All posts in category Workplace diversity and inclusion

WEBINARS – September 2020


Excited to announce our line-up of practically-based webinars which are sure to help you create a more inclusive workplace for you and your customers.

See our calendar. Click on the link to get the full details. https://www.diversityatworkcommunications.com/webinars



Would you like to receive the latest news about our professional development and publications?

By clicking submit, you agree to share your email address with the site owner and Mailchimp to receive marketing, updates, and other emails from the site owner. Use the unsubscribe link in those emails to opt out at any time.

Processing…
Success! You're on the list.

Leave a comment
by diversityatworkinlondon on August 30, 2020  •  Permalink
Posted in 911, Best practices workplace inclusion, Bullying, Call Centres, Call Takers, Cross Cultural Differences, Cross cultural differences, Cultural Adjustment, Cultural Dialogues, Cultural Marketing, Customer Service, Customer Service and Diversity Training, customer service training, Customers, Dispatchers, Diveristy Training, Diversity Committees, Diversity Strategic Planning, Diversity Strategy, Diversity Trainers, English As a Second Langugage, Ethnic Marketing, Family Friendly workplaces, Harassment, Immigrants, Immigrants in the Workplace, Implicit Bias, islamophobia, Language Barriers, language learning, LIVE WEBINARS, Meetings, Multicultural Marketing, New Canadians, New Canadians and Ethnocentrism, Team Building, Telephone, telephone etiquette, training, Workplace Communication, Workplace diversity and inclusion, workplace inclusion, workplace wellness
Tagged

Posted by diversityatworkinlondon on August 30, 2020

https://diversityandinclusionatwork.com/2020/08/30/webinars-september-2020/

Surprising Things You Might Not Have Known About Workplace Bullies


bullysmallEvelina Silveira, President Diversity at Work

 

One day lying in bed, a light bulb went on for me. Workplace bullies often struggle with the same issues as people who abuse their partners: anger management and poor communication skills. Alas, I realized that I had found the solution based on my previous experience as a Group Counsellor for a male batterer program.

I have developed a program for workplace bullies based on what I have learned from teaching anger management and communication skills to court-mandated clients who had domestic abuse charges.

Over the last 3 years, the demands for this service have escalated due to increasing awareness as well as protective legislation. People often ask me, what are they like?

 

I work with a very specific client group. Almost always, the workplace bully meets with me after an investigation. The bully employee has expert knowledge in their field and is highly valuable to the organization, thus losing them would have adverse financial effects on the workplace. The cost of my training is a bargain in comparison to losing an irreplaceable employee.

Usually, my clients are hard-working and good at what they do. But there are some definite characteristics which have rung true in almost every situation.

 

They are loyal employees. Bullies care about their workplaces and get angry when others do not care about it the way they do. These are the individuals who will “do things by the book.” Their rigidity means they like order and get upset when others deviate from it.

 

They have low self-esteem. Their opinion of themselves gets elevated when they intimidate others, especially if the other person complies with their wishes. Otherwise, they tend to be unhappy in their own skin. Most will disclose their family of origin was strict or conversely their parents felt they “could do no wrong.”

 

They do not take criticism easily. Workplace bullies take criticism extremely hard –especially the ones I deal with who excel at their given jobs. They can become defensive and tune out what the other person is saying. With a tendency to be selective listeners, bullies may hyper-focus on the negative or exaggerate the criticism.

 

They have poor self-care. Many of my clients will talk about a dependency on alcohol or substances. Others will medicate themselves with food. Poor self-care often translates into them working lots of unpaid over-time or not taking vacation. Constantly obsessing about work, bullies are worried about how the company will operate without them when they are away.

If you know an employee who needs to learn better ways of managing their anger and develop positive interpersonal skills, please contact me at: 519-659-4777 or Evelina@yourdiversityatwork.com. Learn more about this program at https://www.diversityatworkcommunications.com/sensitivity. Sign up for our promotions. Sessions usually take place face-to-face, however, online training is available upon request.

Leave a comment
by diversityatworkinlondon on June 24, 2019  •  Permalink
Posted in Bullying, Harassment, training to end bullying in the workplace, Uncategorized, Workplace Bullying and Harassment, Workplace Communication, Workplace diversity and inclusion
Tagged , , ,

Posted by diversityatworkinlondon on June 24, 2019

https://diversityandinclusionatwork.com/2019/06/24/surprising-things-you-might-not-have-known-about-workplace-bullies/

Do You Watch ‘The Office’? My Workshop Gets At The Toughest Communication Grime! (‘Manager Michael Scott’ Needs To Attend!)


the office

 

I loved The Office. I still watch it in re-runs. It lets me laugh about situations I’ve seen again and again in actual workplaces. It’s not funny in real-life; but it’s hilarious in ‘pretend’!

