The recent Catalyst study on Visible Minorities in the Workplace estimates that by 2017, nearly half of all people working in major cities across the country will belong to a visible minority group. With job satisfaction rates dropping drastically for visible minorities, this group is the most likely to seek opportunities outside of Canada. The implication of this on competitiveness, economic growth and productivity could prove to be significant.
Many of us in the HR industry have known for years that there is a need for us to take a closer look at how we handle diversity in the workplace. The Catalyst study provides a tangible, quantifiable framework which should inspire us to look more closely at our recruitment and retention policies.
Many organizations have made diversity awareness and training an integral part of their employee culture. These initiatives have made great strides in fostering an inclusive work environment. However, study makes it evident that this approach is simply not enough. Where businesses are truly challenged is in looking beyond inclusiveness to examine the real barriers to advancement and job satisfaction.
Implementing more diversity awareness programs simply won't address the underlying issues that have come to light in this report. Organizations not only need to make diversity a priority, they must look at it strategically as a means to do better business.
When it comes to job satisfaction, organizations need to understand many factors from the employees' perspective. Is the work rewarding? Are my co-workers and managers supportive of what I do? Do I have access to training? Even where they have met with success on their job, do they have connections with the right mentors who can guide them through their career development?
However, the issue of diversity in the workplace is very much the proverbial two-way street. While organizations need to understand the factors that address fairness, equality and job satisfaction, employees for their part however must be held equally responsible for ensuring their workplace builds a culture that is consistent with their values and be committed to succeed.
To offer diversity training may have many merits, but this approach tends to isolate it from the business itself. Rather, organizations need to augment diversity training with other programs that promote softer skill sets to improve management techniques. They need to find ways to empower employees by providing opportunities that will draw out the individual's best performance - and deliver better business results. Rewards and incentives should also be tailored to individual needs. It could be in the form of a cash bonus, a day off, or treating the employee's family to dinner.
Ultimately the goal is develop a culture of training and skills developments that lets people be successful, regardless of their gender, ethnic backgrounds and age. If you can create an environment of diverse thinkers who are engaged in their jobs, everyone will deliver more. You will have then moved beyond fostering inclusiveness to empowering all your employees.
