Diversity at WORK The Business Case for Equity

Chapter 1: Diversity: The Demographic Reality of the Work Force
Stories from the Front Line
The Changing Demographic Reality
Our Changing Work Force

 

• Women
• More Dual-Earner Families
• More Single-Parent Families
• More Women with Responsibility for Infant Children
• An Older Work Force
• More Workers Caring for Elderly Parents or Relatives
• People of Colour and Ethnic Minorities
• People with Disabilities and Employees Caring for People with Disabilities
• Gay and Lesgian Workers
• Aboriginal People
• Changing Worker Values

• The Age of Inequality (1950-1960)
• The Age of Equality (1960-1990)
• The Age of Equity (2000 +)
• The Diverse Strategy

  Chapter 2: The Goal of a Diversity Strategy
  How Does an Equitable Employment System Operate?

• Attitudinal Discrimination
• Jane's Case
• Systemic Discrimination
• The Case of Union Gas
• Inequitable Affirmative Action
  The Business Case for Equity
  The Case of New Era Technology
  The Model for the Business Case for Equity
• Customer Value
• Customer Value Links to Customer Satisfaction
• Customer Satisfaction Links to Customer Loyalty
• The Link Between Customer Loyalty and Increased Revenue/Profit
  Summary

  Chapter 3: The Equity Continuum
  Fives— Equitable Employment Systems

• Zeros— No Problem Here!
• Ones— Legislated Fairness or the Sheriff is on the Corner
• Twos— Good Corporate Citizens
• Threes— The Business Reasons
• Fours— Transition
• Fives— Still Only a Goal
  A Brief History of Legislated Fairness in the United States and Canada
  1961
  1964
  1965
  1968
  1969
  1972
  1978
  1980
  1984
  1986
  1991
  1992
  1993
  1995
  Business to the Rescue— A Return to Diversity

  Chapter 4: The Essential Components of a Diversity Strategy
  Lesson 1: Link Diversity Strategies to Business Objectives

• Why Do Legislated Programs Fail to Motivate Organization to Pursue Effective Equity Programs?
• The Work-Force Link
• Links to the Marketplace
  Lesson 2: A Diversity Strategy Must be Inclusive for all Employees
• Women-in-Management Programs
• The Inclusive Approach
  Lesson 3: Protect the Merit Principle
• Defining Merit
  Lesson 4: Don't Rely on the Numbers
• Numbers are Tangible Evidence
• The Number-Setting Process Does Not Require Major Change
• No Other Way to Measure Progress
• Numbers are the Oil Light
  Summary

  Chapter 5: Linking the Diversity Strategy to the Business Strategy
  Linking the Diversity Strategy
  Step 1: Establishing the Key Business Objectives

• The Six Business Objectives
  Step 2: Identifying the Relevant Diversity Issues
  Step 3: Linking Relevant Diversity Issues with E&Y; Business Objectives
• To Develop Our People
• Client Expectations
• Teamwork and Integration of Services
• Innovation and Market Positioning
• Superior Profitability
  Summary
  CIBC: Linking Diversity to the Changing Marketplace
  Diversity: More Than Human Resources Initiative

  Chapter 6: Achieving Management Commitment to and Employee Awareness of Diversity
  The Executive Briefing Session

• Lack of Awareness
• Hostile Reactions
• Apathy
  Summary
  The Communications Strategy
  Developing an Effective Diversity Communications Plan
  1. Why Do You Want to Communicate?
  2. What Do You Want to Communicate?
• Key Message 1: What is Diversity?
• Key Message 2: The Business Approach
• Key Message 3: The Goal of the Diversity Strategy— Equitable Employment Systems
• Key Message 4: The Key Elements of the Diversity Plan
  3. How Do You Want to Communicate?
  4. What Result Do You Want to Achieve?
• The Most Commonly Asked Questions
  Education
• Shift the Focus
• Dealing With Backlash Issues
• Facing the Most Contentious Diversity Issues
• Identifying Attitudinal and Systemic Discrimination
• To Introduce Participants to the Benefits of a Diverse Work Force
• Intigrating the Quantitative and Qualitative Surveys
  Summary
• A Generic Outline for a Diversity Education Program

  Chapter 7: The Employment Systems Review: How to Involve Employees in Developing the Diversity Strategy
  The Employment Systems Review
  Establishing the Equity Advisory Committee

• Employment Systems Review Subcommittees
• Reviewing the Recruitment Systems
• Reviewing the Selection Systems
• Reviewing the Training and Development Systems
• Reviewing the Promotion System
• Reviewing the Job Evaluation System
• Reviewing the Compensation and Benefits Systems
• Reviewing Working Conditions
• Reviewing the Performance System
  Conclusion

  Chapter 8: Effective Measurement in a Diversity Strategy
  The Self-Identification Questionnaire (SIQ)

• Common Questions and Answers Regarding SIQ
  Measuring Equity
• Measuring Employee Perceptions
• Informal and Structured Interviews
• Focus Groups
• Non-Normed Climate Surveys
  The Equity Quotient— A Normed Opinion Survey
• The Union Gas Case
• Linking the Qualitative and Quantitative Data
  Another Approach— Benchmark Commitment Surveys
  Conclusion

  Chapter 9: The Seven Steps to a Five
  The Case of Sunnybrook Health Science Centre

• Identifying the Need for a Diversity Program
• Integration with the Business Strategy
  Step 1: The Needs Analysis and Preliminary Work Plan
  Step 2: Communications and Education
  Step 3: Quantitative and Qualitative Data Gathering
  Step 4: Data Analysis
  Step 5: Planning
  Step 6: System Change
  Step 7: Implementation
  Criteria For Successful Implementation
• Integration With the Vision
• Accountability
• Measurable
• Workable/Achievable

  Chapter 10: The Fairest in the Land: Best Practices from Diversity Leaders
  Accommodation

• The Ernst & Young Alternative Work Arrangement Policy
• Other Best Practices in Accommodation
  Diverse Work Teams
• Wellington Insurance Company
• Other Best Practices in Effective Work Teams
  Equitable Opportunity
• The CASCO Selection Process
• Other Best Practices of Equitable Opportunity
  Dignity and Respect
• IBM— Respect for the Individual
• Other Best Practices in Dignity and Mutual Respect
  Summary

  Index