London’s Poor Diversity Score No Surprise


Written by: Evelina Silveira, President Diversity at Work

As featured in New Canadian Media
Thursday, 27 October 2016 

A recent study published by the Western University’s Centre for Research on Migration and Ethnic Relations found a severe lack of visible minorities in leadership roles in organizations in London, Ontario. 

While the study made headlines, the findings came as no surprise to me.  I have lived in London all my life, working as a diversity consultant for 10 years. I would like to offer an explanation as to why inroads have not been made in visible minority leadership in  London, Ontario.

Flashback to about 13 years ago, when I started to work on a business plan for Diversity at Work: I interviewed many leaders in London asking them whether my idea of having a business which promoted hiring and supporting diverse candidates would ever fly?

I will never forget the answer I received from a human resources consultant who had previously held many jobs in the recruitment and leadership fields.  She said:  “Evelina, as long as there are enough white people to fill the jobs, no one will ever consider anyone else, because they don’t have to.”

Essentially, she conveyed that there really was no need to change the recruitment process and that it was too much work to do so.

A late joiner

In comparison to other cities, London has lagged behind. Perhaps it is because the jobs could easily be filled as the human resources consultant suggested, or maybe we ignore the ever-growing presence of visible minorities which started in the mid-1980’s. 

Some of our largest employers and institutions have only recently developed diversity policies, later than their counterparts in other comparable cities which have a high number of visible minorities and immigrants. I often scan the diversity plans of the public service organizations in London and it would appear that the effort or the kind of approach being used – if at all – are not producing  much in terms of achieving a representative workforce, let alone diversity in leadership. 

My observations are consistent with the findings which indicate a very low level of visible minority participation, notably 5.3 per cent on agencies, boards, and commissions.  Their lack of participation at these levels can have ramifications for how services are delivered, in addition to resource allocation. 

Furthermore, there is a tendency, especially with boards, to recruit people they know, often friends and co-workers, to fill vacancies.  This can perpetuate the lack of representation and the effort to create more diversified boards and committees.

It is startling how many workplaces have not implemented the strategies and best practices that can help mitigate these gaps. How might we explain the disconnect? There is a multitude of reasons why this occurs and this is key to understanding the problem of under-representation in London’s publicly-funded organizations.

Consider these possibilities:

·         Foreign credentials and work experience are not recognized. Generally speaking, if an applicant has not graduated from a leadership program in North America or the U.K , there is a good chance their education in leadership may not be recognized.  Leadership experience from other  parts of the world may not be taken into consideration for a host of reasons, including cultural differences in how we do business and interact with employees.  

·         Effective leadership requires highly developed communication skills:  in person, in writing and over the phone.  An internationally-trained applicant is disadvantaged if they have a pronounced accent and have an indirect style of communication.  Interviewer bias can hamper heavily-accented applicants, who may be mistaken as unqualified because they speak differently.  Across cultures, there are variations in how we conduct meetings, presentations and write reports. The Canadian standards are often learned in school or through work experience.

At civic level: zero

The number of visible minorities and immigrant leaders in municipal organizations is at a glaring zero per cent! 

Given that government organizations are held to a higher standard than the private sector to have a reflective workforce, as well as to meet Employment Equity standards, this represents a failure of implementation and consequently lost opportunities for diversifying the workforce and gaining new skills and perspectives. 

With increasing job insecurity, good benefits and salaries, public service employees are not likely to leave their jobs.  Understandably, this represents fewer opportunities for external applicants to get hired. 

It would be interesting to know if the City of London has an internal mentoring program to assist aspiring leaders.  Research consistently indicates that visible minorities and immigrants find a lack of mentors in the workplace. 

Successful leaders often attest to the significance of mentors throughout their careers.  There have been some attempts over the last few years to develop internships for immigrant professionals at the City of London. However, it is hard to know if this experience translated into permanent employment with the City.

Finally, we cannot overlook bias and racism in the recruitment and selection process, although it does not probably explain the huge disconnect between the population and their representation in the workforce. In my experience, if the leadership in an organization is not familiar with the business benefits of a diverse workforce, they are very unlikely to support and initiate programs which can facilitate the entry and promotion of visible minorities within their organizations.

Evelina Silveira is the President of Diversity at Work in London, a three-time award -winning firm which specializes in creating inclusive workplaces and diverse customer bases.  She has co-authored two globally acclaimed books and is the publisher of the Inclusion Quarterly.

