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Creating Inclusive Meetings and Special Events – LIVE WEBINAR


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Does your job involve coordinating programs, meetings and public events?

Would you like to learn how to increase your participation and engagement rates?

Are you interested in finding new ways to chair staff/departmental meetings with an eye for inclusion?

 

WHEN:  September 27, 2018  10:00 as EST

For more information, please visit  https://conta.cc/2oYQ10R

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Meetings: A Tool Kit – New Immigrant Workplace Success Series


Evelina Silveira, President, Diversity at Work, London, Canada

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I am pleased to announce the release of my first tool in a series of resources to assist employers develop and retain new immigrant employees.  The  step=by-step exercises and processes will enhance your own coaching skills while empowering employees with vital information in a culturally relevant way.  I am sharing some of my coaching secrets and style which has resulted in many new immigrants enhancing their skills and employers retaining talent.

You can preview the toolkit below.  It is 31 pages in length and offers a 20-minute consultation with each purchase.  Buy it today and, begin having more productive meetings by developing your own and your employee’s  skills.  Feedback has been excellent!

Includes several handouts such as business idioms; checklist for inclusive meetings; coaching pre-assessments, low-risk no-stress ways to participate in meetings and more.

https://diversityatworkinlondon.files.wordpress.com/2018/01/meetingspage1.pdf

https://diversityatworkinlondon.files.wordpress.com/2018/01/secondpage.pdf

Meetings: A Toolkit Ebook

A 31-page toolkit which includes a 20 minute telephone consultation for each book sold.

C$225.00

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

 

 

 

 

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.

 

The Complicated Dynamic of Racism in Long Term Care


Holding Hands with Elderly Patient

 

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

Go to almost any long term care facility in the London, Ontario area and the racial divide will be very visible when it comes to who is a  front-line worker versus a resident.  Race and ethnicity become very pronounced.  British name plaques sprinkled with a few Southern European ones grace the corridors of the residence.  These facilities are home to a largely female population, and the leadership is usually comprised of women of British origin.

When we look more closely however, we will see that visible minorities form a good part of the staff involved in direct service delivery.  In London, this means primarily Filipino, Sudanese, Ethiopian, Eritrean, Latin American and Eastern European women.  For the most part, the residents have had very little contact with these groups and are unfamiliar with them, and consequently   deep-rooted racism, prejudice and stereotypes are not uncommon.

We have to remember that the cultural and racial demographics did not change much until the mid 1980’s in London, Ontario.  These residents probably did not grow up, live alongside and work with people who looked different, sounded different and did things differently.   It should be expected that they may have feelings of discomfort when they are in such a vulnerable position when they have to rely on these workers for so much of their basic care and sense of safety.

However, this lack of comfort can lead to racism causing devastating consequences for these workers.  False accusations, physical assaults against the workers and racial slurs can all be hurled at the people who are entrusted to look after them.  Feeling powerless, and afraid to report any problems for fear of losing their job, many minority workers have to face the additional brunt of racism while they go about their jobs caring for our family members in low paying positions with little opportunity for advancement.

Administrators will note that while many residents may keep their racial intolerance to themselves, if they are struck with dementia their filter is often lost.  It means that racial minorities who work in dementia services will deal with the effects of racism to an even larger degree.  It is a very slippery slope as we cannot punish people with dementia for what they say, so what do we do?

There is very little in the research about what might be the best solutions to the problem of racism against direct care workers in senior residences.  It can be challenging because long term care is a resident’s home. To complicate matters, residents who are hard of hearing report real challenges understanding those who have heavy accents.  But can long term care facilities be doing more to embrace the diversity of their staff?  The answer is yes.  Here are a few suggestions, but we need more.

 1.   Advertise languages spoken at your long-term care facility. –  Use your website, boast about it in your pamphlets and create a welcome sign for your front lobby that is multi-lingual and showcases the languages spoken.

 2.  Have multicultural displays.  Work with families, residents and employees to showcase various cultures in your lobby.  You might want to designate a multicultural week where you could have display tables that residents and family members could preside.  This is a great way to let everyone know that your home respects and celebrates culture.  Don’t forget to include posters that show respect for diversity and inclusion.  Include a few new food choices.

 3.  Solicit ideas for new recreational activities.  Do you have a resident who enjoys working on a craft project that is unique to     their  country of origin?  Would they be interested in teaching others how to do it?  Your multicultural staff could provide insight into some foods, outings, music and crafts.  The possibilities are endless; all the while learning about one another can be fun.

