Title: Workplace Diversity and Inclusiveness - Diversity, Immigrants, Gen Y and New Technologies
1Workplace Diversity and Inclusiveness -
Diversity, Immigrants, Gen Y and New Technologies
- Wendy Cukier
- MA, MBA, PhD, DU (hon), LLD (hon), M.S.C.
- Associate Dean, Business
- Founder, The Diversity Institute
- Ryerson University
2AGENDA
- The Business Case for Diversity
- Effecting Change
- - Organizational Strategies
- - Social Innovation and Change
- - Personal Strategies
3WHAT IS DIVERSITY?
- All forms of individual differences, including
race, ethnicity, culture, gender, age, marital
status, religious beliefs, educational
background, stage in career, physical and mental
ability, personality, social status and sexual
orientation - Effective management of diversity promotes a
fair and equitable work place and is critical to
organizational performance
4Under-representation persists
- Immigrants are under-employed in Canada.
- Earn 85 of Canadian born in spite of having
higher levels of education - Face barriers to career advancement
- Visible minorities were16 of the population in
2006 - Only 44 of corporate boards had at least 1
visible minority director - In 2006, 7.8 of all Members of Parliament were
visible minorities
5Gender wage gap persists
In 1980 women earned 60.2 of mens wages Now
women earn 81 of mens wages BUT in Canada
visible minority women earn 64 and Aboriginal
women earn 46 of mens wages
6Representation of Leaders (DI and Maytree, 2009)
- GTA - 49.5 visible minorities
- Just 13 of 3257 leaders were visible minorities
- Education sector was the most diverse, and the
corporate sector least - Overall, women represented 38 of leaders
- Similar pattern women best represented in
education sector (59) and least in corporate
sector (15)
7The Glass Ceiling Persists
8Women are under-represented in technology
9The Business Case?
- 1. Addressing the Labour Shortage
- Aging population critical skill shortages
- By the year 2011, 100 of workforce growth in
Canada will be fuelled by immigration - Higher percentage of immigrants are visible
minorities - Changing generational values regarding work-life
- Our ability to integrate immigrants is critical
to business success and national competitiveness -
10- 2. Enhancing employee productivity
- There are significant gaps in the satisfaction of
mid career visible minority versus white
employees in large Canadian firms (Yap, 2008) - 36 of gay employees will change careers in the
face of discrimination (Stonewall, 2008) - Career satisfaction is linked to retention,
loyalty, retention and productivity - Gen Ys have different values, motivations and
tools -
11- 3. Growing diversity of markets
- Markets are increasingly diversified - immigrant
advantage - Women buy cars and drink beer
- Pink Dollar is worth 75 billion per year in
Canada - Technology use is changing social media (web
2.0) revolution - Matching diversity of workforce to diversity of
markets provides an advantage -
12- 4. Harnessing Diversity Innovation
- Diversity and creativity are linked
- Innovation comes from a deep understanding of
customers not just RD spending Booz Allen - Creative City - Richard Florida et. al.
- Multiple perspectives provide better solutions
13- 5. Risk Avoidance
- Recent Ontario Human Rights cases relate to GLBT
issues - Pay equity decisions
- Lawsuits
- Negative effects on REPUTATION
14BARRIERSFOCUS ON ORGANIZATIONS
Social Environment
Individual
Group
Organization
Sector
- Hidden Job Market and Exclusion from informal
networks - Language and communication norms concerning
self promotion - Lack of recognition of international credentials
- Catch 22 No Canadian experience
- Access to Mentors and Role Models
- Stereotypes of leadership eg. Think Manager,
Think Male - Boomer styles of work and management workaholic
culture - Multiple Roles 25 male CEOs have partners
working outside the home compared to 75 of
female CEOs
15Chilly Climate? (DI and Catalyst, 2007)
Survey Items White/Caucasian Respondents Somewhat/Strongly Agree White/Caucasian Respondents Somewhat/Strongly Agree Visible Minority Respondents Somewhat/Strongly Agree Visible Minority Respondents Somewhat/Strongly Agree
Survey Items Men Women Men Women
I believe who you know (or who knows you) is more important than what you know when deciding who gets development opportunities in my organizations. 54 60 67 72
I feel like I am held to a higher performance standard than peers in my organization. 33 35 46 47
In my organization, people tend to recommend people of their own ethnicity for high-visibility assignments. 9 11 33 30
16Generational Culture Gap
Cohort Experiences Psychographic Work style
Boomers 1946-1964 Vietnam War, Rock and Roll, Viagra Value achievement, accomplishment, discipline and openness. Task orientation Understand and respect hierarchy Highly individualistic Media use Achievement driven
Net Gen 1978-1996 AIDS, MTV, 9/11, 2 career, doting, workaholic (?) parents Value freedom, customization, me and my friends choice. Curiosity-driven Highly social Wikis - crowd-sourcing Media creation
17BARRIERS SOCIETAL
Social Environment
Individual
Group
Organization
Sector
- Organizations do not exist in a vacuum
- Cultural carriers reinforce values and
stereotypes - Legislative and regulatory barriers eg.
