1. All you wanted to know about
diversity, equality and inclusion
by Toronto Training and HR
December 2015
2. CONTENTS
3-4 Introduction
5-6 Definitions
7-8 The business case for diversity
9-10 Key benefits of improving diversity
11-12 Taking action over diversity
13-15 Culture and diversity
16-17 Hidden biases and diversity
18-19 Challenges in making diversity a priority
20-21 Measuring diversity
22-24 Common pitfalls in diversity training
23-24 A stakeholder engagement culture and change
25-26 Gender bias
27-28 Evolving the HR management process for gender diversity
29-30 Initiatives to improve gender diversity
31-34 What the best employers do to boost gender diversity
35-37 An age diverse workforce
38-39 Diversity in the Canadian mining industry
40-41 An Australian approach to recruit and retain a diverse workforce
42-43 Encouraging inclusion
44-45 Modelling inclusion
46-47 Organizational inclusive behaviours
48-49 A toolkit for inclusion
50-51 Conclusion, summary and questions
Page 2
4. Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
15 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
HR support with an emphasis on reducing
costs, saving time plus improving employee
engagement and morale
Services for job seekers
14. Culture and
diversity
1 of 2
• Cultural competence
• Put on one’s cultural
lens
• Ask questions to learn
more
• Reflect on your own
reactions
• Adjust your behaviour
Page 14
15. Culture and
diversity
2 of 2
Cultural differences
• High/low hierarchy
values
• Indirect/direct
communication styles
• Group/individual focus
Page 15
17. Hidden bias
and diversity
• What are hidden
biases?
How behaviour can be
affected
• Shifting criteria in
hiring and talent
promotion
• Which voices are
heard?
• The urge to help
Page 17
23. Common pitfalls
in diversity
training 1 of 2
• Too little focus on the
impact of emotions
• Failure to engage white
males
• Lack of a compelling
business case
• Compliance-driven
• Too much focus on
helping whites
understand the
challenges of others
Page 23
24. Common pitfalls
in diversity
training 2 of 2
• Lack of engagement
from all levels of
management
• Reactive, not proactive
• Failure to make difficult
decisions
Page 24
28. Evolving the HR
management
process for
gender diversity
• Recruitment
• Performance reviews
• Career management
• Promotion shortlists
• High potentials
Page 28
30. Initiatives to
improve
gender
diversity
• Build female networks
• Provide more flexible
working
• Make it easier for women
to take career breaks
• Help them achieve work-
life balance
• Ensure that women have
the same career
development
opportunities as men
Page 30
32. What the best
employers do
to boost
gender
diversity 1 of 3
• Examine the purpose
• Tear up the role rule
book
• Break down hierarchy
• Deliver what
employees value
• Fish differently
• Welcome diversity
• Listen carefully
• Measure and transform
culture
Page 32
33. What the best
employers do
to boost
gender
diversity 2 of 3
• Examine management
styles
• Rethink career paths
• Learn from the bottom
up
• Redesign roles and
recognition
• Make everyone a hero
• Learn from the bottom
up
Page 33
34. What the best
employers do
to boost
gender
diversity 3 of 3
• Create transparency by
implementing gender
diversity KPIs
• Implement measures
to facilitate the work-
life balance
Page 34
36. An age-diverse
workforce 1 of 2
• Benefits
• Challenges
• Reasons for not seeing
an increased interest
among mature
employees
• Reasons for seeing an
increased interest in
working later among
mature employees
• Attitudes towards
training and
developing mature
employees
Page 36
37. An age-diverse
workforce 2 of 2
• Ways in which
organizations support
the extension of
working life
• Health and wellbeing
provisions to support
extending working life
• Provisions to support
dependant care
responsibilities
• Activities to access
skilled and diverse
workers of all ages
Page 37
39. Diversity in
the Canadian
mining
industry
• Attraction and
recruitment
• Advancement and
retention
• HR planning and
processes
• Examples of best
practice
• Recommendations for
mining industry
employers
Page 39
41. An Australian
approach to
recruit and retain
a diverse
workforce
• Carers
• Aboriginal peoples
• Non-English
speakers
• Young people
• Graduates
• Disabled people
Page 41