Coaching New Canadians in Soft Skills: How do you do it?


Evelina Silveira, President, Diversity at Work in London Inc.

I am pleased to announce an upcoming workshop that I will be doing in London, Ontario on May 29th. It combines what I have learned over the years in: international education, coaching and mentoring New Canadians in the workplace and working directly with employers regarding their integration. If you are interested in learning how to optimize and retain immigrant talent, this workshop is for you. If you cannot make the workshop in London, we are happy to deliver it to your workplace or community. We travel anywhere, just ask.   For full details, visit our website at http://www.yourdiversityatwork.com/workshops/.

coaching

POTLUCKS AND THE POLITICS OF FOOD IN THE WORKPLACE


Evelina Silveira, President, Diversity at Work   co-author,  The No-Nonsense Guide To Workplace Inclusion

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While splitting the check, B.Y.O.B, potlucks, and eating leftovers from the catered luncheon are routine in a Canadian workplace; by far this experience  is not an international phenomenon. While you may think your welcoming, kind gesture to “break bread” with a New Canadian co-worker is a good idea, don’t be surprised if they have a different interpretation. Food and eating can be a highly political affair. Political? Indeed – political! Let’s take a look at one of our most popular epicurean rituals which has stood the test of time.

Potlucks

Why do we have potlucks in Canadian society? Potlucks offer an inexpensive, easy way to feed large groups of people, while providing an assortment of food the guests may have never sampled. It’s about sharing: food, workload, and preparation.

What are the beliefs that sustain potlucks in Canadian society?

  •  Cooking is a chore and not many people like it and especially when it involves trying to please a number of people whose preferences are unknown.
  • If you want to have a gathering everyone should be “pitching in” financially and effort-wise. Food and entertaining is expensive and it shouldn’t be up to one person to do all of the work.
  • It’s more fun if we all help out and we can share the joy and responsibility.
  • Hospitality doesn’t need to be formal. You can still be hospitable and casual at the same time. Everyone can be a host. It doesn’t take a lot of skill, effort or rules.

How might these beliefs clash with people who are coming from countries which are more hierarchical, formal and collectivist?

In a big way! Although the price of food has increased dramatically, it is still widely accessible and  affordable by comparison to other parts of the world. We don’t have a lot of rituals around eating except for “eating on the run”, “fast food” and “Tim Horton’s”. With a growing acceptance of vegetarian and veganism what we eat these days is less based on social stratification and more inclined to be on preference.

North Americans tend to view food in a “profane” way as the famous sociologist Emile Durkheim would probably conclude. Food is ordinary and nothing special, has no associated rituals or beliefs to preserve its “sacredness”.

This would be in sharp contrast to the many New Canadians who are more likely to view food as “sacred”. They may have grown up learning how to cook with recipes passed down from the generations, or associate foods with symbolism and rich meaning and a wider array of festivals and celebrations. Some foods may be used for medicines or spiritual healing or to bring good luck or fertility. The “sacredness” of food means the act of eating is a“sanctified ritual”. For example, Jews and Muslims will refrain from eating pork products and the meat they eat must conform to “kosher” or “halal” standards. It means that the animals are slaughtered in a religiously prescribed way to enhance the sacredness of the food and thus the sanctity of eating.
Hospitality is a lost art in North America. If you have ever shared a meal for instance with an Afghan, a Portuguese, or an Arab family – the hospitality cannot be compared. You will be treated like royalty and no effort or expense will be spared. The goal is not to make the experience easy for the host, but just the opposite. By contrast, the host wants to show you how much you mean to them by going through lots of trouble and expense. You will not feel obliged to do the dishes nor would they want you to. They want you to relax and have them entertain you. You may actually feel that they have enlisted their whole family to make you feel comfortable. The experience is formal and every action is intentional. Good hosting skills lead to many benefits including: new jobs, connections, elevated status, marriage proposals, a strengthened ability to negotiate, but most of all preserving or enhancing one’s reputation.

Are potlucks a good idea in a North American workplace? It all depends. If you want to celebrate or show appreciation for a job well done you may come across as a cheap manager or employer – an insult to your New Canadian workers. Showing appreciation and respect for employees and especially those from more formalized cultures requires: a demonstration of effort; some expense and conveying their importance in the workplace which is not a bad approach to take with all of your employees. Is it?

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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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 a 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.

 

 

 

Canadian Work Experience Is Important And This Is Why


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Evelina Silveira, President Diversity at Work in London Inc.    http://www.yourdiversityatwork.com

The Ontario Human Rights Commission’s (OHC) paper “Policy on removing the ‘Canadian experience’ barrier” speaks to the challenges many New Canadians face when they are seeking employment.  Citing careers in teaching, counselling, project management, medicine, customer service among others as those requiring Canadian experience.

Opponents of the requirements will argue that it is discriminatory. However, this is too simple of an explanation.

 While there will be employers who use this as a reason to discount New Canadians others may doing so for some very valid reasons.

 Let’s take a look at both sides of this issue in a more balanced way.

 When I have looked at a resume and see an individual who has spent 5 years in English as A Second Language (ESL) classes and has never worked in Canada or been involved in any community service, this is a red flag for me.  I ask myself:  How much does this applicant contribute to their community?  How integrated are they if their only responsibility is to go to school? Venturing out of the sterility of ESL classes and getting a paid survival job or helping out in the community makes you a richer person and a better prepared future employee.  It shows engagement, flexibility, resourcefulness, adaptability, commitment and most of all contribution.  These opportunities lead to practicing newly found English speaking skills in a more realistic setting.

 Canadian experience can be obtained in many ways. The reason why employers like to have it is because it is easier for employees to integrate into a Canadian workplace.  It often means that New Canadians will have some understanding of the soft skills that are required to be successful.

 Requiring Canadian experience is not racist. Consider this.  If those of us who were born in Canada and were hired to do a job in China,  Saudi Arabia, India or other countries how long would we survive?  Chances are unless we have a designated employee or mentor helping us out, we wouldn’t understand the workplace culture well enough to last.

Canadian experience is a two-sided responsibility that the Ontario Human Rights Commission doesn’t understand.  Both employers and applicants have responsibilities.

 For the New Canadian:

  •  If you cannot find work in your field, try to find any jobBelieve it or not, you are learning and gaining new skills.  When I think of all of the survival and student jobs I’ve done over the years, I learned a great deal of skills, some of which I use every day in my business.  Listing a survival job on your resume is better than not having one at all.  As I have mentioned to ESL students I have mentored in the past, use these opportunities to listen with both your ears and eyes. If you are observant there is much you can learn from any workplace experience.  These days there are a lot of people working below their skill levels because of the high unemployment.  Employers understand this and will look more positively on you than not working or volunteering at all.
  • Volunteer in your professional associations where you will gain more contacts and networks.  You’ll also learn more about how work is delegated, how different issues are handled and the latest information to make you more competitive in your field. You will certainly grow to understand the Canadian workplace landscape better and enhance your soft skills.
  • Become part of your community.  Backlash against immigrants is often related to the belief that immigrants are not integrating enough.  There is so much need in your community and your skills are surely required.  Research what causes interest you and get involved.  While going to school each day to learn English is important, if you have been doing this for more than a couple of years you may need to ask yourself if you are hiding behind the security of school, fearing getting a paid or volunteer position?  The longer you are away from working the sooner you will lose your skills.  Depression can easily settle in.  Getting out and having responsibilities outside your family will make you feel better especially when you see that you can help others out.
  • Ask for feedback and be willing to take it.  Whether you are working in a survival job or volunteering ,make a point of asking for constructive criticism.  This is a great opportunity to find out how you are doing and to learn new skills and understand Canadian culture better.

 For employers:

  •  Be more flexible when it comes to Canadian experience. Consider survival jobs and community service engagement.
  • List required soft skills instead of asking for Canadian experience.  Some applicants will have similar experiences working in multinational organizations with policies and procedures that are similar to North American standards.  Canadian experience is less of an issue.
  • Take responsibility for helping New Canadians get experience within your company.  You can offer paid internships, unpaid work placement and more.  Don’t over look the impact that a buddy system, coaching and mentoring can have on an enthusiastic employee.   Be prepared to explain why things are done the way they are in your workplace and the beliefs behind them.  Understanding the “whys” help us to understand the culture better.

 To learn more about how you can nurture and encourage soft skill development in your New Canadian employees, check out our workshop on November 13, 2013 in London, Ontario.  Encouraging and Nurturing Soft Skill Development in New Canadians:  A Workshop for Managers.  Visit http://www.yourdiversityatwork.com for more information.

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