definitions of spouse and marriage - Policies eg. parental leave, universal daycare
- Socialization and self efficacy
- Representation in the media eg. women are seldom
experts - Representation for women will have profound
consequences on whether or not women are
perceived as competent leaders, because
"authority is not recognized by these shows. It
is created by these shows. Marie Wilson
18BARRIERS INDIVIDUAL
Social Environment
Individual
Group
Organization
Sector
- Cultural Differences
- eg. Communication and Negotiation Styles
- Some cultures value modesty, deference to
authority, economy of expression versus self
promotion - Aspirations role models, media effects
- Socialization
- Grade 3 girls outperform boys in English and
math. Boys are more likely to say they are good
at English and Math - Women Dont Ask Women are less likely to
negotiate starting salary sacrificing over
500,000 in earnings over their career Babcock
Laschever, 2002
19AN ECOLOGICAL MODEL OF CHANGE
Social Environment
Group
Organization
Sector
Individual
201. CREATE INCLUSIVE ORGANIZATIONS
Social Environment
Individual
Group
Organization
Sector
- Top management commitment
- Embed diversity through the value chain
- People practices
- recruitment, promotions, mentoring, development,
informal networks - Inclusive work conditions
- work schedules, job titles, physical environment
technological tools - good for women, good for Gen Y, good for business
- Tie management compensation to diversity targets
- COUNT COUNT COUNT what gets measured gets done!
21The Diversity Curve
Hi tech and Federally regulated
Degree of Formalization
- Recognize overt and systemic - Integrated
policies - Metrics - Work environment is
competitive advantage
SME Manufacturing
- - Little recognition of problem
- - No policies
- - No metrics
of Senior Executives
222. SOCIAL CHANGE AND INNOVATION
Social Environment
Individual
Group
Organization
Sector
- Commit to change at all levels
- Government Policy and Services
- Media Representation
- Socialization of Girls
- Organizations can help change the cultural
environment - - Leverage buying power and influence
- - Communicate BUSINESS CASE
- - Promote real representation
- - Advocate for diversity friendly policies and
services - - Support knowledge building and sharing
- - Align philanthropic practices and sponsorships
- - Leverage recruiting power, e.g., hold
educational institutions accountable
233. DEVELOP YOUR PERSONAL STRATEGY
Social Environment
Individual
Group
Organization
Sector
- Develop and nurture networks
- Find a mentor, be a mentor
- Focus on results - Display your excellence
- Negotiation skills!
- Making your differences a source of strength
- Remember your EQ and OQ must match your IQ
- Understand your sphere of influence
- Take risks but judge how far to push the
envelope - REMEMBER Even within organizations, functional
environments are not homogeneous
24New Images of Leadership
25Promising Signs Times are Changing
Maureen Kempston Darkes, former CEO, GM
Canada
Elyse Allen, CEO, GE Canada
Indra Nooyi, CEO Pepsi
Meg Whitman, CEO, eBay Canada
26(No Transcript)
27New styles of working
- Creating, Connecting, Collaborating,
Multi-tasking. - New tools texting, wikis, blogs, twitter,
flickr, YouTube - New approaches contests, user generated
content, Americas top everything -
28The way forward
- We have made progress the glass is half full
- More is needed the glass is half empty
29Contact
- The Diversity Institute in Management
Technology - Ted Rogers School of Management, Ryerson
University - 350 Victoria Street
- Toronto, Ontario, M5B 2K3
- Website www.ryerson.ca/diversity
- Email diversityinstitute_at_ryerson.ca