Posted by diversityatworkinlondon on August 29, 2014
An excerpt from Diversity and Inclusion on a Budget: How to have a more engaged and innovative workforce with little or no dollars written by Evelina Silveira and Jill Walters.
Let hard-to-reach groups know that there’s an opportunity for employment with your organization by showcasing a broad spectrum of employees in your company literature and on your website. Let your employees know what your goals are in terms of a representative workforce, and that you value their suggestions and help. Ask if they would be willing to share their history with the company. This is a great way to demonstrate that you can be an employer of choice for diverse applicants.
Here’s how to do this:
– Include the employee’s picture and history with company
– Post a video on your site
– Use a written profile, if your budget is really tight
The employees that you include in your staff literature and on your website should represent a cross-section of departments and available positions. If you are confused as to where to begin, bank websites are really great at creating an employer brand, specifically the Royal Bank of Canada (www.rbc.com).
Include employees who have held a number of positions within the organization and have advanced through the company. This demonstrates that there is equal opportunity for all. Note any committee involvement, special assignments, skills or expertise they have acquired as a result of working for your company.
These mini profiles, highlighted on your website and in your literature, go a long way in promoting your company’s image as an employer of choice. Brag about it! Don’t hold back and be humble! Remember, labour shortages are starting to occur in many sectors. Stand out and let it be known who you are as a company, and what employees can expect from working for you.
It’s probably an odd analogy, but think about your company as a potential date. If your company was on the dating scene, what attractive qualities would it promote? What could it offer? Why should a job seeker be interested in you? What could it gain from having you as an employee?
With this in mind, think about all the areas in which your company supports its employees, and include those details on your site. For instance, younger workers are really keen about seeking out employment with companies that are socially responsible, environmentally friendly, flexible and interactive. Having a pool table might be bonus. Include this information!
Do you have an on-site day care? Flex-time opportunities? Cross-training? A mentoring program? Employee Resource Groups? Prayer rooms? Adaptive technology? A women’s leadership group? On-site smudging area? Gym? Pool table? English as a Second Language classes? Pets at work? All these programs and services demonstrate that an employer supports and cares about the employees; their physical, social, spiritual and psychological well-being, and their need to succeed professionally. List them!
Consider asking those employees with more seniority about the special perks and selling points of working at your organization. Include them on your on your promotional materials as well.
Posted by diversityatworkinlondon on August 14, 2014
Written by: Evelina Silveira, President, Diversity at Work in London Inc.
Change is often a good thing. When it comes to equal rights for the gay, lesbian, bisexual, transgendered groups, increased awareness and advocacy has contributed to their greater inclusion in the workplace and in our communities at large.
The Pride Parade in London is not the raucous as it is in other cities notably Toronto. Just like everything in London, Ontario it is far more subdued and conservative focusing more on family, friends and allies and less as a spectacular show or tourist attraction.
Pride is about honesty, sexual expression and having a “safe space”. The parade and its other events support this freedom. But Pride is not for everyone, and participating in these events is a choice. Agencies and businesses alike often exploit this event to advance their strategic or advocacy agendas with little thought into what it represents and who the right people should be to participate.
My business had a booth a few years ago at Pride in London, and I had a number of disturbing observations.
Arriving early in the morning, I began to set up my booth, with employees from various large and multinational corporations, falling closely behind. Setting up their tables and fleeing for the rest of the day, they only came back at the end when everything was over and ready to pack. Merely, leaving brochures and business cards, there was no intention to engage with the crowd. Yet, I surmised that the representatives were from companies who placed hundreds and thousands of dollars in sponsorship but did not have the decency to stick around. That smacks of a phony commitment to LGBT in my books!
And let’s not forget the young man in the booth next to me who was selling phallic-like hats and similar paraphernalia. Every half an hour or so he would reach over to his girlfriend and start kissing her and more. Do you suppose he might have been a little uncomfortable with attending a gay event? With all of the other opportunities one comes across in a day to safely express one’s heterosexuality, was it so necessary to do so in an event that seeks to stamp out heterosexism? I think not. As they say: “Get a room!”
Finally, a New Canadian spoke to me about the service he was getting at a local agency. He was really pleased with how they were trying to get him out of his house and make him more sociable. He recounted how he was “invited to a ceremony” in which “he was part of a parade” and given “a colourful flag”. The event was Pride in London. The man was not gay. He was a married man from the Middle East and a devout Muslim. He had no idea what he was attending. This televised event could bring a lot of grief for him. What would his family say if they see him? What might his reaction be when he finds out what he attended? Inviting clients to attend Pride Events without fully disclosing its meaning is simply: disrespectful, dishonest, irresponsible, culturally and religiously insensitive. Numbers are not everything!
