new immigrants themselves (sub-par English or French skills, no Canadian work experience, etc.), while the perceived “solutions” were largely seen as the domain and responsibility of the immigrants themselves.
Managing diverse teams is not without challenges. The truth is, a diverse labour force does, and likely always will, present challenges for any workplace. But the new and much more powerful thinking is that diversity represents opportunity: to incorporate different perspectives, to gain access to highly skilled internationally educated and trained workers, to better understand and respond to a diverse customer base, to expand markets, and so on. It’s an important change of viewpoint, for what used to be seen as the immigrant’s problem is far more likely today to be seen as the organization’s responsibility to seize the opportunities presented by diversity; to support and sustain inclusive and dynamic workplaces through sound practice and policy. For many organizations today, strategically managing diversity is simply a business imperative.
Of course, not all businesses and organizations think this way. But there are great examples of workplaces making real systemic change based on this far more astute view of diversity. Many of these organizations are members of the Hire Immigrants Ottawa initiative. The engagement of these organizations suggests to me that Ottawa’s employers are finding ways to turn diversity challenges into diversity opportunities.
So how do you think about diversity: barrier, opportunity, or both? I hope you’ll reflect on that question, and maybe share your thoughts.
In workplaces emphasizing “cultural fit” over skills, a newcomer might feel edged out or subtly ignored, and feel tempted to quit. Orange LLP provides insight into constructive dismissal, a thinly veiled form of workplace harassment.(This blog posting was originally published on the Orange LLP blog.)
Since the Orange team has welcomed the wonderful Vicky Wong, who specializes in labour law, our firm has expanded its focus to employment and human rights issues. This expansion is quite intuitive as, from a legal standpoint, there are many intersections between employment and immigration. While the enormous, disastrous temporary foreign worker situation in Canada is (rightfully) commanding national attention, professional newcomers entering the Canadian workforce also face challenges, and many center around minute cultural difference. A recent article in BusinessWeek suggests that employers “don’t necessarily hire the most skilled candidates,” and are instead beginning to emphasize “cultural fit.” As a result, hiring practices are beginning to feel like “first dates”: a new survey from Glassdoor reveals, for example, that some of the most-asked job interview questions include “What’s your favorite movie?;” and, even more inanely, “If you could pick one person to play you in a movie, who would it be?”
“I hired someone as a manager, and it created a lot of tension because he didn’t fit in. People tried to alienate him because they weren’t interested in him as a friend,” one employer reveals. Wait, what? While we understand that happy employees are less likely to quit, saving rehiring and retraining money, a growing emphasis on social dynamics opens avenues for workplace bullying through exclusionary tactics and clique-like behavior – and, since “cultural fit” is located within a very specific set of cultural references, newcomers are left vulnerable. Furthermore, an increased emphasis on “cultural fit” in job interviews might beget racial or cultural discrimination. One workplace guide outlines common cultural stereotypes: people from China are often stereotyped as “hardworking, diligent;” people from Italy are “passionate, explosive,” and so on. Keeping personal space or avoiding eye contact is read as distant and cold in some countries, but as appropriately respectful in others; shaking one’s head means something different in India than it does in Canada. Non-verbal communication and culture – or gestures, movements, tone of voice, eye contact and facial expressions vary in meaning across cultures; a working awareness of cultural difference is crucial both during job interviews and within the workplace. A multicultural workplace is one that not only recognizes but actively encourages people from a variety of backgrounds to retain their language and culture. How does ‘cultural fit,’ with its emphasis on very specific set of Western cultural references, work towards this goal? Wouldn’t it encourage all kinds of problematic homogeneity in the workplace?
In workplaces emphasizing “cultural fit” or culturally congruent sociability over skills, a newcomer might feel edged out or subtly ignored, and feel tempted to quit. Today Vicky provides her insight into constructive dismissal, a thinly veiled form of workplace harassment that, she reveals, occur all too often. For clarity, Vicky provides some examples (names have been changed):
When you feel discriminated against and/or feel forced into quitting, it’s possible you have a case for constructive dismissal. Here are her examples:
Brian is a high-performing employee, but he does not get along with his manager. His manager often tells him to quit if he doesn’t like him and Brian finally does after his manager’s constant coaxing.
Nick’s manager constantly yells at him and tells him that he’s stupid. He also makes jokes about him and laughs about it with other employees while Nick is present. After months of his manager’s bullying, he decides to quit.
Angela is one of four computer programmers in her department. All the programmers were hired at the same time, with the same seniority. Angela’s performance record has always been great. She gets paid $10,000 less than the other programmers. After speaking to her manager about the pay equity issues in the department, the manager refuses to do anything about it and tells her, “tough luck.” Angela decides to quit after several attempts to fix the compensation inequity between her and the programmers.
Max’s manager is temperamental and has no patience for employees that work under him. Max approached his manager with a question and in frustration, his manager pushes him and tells him he is incompetent. This treatment occurs every time Max approaches his manager. Max finally decides to quit.
Carmen’s manager decided to start giving her the worse assignments and any projects that other employees in the department dreaded to do, in hopes that she would quit. Her manager began taking away all her meaningful tasks and assigned them to his daughter, whom he hired upon he graduation. After a few months, Carmen became visibly upset and quit.
If one of these examples resonates with your own situation, talk to a lawyer: constructive dismissal is often difficult to define, but it’s possible you have a case. And if you feel you’re being guided towards constructive dismissal, talk to HR immediately – it’s their job to maintain a healthy, positive work environment.
Why does diversity matter to KPMG?
Diversity matters to KPMG because we are a people business. We don’t manufacture a product and as such, our success is dependent on the engagement of our people. We want them to be fully engaged in their work so that they can provide excellent client service. If there’s something in their way, if they are being discriminated against, if they don’t feel like they have the same opportunities, if they aren’t being promoted properly, then those barriers are what we, as an employer, need to remove to ensure that they can be successful. And we are in a war on talent. Even in this economy, where we aren’t hiring as many people as we’re used to, we’re still hiring. And we need to make sure that we’re not excluding any group, that this is a place where anyone can come to work and be successful.
Can you give me an example, what kind of policies and practices does KPMG implement, to promote diversity in the workplace?
Our big focus right now is on the advancement of women. We’ve done some research and found that our numbers around women weren’t decreasing but they weren’t advancing at the rate that we want. Our model is fairly simple. We’re not publicly traded, we’re privately owned by the partners within the organization. So we want our partnership to be representative of our overall population. Our partnership is about 25% women and the overall population is 54% women. We hire very much off-campus, out of university. That’s about 55-to-60% women, going into accounting programs. Then when we get up into the partnership ranks, there’s a substantial drop-off. So we put in a particular focus on the advancement of women. We’ve done that by increasing the focus on flexibility in the workplace (…). That doesn’t necessarily mean part-time, it can also mean working from home, or compressed work weeks like doing 5 days in 4 (…). We are working on our on-ramping and off-ramping for maternity leave. In Canada, when a woman gives birth she is entitled to a year of maternity leave. There is good and bad to that policy. From our perspective, the bad of it is that you’re potentially disconnected from the office for as much as a year, so we need to make sure we’re doing a good job of off-ramping them, spending the time with them as they’re getting ready to go on maternity leave but then doing an even better job of on-ramping them and getting them back into the workforce.
We want to keep the best. We believe really strongly that we hire the best and the brightest, and so we want to make sure that they stay within the organization throughout their career.
That’s just the focus on our advancement of women internally. There are other pieces to it externally. There’s a whole raft of other projects that we take on around other groups: visible minorities, skilled immigrants, the LGBT population, people with disabilities, etc. It’s a pretty broad focus.
Could you expand further on the advancement of visible minorities and individuals from ethno-cultural groups at KPMG?
We’ve done a lot of work on visible minorities over the past few years. The population of visible minorities in Canada is quite high, particularly in the larger centers where we operate: Toronto as an example, Vancouver as another one. And if you look at our office in Toronto, it is 38% visible minority and 42% were born outside Canada. We did a lot of education around inclusive practices and how to have an inclusive office, how to work with people from different ethno-cultural backgrounds, and we have included in that work with skilled immigrants. We have to keep in mind that not all skilled immigrants are visible minorities and not all visible minorities are skilled immigrants.
An example of the work that we do in respecting cultural diversity is the global license of an offering called GlobeSmart. This is a tool where you can fill out a profile online and it will match you to different countries. So if I was going to China for example, I would answer the questions and it would say “these are some of the things you will need to be aware of when going to do business in China, when moving to China or in fact when working with a person who is actually from China”(…). It’s a very powerful tool for us as a firm because we’re able to understand culture differently, and we’ve done a lot around educating our people: we have a mandatory diversity training program, we have employee resource groups for some of our different ethno-cultural groups: one for our Muslim practitioners and another one for our East and South East Asian people. They each play a part in terms of educating and helping the organization move forward around the topic of ethnicity and intercultural connectivity.
What does intercultural innovation mean to Michael Bach? Who is better positioned to innovate in this field?
It’s a good question and I don’t know if I have the exact answer for you. Intercultural innovation to me is about getting the best out of people and giving them the opportunity to soar and to succeed, and not allowing biases to get in the way. (…)I think that if we can all just respect each other a little more, then we can work together and that’s where you start to see innovation.
I don’t preach tolerance in my work. I don’t believe in tolerance, I always say my mother-in-law tolerates me. I don’t want to be tolerated, I want to be respected. I don’t need you to have the same beliefs that I do; I don’t need you to follow the same moral compasses I do. I need you to respect who I am as an individual and I will provide that same respect to you. If you can do that then you can get into a room and you can do magical things in terms of innovating and creating and solving the world’s problems
Who does it well? I don’t really know. I think sessions like this Learning Exchange are a great opportunity to come together and share experiences around the world and I think it’s going to be up to every organization to define what this looks like. I think we’ve done a good job. Do I think we can do better? Of course, I think we can always do better. But I think we’ve done a good job in terms of teaching that value of respect around the office.
Finally, how can the public sector, corporate and civil society better work together to promote diversity in general, and cultural diversity in particular and respect for ethno-religious minorities and beliefs?
It’s not easy. I can probably tell you the meaning of life better than I can tell you this one. I think Chancellor Merkel from Germany said that multiculturalism in Germany was a failure. And there’s a lot of question as to why Canada has been so successful around multiculturalism and I believe that one of the reasons why we’ve been so successful is because no one in this country has ever forgotten that we’re all immigrants. Other than our Aboriginal and First Nations peoples, none of us are from this country. My family has been here a long time. I’m an eighth generation Canadian. But at my core, I’m British. English, Irish, Welsh, and Scottish – there’s a little bit of each in me. I understand that. I respect that. I don’t do pilgrimages to Britain or anything, I don’t have immediate family over there, but I still recognize that I’m an immigrant to this country. And I think that’s part of our success.
I remember the story of a woman. I was doing some work in our practice in the Netherlands, and I was chatting with a woman who was Muslim. Her family was originally from Morocco but she was third generation Dutch. She was giving a presentation and one of the partners in the firm came up to her and all he said to her was “Your Dutch is very good.” Of course! It’s her first language! That’s a mindset that suggests that she is not “pure” (and I deliberately use air quotes), then she is a foreigner. I think all of us, as corporations, countries or civil society need to get past that. If we can get through those things, as individual organizations, as countries – if we can respect all of our citizens, if we can help all of them to succeed, then we as countries succeed. And we as a planet succeed.
Every individual has a responsibility. We have a role to play in creating a world that is free from bias. That bias is taught. You’re not born a racist, you’re taught to be a racist. But at some point that cycle has to break in order for us to succeed. If every person takes it upon themselves to say “I’m going to respect everyone” and live and die by that, we’re going to see a change in the world. A dramatic change in the world.
In addition, in October 2012, Maytree, KPMG the UNAOC and the BMW Group hosted delegates from 20 international cities in Toronto to learn more about the Maytree DiverseCity onBoard program – connecting qualified candidates from visible minority and under-represented immigrant communities to the governance bodies of agencies, boards and commissions and voluntary organizations in the Greater Toronto Area. Read more
Robyn Lawlor a recent graduate of Ryerson University’s Ted Rogers School of Business and a past volunteer at hireimmigrants, examines successful employer practices in creating inclusive workplaces.
By Robyn Lawlor
While researching the different methods companies use to create inclusive workplaces for skilled immigrants, I noticed several similar practices among the most successful ones. These practices include:
foreign credential recognition
English as a Second Language (ESL) training
cultural competency training
While all of these programs can be effective in helping skilled immigrants integrate into the workforce, it’s important to choose the programs that work best for your company. As with all human resources programs, choose initiatives that complement your company’s long-term goals to improve the chance of success. Also, you need to ensure you have the time and money to invest in the programs’ implementation and maintenance
Below are some examples of companies that have implemented some of these practices.
Foreign Credential Recognition
Recruiters at Manitoba Lotteries Corporation, Business Development Bank of Canada and D+H recognize foreign education and experience during the hiring process. The McGill University Health Centre and Christie Digital Systems Canada take it one step further and help skilled immigrant employees obtain their Canadian credentials, sometimes even covering the cost.
Some companies find great skilled immigrant candidates during the recruitment process, but they end up being screened out due to weaker English language skills. To avoid losing out on these talented candidates, some companies will pay for employees to attend English as a second language (ESL) classes or offer the training internally.
For example, Energy Resources Conservation Board offers subsidies for ESL classes at post-secondary institutions to allow skilled immigrants improve their English language skills and progress their careers. Rescan Environmental Services offers internal writing coaches to those who require English language training while also paying for professional writing courses to advance their English skills.
Community mentoring programs help skilled immigrant job seekers network and learn workplace cultural norms in their respective fields.
The Mentoring Partnership, a program of the Toronto Region Immigrant Employment Council (TRIEC), pairs skilled immigrants in Toronto with mentors in their same professional field. Organizations that provide volunteer employee mentors include the Ontario Public Service, Xerox Canada and the Regional Municipality of York.
