Wendy Cukier's Presentation on Diversity

7/31/2019 Wendy Cukier's Presentation on Diversity

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Workplace Diversity and Inclusiveness - Diversity,

Immigrants, Gen Y and New Technologies

Wendy CukierMA, MBA, PhD, DU (hon), LLD (hon), M.S.C.

Associate Dean, Business

Founder, The Diversity Institute

Ryerson University


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AGENDA

1. The Business Case for Diversity

2. Effecting Change

- Organizational Strategies

- Social Innovation and Change

- Personal Strategies


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WHAT IS DIVERSITY?

All forms of individual differences, including race,ethnicity, culture, gender, age, marital status,religious beliefs, educational background, stage incareer, physical and mental ability, personality,social status and sexual orientation

Effective management of diversity promotes a fairand equitable work place and is critical toorganizational performance

3


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Under-representation persists

Immigrants are under-employed in Canada.

Earn 85% of Canadian born in spite of having higherlevels of education

Face barriers to career advancement

Visible minorities were16% of the population in 2006

Only 44% of corporate boards had at least 1 visibleminority director

In 2006, 7.8% of all Members of Parliament were visibleminorities


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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 earn64% and Aboriginal women earn 46% ofmens wages


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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 ineducation sector (59%) and least in corporate sector

(15%)

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The Glass Ceiling Persists


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Women are under-represented in technology

Percentage of Females Enrolled in University Programs

(1985/86-2004/05)

0%

10%

20%

30%

40%

50%

60%

1985

-86

1987

-88

1989

-90

1991

-92

1993

-94

1995

-96

1997

-98

1999

-00

2001

-02

2003

-04

Year

Percent

Commerce, Bus. Admin. etc.

Computer Science

Mathematics

Civil Engineering

Electrical Engineering

Mechanical Engineering

Engineering, General


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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 businesssuccess and national competitiveness


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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


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3. Growing diversity of markets Markets are increasingly diversified - immigrantadvantage

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


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4. Harnessing Diversity = Innovation Diversity and creativity are linked

Innovation comes from a deep understanding ofcustomers not just R&D spending Booz Allen

Creative City - Richard Florida et. al.

Multiple perspectives provide better solutions


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5. Risk Avoidance Recent Ontario Human Rights cases relate to

GLBT issues

Pay equity decisions

Lawsuits Negative effects on REPUTATION


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BARRIERS:

FOCUS ON ORGANIZATIONSIndividual Group Organization Sector

SocialEnvironment

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 thehome compared to 75% of female CEOs


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Chilly Climate? (DI and Catalyst, 2007)

Survey Items:White/Caucasian

Respondents

% Somewhat/Strongly Agree

Visible Minority Respondents

% Somewhat/Strongly Agree

Men Women Men Women

I believe who you know (or who

knows you) is more important thanwhat you know when decidingwho gets development opportunitiesin my organizations.

54% 60% 67% 72%

I feel like I am held to a higherperformance standard than peers in

my organization.

33% 35% 46% 47%

In my organization, people tend torecommend people of their ownethnicity for high-visibilityassignments.

9% 11% 33% 30%

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Generational Culture Gap

Cohort Experiences Psychographic Work style

oomers

946-1964

Vietnam War, Rock

and Roll, Viagra

Value:

achievement,

accomplishment,

discipline and

openness.

Task orientation

Understand and respect

hierarchy

Highly individualistic

Media use

Achievement driven

et Gen978-1996

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


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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

expertsRepresentation for women will have profound consequenceson whether or not women are perceived as competent leaders,because "authority is not recognized by these shows. It iscreatedby these shows. Marie Wilson

Individual Group Organization SectorSocialEnvironment


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BARRIERS: INDIVIDUAL

Cultural Differenceseg. 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 startingsalary sacrificing over $500,000 in earnings over their career Babcock& Laschever, 2002



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AN ECOLOGICAL MODEL OF CHANGE



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1. CREATE INCLUSIVE

ORGANIZATIONSIndividual Group Organization Sector

SocialEnvironment

Top management commitment

Embed diversity through the value chain

People practices:

recruitment, promotions, mentoring, development, informal networks

Inclusive work conditionswork schedules, job titles, physical environment; technological toolsgood for women, good for Gen Y, good for business

Tie management compensation to diversity targets

COUNT COUNT COUNT: what gets measured gets done!


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The Diversity Curve

DegreeofFormalization

% of Senior Executives

SME Manufacturing

Hi tech andFederallyregulated

- Little recognition of problem- No policies- No metrics

- Recognize overtand systemic

- Integrated policies- Metrics- Work environment iscompetitive advantage


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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 educationalinstitutions accountable



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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, functionalenvironments are not homogeneous



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New Images of Leadership


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Promising Signs: Times are Changing

Meg Whitman,CEO, eBay Canada

Elyse Allen,CEO, GE Canada

Indra Nooyi,CEO Pepsi

Maureen KempstonDarkes, formerCEO, GM Canada


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New styles of working

Creating, Connecting, Collaborating,

Multi-tasking. New tools texting, wikis, blogs,

twitter, flickr, YouTube New approaches contests, user

generated content, Americas topeverything


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The way forward

We have made progress the glass is half full

More is needed the glass is half empty


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Contact

The Diversity Institute in Management & TechnologyTed Rogers School of Management, Ryerson University

350 Victoria StreetToronto, Ontario, M5B 2K3

Website: www.ryerson.ca/diversityEmail:[email protected]

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Documents

Wendy Cukier's Presentation on Diversity