IN REAL LIFE, I wasn’t laughing when I dealt with:

  • A manager wrongly accused of racism by an under-performer
  • An employee who unintentionally offended a client
  • An outreach worker who wanted to disclose community trends to alleviate a social problem but couldn’t without being falsely labelled herself

Why do these issues arise? Because ‘Awareness Training’ is not enough.

A healthy, safe, fearless workplace requires AUTHENTIC LEADERSHIP. If you are an AUTHENTIC LEADER – or want to become one – then this workshop is for you.

What is an authentic leader? You’re confident, self-aware, and free to be yourself both publicly and privately. You see employees getting mired in political correctness, and the workplace climate being poisoned. You want to do something about it!

COMMUNICATION SKILLS FOR DIVERSE WORKPLACES: My original, 6-HOUR, interactive workshop delivers tools that authentic leaders need to create and support openness and dialogue in the workplace.

In The Office ‘Dunder Mifflin Paper Products’ office and warehouse, people said the wrong things and lived in fear. They walked on eggshells. But they lacked the leadership to behave and communicate more successfully. In one episode, a diversity exercise became a circus of cultural stereotyping! It was funny because it resonates with everyone. Real-life offices face the same issues, but it’s never funny.

As a real-world manager, you experience:

  • Real conversation stifled because of fear of offense or ‘triggering’
  • An increase in bullying and harassment complaints/investigations

PARTICIPANTS IN MY MOST RECENT WORKSHOP (Kitchener-Waterloo YMCA) loved the workshop. In anonymous feedback, participants praised it:

 “I’m more inclined to engage in an uncomfortable dialogue than before this workshop.”

 “I received tools to work through difficult diversity dialogues.”

“Evelina created an atmosphere of openness and allowed uncomfortable conversations.”

“My favorite part was the variety of exercises and sessions.”

“This Communication Skills workshop was well-organized, on-time, and engaging.”

“I really appreciated the openness of Evelina!”

“This workshop was excellent: All the topics related to bias.”

“My favorite parts were the conversations and discussions.”

“I liked how the views and suggestions really support healthy dialogues.”

“I liked group discussions, thought-provoking conversations, and real-life examples.”

Workplaces today are quick to embrace diversity, but good intentions lead to conflict and toxicity. Sondra Thiederman calls this ‘Guerrilla Bias.’ In a workplace that picks up buzzwords, employees learn to identify as victims who are unable to cope with alternate views. No workplace can function and operate properly or effectively in this type of climate.

Authentic Leaders teach Authentic Communication

My workshop equips leaders with the skills necessary for authentic and challenging dialogues. Once in place, differences can be leveraged correctly. Differences become actual benefits, instead of becoming sticks to beat colleagues.

No manager wants their workplace evolving into a real-life version of The Office!

Risk-averse leaders cement a culture of silence. Silence leads to resentment and toxicity, which negates the potential benefits of a diverse workforce! In the wrong environment, diversity becomes a liability instead of an asset.

It doesn’t have to be this way. This is where I come in.

I understand. I hate workplace conflict. Increased calls to my anti-bullying service means workplaces are heating up because workers have stopped talking – they are afraid.

Do you blame them? I don’t.

More and more laws pop up telling us what we can and can’t say. A glance at the media shows how one wrong step, word, or tweet leads to a full-scale social-media attack and demonization.

Again: It doesn’t have to be this way. I can help.

If you want to be an authentic leader, I created my workshop for you and your organization. You’ll learn to be THE LEADER willing to take risks for the greater good of the organization, and to be a POSITIVE-COMMUNICATION MODEL for your team.

The Nitty-Gritty of COMMUNICATION SKILLS FOR DIVERSE WORKPLACES:

  • A highly interactive, 6-hour workshop of my researched, original content
  • Self-reflection exercises for participants
  • Teamwork in small and large groups

But this workshop isn’t for everyone. Why? Because I challenge my participants! You won’t always feel comfortable, but discomfort is where awareness and learning begin.

YOU’LL LEARN:

  • Types of bias, and how personal bias shows up in the workplace
  • Best responses to comments/behaviours you believe are offensive
  • Approaches for justifiable accusations of bias or problematic behaviour
  • How to listen and genuinely understand someone

You’ll emerge with tools and strategies to have AUTHENTIC DIALOGUES, which are the lifeblood of constructive workplace relationships.

 Want to learn more? Interested in creating a GENUINELY authentic, diverse, and inclusive workplace? If you feel you’re an authentic leader, or that you want to learn how to become one, then this workshop is for YOU.

 Contact me to deliver this important workshop to you and your group.