Cultural Competency Training
Cross-cultural training for managers and employees raises awareness of cultural differences in behaviour and communication, improving the integration of skilled immigrant employees into the workplace.
Nordion Inc. provides cross-cultural training to recruiters and managers to help prevent them from screening out a candidate based on cultural characteristics that may be interpreted unfavorably, such as not making eye contact. At Nexen Inc., employees receive cross-cultural communication training to improve communication among all employees.
Work placements help skilled immigrants obtain the Canadian work experience many companies are looking for and allow an employer to try out prospective employees before offering them a permanent position.
CH2M Hill Canada Limited provides eight-week unpaid work placements through MicroSkills Toronto, usually offering permanent employment if the placement is completed successfully.
Recognizing, embracing and accommodating all religions helps new employees feel more comfortable and integrate into the workplace faster. At Agrium Inc., employees have access to a quiet room for religious or spiritual practice.
In the Canadian Immigrant series, “What employers want,” the publication speaks to the people who are instrumental in hiring talent for their companies — human resource managers, recruiters and senior managers who share their insight on what’s affecting the employment of newcomers. (This article was originally published in Canadian Immigrant, September 5, 2012)
By Baisakhi Roy
Much is said about having relevant Canadian experience when applying for a job in Canada. Newcomers also face additional challenges, namely being educated outside Canada, unfamiliarity with Canadian work culture and difficulty in communicating effectively with their colleagues and clients.
Our first interview is with Jason Winkler, chief talent officer, for Deloitte Canada, which provides audit, tax, consulting and financial advisory services through more than 56 offices, and has been recognized for its work in incorporating diversity into its workplace. Winkler speaks candidly of the importance of recruiting immigrant talent, how taking initiative lands you a job and the great Canadian compromise!
CI: What skills should foreign-trained professionals focus on when they come to Canada?
JW: Be a specialist. In Deloitte we have multiple service businesses. So we are always looking for people with well-defined technical skills. People that come in with specific skills like SAP products should make sure that their skills are very well defined.
We are also a professional services firm so we serve clients in many different industries. Therefore, we are always looking for people who are very knowledgeable in a particular industry. We have people from overseas who really understand mining or telecom, so we would actually want their industry expertise. From the perspective of the cultural setup at Deloitte, what is important for us are the candidate’s interpersonal skills — the ability to work with a range of people both with clients on the outside and within the firm. One of our core values is collaboration: with each other and our clients. Regardless of whether they are coming from overseas or not, we look for this skill. A proven record to be collaborative is an important skill.
CI: What are your thoughts on Canadian experience?
JW: All the above skills I mentioned are more important than having Canadian experience with the exception in some areas where we need to understand specific Canadian regulatory or legal requirements; we need candidates to understand that quickly. We value global experience quite a bit. I can think of a number of people that I have hired who have had no Canadian experience, but have wide international experience. It’s not essential, but is it nice to have … people who understand Canada? Sure. But we want to bring global experiences to this marketplace.
CI: What advice can you give newcomers on learning the ropes quickly?
JW: Prepare before you come to Canada. In an area like audit or tax, there are Canadian rules and regulations to be known. It’s an advantage if you can attain that knowledge before you come to Canada. The other way obviously is to get that knowledge quickly when you are on the ground [in Canada] and connect to communities that can help you gain this knowledge. If you are an accountant from another jurisdiction, there are lots of groups and associations where you can start to network and begin to understand the system.
You can also engage in self-training. I’ve met people who have told me that they have actually read the Canadian standards on a particular area. You should know what the overlaps and the differences are. If any recertification is needed, you should know what that process is.
CI: What about the all-important workplace culture? What should immigrants know?
JW: There is the matter of how Canadians are nice and polite; the great Canadian compromise. Some cultures are very direct and for people coming from such backgrounds, it might be difficult to adapt initially. Then again, from the North American perspective, there are cultures that are more indirect and subtle. We are in the middle zone culturally. It is a difficult adjustment, but we try to maintain a balance.
In Canada, we are very diverse, which if utilized properly could be a great asset to the Canadian economy. Our company is more diverse now than it has been in the past 20 years. We see people coming from other countries quickly find their communities here, more easily now. We take that further and are prompt to assign “buddies” who are not your performance manager. He explains to you about how things work here, sort of helps you find your path. For new immigrants, this is important.
CI: What specific challenges does Deloitte face when recruiting immigrant talent?
JW: Being able to do the due diligence to actually find out if they are a strong candidate is tough. Because we rely on not just what’s on the resumé, but also doing reference checks, getting hold of people can be tricky. When a candidate is from a different place and culture, how do you actually do the assessment fully? We like a new candidate to meet at least six or eight of us so that they get a chance to find out what our firm is like. We like to get a good sense of the candidate because there are multiple people involved in the hiring process. Also, we usually need people quickly so logistics and the immigration process is another issue that we are constantly working on.
CI: What do you think are the biggest barriers that newcomers face when applying for jobs?
JW: This is not specific to Deloitte, but from what I have heard and seen, the first barrier is language. It’s crucial how you communicate and interact in that first interaction. We observe that basic communication skills are fine, but there is a problem getting to the next level — conversing convincingly. There is still a level of bias out there amongst employers who want to hire people who are “like them.” So if they don’t understand your background and where you come from and you don’t look or sound like them, they would be hesitant in hiring you. I think we can still improve on this front.
There are organizations that take the easier route: they hire people whose name is familiar to them, whose education they are familiar with, etc. The way to counter this is that we must make more effort to familiarize ourselves with foreign education and educational institutions. One of my senior colleagues is from India, so he knows all the universities there and if we get a candidate who is educated there, we go over to him to cross check. And he tells us, ”Yes, that’s a top university or not many people get in there!” We are very lucky to be well networked within our organization and so we can always check up on candidates who are educated outside Canada.
CI: Do you believe diversity in the workplace is important?
JW: Our core culture is delivery to our clients. Our clients are diverse, so if we are not diverse, we won’t match up to their needs. We don’t want our clients to face our team and go, “You don’t look like us!” We actually believe that our workplace is fun, more interesting, more valuable because we are all so different from each other. We come up with better ideas from a diverse workforce. It’s actually sound business.
CI: What are your top tips for being considered for a job at Deloitte?
JW: Assuming that they have the tactical skills and are able to demonstrate them, the first thing would be that they should show that they are willing to invest in themselves in terms of language skills — what are they doing to improve their communication skills?
Also, all of us want to work on a certain type of project and a certain type of location, in a certain way. So the willingness to work at something that is not exactly what you are looking for on your first day is a great asset. A candidate should be able to say, “This is my ideal profile, but I am willing to participate and contribute to other tasks.” It gives us the ability to say that we can give them an opportunity. Then there’s collaboration. We are ready to help people and we expect people to ask for help. The lone wolves don’t do well. People need to be strong enough to realize when they need help. When they make it known that they need help, then their colleagues are incredibly supportive.