4.  Intake Assessments.   It is important to let residents and family members know about respect policies that you may have regarding your employees.  Depending on the resident’s health condition they may or may not be able to adhere to them. Ensure that you include some culturally based questions about:  values, end-of life decisions, language spoken.

 5.  Onboarding for New Employees – Ensure that all employees are told about the supports that are available to them when it comes to any bullying, harassment and racism.  Racism can take a toll on a worker’s mental health and performance, and they need to know what it looks like and where they can report it without jeopardizing their job security.   The leadership needs to take reports of racism seriously and be prepared to create a work plan that can protect them that is respectful to the worker and the resident’s rights.

6.  Take a Team Approach.  While little can be done to change the behaviour of elderly residents, a lot can be done to create a supportive team environment for the person who is experiencing the racism, reducing some of the negative effects.  Workers may be assigned to work in pairs to deal with difficult residents or be removed from dealing with the problematic client altogether.  Communication is the key.  Remember to involve the worker in the plan.   Leaders should also take a proactive approach to speak with the resident if they are coherent and finding out what their concerns are.  The resident may have some legitimate concerns that may be wrongfully dismissed as racism.  However, if racism is the issue this is an opportunity for the leaders to demonstrate to the resident that the worker is qualified to do the job just as the rest and should be treated with the same respect.  This is an important action the leader must take to demonstrate to the worker that their concerns are treated seriously and that while he/she may not have the confidence of the resident their boss believes in them.

If your organization has faced similar situations, please leave us your comments about what worked.

 

 

 

 

 

 

 

 

 

 

Planning Inclusive Meetings and Special Events


ImageEvelina Silveira, President, Diversity At Work in London Inc.  Publisher of the Inclusion Quarterly

Recently, I was perusing a business magazine that had a section dedicated to meeting planning. It was written by a professional in the field yet I could have sworn that the article was at least 20 years old. There was no attention to the new realities of planning business
meetings that host a wide range of guests from different cultures, religions and abilities. It was the same old same old. Someone reading this article may have thought that they had all of the information they needed to make their next event a success — but they didn’t.

No doubt, the business world is more complicated these days. It can be very intimidating, especially if you feel forced into thinking outside the box for the first time.

Don’t fret. Guess what? A lot of the ideas won’t cost you much or nothing at all, but they really make a world of difference when it comes to making your staff, co-workers and guests more comfortable with participating. Before you know it, it will become
just a regular way of doing business.

1. CROSS-CHECK THE PROPOSED DATE OF YOUR MEETING.
Does it coincide with any religious or cultural events? Are the dates of your meetings scheduled on days when children are off from school?  Tip: Keep a religious/ cultural calendar handy along with elementary school calendars.

2. INVITE ACCOMMODATION REQUESTS.
Ask participants well before the meeting to place their accommodation  requests in by a certain date.

3. CHOOSE AN ACCESSIBLE LOCATION.
Your venue should be equipped with ramps, elevators, accessible bathrooms etc. However, you will also want to consider having your event or meeting in an area that is easily accessible by public transportation.

4. CHOOSE A CATERER/MENU PLANNING.
Depending on your group of participants you may want to consider halal or kosher catering if you know that you will be having Jewish or Muslim guests. If in doubt always ensure that you have lots of vegetarian options.  Sit down meals are best if you are expecting guests with mobility challenges. If you choose to have a buffet, assign a volunteer to assist the participant with getting their meal.

5. IF POSSIBLE PROVIDE MEETING MATERIALS IN ADVANCE.
By doing so, you give participants an opportunity to ask any questions, obtain translations if required or just give them more time to absorb the information if they have challenges with reading comprehension.

6. PROVIDE CLEAR SIGNAGE AND NAME TAGS AND MATERIALS.
Use large print contrasting colour signs and high contrast name tags. Each  participant should have a name tag if there is a new member to the meeting. Consider the above with your PowerPoint presentations and handouts. Opt  for a larger font size like 18 and fonts like Verdana and Arial that are sans serif.

7. ALLERGY ALERT.
Ensure that your promotional materials indicate a scent-free environment. If you are planning to use balloons , choose a non-latex brand. Food allergies should be taken care of early on in the planning stages when you invite requests for accommodations.

8. CHAIRING THE MEETING.
Remember to indicate any changes in topic, break times and adjournments. Whenever possible, try to stay on schedule as some of your guests may have medical issues that they need to take care of during a break at a certain time.

9. KEEP ISSUES ABOVE BOARD.
While it is nice to get support for your position, trying to create a lobby group outside of the meeting spells exclusion. As a practice, strive to keep all related discussions within the meeting to avoid some members having an unfair advantage over others.

