Diversity Institute

The Challenge | Where are you? | Social Change | Tips for Successful Companies

Under-representation and barriers to full employment and promotion persist:

• Immigrants are under-employed in Canada. Not only do they earn 85% of what Canadian born workers earn in spite of having higher levels of education, they also face barriers to career advancement.
• Visible minorities were 18% of the population in 2008 but account for a much smaller percentage of leaders. They are less likely to believe that their workplace is fair and equitable.
• The gender wage gap persists: In 1980, women earned 60.2% of men’s wages; now, women earn 81% of men’s wages.
• Aboriginal peoples could add $71 million to the Canadian economy by 2017 if educational gaps were eliminated.
• Research shows that 36% gay, lesbian, bi-sexual and transgendered (GLBT) employees who experience discrimination will change careers. In addition, 74% of GLBT and 42% of straight consumers are less likely to buy from organizations with negative views of GLBT persons.
  
• According to the 2006 census, an estimated 14.3% of the population has some form of disability. Failing to reasonably accommodate people with disabilities can negatively affect corporate reputation and performance.

Many factors influence where organizations are in their awareness of the importance of managing diversity. For example, large federally regulated companies tend to be further developed in their awareness, measurement and strategies related to managing diversity.

Organizations operate in a context influenced by broad social and cultural factors, including stereotypes, which shape perceptions and expectations and must be addressed. We suggest an ‘ecological’ model of change which considers the complex interactions among individual, group, organizational, and societal factors which shape choices, create barriers and facilitate opportunities.

Link diversity goals to business goals
The CEO of IBM initiated a diversity task-force to “uncover and understand differences and find ways to appeal to a broader set of employees and customers”. Since then, the number of female executives in the company has grown by 370%, ethnic minority executives have jumped 233% and the number of self-identified gay, lesbian, bisexual, and transgender executives grew 733%.
- David Thomas, IBM finds profit in diversity, Sept 27, 2004

Have leaders who are explicit about diversity
“… I am physically incapable of leading an organization that is at odds with my own beliefs about fundamental human rights and respect for each other. I don’t want people to feel they have to hide who they are because they’re afraid we’ll discriminate against them.”
- Ed Clark, President & CEO, TD Bank Financial Group

Build a culture which respects diversity
“I am respected, accepted and treated fairly.” At KPMG, the goal is to provide a work environment of inclusiveness for all its employees, regardless of culture, race, colour, gender, sexual orientation, family status, age, disability, or religion. KPMG suggests six key leverage areas:

• Making diversity a strategic business priority for KPMG;
• Developing an accountability framework around diversity;
• Increasing levels of inclusionary behaviour;
• Developing mentoring/networking programs;
• Strengthening and expanding our career management systems and processes; and
  
• Educating and re-shaping norms around work/life balance issues.