If you don’t ask for help, almost by definition, you will not be successful. Focus on these two things: how do you make your client successful and how do you make your colleague successful? Everything else is noise. If you let these two things guide your behaviour, you will be successful.
With Canada’s increasing diversity, employers are becoming more conscious about their hiring practices and the need to reflect the population served. They are also aware of their obligations under the Human Rights Code to have non-discriminatory hiring practices.
However, women, persons with disabilities, Aboriginal peoples, and racial minorities continue to experience disadvantage in the labour market, resulting in higher rates of unemployment and underemployment – even when they have comparable levels of education and work experience.
So, while many organizations may have the goal of creating diverse workplaces through bias-free hiring, they may not have implemented the many elements needed to achieve this goal.
The challenge for many is understanding the various types of bias in the hiring process. Some agencies may not have considered that their hiring process may be biased. Others may focus on one type of bias, but neglect the others.
Hiring and promoting employees whose cultural backgrounds represent the clients they serve is key for an organization to succeed .Companies seeking to do this should take the following 10 steps. (This article was originally published on April 23 2012 by Peter Fragale from Diversity Executive)
In health care, a diverse staff can provide great value in meeting the needs of patients from a wide range of cultures — a lesson that carries over to other industries.
An immense challenge lies before the nation’s health care sector: diversifying its workforce. A 2012 study by executive search firm Witt/Kieffer, “Diversity as a Business Builder in Healthcare,” found that diversity is lacking in health care leadership. This is unfortunate because industry leaders surveyed in the study believe diversity in the workplace improves patient satisfaction and clinical outcomes. This impact on the customer likely has similar effects in other industries.
A key tenet of excellent health care — like any service-oriented industry that meets a customer’s needs — is the caregiver’s ability to understand patients’ needs. This includes their diverse cultural needs — since, as the study noted, minorities account for 98 percent of the population growth in the nation’s largest metropolitan areas during the last decade.
It’s all part of knowing who you serve. Where does a patient, or customer, come from? How about their culture, values and sensitivities? Are these just as important to how we meet their needs?
Knowing all this begins with hiring — and promoting — employees whose cultural backgrounds represent the patients the organization serves. This takes a commitment both internally with employees and externally in the communities served. Companies seeking to do this should take the following 10 steps:
1. Embrace diversity: This seems basic, but it’s critical and worth noting first. A diverse workforce is a true competitive advantage. Promoting a culture that values employees for unique skills, experiences and perspectives distinguishes an organization as all-inclusive, relevant and truly understanding of what customers want and need. In essence, it is a treasure trove of customer and business intelligence.
Internally, the more leaders understand and respect their employees’ differences, the easier it will be to make seemingly difficult conversations more comfortable. This is critical when serving a religiously, culturally or otherwise diverse customer base.
2. Create a visual of your team: Keep ethnicity and gender data on hand so that hiring managers can create a visual picture of the individuals on each team. When numbers and percentages fail, this mental image of who is on the team can help senior leadership see where diverse populations are underrepresented or underutilized and especially compare them to the customer population. Of course, this comes with the need to reassure the team that only the most qualified candidates should be hired.
3. Build a hit list of superstars: Ask existing staff to refer potential recruits, since great employees usually associate with one another or can easily spot a top performer. Not hiring immediately? Collect and build a list of superstars to hire in the future. Keep in touch with them in the meantime.
4. Network with diverse organizations: Develop relationships with ethnically diverse professional associations and organizations, as well as local community boards and civic associations. Attend their conferences, speak at their functions and reciprocate by inviting them to company open houses and job fairs. Also, connect with vendors and suppliers who share a value for diversity and alert them to job openings for which they may have a candidate.
5. Set diversity expectations with recruiters: When using outside recruiters, ask for a diverse set of candidates and examples of high-caliber recruits they have recently placed. If they cannot easily rattle off a litany of names, then find another recruiter.
6. Invite staff into the inner circle: Create an environment of inclusion where all staff members feel valued, embrace the company’s mission, feel part of its vision and are fully tuned in with the organization’s business strategy. Help them understand just how important diversity is to serving customers best and that every individual is a big part of that. It’s easy to lose top performers because they feel detached, especially in large organizations.
7. Let your employees shine: Acknowledge — and celebrate — your staff’s accomplishments and set them up for success. This small step goes a long way in engaging employees and encouraging them to go the extra mile. Give opportunities for employees to demonstrate excellence. Assign them projects that suit their skills, recognize their achievement and celebrate it in a public way — either inside or outside your organization. In this recognition, make a point to celebrate them as a diverse individual, not just their work.
8. Mentor and shadow: The best learning happens in the field, so develop a mentoring and shadowing program that pairs hiring managers with employees of different cultural or ethnic backgrounds or genders. This creates a trusted, educational environment where employees can feel safe about asking questions regarding different backgrounds, and also lets them see different cultural styles at work.
9. Achieve employees’ dreams: Encourage leaders to know the career desires of the staff who report to them. This puts them in the position to always know when a promotional opportunity might be the best fit and help further their career goals. It also gives the opportunity to challenge employees with new assignments that broaden their skills and expose them to different chances for success.
10. Over-communicate: Relationships matter, and they are only built with repeated communication. This could mean deliberately initiating a conversation with an employee, listening to what they say, providing feedback and calling their attention to your follow through. Or, it can mean brief acknowledgements of their work, which add up and make a difference over time. On the other end of the spectrum, it should take the form of an internal communications plan that, from an HR perspective, tells employees what positions are open, how to apply, updates from HR, etc.
A key to all these steps is relationships — inside and out — with those already hired and targeted to join your team. No matter the industry — be it health care or another — businesses can use focused attention on recruitment of minorities as a way to build culture, morale and the strength of the entire business.
A summary of Ontario’s Human Rights Code and how it applies to employees and employers. (This blog post originally appeared on the Maytree Blog on July 16, 2012.)
By Bonnie Mah
On June 19, we attended a human rights training workshop delivered by the Ontario Human Rights Commission (thanks to the Beyond Canadian Experience project for including us). Here’s a summary of some of the important things about human rights, and how they apply to employers and employees in Ontario.
Please note: This summary is based on a training session delivered by the Ontario Human Rights Commission (OHRC). It is not an exhaustive review of Ontario human rights law, policy or practice. For more information, please visit the OHRC website.
Ontario Human Rights Code – the Basics
What areas does the Code cover?
The Code covers five areas:
Services (for example, government services, hospitals, schools, public transit)
Accommodation (for example, housing, hotels)
Vocational association (for example, regulatory bodies, unions)
What aspects of a person’s identity (grounds) does the Code protect?
The Code protects 15 grounds:
Place of origin
Sex / pregnancy / gender identity
Receipt of public assistance (in area of accommodation)
Record of offence (in area of employment)
How can you tell if something is covered by the Code?
Try using this sentence: This is discrimination based on ______ in the area of ______.
Example: This is discrimination based on ethnic origin in the area of employment.
What is discrimination?
Discrimination is treating somebody differently because of his or her race, disability, sex or other personal characteristics. Discrimination has many different forms. The key is differential treatment.
Interestingly, the Code considers effect, not intent. This means that intent is not required – if the result is differential treatment, it might be considered discrimination. In other words, a person or organization can discriminate against someone even if he or she doesn’t mean to.
There are three types of discrimination:
Direct – may be subtle or covert
Indirect – uses a third party (for example, using a temp agency to discriminate against a certain type of worker)
Constructive/adverse – systemic discrimination, might not be intentional, but has an adverse impact on members of that group
Ontario’s Human Rights system is made up of three separate organizations.
Each organization has a different role:
Ontario Human Rights Commission: Develops policies, provides public education, monitoring and community outreach, and initiates or intervenes in inquiries. Deals with the “responsibilities” side of human rights.
Human Rights Legal Support Centre: The Centre can help you file an application and may represent you at the Tribunal. Deals with the “rights” side of human rights.
Human Rights Tribunal of Ontario: Deals with complaints.
Ontario Human Rights Code and Employment
Much of Maytree’s work focuses on the integration of skilled immigrants into the Canadian labour market. Do you know how the Ontario Human Rights Code applies to skilled immigrants and temporary foreign workers in Ontario?
What aspects of employment does the Code cover?
The Code covers all stages of employment processes and practices (recruiting, hiring, promotion, etc.).
Which employers does the Ontario Human Rights Code cover?
The Code covers all employers in Ontario – except for federally-regulated employers, which are covered by Canadian Human Rights Code.
An employer cannot contract out their responsibilities – temp agencies and head-hunters must also abide by the Code.
Are temporary foreign workers in Ontario covered by the Code?
What is discrimination in employment?
Discrimination means not assessing an individual’s unique merits, capacities and circumstances.
What could be considered systemic discrimination in employment?
Policies, practices and patterns of behaviour and attitudes (including organizational culture) can be considered discriminatory.
Factors that create barriers to achievement or opportunity, and are not bona fide requirements, may be discriminatory. They might not appear openly discriminatory, but have the effect of discriminating against members of a protected group. For example, if promotion practices based on the organizational culture and experiences of white managers result in lower numbers of racialized people promoted to leadership roles, this might be discrimination.
How do you determine what is a bona fide requirement of the job?
The Code uses a high standard to determine bona fide requirements. A bona fide requirement must be:
Adopted for a purpose rationally connected to the job function; and
Adopted in good faith; and
What does the OHRC recommend to avoid discrimination in hiring?
The Commission recommends basing hiring decisions on tests, rather than on interview questions.
LCBO’s Janet Naidu and KPMG’s Michael Bach talk about the importance of strategic diversity plans and how organizations can create them. (This article was originally published in the February/March 2009 issue of HR Professional Magazine, the official publication of the HRPA. Please note that as of February 2013, Michael Bach left KPMG to create the Canadian Institute of Diversity and Inclusion – CIDI.)
By Duff McCutcheon
Here are two good reasons for implementing a diversity plan in your organization: It’s good for business and it’s a tremendous boon to attracting and retaining talent.
The fact is you can’t afford not to have one. And if you don’t, you can be assured your competitors do. HR Professional talks to LCBO’s Janet Naidu and KPMG’s Michael Bach on the whys and wherefores of strategic diversity plans.
Mirror Your Customers
The first question you must answer in selling the idea of a diversity plan to your senior management (and you’ll need their buy-in) is “why?” Fortunately, it’s easy to answer.
From a business perspective, it makes sense to leverage diversity — new Canadians, gays and lesbians, aboriginals, persons with disabilities — in your workplace. These people mirror your customers. If you’re selling consumer goods and services, these groups make up huge markets that your diverse employees can help you reach.
“Here’s a great example I always trot out when I’m making the business case for diversity,” says KPMG Canada’s director of diversity, Michael Bach. “A few years ago, Frito-Lay was struggling with the launch of a new product — a guacamole-flavoured tortilla chip. It consulted with its Hispanic employees, reformulated the product, tinkered with the branding and boom — it resulted in the company’s most successful product launch ever. They sold $5-million worth of guacamole tortilla chips in the first year.”
Building Your Brand
Then there’s the HR rationale. If you want to attract the best and brightest — from around the world — you need to show that you’re an employer that embraces everyone. Leveraging diversity into your employer brand shows new Canadians that your company is a good place to work.
And once you’ve got them, it helps to keep people happy and engaged. “An inclusive workplace means people from all walks of life can bring their whole selves to work and not leave anything at the door,” says Bach. They’re more engaged, and therefore more productive and ultimately the company becomes more profitable.
Your diversity business case should address how diversity fits the needs of the organization (recruiting and retention, new markets) and what shape it will take.
“Getting buy-in is critical. It means the difference between having a plan with teeth, and being seen as a soft, ‘nice to have’ initiative,” says Liquor Control Board of Ontario (LCBO) diversity manager, Janet Naidu.
Once you’ve got senior leadership buy-in, Naidu suggests testing the workplace waters with an employee survey on diversity, gauging interest, general knowledge and thoughts on hiring and accessibility. It provides an idea of where your employees’ heads are vis-à-vis diversity and can be done via employee focus groups or anonymous e-mail surveys.
Naidu also suggests undertaking an employment systems review to ensure existing policies and practices are barrier-free and equitable.
Getting ownership from staff is key to success and Bach says forming an employee diversity advisory board early on in the process is a good way to provide guidance on diversity strategy and take diversity ownership out into the business and become diversity champions in the office.
“They’re the salesmen of diversity. They help ensure the naysayers are converted,” says Bach. “Plus, these people can advise as to what the need is in the business. They provide shape in what you’re trying to pursue — what the diversity agenda looks like, programs, initiatives. This is especially true if you don’t have full-time resources (e.g., a full-time diversity manager) for your diversity strategy — they do the work and drive it.”
Education and Communications
Education should be a huge piece of your diversity initiative, especially in the first year or two.
This means hosting a company-wide introductory session on why you’re rolling out a diversity program, the initiatives you’re working on and what it means for your organization, says Naidu.
Education is also an opportunity for your organization’s various diversity groups to showcase their culture and traditions.
“We do Celebrate and Educate,” says Bach. “Four times a year we pick a celebration and do a two-hour presentation on it. We provide food specific to the culture and celebration, and bring in a speaker who answers the whys and whats. What is Ramadan? What is LBG Pride? What is Black History Month?”
As a consequence of these events, KPMG has seen diversity networks sprout up: pride, international employees (those on secondments), parents of children with special needs, Muslim employees and East Asian employees.
The networks are split into two groups: clubs, for social support (as in the case of the network for parents of special needs children) and groups, which must have a business development component (e.g., Chinese employees looking for ways to promote KPMG within that community).
So how do you embed diversity in your organization? Don’t let up. “You have to keep people focused on the different aspects of diversity. Keep doing events, try new things and listen to your people,” says Naidu.
You’ll know you’ve achieved some success when people start accounting for diversity in their decision-making.
KPMG’s recruiters are now actively seeking out new candidates via non-traditional routes, such as the Canadian Immigrant magazine’s Hire Board, the Toronto Region Immigrant Employment Council (TRIEC) and the Job Opportunity Information Network (JOIN) — an Ontario job resource for persons with disabilities.