Pride events often take place on weekends and evenings. Just because you don’t want to be a part of the Pride event doesn’t mean you don’t support LGBT rights. You may prefer to have stricter boundaries between your work and personal time. Additionally, if employers provide no compensation for attending these events to support agency goals through pay or time off, they should not expect employees to take time away from their existing schedules to do one more thing for their job. Lack of participation should not be interpreted as you don’t care about LGBT rights. It could simply mean that you don’t like attending parades or that you really are pressed for time.
After all, when you compare how abysmal the attendance at Women’s Day events is: Do we interpret this as an expression of our Community’s disinterest in women’s rights? I don’t think so. Some people have different ways of showing support and advocacy. That needs to be respected.
Next time you think about having your company be a part of Pride Events, ask yourself if you are sending the best representative. Give employees a way out without judgement. If they go and feel uncomfortable, they may end up staining your corporate image like the guy in the booth who was compelled to display his heterosexuality. Be honest with what the event represents and if you plan to invite New Canadians to participate, you must take extra steps to ensure cultural sensitivity. We need to be mindful that in a good part of the world, openly gay men are still murdered, tortured and imprisoned. Going to a Pride Event may be a big leap that they are not ready to make as of yet.
Posted by diversityatworkinlondon on August 6, 2014
Turkish women post smiling selfies after deputy PM Bulent Arinc says they should ‘not laugh in public’
Originally posted on National Post | News:
Defiant Turkish women are flooding social media with photos of themselves smiling and laughing to protest “outrageous” comments made by their deputy prime minister.
Laughing is not allowed in Turkey's Orwellian dystopian future #direnkahkaha—
Yörük Işık (@YorukIsik) July 30, 2014
#turkishwomen deputy PM Bulent's attack on laughing in public is a disgusting assault against self-expression.The free world is on your side—
Amanda Foreman (@DrAmandaForeman) July 30, 2014
Herkes gülsün! Ben duruma böyle güldüm:) http://t.co/pRCblUZLWl—
Ece Temelkuran (@ETemelkuran) July 28, 2014
Bulent Arinc touched off a deluge of smiling selfies when he said women should not laugh out loud in public during a speech about “moral corruption” at a Eid al-Fitr holiday gathering Monday.
“[The woman] will know what is haram and not haram,” Arinc said according to Turkey’s Hurriyet Daily News. “She will not laugh in public. She will not be inviting in her attitudes and will protect her chasteness.”
In the past two days, thousands of women from around the world have responded to Arinc’s statement by sharing cheerful photos of themselves under the Turkish hashtags kahkaha (laugh) and direnkahkaha (resist laugh).
“It was an extremely outrageous and conservative statement,” author Ece Temelkuran told the BBC. The political commentator was one of the first…
View original 891 more words
Posted by diversityatworkinlondon on July 30, 2014
Evelina Silveira, President, Diversity at Work in London, Publisher the Inclusion Quarterly
Diversity trainers are just like any other people: they have biases. If we are true to the work, we recognize that we need to be constantly evolving as individuals and as trainers. The process involves examining our own biases and trying to understand and reduce/eliminate them; a process which can be very humbling and worthy of sharing with our trainees. Although it makes us vulnerable, we become genuine facilitators.
Preachy diversity trainers are a turn-off for me. In my 20 years in the field of race relations, and diversity I think the worst sessions I have ever attended by trainers were ones in which they tried to make their trainees feel bad about the attitudes that they had, as if that is supposed to help them change! With cries of “Don’t be racist” or “Don’t be sexist”, these types of trainers do a lot of talking, but rarely about themselves and about their own journey when it comes to diversity and inclusion. These scripted trainers don’t appear genuine to me, having created an environment where trainees feel vulnerable if they have dissenting views.
A dynamic diversity trainer will put themselves in the trainee’s shoes, recognizing that trainees might be scared and uncomfortable with working with or serving a group of people they never had to before. There is a lot on the line. Here is an opportunity to share your story and to be authentic. They want to hear from you that it wasn’t always so easy for you either, but that it can be done. And sometimes you may even come to enjoy working in a diverse environment.
Growing up in London, Ontario which has always been considered very WASPY, my experience with diversity was primarily living and going to school with different children of European decent. I attended a Catholic school and I was never exposed to religious debates.
As kids, when we wanted to see exotic looking (non-Whites), we would dash to the school library and take a peak at the National Geographic magazines and marvel and giggle at the differences we saw.
While this may seem insensitive, this was the reality of growing up in a city where most of the people look pretty much like me. My elementary school had one black family and there were no Asians or aboriginal people. In a sea of predominately Italian kids, I was the minority. Later on, when I went to university, I met a Jew for the first time and he did not have a beard or a black hat! I also met a brilliant woman from the Chippewa reserve. That was a different experience hearing her perspective on the First Contact which was diametrically opposite to what I had learned in school.