Contact Evelina for more details at: 519-659-4777 evelina@yourdiversityatwork.com

 

 

 

 

 

 

 

 

Leave a comment
by diversityatworkinlondon on February 1, 2019  •  Permalink
Posted in critical thinking, Cross Cultural Differences, Cultural Dialogues, Diveristy Training, diversity of opinion, diversity of thought, Diversity Training, Employer Brand, Implicit Bias, leadership, Leadership, Political Correctness, Professional Development, Religion in the Workplace, Soft skills, Team Building, Uncategorized, Workplace Bullying and Harassment, Workplace Communication, Workplace diversity and inclusion, workplace inclusion

Posted by diversityatworkinlondon on February 1, 2019

https://diversityandinclusionatwork.com/2019/02/01/do-you-watch-the-office-my-workshop-gets-at-the-toughest-communication-grime-manager-michael-scott-needs-to-attend/

The “Over-Qualified Bias”: What does this mean to employers and candidates?


MP900443225[1]Evelina Silveira, President, Diversity at Work in London,co-author  The No-Nonsense Guide to Workplace Inclusion

The topic of implicit bias has become increasingly popular in diversity and inclusion discussion circles.  Racial, gender, ability, age, cultural and other biases often play a part in deciding whether a  candidate is interviewed, offered, retained and promoted in a job.  Have you ever taken into account that an “over-qualified” label can also have serious ramifications for both your organization and the candidate?

With global unemployment as an epidemic, it naturally makes sense that many applicants may apply for work they have done before, with ease and for an extended period of time.  When these individuals then go to apply for a job which  is similar to what they have done before they are considered “over-qualified” and thus overlooked.  When employers go the “over-qualified” route, they believe that this is a nice way to let applicants down; telling them in a nutshell – “you are too good for this job”.

Next time you consider dismissing an applicant because they are “over-qualified’ it is worth reflecting on the following points:

  1.  The candidate applied for the job and this means they are interested just as any other.
  2.   You may think they are overqualified but they might feel otherwise.
  3.   They may be fine with lateral moves – not everyone wants to climb the corporate ladder.
  4.   They are looking for a less stressful job that they can balance more easily.
  5.   They have outside interests which they may want to devote more energy; and that is why they have chosen to apply for a job which they can perform easily.
  6.   An overqualified candidate can be your best asset. They can bring industry experience which can help your organization soar.
  7.   Do you want to eliminate a candidate from the pool because you fear they will take your job?
  8.   Different people approach work differently. This means that the candidate may find a new way of doing the work that will make it more stimulating and thus more inclined to stay.
  9.   You may be getting more value for their work.
  10.   Over-qualified is a label associated with mature workers. Could you be prejudicing the employment of mature workers?
  11.   Not all over-qualified people demand high salaries which is an assumption that is made all to often.

Before you think a candidate will be “bored in a second and gone in a minute” try some probing questions in the interview to determine whether the risk is high.

  1.   Where do you hope to be in 2 years?
  2.   What are you hoping to learn in this job?
  3.   What motivates you at work?
  4.   What is the ideal job for you?
  5.   What are you looking for in a job?

You may find the job is a perfect match for the candidate you have slotted as “over-qualified”.  There is no guarantee anymore that an employee is going to stay with a company for 10 years.  But realistically, job seekers are not doing a lot of job hopping when there are few options to go to.  If you are concerned their skills are not adequately being used asked them for suggestions.  With work experience under their belt they may make a fantastic mentor which is an exceptionally good way to recognize their value.

 

CHRR2159-16 HR_readers choice_div-emp-equity

Leave a comment
by diversityatworkinlondon on June 27, 2016  •  Permalink
Posted in age discrimination, ageism in the workplace, baby boomers, business case for mature workers, Discriminatory Hiring Practices, Diveristy Training, Employer accommodations, Employer Brand, equitable hiring practices, human resources planning, Immigrants in the Workplace, Implicit Bias, job ads, discriminatory hiring practices, discrimination against poor and disabled, workplace inclusion, equitable hiring practices, workplace accommodations, mature workers, Racism, recruitment, screening applicants, Workplace diversity and inclusion, workplace inclusion
Tagged , , , , , , , , , , , , ,

Posted by diversityatworkinlondon on June 27, 2016

https://diversityandinclusionatwork.com/2016/06/27/the-over-qualified-bias-what-does-this-mean-to-employers-and-candidates/

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

 

 

 

 

