What the Brits’ Telly Can Teach Us About Diversity Dialogues


tv

Evelina Silveira,  President, Diversity at Work

When you think about British television, what comes to mind?  Well, if you are not British most of us would probably say Coronation Street  because it has been around forever on Canadian televisions. But there is so much more to discover!  Deciding to join the cable cutting crowd, I have opted for YouTube instead, for my nightly viewing. And British TV is it!

I have been so impressed with the wide range of British television programs devoted to social experiments in the form of reality TV.  To their credit, it appears the Brits are sincerely trying to understand “the other” through their programs of cultural exchanges of various sorts.  They’re not your regular run-of-the-mill low budget reality programs but thoughtful, out-of-the-box productions that are not afraid to ask the tough questions.

Why do I find the programs to be so remarkable?  Because the participants in the social experiments get a chance to “walk in the other person’s shoes” and freely ask questions without being afraid of a label of “homophobe”, “racist”, “islamaphone” “xenophobe” etc.  You get to see the good, the bad and the ugly.  Nothing is held back and I like that.  At least, when everyone has their preconceptions on the table you have something to work with instead being terminally superficial and polite.

What I began to notice in British television was delightfully refreshing.  The Brits actually engage others in a conversation about diversity.   I don’t see that happening in Canadian television.  All  we ever see is one side of a story and you either accept it or you don’t.  There is rarely an opportunity for two groups to come together and learn about one another and gain sensitivity, empathy and insight into the other group’s world.  The Brits seem to love programs devoted to “social experiments” and I have to tell you as a lover of sociology and anthropology — these types of programs score high for me.

It must have been a television genius who came up with the subject matter.  I have watched at least one  episode with the following themes:

  • A small group of Brits who have to live like a Muslim for a designated period of time.
  • Six men from a variety of backgrounds and lifestyles who go to live in a Benedictine monastery and must follow their rules
  • Nasty British teenagers who are sent to live with an American Amish family to help them reform their ways
  • Bad behaving British teenagers who are sent to live with another family in a foreign country which is known to be “very strict”
  • Several English citizens who feel they have been negatively impacted by immigration are matched with immigrants to challenge some of their assumptions

What so good about these experiments? What do participants often learn from the experience?

  • There is greater understanding that can come from honest and often challenging conversations. You might either become stronger in your conviction or  more empathetic to the other’s experience.
  • There is value and meaning in learning about other people’s rituals even if they seem far off.
  • We can be enriched by others’ experiences and might find adopting aspects of their lives to our own.
  • Having your assumptions challenged is not a bad thing and it contributes to your own personal growth.  You can also help others grow by letting them express their biases/stereotypes and prejudices and work with them.
  • You can’t live in a liberal democracy without expecting to be offended occasionally: a price of freedom of expression.

For example, in the BBC documentary a young British-born  worker is matched to a Polish immigrant who owns his own construction business.  The young man contends foreigners are taking all of the jobs.  He gets to meet Mariuscz  a business owner and notices that his whole shop is full of only Polish workers which fuels his negative perception.   However, when he has a conversation with Mariuscz he realizes that these workers have a starting wage which is much lower than he would accept.  Mariuscz says he started at a low salary and worked his way up in a shop and finally decided to open his own business.  Mariuscz however is challenged to see that hiring only Polish workers is discriminatory and that he could benefit from English-speaking employees.  He is open to accepting this criticism and comes to see that his workers would learn English if there was someone around who would be prepared to speak it.  The result of this dialogue?  I would say a win-win for both participants.  Each was open to hearing the other’s point of view and challenge their own thinking.

British television shows me how much we Canadians have in common  However, I would have to say a few programs that I watched momentarily would never survive in Canada.  They are just too mean! Programs like Fat Families and Life on the DoleLife on the Dole  does not seem balanced at all.  Most of the cast consists of drug addicts, people who don’t want to work and ex-cons.  We don’t see many examples of the working poor.  If the purpose of Life on the Dole  is to make working people angry about the poor, than it succeeds in that regard.  If this program was filmed in Canada the slant would be different.  It would be aired to bring about empathy and awareness of the poor and set in a more compassionate light and with less of a classist tone.

All in all, British television rocks!  I need to run —-  Wife Swap UK is on!

 

 

The Guide to Workplace Inclusion


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

Read  below what others have said about our book:

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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

 

 

 

 

“You Just Don’t Fit In!”


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

The interview has ended and you turn to the other members of your selection team and say: “He wouldn’t fit in” and they agree, passing over this candidate in favour of a less qualified one. You site all kinds of reasons like: “he is too old”, “we want people who will be fun to work with and he seems too professional”, he seems to know more than we do”, and his cultural dress wouldn’t fit the corporate image we’ re trying to project. All of these are poor excuses for turning down a candidate especially if they are qualified for the job. Telling someone “they don’t fit in is a proclamation of personal bias. Period. The ideal staff person cultivated in your head does not match the person sitting in front of you. Perhaps you were looking for a man? Someone who is of the same race as you? Or a person who doesn’t have a disability?  Were you specifically seeking a straight candidate?  You wanted someone under the age of 40?  A person who thinks like you? Someone who is less intelligent and won’t challenge you in any way?  Or who seems to lack confidence?

I remember getting hired for a job when my manager was on holidays. Figuring out that she would not want to consider me for the job because of my experience, I later learned the selection team strategically held the interviews while she was away. I was 35 and she was used to working with young women who were fresh out of school. Having been through the trenches of the not-for-profit world, I was full of enthusiasm and ready for the challenge of re-energizing a fledgling program. Introduced to me after coming back from her vacation, she declared: “I wanted someone who was younger and who I could mould”! Can you imagine how I felt? Clearly, I did not “fit” her ideal image of the staff she wanted to have, even though there was absolutely nothing wrong with my work.

Recently, my friend recounted a similar situation about an interviewer. Noting that she liked having young energetic staff, she  conveyed she was impressed by his many years of experience, but  added: I just need to know that you will fit in, because everyone fits in here and I am not so sure about you”. He thought it was an odd comment to make, but decided that he would just forget about it. After getting hired, in his first week, his boss called him into her office and had some peculiar personal comments about him that had nothing to do with his work. He’s a rather introverted man who is reserved until he gets to know people.  She said: I am really not sure you are fitting in”. You keep your door closed and you are not really interacting much with the staff”. You seem really unsociable!” B. had his door closed to block out the noise to accommodate his disability, ADHD.  This was mentioned  during his interview. While he was friendly to all staff,  he wasn’t hanging around in the hallways or in their offices gossiping as so many others were. He had a work ethic! Apparently, that was why he “wasn’t fitting in”?
If you are making hiring and retaining decisions not based on a person’s ability to do the job, but on something about them you don’t really like, (which is really what “not fitting in” is all about) this is a bad move that could end up costing you a bundle in legal fees.

As an employer you could easily be playing with fire when it comes to human rights, legislation protecting people with disabilities in the workplace and laws against bullying and harassment.

Hiring someone because they are the best person to do the job is always the right decision and having standardized documentation to support all phases of the hiring process is the way to go.

Next time, you think “that person doesn’t fit in”, challenge yourself to look at what they do bring to the workplace instead of imposing unnecessary superficial expectations on them. Take the time to understand what is happening for them. After all, a good leader makes everyone feel included no matter how different they are. It is up to you to help them “fit in” and be accepted and respected.

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.

 

 

 

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.

In Praise of Generation Y


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

Hey there, Evelina!”, the e-mail salutation reads. Do I know this person? It seems that they must know me, right? Because they are so familiar? Nope. I never met them in my life! Probably a Generation Y’er  I figure, who is sending me this in their casual and unassuming way.

Born during 1981- 2000, Generation Y’s unique characteristics have stirred up a lot of turmoil in the workplace especially when it comes to their Baby Boomer bosses and co-workers. Whether it’s their tattoos, piercings, flip-flops, self-care or their need to be wired, connected and  informed  — the workplace will never be the same. Sorry Boomers! Laden with labels like: “disloyal”, “uncommitted”, “self- serving”, “techno-savvy”, “fun-seeking”, “lazy”, and “immature”; these children of Baby Boomers have  experienced more freedom, less responsibility, little in the way of criticism, and some would argue too much praise.

Consequently, employers complain that they don’t take work seriously, can’t handle criticism and feel they are entitled to privileges and rewards that others do not get and that they do not deserve. The disconnect begins here. After all, how do we get four generations to work together for the first time?

As a Generation X’er, I understand the harsh criticism bestowed upon Generation Y’ers; but at the same time I think that our generation understands them better than the Boomers. Generation X’ers were the first generation to dispel the myth that getting a university education will automatically land you a “good job”. We were working in call centres, as clerks and service jobs with our university degrees when the first recession hit in the 1980’s. But Generation X’ers approach to this phenomenon was a little bit different. Because of fewer jobs, our “latch key” socialization meant that we looked for solutions within ourselves. We decided to make our own jobs, creating the largest generation of entrepreneurs ever.

Generation Y’s solution to the shift in the economy is different. Strategically, Generation Y put their cards on the table right at the beginning with their prospective employers letting them know what they need from them, instead of what they can offer. Taking a completely different approach from previous generations, the Generation Y’er can come across as self-serving. That is where some of the conflict and misunderstanding begins along with many other disconnects in workplace values.

I am not a big fan of theories of generational differences although I believe there are some merits to the observations about various age groups but I don’t think they are absolute. I strongly believe that social class, birth order, and cultural differences play larger roles than age. The research in this area is arguably centred around privileged white youth who live in the suburbs, so it could be unrepresentative.

Despite the criticism lodged against Generation Y’ers, when it comes to diversity they really get it. Parented by those who lived through civil, women, and gay rights movements, Generation Y’ers have had a strong initiation into equality. Attending inclusive schools with children who have disabilities, exposure to more cultural and racial differences as well as a variety of family  compositions: this generation is more socially and environmentally aware. Of all the generations, they will have more of a propensity toward social justice and want to know the impact of their work.

When it comes to helping your organization develop a diversity strategy, ask a Generation Y’er. You can bet that the strongest supporters of diversity and inclusion in your workplace are Generation Y’ers. Not only have they been more exposed to a
rapidly changing diverse world —it is natural to them and they embrace it.

So, before you reprimand your Generation Y’er for not wanting to work overtime hours for free: relax; let your hair down; plug in your iPod and put on a pair of your favourite flip-flops and recognize the positive attributes of this deeply misunderstood  generation.

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