Actions You Can Take To Increase Intercultural Understanding in the Workplace


By:  Evelina Silveira,  President, Diversity at Work

1. Start up a Diversity Book Club or Discussion Group    You can take turns assigning a reading which is pertinent to your work and designate a regular meeting time for your discussions. Tailor it to your industry and the specific knowledge you would like to gain.
For example:
Indian-Style of Leadership – This could help organizations who have a number of New Canadian Indian employees gain an understanding of the differences in leadership style in India. It can give leaders an awareness of what some of the challenges these employees may have based on their previous work experiences and help them become more acclimatized to a Canadian workplace.
Cultural Differences in the Way Disabilities are Communicated. The way cultural groups talk about disabilities tells us a lot about their values and how people with disabilities are treated in their communities.
Plagiarism Around the World – Understanding how different countries feel about and define plagiarism is important in preparing international students for post-secondary education.

2. Spearhead Employee Resource Groups These groups can provide valuable information to advance the goals of your organization. If you happen to have a New Canadians ERG, it can be drawn upon to provide education to the rest of the employees and make suggestions for program development and provide insight into new markets.

3. Infuse Cultural Tidbits Into Existing Vehicles of Communication Whether you have an intranet, a regular newsletter or hang up posters, don’t miss out on an opportunity to encourage cultural learning. What about your staff or departmental meetings? After all, when we learn about other cultures, we learn a lot about ourselves!

4. Examine Your Corporate Social Responsibility Initiatives Is there a way you can increase your interactions with some of the major cultural groups in your community? Volunteer at a settlement agency? Be a mentor? Consider sponsoring cultural events.

5. Increase or Begin to Offer Student Placements/ Co-ops Work with local agencies serving diverse clientele and post-secondary institutions to bring diverse workers to your organization. You will be amazed at how much you learn from the experience!

6. Take a Cultural Competency Inventory Ask employees if they have: knowledge of a second language, experience from work abroad and cross-cultural education. Having this information handy can be a real help when you are considering the appropriate people for foreign assignments or need some emergency assistance with a culturally diverse client who you are having difficulty communicating

Are Your Hiring Practices Really Equitable?


Evelina Silveira, President, Diversity at Work in London Inc. Author of Diversity and Inclusion on a Budget: How to have a more innovative and engaged workforce with little or no dollars.

Equity statements on job postings have become part of the norm, implying the applicant has a fair shot at a job. If the ultimate goal is to hire the best person for the job, then some very common unfair workplace practices may be getting in the way. Let’s take a look at how allowing candidates to circumvent the hiring process throws equity out of the window.

A candidate may have “supporters” in the organization who would like him/her to be hired. The supporters may approach the hiring committee or senior leaders to advocate for the candidate. While this may be advantageous to the candidate and a time-saver for the hiring committee, how might this sit for an applicant who doesn’t have an “in” with the organization? If the supporters are successful, their candidate will be hired.

What happens to the other people who have applied? Your best candidate may have been waiting in the pile of resumes, which did not get your attention because of the “support” one candidate received.

What implication does this have on diversity and workplace inclusion? Immense. You ended up hiring very similar people. What is the effect on innovation? Abysmal. New Canadians, people who live out of town, youth, people with disabilities, aboriginal people and those who may be entering the workforce for the first time don’t stand a chance, unless “they know someone.”

In terms of succession planning you may see very little in the way of diversity, creating huge implications for organizational profitably as well as innovation, not to mention corporate image.

If the situation I have described has become part of your organization’s hiring procedures, there is a good chance it has become well known. Do you want the word out that: “You need to know someone, to get a job”? Or would you prefer applicants have an equitable chance of getting hired as your equity statement would imply.

The hiring process should be transparent all of the way. If you don’t feel comfortable with writing down the specifics of your hiring process and making it public, there is a good chance it may be inequitable and even illegal.

You can argue that it has always been this way! In the past, we did not include equity statements, but now we do. Consequently, more than ever we need to be accountable for applicants who take the time to answer job ads and treat the process fairly out of respect to them and to the integrity of the organization.
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Understanding Learning Disabilities in the Workplace | LDAO


Understanding Learning Disabilities in the Workplace | LDAO.

Creating an Employer Brand to Attract New Canadians and Generation Y


Three Smiling Businesswomen

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.

 

 

 

Pride Is Not For Everyone


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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.

 

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.

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

Diversity Trainers Need To Be Real


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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.