“Our recruiters started sourcing these communities independently,” says Bach, “and that’s success, when you’ve got your people t hinking about incorporating diversity in what they do in the business.”
Ernst & Young’s Eric Rawlinson talks about the value of diversity and offers advice for other employers on how to leverage diverse talent to drive organizational success. (This article was originally published on the DiverseCity Blog as part of the Leaders in Action series.)
By Tina Edan
Eric Rawlinson, Managing Partner, GTA, has been with Ernst & Young for over 20 years. During this time he has applied his skills and talents to various departments, always with an open ear, commitment to facilitating debate and openness to new ways of doing things. For him, business is about innovation – critical to that is differentiating yourself from your competitors.
Difference Can Open a Window to a Unique Vantage Point
As a native Anglophone in Quebec, Mr. Rawlinson spent his early years as a cultural and linguistic minority. This was the beginning of his understanding of diversity as an advantage.
Counting is Critical
At Ernst & Young, nearly half of its employees are visible minorities or immigrants. Within the management ranks, 35 per cent are visible minorities. Because they are conscious and counting, they have created a baseline for action and a measure for success.
The qualitative value of these numbers translates to increased networks and innovation. According to Mr. Rawlinson, engaging people with a global perspective can lead to increased creativity and problem solving. For him, “diversity is a real strength for Canada, particularly in our increasing globalized marketplace. You need to be conscious of the demographic you live and work in and who your customers are, otherwise you could be missing business opportunities. It is important that diversity is reflected in leadership.”
Lessons for Other Corporations
Even with the best intentions, reflecting the diversity of your customer-base or population can be challenging for any employer.
The document reveals “four imperatives for success,” including:
Stir the pot. Research shows that diverse viewpoints generate the lively debate that can create new ideas.
Anticipate the Next Big Thing — or better yet, drive the Next Big Thing! Diversity powers innovation, helping your business generate new products and services.
Nurture a spectrum of talent. Expect to find talent in unexpected places.
Get the mindset. Focus on transformational leadership.
Final Words of Advice
According to Mr. Rawlinson, companies need to start their diversity journey by understanding why diversity is important and by establishing practical goals and programs that reinforce key messages. For individuals from diverse communities he suggests understanding what networks are available and getting involved.
In brief: Don’t be shy — volunteer your skills. Hard work pays off. Just start.
With the health care sector expected to continue to grow, and with immigrants projected to make up one-third of the workforce by 2031, internationally educated health professionals (IEHPs) are an increasingly important source of talent.
“With an aging (nursing) workforce and the threat of nursing shortages, effective management and retention of internationally educated nurses is a priority,” says Dr. Andrea Baumann, Scientific Director at the Nursing Health Services Research Unit at McMaster University in Hamilton.
IEHPs can be key players in mainstream care, as they contribute to workforce renewal and bring valuable experience, skills and innovative ideas to health care employers in Canada. They also enable hospitals and other health care facilities to better reflect the diversity of the patient population, which can improve patient health outcomes.
Unfortunately, these highly skilled professionals also face barriers to employment in Canada.
Recognizing the value of these professionals and the challenges they face, The Ontario Hospital Association and the Nursing Health Services Research Unit, McMaster site, have created a web-based guide to help employers better hire and integrate internationally educated nurses (IENs) into the workplace.
There are also videos in which health care employers who have been successful in integrating and advancing IENs, offer integration tips. Featured employers include the Toronto East General Hospital, Hamilton Health Sciences and St. Michael’s Hospital in Toronto.
IENs often mention their quest for respect and equal opportunities in promotion and leadership. The website includes stories by IENs about their experiences of becoming nurses in Canada.
For example, Maria Rosalie Rival, who migrated from the Philippines to Toronto in 2007, advises other IENs to research what is needed to register in Ontario before migration.
The result of an initiative like this website is is “not only effective use of human resources but a more diverse healthcare workforce that better reflects the Ontario population and enhances the quality of health care delivery. Language competency requirements, innovation and different approaches to complex situations will be key to the clinical environment,” says Dr. Baumann.
The start of a new year is the perfect time to take stock of how business is being done in your organization and what changes you can make to be successful in 2012. One of the best ways to make your organization more successful is to ensure you have the best talent, including skilled immigrants, to take your organization to the next level.
Below are 10 resolutions you can make this year to better recruit, integrate and retain skilled immigrants:
Mentoring programs help skilled immigrants learn the ins and outs of the Canadian workplace and build their professional networks. And the mentors, and their employers, also benefit from the mentoring relationship.
Find out how mentoring is both a recruitment and professional development tool at the City of Calgary. And then learn the four ways mentoring benefits TD Bank Group and its employees.
Ready to start? Check out the ALLIES National Mentoring Initiative, which supports mentoring in: Halifax, Montreal, Ottawa, Kingston, Toronto, Kitchener-Waterloo, London, Calgary, Edmonton, Vancouver.
2. Provide Internships
Internships provide immigrants with relevant Canadian experience and a better understanding of Canadian workplace norms, while giving employers the chance to “test drive” the skills and experiences of immigrants.
A Statistics Canada study found immigrant literacy skills can account for most of the wage gap between skilled immigrants and their Canadian-born counterparts. Language training will help skilled immigrant employees contribute more to your organization.
Read how BC Hydro offers occupation-specific language training to employees to ensure employees are able to communicate clearly and safely with team members.
4. Connect With Bridging Programs
These programs, offered by colleges and universities, help skilled immigrants attain their Canadian professional licenses, certificates or designations. As such, graduates are a great source of job-ready, pre-screened immigrant talent.
Find bridging programs in your area by searching the Settlement Roadmap for employment programs in your city.
5. Look Beyond Canadian Experience
The requirement of “Canadian experience” is one of the most significant barriers preventing immigrants from finding jobs commensurate with their skills and experience. Although there are exceptions among some professions, Canadian work experience is hardly a strict requirement to perform most jobs successfully.
The extensive education, skills and work experience that many skilled immigrants bring to Canada are readily transferable, making many of them job-ready. Read how Hummingbird and i3 International focus candidates’ skills and experience, regardless of where they were obtained.
6. Conduct Culturally-Competent Interviews
Skilled immigrants come from many different cultures and backgrounds. Being aware of culture-based differences in communication can help you evaluate skilled immigrant candidates more objectively during the interview.
This online workshop will help you recognize how cultural misunderstandings can occur during an interview and how to avoid them. Read this article for more cross-cultural interviewing tips.
7. Provide Buddies for New Hires
Your organization’s culture and specific way of doing business will be new to new hires, regardless of their country of origin. A “buddy,” usually a peer rather than a supervisor, is someone who can show a new hire the ropes and teach them the unwritten rules for success.
Watch this webinar to learn about Deloitte’s buddy program for all new hires and hear how one skilled immigrant benefited from it. Read how Gennum’s buddy program helps skilled immigrant employees integrate into the workplace.
8. Build Cultural Awareness and Competence
Cultural differences among employees can lead to misunderstandings that affect communication, integration, performance management and productivity. Developing employees’ cultural competence leads to inclusive work environments, helps employees work more effectively across differences on teams and helps employees advance in their careers.
Many international schools provide an education that is on par, or better, than Canadian schools but a lack of recognition or familiarity of foreign credentials can lead you to screen-out qualified candidates prematurely. Increasing your comfort with international credentials will help you hire the most qualified candidate for the position.
This guest column by Ratna Omidvar, President of Maytree, was originally published in Canadian HR Reporter on July 18, 2011. Watch the video at the end to hear more about Ms. Omidvar’s views on diversity and inclusion in Canadian workplaces.
Diversity is a big word. It’s about all of us. Increasing diversity in an organization means being open to people who are different, who come from different places, who have different life experiences and different perspectives, who may think differently and, therefore, look at issues and problems differently.
Difference is an asset to be nurtured because it is an important element to an organization’s success, creativity and innovation. Many organizations have diversified hiring practices, reaching out to communities and niche recruiters to find excellent talent, no matter where it comes from. They are aware of diversity as a business tactic, market growth strategy, workplace policy and social concept.
There’s no doubt many Canadian organizations, particularly in urban Canada, are increasingly diverse. But are they inclusive?
Inclusion encompasses not just who you are but how you do business and who you do business with. Truly inclusive organizations embed diversity in all aspects of an organization, from recruitment to procurement. In inclusive organizations, diversity is not just located on the shop floor but in the C-suite and boardrooms. It is a subtle but important shift towards embedding diversity in the DNA of an organization and its culture.
As corporate champions of diversity and inclusion have shown, getting it right means growth, new markets, higher profits, better ideas, a more loyal workforce and more loyal customers.
If diversity is about finding and hiring, then inclusion is about retention, loyalty, growth and cultivating leadership. As an organization becomes better at attracting and hiring diverse workers, it’s crucial to eliminate systemic barriers and develop inclusive talent management strategies that retain and promote this diverse talent.
An inclusive culture makes it easier for individuals to fit in and become part of a high-functioning team. An inclusive workplace enables an organization to embrace the diversity and richness of backgrounds and perspectives diverse employees bring and use their diverse talents to achieve business goals.
Make Diversity a Strategic Priority
Creating an inclusive workplace begins with realizing people in other cultures may have different values from the majority.
To successfully bridge cultural differences, managers and employees need to understand and recognize the communication barriers that exist in cross-cultural interactions. These differences can be acknowledged in an organization’s recognition practices, celebrations and retention strategies.
Effective organizations recognize diversity is a strategic priority and leadership reinforces this value. Senior executive commitment to diversity may be the most important factor in influencing organizational commitment and effective practices.
Gordon Nixon, the Toronto-based president and CEO of RBC, is also chair of the bank’s Diversity Leadership Council, which develops and implements diversity strategies and goals.
Diversity should be integrated across all of an organization’s operations. RBC is one of the first financial institutions in Canada, for example, to establish a blueprint for diversity in procurement.
Similarly, the board of directors and the senior management at TD demonstrate their commitment through formal guidelines to ensure they promote diversity, including the advancement of members of visible minority groups.
TD’s Diversity Leadership Council implements enterprise-wide diversity initiatives and embeds diversity across the value chain, including policies and programs related to procurement. TD also attempts to embed inclusiveness within its customer and client communications.
Communicate, Communicate, Communicate
The business case for diversity and inclusion should be communicated at every opportunity. Communicating an organization’s commitment to diversity enhances its reputation and creates awareness among employees, suppliers, clients, educational institutions, the media and the public.
But don’t assume everyone “gets it” just because senior leaders have stated diversity and inclusion are a priority. An organization needs to make the business case internally and in a way all employees understand.
An organization’s strategy must be clearly understood by all contributors at all levels. Otherwise, they won’t know where the organization is going, what is expected of them, what their opportunities are or how their contributions will help the organization achieve strategic goals. Developing and communicating a strategic plan across an organization is essential to ensure each person understands how they individually and collectively contribute.
Focus more time and energy on educating managers, looking at succession lists and moving diverse employees into managerial positions.
Develop New and Inclusive HR Practices
As organizations become increasingly diverse, talent management strategies must also become more inclusive and consider the needs, values and motivators of diverse groups. Successful organizations create the infrastructure to recruit, hire, support, develop and retain top diverse talent. Good human resource practices include:
At RBC, an internal mentorship program considers diversity when matching mentors and mentees to promote advancement.
Similarly, making the promotional process more transparent, offering training and development, providing alter-
native pathways to promotion and focusing on competencies (instead of technical knowledge and experience) can result in increased leadership opportunities for visible minority employees.
Develop a Pipeline for Future Leaders
Building a strong leadership talent pool requires an innovative and effective talent pipeline. This can be done by engaging workers in mentoring as well as reaching out to specific communities, specialized media, partners and non-profit organizations (which are sometimes more diverse).
For example, both TD and RBC support scholarships, school-age mentoring programs and youth awards. They also develop the pipeline by offering and promoting workshops and professional development programs.
Set Targets, Measure, Report and Assess Results
In business, what gets measured gets done. As such, organizations that make a point of tracking and reporting results tend to have higher levels of diversity.
Reporting on diversity creates a solid foundation organizations can use to reflect on performance, consider policies and assess what can be done to improve diversity in senior leadership ranks.
For example, using an audit to forecast future openings over a five-year period will allow an organization to define skills and diversity gaps. The organization could then require the nominating committee to present a list of diverse candidates to help fill those gaps.
Creating an inclusive organization, where each and every employee is able to contribute fully, is a journey of many steps. Executive-level support, workforce metrics and progressive recruitment and talent management processes are all steps along that journey, leading to an innovative, successful and inclusive organization.
In the video below, Ms. Omidvar shares her views on diversity and inclusion in Canadian workplaces as part of a panel discussion organized by Stikeman Elliott LLP.
Canadian organizations need to do a better job of recruiting and integrating skilled immigrants or risk losing them to other countries, according to a report from Deloitte.
“It’s really important for Canadian organizations to tap into immigrant talent. We’re overlooking it right now and that’s exacerbating Canada’s productivity problem. It’s also putting Canada at a competitive disadvantage,” says Jane Allen, Chief Diversity Officer at Deloitte.
“The talent pool is shrinking, we know that, and if we can’t provide the jobs that match the education and talents of immigrants that come to Canada, then they’re going to choose to go elsewhere.”
For Deloitte, the case for a diverse workforce that includes skilled immigrants is clear. Employees with global experiences and perspectives create more value for the firm’s multinational clients, explains Ms. Allen in the video below.
“It also enables us to attract talent because people want to work in the kind of environment where people come from all different backgrounds and have knowledge and experience from elsewhere. It makes for an exciting and vibrant workplace,” says Ms. Allen.
The white paper, the second in Deloitte’s “Dialogue on diversity” series, builds on the professional services firm’s roundtable discussions with employers, community organizations, special interest groups, government agencies and ministries, and immigrants across the country.
Immigrants Face Barriers to Employment
Skilled immigrants are chosen based on their education and experience. The points-based selection system leads new immigrants to believe they will find work in their field right away but they face several barriers to employment in Canada, says Ms. Allen. These include:
employers being risk-averse
lack of recognition or familiarity of foreign credentials
insensitivity to cultural nuances and lingering biases in recruitment
requirement of Canadian experience.
“People like to hire people who are like themselves. They’re more comfortable with people like themselves and as a consequence they will often set the bar higher when it comes to things like language skills or Canadian experience than they would for others that they would hire,” says Ms. Allen. “Not recognizing that experience is really causing employers to overlook a huge skill base.”
In this video, Ms. Allen gives more details on the barriers immigrants face and what employers can do to overcome them.
Internships, one of the solutions recommended in the report and by Ms. Allen, provide immigrants with relevant Canadian experience and a better understanding of Canadian workplace norms, while giving employers the chance to “test drive” the skills and experiences of immigrants.
While foreign-born workers need to understand the Canadian workforce, including its culture and tradition, they shouldn’t be expected to become clones of Canadian-born employees. If they do, then Canada will miss out on the experiences, skills and flavors this person could add to the work environment.
“People from varying backgrounds see problems differently and develop different solutions,” states the report. And this leads to innovation, which companies need in order to be successful.
Creating an Inclusive Environment
HR professionals and business leaders should review their policies and practices through a diversity lens to ensure equal opportunities for all people, whether they were trained in Canada or abroad. Recruiters and other stakeholders should also be given opportunities to develop their understanding of global qualifications and cultural differences.
One way to do this is to have leaders volunteer with different cultural organizations or agencies that help immigrants settle in Canada. This could include volunteering as an ESL coach or as a mentor to an immigrant professional, which also helps the immigrant integrate into the workforce.
Employee resource groups are another way to help immigrants integrate. These groups create an environment where people can connect and interact with colleagues from similar backgrounds. They help newcomers build their professional networks, which help them with career advancement.
In the video below, Ms. Allen talks about Deloitte’s initiatives to help immigrants integrate into the workplace, including a buddy system, employee resource groups and mentoring.
Diversity at Deloitte:This section of the professional services firm’s website features both this year’s and last year’s white papers based on Deloitte’s “Dialogue on Diversity.”
Webinar: Jane Allen participated in an online conversation, hosted by Cities of Migration, talking about why diversity is important and how organizations can integrate skilled immigrants to fuel economic growth.
Canada is a country that respects and protects its citizens’ human rights. The Canadian Human Rights Act ensures equality of opportunity and freedom from discrimination in federal jurisdiction, while the provinces and territories have similar laws governing their jurisdictions.
The idea behind the various human rights acts and codes is that people should not be placed at a disadvantage simply because of their age, sex, race, country of origin or any other protected characteristic.
As an employer, that means you cannot discriminate against an employee, or a job candidate, based on one or more of these characteristics. When considering skilled immigrants for a job, or in working with skilled immigrant employees, the most applicable protected characteristics often include race, country of origin and religion.
While the human rights laws across the country are very similar in scope, there are differences between the federal act and the provincial/territorial acts, as well as among the provinces and territories.
The Canadian Human Rights Act applies to the following federally regulated employers:
federal departments, agencies and Crown corporations
television and radio stations
interprovincial communications and telephone companies
buses and railways that travel between provinces
other federally regulated industries, such as certain mining operations
For examples of private sector employers under federal jurisdiction, please see the list compiled by Human Resources and Skills Development Canada.
Provincial and territorial laws apply to the following types of employers:
retail and hospitality businesses, such as a store, a restaurant, a hotel, etc.
hospitals or health care providers
schools, colleges or universities
To find out more about your obligations as an employer, visit the federal, provincial or territorial human rights body that applies to your organization:
Skilled immigrants bring new ideas and new perspectives to organizations, helping them succeed in ways they never have before. They help organizations look outside what they think of as normal solutions to find innovative ways of tackling increasingly complex challenges.
In fact, workplace diversity is among the most important predictors of an organization’s sales revenue, customer numbers and profitability, according to the 2009 report “Does Diversity Pay? Race, Gender, and the Business Case for Diversity,” published in the American Sociological Review.
Companies reporting the highest levels of racial diversity brought in nearly 15 times more sales revenue on average than those with the lowest levels of racial diversity, found the study by sociologist Cedric Herring.
While not all skilled immigrants are visible minorities, in 2006, 54 per cent of all immigrants in Canada were visible minorities and 75 per cent of those who arrived between 2001 and 2006 were visible minorities, according to The Importance of Diverse Leadership in the Greater Toronto Area, a report by Ryerson University’s The Diversity Institute in Technology and Management.
Herring’s study found for every percentage increase in the rate of racial diversity, up to the rate represented in the population, there was an increase in sales revenue of about nine per cent.
And companies with the highest rates of racial diversity reported an average of 35,000 customers compared to 22,700 among those companies with the lowest rates of racial diversity.
Diversity isn’t only important in the rank and file of an organization, it is also critical at the leadership level, according to the 2008 Conference Board of Canada report The Value of Diverse Leadership.
Diverse leadership has many benefits, including:
Increased financial performance.
Greater employee productivity and organizational performance.
Greater ability to attract and retain talent.
Enhanced creativity and innovation.
Increased civic engagement.
When managing a diverse workforce, you shouldn’t focus solely on the differences. Instead, you should find the shared values of all employees. This is how you turn diversity into value for your clients or customers, employees and the organization.
As an employer, you have a legal obligation to ensure your organization provides reasonable accommodation to people in equality-seeking groups, such as those based on race, national or ethnic origin, colour, religion, age, sex (including pregnancy), sexual orientation, marital status, family status or disability.
However, accommodation isn’t only a legal requirement. It’s a good human resource practice that can enhance employee satisfaction, success on the job and, ultimately, success for the organizational as a whole.
Many organizations have formal accommodation policies to address the needs of their diverse workforce. However, even small organizations can take steps to meet the specific needs of your employees.
Dietary: Provide alternatives for individuals whose religion or other imperative restricts them from eating meat.
Religious: Designate a private space within the workplace for personal activities, such as prayer. It’s a simple but important way of cultivating a culture of inclusion.
Training: Build cross-cultural competencies among management and staff. Mentoring is a good way to build these skills.
Demographics: Do you know the ethno-cultural makeup of your organization? Take steps to understand your employees. Then, consider how this knowledge is reflected in your policies, practices, customers, and environment.
Networking: Host a diversity networking event to provide participants and invited speakers with an opportunity to share personal experiences, career development advice, challenges and successes.
Environment: Create a welcoming environment by connecting skilled immigrant employees with people and programs providing settlement help. This can strengthen their likelihood of staying. This is particularly important in smaller communities with fewer immigrants and support networks.
Dialogue: To understand what is reasonable in terms of religious and cultural accommodation, establish relationships with your local religious and cultural centres for an open dialogue on customs and their importance.