10. ADDITIONAL GUIDELINES.
While it is sometimes difficult to do, challenge participants who are trying to “pull rank in the room”. Remind meeting participants of simple rules like speaking one at a time, attentive listening, respect for different opinions and for confidentiality.

While these suggestions may not seem like a lot, by following these tips you will have opened the door to many more people to participate and enjoy your event more freely.  Creating inclusive events requires us to put ourselves in the shoes of many other people and look at the barriers that might be present and seek solutions.

 

 

 

 

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.

Signs the Political Correctness Police Has Taken Over Your Workplace


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.

 

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“When I grow up, I’m gonna marry a tinker, tailor, soldier, sailor, rich man, poor man, beggar man, thief, doctor, lawyer or Indian chief”.

In the 70’s, this was the skipping song we chanted as little girls. The goal was to land on the “rich man” or the “doctor”. Any other kind of a husband signaled a doomsday marriage. Fortunately, a lot has changed for the better and our evolving language has captured the humanness, equality and the need for all people to be included.

In this effort to restore equity to groups which have been on the margins forever, have we in the process gone too far with creating other inequities in the workplace? I think that we have. We are a long way from having a balanced workforce. Let’s take a look at some typical examples you find in the workplace. Is your workplace guilty of any of these?

• You don’t have a Christmas celebration in the workplace even though over half of Canadians identify themselves as Christian and even those who don’t still celebrate some aspects of Christmas.
• You appease the demands of one group in the workplace at the expense of the other, because you don’t want to be labelled as a _______.
• You withhold information that could advance social change or contribute to the betterment of the community because your findings shed a negative light on a group or groups of people.
• You allow behaviours from certain groups of people who you would never allow from others.
• You ignore performance issues from people of designated groups because you don’t want to ruffle any feathers.
• Diversity of thought and politics are not permitted.

In these cases, we are talking about “Fear” which seems to be the norm in organizations that have swung too far on the left of the pendulum when it comes to political correctness. Legislation for sure makes people scared; there is more of it now than ever before. Many organizations let too many behaviours slide because of the fear of law suits and complaints. It is better to take proactive steps at creating workplaces that everyone can work in, instead of trying to police everyone’s thoughts, words and actions.

 

Is Your Team Building Inclusive?


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By:  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.

Imagine. What would it be like to be escorted into an auditorium en masse to spend endless hours listening to speeches from your leader? Maybe the leader is feared or respected. The theme of his/her talks emphasize the importance of collaboration, discipline and commitment to collective values. You have no choice but to attend or you might be penalized in some shape or form.   For many people who were raised in communist countries they have had these experiences of attending mandatory events to demonstrate their solidarity with the mission and values of the State. They were given updates on the progress that had been made, the work that still needed to be done, and what they could do as a group to advance the State goals.

Could any comparisons be made to our Western-style of team building? You might say that it is not possible:  How can you make the comparison? While not all leaders are feared nor are the penalties for not buying-in so harsh, there are definitely consequences if you don’t “tow the Party line”.

I have been told by many people who grew up in communist countries, that aspects of our North American team building remind them of some of the unpleasant experiences of their country of origin where there was little opportunity for individual expression. The retreats or games, border on superficial and stressful because of the endless amount of small talk in a culture that still seems new. Team building is challenged if you have people in your group who feel that this is yet another exercise in “group think”.

Rock climbing, boot camps, bowling and a whole load of other physical activities that may be on the list for  team building.  I recall one of my workshop participants telling me that her husband dreaded their annual team building event because it involved all kinds of physical competitions and he used a wheelchair. The company never considered his feelings or tried to figure out a way that he could participate. You cannot build a team by excluding some of its members.

What about events that involve drinking alcohol and partying? I once had a client who confessed that now that his team was comprised of more women, people of other faiths and cultures, he was not so sure that the yearly drinking and partying fest in Las Vegas would be such a great reward for everyone! I had to agree. I encouraged him to look at other ways to build his team and consider more inclusive rewards programs like gift cards, cleaning services, and a monetary bonus.

Do you feel like playing Ker Plunk on a Friday afternoon to build a stronger team? Or does playing video games sound like a better idea? With four generation working together for the first time, we need to choose activities that everyone will enjoy or be willing to try.

Team building organizers must consider: cultural perceptions, accessibility, gender, religious obligations, and generational differences. It  is not a single event each year but must be cultivated on a daily basis. One of the easiest ways to build an inclusive team is to ask the individual members for feedback and ideas. Be prepared to implement them and show the progress of their ideas along the way.

 

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