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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. Associate.

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Presentation on theme: "Workplace Diversity and Inclusiveness - Diversity, Immigrants, Gen Y and New Technologies Wendy Cukier MA, MBA, PhD, DU (hon), LLD (hon), M.S.C. Associate."— Presentation transcript:

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 2 2 AGENDA 1.The Business Case for Diversity 2.Effecting Change  - Organizational Strategies  - Social Innovation and Change  - Personal Strategies

3 3 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 3

4 4 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 5 5 Gender wage gap persists In 1980 women earned 60.2% of men’s wages Now women earn 81% of men’s wages BUT in Canada visible minority women earn 64% and Aboriginal women earn 46% of men’s wages

6 6 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%) 6

7 7 7 The “Glass Ceiling” Persists

8 8 8 Women are under-represented in technology

9 9 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 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 Y’s have different values, motivations and tools

11 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 12 4. Harnessing Diversity = Innovation Diversity and creativity are linked “Innovation comes from a deep understanding of customers not just R&D spending” – Booz Allen “Creative City” - Richard Florida et. al. Multiple perspectives provide better solutions

13 13 5. Risk Avoidance Recent Ontario Human Rights cases relate to GLBT issues Pay equity decisions Lawsuits Negative effects on REPUTATION

14 14 BARRIERS: FOCUS ON ORGANIZATIONS IndividualGroupOrganizationSector Social Environment “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 15 Chilly Climate? (DI and Catalyst, 2007) Survey Items: White/Caucasian Respondents % Somewhat/Strongly Agree Visible Minority Respondents % Somewhat/Strongly Agree MenWomenMenWomen 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% 15

16 16 Generational Culture Gap Cohort ExperiencesPsychographicWork 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 17 BARRIERS: SOCIETAL 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 IndividualGroupOrganizationSector Social Environment

18 18 BARRIERS: INDIVIDUAL 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 Don’t Ask “ Women are less likely to negotiate starting salary sacrificing over $500,000 in earnings over their career” – Babcock & Laschever, 2002 IndividualGroupOrganizationSector Social Environment

19 19 AN ECOLOGICAL MODEL OF CHANGE Individual GroupOrganizationSector Social Environment

20 20 1. CREATE INCLUSIVE ORGANIZATIONS IndividualGroupOrganizationSector Social Environment 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 21 The Diversity Curve Degree of Formalization % of Senior Executives SME Manufacturing Hi tech and Federally regulated - Little recognition of problem - No policies - No metrics - Recognize overt and systemic - Integrated policies - Metrics - Work environment is competitive advantage

22 22 2. SOCIAL CHANGE AND INNOVATION 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 IndividualGroupOrganizationSector Social Environment

23 23 3. DEVELOP YOUR PERSONAL STRATEGY 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 IndividualGroupOrganizationSector Social Environment

24 24 New Images of Leadership

25 25 Promising Signs: Times are Changing Meg Whitman, CEO, eBay Canada Elyse Allen, CEO, GE Canada Indra Nooyi, CEO Pepsi Maureen Kempston Darkes, former CEO, GM Canada


27 27 New styles of working Creating, Connecting, Collaborating, Multi-tasking……. New tools – texting, wikis, blogs, twitter, flickr, YouTube… New approaches – contests, user generated content, America’s top everything

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

29 29 Contact The Diversity Institute in Management & Technology Ted Rogers School of Management, Ryerson University 350 Victoria Street Toronto, Ontario, M5B 2K3 Website: Email: 29

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