 

Individual Versus Group Rights: The Diversity Challenge


Evelina Silveira, President, Diversity at Work in London

 

Depending on where you work, speaking foreign languages on the job can open up a big can of worms.    While it is an individual’s human right to do so, it can create huge issues of mistrust and cliques which can ultimately lead to racism.  No where is this more pronounced than in the manufacturing sector which is often fuelled by immigrant labour.

 After completing a recent sensitivity training session with a worker who was accused of making insensitive remarks to a group of foreign language speakers in the lunch room, I realized how complex and divisive this topic can be.   The situation becomes intensified when the workers are fluent in English but choose to speak another language over breaks and in their lunch room.   

 When my parents came to Canada in the 1960’s they did not know English and there weren’t any supports for people like there are today.  But English language fluency is much higher these days than in the past for several reasons.  With stricter health and safety standards workers must be more fluent to understand the workplace hazards.   The Canadian government has a fluency standard for immigration and there are more free programs for New Canadians to access to learn English than ever before.

 Breaks are a time to relax.  When you are not completely fluent in English, speaking it during the day becomes very tiring.  It makes sense that you don’t want to continue to make the effort because you need to refuel for the rest of your shift.  But, what if you are fluent in English and choose to speak another language during your lunch hour or breaks?  Indeed you have the right to do so, but this does not always mean it is the best choice and without consequence?  

 In Canada we also have the right to ask for religious and cultural accommodations in the workplace.  But is it always the right thing to do?  You can argue that it is “your right” but sometimes our individual rights clash with what is good for the group.  What if your team has an important deadline to meet and you must leave early from work to accommodate a religious obligation and they really need your help?  Are you going to leave and hold them completely responsible for finishing the task?  This may be your right to do so, but how are your co-workers going to feel about you tomorrow?  It all depends.  For example, did you do whatever you possibly could in advance to help them with the project? Might you be available in case of an emergency? 

 A key component missing from the dialogue on exercising individual rights in the workplace is the impact that it can have on your co-workers.  Creating exclusive lunch rooms segregated by language and shrugging off workplace responsibilities because of cultural/religious obligations do not make a recipe for harmonious  interpersonal relationships.   

 When we exercise our individual rights in the workplace we must also consider the impact it may have on our fellow co-workers and do what we can to alleviate the burden for them.  

Quick and Easy Ideas for LGBT Workplace Inclusion


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Evelina Silveira, President, Diversity at Work in London Inc.  Author, Diversity and Inclusion on a Budget:  How to have a more engaged and innovative workforce with little or no dollars.

Pride Month is coming up and now is the time to take a look at what your organization is doing to create workplace inclusion for lesbian, gay, bi-sexual, and transgendered employees.  Even though I am a big supporter of LGBT inclusion in the workplace and in the community at large, sometimes I find myself stumped at what can we do in our organizations to advance the cause?  I figured that there were other people out there who likely feel how I do, but don’t know where to begin.  I did some research and I came up with a few ideas below that are really quite easy to do.  You don’t have to have a big budget, but you will see that these ideas will no doubt contribute to a more caring, engaged and productive workplace.

  • Don’t assume everyone is straight.
  • Remember to communicate a zero tolerance policy that inappropriate comments or jokes will not be allowed.
  • Keep in mind that LGBT employees often have children, spouses and partners. Show interest in their lives as well.
  • “Coming–out” is usually a risky thing to do in the workplace. When someone shares this with you, thank them for their trust in you and honour their need for privacy.
  • Convey verbally and in writing that professional development and promotional opportunities are solely based on merit.
  • When you are embarking on diversity and workplace inclusion training remember to include LGBT content.
  • Include any policies or benefits to LGBT employees on your website as you would for other groups. In the case of a global operation, it is important to let employees know how LGBT company practices and societal approaches abroad may be different if a transfer or travel is involved.
  • Don’t overlook LGBT causes when you are looking for outreach opportunities in your community. Considering the prevalence of bullying and higher levels of suicide among LGBT youth, these groups could use more resources.
  • Send out a Happy Pride Month message in your newsletter, intranet or other form of communication, just as you would with any other special month.
  • Ask employees if they have any ideas to improve LGBT inclusion in the workplace or marketing/customer service efforts to this population. These questions should be posed to your employees in general and not singling out LGBT in your organization.

 

If you would like more easy and low-cost ways to make your workplace more inclusive, consider purchasing our eBook, Diversity and Inclusion on a Budget  at http://www.yourdiversityatwork.com/ebook/ .

 

 

Tips for Avoiding Subconscious Bias In the Hiring Process


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.

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