It was a different kind of experience in which all of my beliefs were challenged for the first time and not always in the most polite way either. Sometimes it was uncomfortable, I soon came to value the ideas of others and gain friends that I would have never have made if I had not branched out into a secular school with students who had different backgrounds.
I reflect on these moments and share them with my trainees.
If we consider that many of our participants may feel uncomfortable asking certain questions that are integral to their work, then it is incumbent upon us to put them on the table and take chances. Anticipate the questions and address the elephant in the room. Again this means that you need to take risks as a trainer by presenting topics that your participants deal with on a daily basis but are afraid that they will be labelled by other trainees if they put those questions forward. Otherwise they may never ask them, and they leave the training feeling dissatisfied and maybe even cheated.
It means putting yourself out there and bringing in genuine examples and abandoning the political correctness. Your trainees will thank you for it and will be surprised that you took the chance – something many other trainers are not willing to do.
By sharing true stories of your experiences confronting bias and engaging trainees with real-life challenging and relevant examples, you will be on your way to creating a memorable, engaging and educational learning experience.
Posted by diversityatworkinlondon on July 16, 2014
Evelina Silveira, President, Diversity at Work in London Inc. Publisher, Inclusion Quarterly.
Let’s face it — we are human! But when it comes to equitable hiring practices, our “humanness” can get in the way of hiring the best candidates. There is a growing body of research that says that we are more likely to hire attractive people for certain jobs based on their appearance and not their qualifications. Research shows that even small children think that people of colour are less trustworthy and not as friendly , and these biases continue on into adulthood and influence hiring practices.
The unfortunate reality is that the best people are often not chosen for a job because our subconscious bias gets in the way.
As a small business owner, I am conscious of this now more than ever. I want to hire the best people, because if I don’t , I lose money and the reputation of my business. Good people make me good as well. Business owners see and immediate connection with the bottom-line and are no doubt more likely to choose qualified people than looking for only “fit”.
It would be so easy if more people felt this way but they often don’t. That’s why we need to build in processes to help reduce the occurrences of bias. When it comes to fair hiring practices, the key word is “structure”. Structure allows for all members of the hiring committee to keep on track. Problems arise when committee members “go off the script”.
Here are some tips to support the integrity of your hiring processes.
Check you biases at the door. Remember the focus needs to be on skill rather than “fitting in”. If your goal is to hire “someone who will fit into the organizational culture” you will undoubtedly hire people who are the same as the rest and not necessarily the best employees. Certain cultures and age groups and those with a diversity of thoughts and opinions, will be out of the running. Sometimes interviewers are afraid to hire the best because they fear losing their job to the candidate. But hiring the best people is a good indication of a progressive leadership team.
Map out your hiring process. It is a good idea to use a flow chart or another kind of chart to identify who will be responsible for each stage in the process. Having a visual to work from will help you to see what links may need strengthening to increase the fairness of the process. For example, one way to reduce beauty bias is to start with a preliminary online or standardized interview which removes the possibility of subjectivity.
Zoom in on the key competencies for the job, and structure the processes around it. If your job posting requires an advanced level of technical skills in a particular area, be sure to have this tested within your screening process.
Involve multiple people in the interview process. The screening committee should be made aware of fair hiring practices and be committed to getting the best candidate possible.
Ask the same questions of everyone. Avoid asking extra questions of some and not of others. You give a candidate an unfair advantage.
Included a weighted scoring sheet. Keep to the most important competencies and weigh them according to the job. Relying on written responses alone is not enough. This makes the process far too open to interpretation, bias and illegal hiring practices. If your interview process is ever questioned by the candidate or authorities you can at least show that you had some structure in place. Having a scoring sheet throughout the process: recruitment, interviewing, and reference checking will cut down on the bias. You owe it to the candidate and to the reputation of your organization to follow a structured system.
Focus on the key issues. Can the candidate do the job? Based on their responses and prior work history, will they do the job? If they have not done the job before, what qualities have they demonstrated in the interview process or skills have they obtained from other experiences that make the case that they can do the job.
Conduct reference checks. Ensure that all candidates referees are asked the same questions.
Don’t forget empathy. Looking for a job these days is harder than ever and there are so many people in need of one. Always keep in mind how you would like to be treated. Think about how you would feel if someone less qualified got a job that should have been yours.
Posted by diversityatworkinlondon on May 14, 2014
Written by: Evelina Silveira, President, Diversity at Work in London Inc, Author of Diversity and Inclusion on a Budget
In our early childhood education, we are taught to classify, sort and separate. We categorize by shape, colour, texture, and by things that we like and do not like. This early training helps us to sort out large chunks of material into smaller pieces which are more easily understood. While this system may work with objects, it can be problematic when it comes to trying to categorize people and placing them into labels or stereotypes. Each day we engage in this labelling process whether consciously or unconsciously.
I was on the bus one morning travelling through some of the less than desirable parts of town. A man in his mid-thirties got on the bus with what looked to be his 5 year old daughter. He seemed a bit rough around the edges, heavily tattooed and on the messy side. This tough man held a little pink brush in his right hand. He sat his daughter on his lap and proceeded to brush her hair and make the neatest pig tails. All the while she was smiling and kissing her father’s hand as he admiringly transformed his little daughter’s tangled hair into a tamed coiffure.
While I sat and admired the interaction in front of me, behind me were a couple who regularly attend a methadone clinic in the downtown core. On the surface they would appear kind of scary. Dishevelled appearance and missing teeth – people you might want to avoid. However, over the years I have seen this couple who live in government housing show generousity to others on the bus. Lending others an ear, offering their poverty-stricken neighbours some of their own food. That day they were engaged in a deep conversation about the upcoming election, and judging by their vocabulary they would have appeared to be well educated.
I get to the conference that I was supposed to attend and visit my associate. After the conference she told me that a woman who was wearing a burka had approached her before her talk to tell her that a man at the conference has stolen the books that she had on display. My friend who was about to start her talk did not have the time to do anything about it. As it turns out the woman in the burka chased the man outside the school and demanded that he hand over what he had stolen. At the end of the conference the woman in the burka handed over the text book to my friend.
I was pleasantly surprised by each of these incidents that I witnessed in one day. They were a gift to me. I was challenged by common stereotypes that not only I have but that society has in general. It is hard for us to imagine a tough looking guy feeling comfortable fixing his daughter’s hair in public. We don’t expect people who have a problem with addictions and are poor may have a strong depth of political analysis. And surely, with all of the images of passive women in burkas in the media we would not expect one to stand up to a man and demand stolen merchandise be returned.
Posted by diversityatworkinlondon on May 12, 2014
By: Evelina Silveira, President, Diversity at Work in London Inc, Publisher, the Inclusion Quarterly
Everyday occurrences and unprocessed feelings usually form the basis of my blogs. Today’s is no different. It is Tuesday, and I am still thinking about the elderly Italian woman I saw over the weekend in a long-term care facility and left wondering: Is there a better way to meet the needs of residents who do not speak English?
I don’t know Rosa (name changed to protect her identity) but I do know that she is Italian as I recognize some of the words she yells or her conversations to imaginary people. No one understands what she is saying and nurses and attendants just continue to speak to her in English, or they ignore her completely because they just don’t know how to communicate with her. Residents will refer to her as “the crazy one” or the “one who is always screaming”. I only know a few words in Italian, but I happened to recall the expression, Che bella ragazza. I decided to look directly at her and say these words to her, checking to see if there was a response. For a moment, she paused as she appeared to hear something familiar and I only had wished I could remember more. I had just referred to her as “a beautiful girl!” Her face temporary lit up and my heart was warmed. If only, I could have a conversation with her, I thought.
I had to wonder, what was it like for her to be in a home where no one understands her. How frightening to become invisible and voiceless. What a disappointing way to end the remaining years of one’s life.
The need for multilingual staff and volunteers is extremely important in effective healthcare delivery. As more immigrants are entering these facilities, I believe that we could be at a crisis point if we do not do more to address this issue especially in long-term care. Even though the immigrant resident may be fluent in English, for reasons I don’t understand they will often resort back to their mother tongue especially as dementia sets in.
While it may be impossible to have staff who can speak all the languages the residents do, there should be more effort made to provide care to them in their own language.
Here are some recommendations for providing more multilingual services in long-term care.
Employee Recruitment . Research the demographics of your community and include foreign language competencies in job postings based on what you find and on your current service needs.
Libraries and Print Materials. Consider purchasing or asking for donations of multilingual books, periodicals and tapes that residents can enjoy. Add international media.
Foreign Language Training. There are many low-cost and no-cost ways of learning another language. Conduct a Google search and you’ll find many that are free.
Create a Picture Dictionary With Basic Words and Salutations. These small gestures could go a long way with keeping the resident more stimulated in addition to increasing the competencies of the employees.
We are facing unprecedented changes in healthcare and creating more culturally competent organizations do not have to be costly. Using existing community resources and becoming more innovative in the recruitment, selection and retention of employees can go a long way with developing more inclusive services.
Posted by diversityatworkinlondon on April 29, 2014