How to Maximize Your Workplace Diversity: Conduct a Workforce Composition Survey


Introducing the Diversity at Work, Do-It-Yourself Workforce

Composition Survey Toolkit!

 

workforcesurvey

 

You would like to know more about your workforce, but you don’t know where to begin.

You’re intimidated by the process.

How do you make sure you ask the right questions?

How can you do this without hiring an expensive consultant?

If you have a skilled human resources team and a secure database — our D-I-Y Workplace Composition Survey Toolkit is for you.

The results will help you to determine:

If your workforce represents the community and clients you serve?

Are you meeting your Employment Equity goals?

Are you fully utilizing the education and training of your workforce?

Do your existing benefit and reward plans fit your current demographics?

What percentage of your workforce will be retiring soon?

Is your workforce representative of the community you work in?

Are you meeting your Employment Equity goals?

Are you fully utilizing the talents of your workforce?

And much more.

Testimonial from user:

“When we first started discussing a Diversity Survey, we didn’t know where to begin with questions and themes, let alone how to ensure the questions we were asking and the message we were delivering was politically correct and relevant to our employees. Evelina and Diversity at Work solved this problem for us by providing a Diversity Survey template, which we were able to modify based on our targeted outcome. This template saved us a tremendous amount of time and money, and also assured us that the survey content was respectful and aligned with our Shared Values.”

Tahlia Rimnyak, CHRP | Human Relations Coordinator
McCormick Canada

For more information and to purchase please visit:

http://www.yourdiversityatwork.com/classes/diyWorkForceSurvey.php

 

 

 

 

 

The Guide to Workplace Inclusion


Preview and Purchase at www.yourdiversityatwork.com/ebook/

Read  below what others have said about our book:

linked in

ENDORSEMENTS:

This is an important and timely book for those who want more inclusive workplaces. It moves seamlessly from concepts and terminology and translates them into practical and actionable ideas. All readers, no matter where they are on their diversity and inclusive journey, will find something valuable in this book. Evelina Silveira and Jill Walters have created an impressive resource that includes examples of promising practices from across the globe. This should be every HR professional’s companion!

~Ratna Omidvar, executive director, Global Diversity Exchange, Ted Rogers School of Management, Ryerson University

The No-Nonsense Guide to Workplace Inclusion provides a thorough and engaging roadmap of the journey toward organizational inclusion. The authors write from a position of rich, credible experience, with the result that this Guide can help companies capitalize on opportunities and skirt problems on the road to fuller inclusion of an increasingly diverse workplace. Filled with examples and evidence-based solutions, this Guide is a valuable tool for any organization working on building and strengthening its culture of inclusiveness.

~Alison Konrad, PhD, professor of organizational behaviour, Ivey Business School, London, Canada

Managing diversity and creating inclusive workplaces can seem like a daunting challenge for many organisations, but Evelina and Jill have produced a really accessible, highly practical guide to help organisations get going. What we particularly liked was that it was packed full of real examples and illustrations and lots of useful links and tools.

~Tracy Powley, director, Focal Point Training and Consultancy Ltd, United Kingdom

Because inclusion is one of the core values of the USTA, it is important for me to lead, motivate and work well with individuals of diverse backgrounds, capabilities and interests in order to achieve the outcomes we’ve set for ourselves. This book is a great resource for any organization looking to create a successful culture of inclusion.

~D.A. Abrams, chief diversity & inclusion officer, United States Tennis Association/ author, Diversity & Inclusion: The Big Six Formula for Success

This book goes a long way in addressing the systemic discrimination faced by the LGBTQ2 community in the workplace. It tells you what you need to do and gives you the resources to do it. It makes it easy for any workplace to become more inclusive in their hiring, recruitment and retention practices. I highly recommend it for every workplace.

~ Deb Al-Hamza, past president, Pride London Festival/ diversity social worker, Children’s Aid Society of London & Middlesex

I think this book is very comprehensive! There is very valuable information from ‘Foundations for creating an Inclusive Business Environment’ to ‘Best Practices in Diversity.’ I see the value for small to medium businesses that lack a dedicated human resources professional or lack the experience with implementing policies and procedures to promote an inclusive environment; however, larger businesses can also benefit greatly from the examples, detail and strategy offered. I will continue to visit many of the resources offered in the future and have made note of some of the examples.

~Lesley Oliver, diversity & accessibility coordinator, Equity & Human Rights Services, University of Western Ontario

The book is strategic, concrete and to the point. The various examples make it relevant to readers and practical. I also like the fact it is rooted in personal experiences and takes a holistic approach. The book makes one reflect on what is not obvious, helps avoid assumptions and discusses unconscious bias.

~Magali Toussaint, international career and cross-cultural coach/ diversity professional, Netherlands, http://about.me/magali.toussaint

 

 

 

 

Mature Workers: Staying Relevant


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

I hadn’t seen Jeff for over 30 years, since we had worked together as teenagers but somehow we recognized one another as he left the employment centre. Stopping to say hello, he recounted how he was recently laid off as a sales rep from a food manufacturer and was coming from a support group for mature workers. I hesitated for a moment and replied with: “ I can’t believe it Jeff, we are mature workers!”.   “Wow, that makes me feel old and I really don’t understand why we would need a special group!” We both agreed that at our age we were really at our prime, having gained so much knowledge and skills. Why would these assets present such a dilemma for employers?

I guess it has to do with how we perceive mature workers. Are all of those stereotypes really true? Cranky, bitter, burnt-out technology dinosaurs. This seems to be the basis for the majority of complaints. Are they really warranted? While working on an assignment with a call centre, I had a chance to test this out. I noticed first-hand why my client was unable to retain their mature workers. The rapid pace of the computer-training was too stressful and they quickly became disengaged, alienated and embarrassed by the younger trainees. I could see how it would have been beneficial to take more time in the training and “nesting phase” (time before you go live ).

Spending more time on the front end would have actually saved on training costs and protect their reputation as an employer. Having a separate training strategy for mature workers would yield better results : creating higher retention and loyalty. Consistently, I saw mature workers quit  before they were put on the chopping block.

With three generations now working together for the first time, we must find ways to integrate them all for the survival of our organizations. It is estimated that approximately 41% of the working population is between the ages of 45 and 64 (up from 29% in 1991), and this percentage will continue to increase over the coming years.   This is an astounding number we cannot ignore. It requires a new shift in workplace and societal attitudes challenging our perceptions regarding aging.

Given how common is ageism,  mature workers must also do their part to stay relevant and informed about the trends in the changing workplace:

Refrain from being overly judgemental about the younger generation’s work habits and expectations. Taking this approach will automatically distance you from them and this will only make you appear older and resistant to change.

Look for opportunities where you can work with younger employees. Many younger workers often lament a lack of mentors in the workplace. Keeping an open-mind may make you someone they can turn to for advice. Conversely, they may be able to help you acquire or understand some of the latest trends that can be beneficial to your work –including technology and social media.

Familiarize yourself with your rights and obligations as a mature worker. Recognize that in some types of jobs which require physical work you may notice a drop in your ability to perform. You may be asked to perform other work.

Avoid getting pre-screened out of a job interview. Only include the last 10-15 years of your work experience and leave out the dates of your education except for recent courses. If you have 30 years of work experience listed on your resume, the screener can easily do the math!

Be open to learning and taking any required professional development. It demonstrates engagement and your interest in staying with your job and being productive. Be honest about the kind of training you need and what approach works best for you. Many mature workers often benefit more from one-to-one or small group training over larger groups especially when it comes to learning technical skills.

Avoid the temptation to parent your co-workers. As you get older there is an increasing possibility that your supervisor will be younger than you. Taking this approach will only work against you as it undermines their talents as a boss.

Stay in touch with the language trends. If you don’t know what something means ask. Remember the language you use speaks volumes about your ability to adapt. Talking about the “good old days” creates exclusion.

Challenge your own biases about ageing and ageism.   Do you carry biases of your own that may prevent you from being your best at any age? Do you let biases about younger workers get in the way of promoting and hiring them?  Age is increasingly referred to “as just a number” and you can be the inspiration to others who decide to remain in the workplace longer.

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