Diversity at WORK The Business Case for Equity

Author: Trevor Wilson
Publisher: John Wiley & Sons
ISBN: 9780471642770
Published In: October 1999
Format: Paperback , 264 pages
Jurisdiction: International ? Disclaimer:
Countri(es) stated herein are used as reference only

Out of stock

Description
Contents
Author

Details

Diversity at Work: The Business Case for Equity explains why you should strive for a more diverse and equitable workforce: not because you have to comply with legislation and not to feel warm and fuzzy inside, but because it makes good business sense.

Diversity at Work: The Business Case for Equity is a hands-on, practical guide to the why and how-to of striving for diversity and equity in the workplace:

Creating a fair employment system for all employees
Accommodating and valuing difference
Hiring and retaining the best-qualified person for the job
Basing all recruiting, hiring, and promotion decisions entirely on merit and equal opportunity
Overcoming backlash associated with controversial affirmative action and employment equity legislation
Successfully implementing a sound and effective diversity strategy in your organization
Achieving improved bottom-line results

Reviews

"Diversity at Work is a thorough review of one of today's key business issues. It is easy to read, with lots of tips, cases, and examples. More importantly, it provides valuable information on the impact of changing demographics on business— both on customers and the workforce."
— Sussannah D. Kelly, Vice-President Human Resources, Rogers Communications Inc.

"A refreshing and meaningful look at the competitive advantage business can easily gain by applying the principles and practices of diversity in the workplace."
— Angie Thompson, Human Resources Manager & Workplace Diversity Practitioner, Digital Equipment of Canada Ltd.

"Trevor Wilson makes a compelling argument for the recognition of diversity in the workplace and presents a balanced and up-to-date account of the economics of equity. All employers should take this book seriously."
— Professor Michael G. Finlayson, Vice-President Administration and Human Resources, University of Toronto

"Wilson has applied his skill as a communicator to one of the most inflammatory subjects of our time— equity. His analysis is illuminating and the case studies point to rational approaches to equity that go past the legislative debate."
— William R. Watson, Partner, Baker & McKenzie (International Law Firm)

"Diversity at Work is a thoughtful analysis that will help any organization deal with one of the most pressing issues employers must face today. It will help organizations see more clearly how to take new action to tackle some very difficult issues surrounding managaing differences in today work environment."
— Gerry Phillips, Member of Provincial Parliament & Former Minister of Labour, Province of Ontario

"Valuing diversity is a major priority at Sunnybrook.... The methods outlined in this book really work!"
— Tom R. Closson, President & CEO, Sunnybrook Health Science Centre

"The depth and breadth of Diversity at Work clearly sets the tone for a new imperative in human resources utilization and wisdom in employment practices. The linkage between diversity strategy and business planning will definately be a leading advantage for successful business competition. This book not only offers common sense reasons for employers to take advantage of the best human resources, but it strengthens valid business decisions for employers to identify their own unique rationale for embracing Diversity at Work."
— Janet Naido, Manager, Workplace Diversity, LCBO

Foreward
Preface
Acknowledgements

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 Consequences of a More Diverse Work Force
Time for a New Human Resource Strategy

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

Trevor Wilson is Canada's leading consultant specializing in diversity management and employment equity. He is the President of TWI INc. His firm's clients include some of North America's largest and most progressive employers, including: IBM, Nortel, Ernst and Young, SHL/MCI Systemhouse and Bell Canada. Wison also won a world-wide search to work on a major diversity educational project for one of South Africa's largest employers, South African Brewery (SAB). Before founding TWI Inc. in 1996, Trevor Wilson was the President of Omnibus Consulting. Trevor has held several posts in the Ontario government, advising on issues of multiculturalism, race relations and human rights. He has been active in community affairs, serving on the City of Toronto Mayor's Committee on Race Relations, as Vice-President of Government Affairs for the African-Canadian Entrepreneurs, as well as the board of directors for the United Way of Greater Toronto. Trevor has been profiled often by the media, including the Financial Post Magazine, Venture, the Toronto Star and the Globe and Mail.

Mary Ann Sayers, former Organizational Development Manager for Coca-Cola Beverages Ltd., has over seventeen years of marketing, advertising, and communications experience. Her clients have included such major corporations as Coca-Cola Beverages Ltd., Manulife Insurance, Mary Kay Cosmetics, and Vickers & Benson Advertising. She has a degree in Journalism and a background in Human Resource Management.