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Workplace Diversity and Inclusiveness - Diversity, Immigrants, Gen Y and New Technologies

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Workplace Diversity and Inclusiveness - Diversity, Immigrants, Gen Y and New Technologies Wendy Cukier MA, MBA, PhD, DU (hon), LLD (hon), M.S.C. – PowerPoint PPT presentation

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Title: Workplace Diversity and Inclusiveness - Diversity, Immigrants, Gen Y and New Technologies


1
Workplace 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

2
AGENDA
  • The Business Case for Diversity
  • Effecting Change
  • - Organizational Strategies
  • - Social Innovation and Change
  • - Personal Strategies

3
WHAT 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

4
Under-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

5
Gender 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
6
Representation 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)

7
The Glass Ceiling Persists
8
Women are under-represented in technology
9
The 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

14
BARRIERSFOCUS 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

15
Chilly 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
16
Generational 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
17
BARRIERS 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

18
BARRIERS 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

19
AN ECOLOGICAL MODEL OF CHANGE
Social Environment
Group
Organization
Sector
Individual
20
1. 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!

21
The 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
22
2. 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

23
3. 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

24
New Images of Leadership
25
Promising 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
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27
New 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

28
The way forward
  • We have made progress the glass is half full
  • More is needed the glass is half empty

29
Contact
  • 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
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