Leave a comment
by diversityatworkinlondon on April 15, 2016  •  Permalink
Posted in Aboriginal and Employment, age discrimination, ageism in the workplace, baby boomers, Best practices workplace inclusion, Branding for Inclusion, business case for mature workers, Chairing Meetings, Christianity in the workplace, Cross Cultural Differences, Cultural Dialogues, Cultural Marketing, Customer Service, discrimination against poor and disabled, Discriminatory Hiring Practices, Diveristy Training, Diversity Committees, Diversity Strategic Planning, Diversity Strategy, Diversity Trainers, Diversity Training, Employer accommodations, Employer Brand, English As a Second Langugage, equitable hiring practices, Family Friendly workplaces, generation x, Generation Y, Generational Differences, human resources planning, Immigrants, Immigrants in the Workplace, intergenerational diversity, Job Ads, Language Barriers, mature workers, Meetings, Millennials, Professional Development, Racism, reasonable accommodations, recognition, recruitment, Religion in the Workplace, Religious accommodation, Religious minorities in Canada, screening applicants, Staff Meetings, studying foreign languages, Team Building, workplace accommodations, Workplace diversity and inclusion, workplace inclusion, workplace wellness
Tagged , , , , , , , ,

Posted by diversityatworkinlondon on April 15, 2016

https://diversityandinclusionatwork.com/2016/04/15/the-guide-to-workplace-inclusion/

“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.

2 Comments
by diversityatworkinlondon on February 1, 2015  •  Permalink
Posted in equitable hiring practices, Generational Differences, job ads, discriminatory hiring practices, discrimination against poor and disabled, workplace inclusion, equitable hiring practices, workplace accommodations, Ontario Human Rights Commission, Racism, Religion in the Workplace, Religious accommodation, Religious minorities in Canada, workplace accommodations, Workplace Bullying and Harassment, Workplace diversity and inclusion
Tagged , , , , , , , , ,

Posted by diversityatworkinlondon on February 1, 2015

https://diversityandinclusionatwork.com/2015/02/01/you-just-dont-fit-in/

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

Leave a comment
by diversityatworkinlondon on December 14, 2014  •  Permalink
Posted in Cross Cultural Differences, Cultural Adjustment, Cultural Dialogues, Cultural Exchanges, Cultural Marketing, Diversity Strategy, Immigrants, Meetings, New Canadians, Uncategorized, Workplace Communication, Workplace diversity and inclusion
Tagged ,

Posted by diversityatworkinlondon on December 14, 2014

https://diversityandinclusionatwork.com/2014/12/14/actions-you-can-take-to-increase-intercultural-understanding-in-the-workplace/

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.

 

 

 

Leave a comment
by diversityatworkinlondon on August 14, 2014  •  Permalink
Posted in Canadian Work Experience, Cultural Adjustment, Cultural Marketing, Diversity Strategy, Employer Brand, English As a Second Langugage, Ethnic Marketing, Generation Y, Generational Differences, Immigrants, Job Ads, Language Barriers, Multicultural Marketing, New Canadians, Religious accommodation, Uncategorized, Workplace diversity and inclusion
Tagged , , , , , , , , , ,

Posted by diversityatworkinlondon on August 14, 2014

https://diversityandinclusionatwork.com/2014/08/14/creating-an-employer-brand-to-attract-new-canadians-and-generation-y/

Pride Is Not For Everyone


headerimg_home[1]

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.

 

Leave a comment
by diversityatworkinlondon on August 6, 2014  •  Permalink
Posted in Cross Cultural Differences, Cultural Adjustment, Cultural Dialogues, Homosexuality, Immigrants, Law in Canada, LGBT, Millennials, New Canadians, Ontario Human Rights Commission, Political Correctness, Positive Spaces, Pride Month, Safe Spaces, Uncategorized, Workplace Communication, Workplace diversity and inclusion
Tagged , , , , ,

Posted by diversityatworkinlondon on August 6, 2014

https://diversityandinclusionatwork.com/2014/08/06/pride-is-not-for-everyone/

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.  

Leave a comment
by diversityatworkinlondon on June 24, 2014  •  Permalink
Posted in Cross Cultural Differences, Cultural Adjustment, Cultural Dialogues, Cultural Exchanges, English As a Second Langugage, Immigrants, Language Barriers, New Canadians, Ontario Human Rights Commission, Racism, Racism Against Canadians, Religion in the Workplace, Religious accommodation, Second Langugage Acquisition, workplace accommodations, Workplace Bullying and Harassment, Workplace diversity and inclusion
Tagged , , , , ,

Posted by diversityatworkinlondon on June 24, 2014

https://diversityandinclusionatwork.com/2014/06/24/individual-versus-group-rights-the-diversity-challenge/

« Older Posts

  • Thank you for the recognition

  • Enter your email address to follow this blog and receive notifications of new posts by email.

  • Get started with Workplace Inclusion Today!

  • SENSITIVITY AND EMPATHY TRAINING FOR WORKPLACE BULLIES

  • Find us on Facebook

    Find us on Facebook

  • Get started today with diversity and workplace inclusion

  • Follow me on Twitter

%d bloggers like this: