PowerPoint Presentation by Monica Belcourt, York University and Charlie Cook, The University of West Alabama Managing Human Resources Chapter Equity and Diversity in Human Resources Management

After studying this chapter, you should be able to: 1.Explain the reasons for equity-seeking legislation. 2.Identify the legal framework including the Charter and human rights legislation. 3.Describe pay equity and strategies for implementing it. 4.Describe the Employment Equity Act with respect to its origins, its purpose, and its continued enforcement. 5.Describe how employment equity is implemented in organizations. 6.Discuss sexual harassment as an employment equity issue. 7.Explain and give examples of diversity management. Learning Outcomes 3–2Copyright © 2011 by Nelson Education Ltd.

3–3 Employment Equity  The employment of individuals in a fair and nonbiased manner. Copyright © 2011 by Nelson Education Ltd.

3–4 Government Regulation of EE  Who are the Designated Groups? Copyright © 2011 by Nelson Education Ltd.

3–5 Disadvantages in Employment  Higher rates of unemployment  Occupational segregation  Pay inequities  Limited opportunities Copyright © 2011 by Nelson Education Ltd.

3–6 Benefits of Employment Equity  Larger applicant pool  Avoiding costly human rights complaints  Enhanced ability to recruit and retain  Enhanced employee morale  Improved corporate image Copyright © 2011 by Nelson Education Ltd.

The Legal Framework  The Charter of Rights and Freedoms  Canadian Human Rights Act 3–7Copyright © 2011 by Nelson Education Ltd.

Bona fide Occupational Qualification  A justifiable reason for discrimination based on business reasons of safety or effectiveness. 3–8Copyright © 2011 by Nelson Education Ltd.

3–9 What are the Steps in Enforcement of the CHRA? Copyright © 2011 by Nelson Education Ltd.

3–10 Pay Equity  Equal pay for work of equal value  Equal pay for work of comparable worth Copyright © 2011 by Nelson Education Ltd.

3–11 The Employment Equity Act  Employers and Crown corporations that have 100 employees or more and that are regulatd under the Canada Labour Code must implement employment equity and report on their results. Copyright © 2011 by Nelson Education Ltd.

3–12 Employment Equity Act Employer Duties include: Copyright © 2011 by Nelson Education Ltd.

3–13 Implementation of EE in Organizations 1. Senior management commitment 2. Data collection and analysis 3. Employment systems review 4. Establishment of a work plan 5. Implementation 6. Evaluation, monitoring and revision Copyright © 2011 by Nelson Education Ltd.

3–14 Step 1.Senior Management Commitment  Top down strategy  Policy statements  Communication tools  Assignment of responsible senior staff  Consult with members of designated groups and/or bargaining agents in unionized settings Copyright © 2011 by Nelson Education Ltd.

3–15 Step 2.Data Collection  Stock data  Flow data Copyright © 2011 by Nelson Education Ltd.

3–16 Self Identification Form should contain: Copyright © 2011 by Nelson Education Ltd.

3–17 Workforce Utilization Analysis  Workforce Utilization Analysis  The process of comparing the composition of members of designated groups within an organization against composition of the employer’s relevant labour market.  Underutilization  Concentration Copyright © 2011 by Nelson Education Ltd.

3–18 Employment Systems Review  Systemic discrimination Copyright © 2011 by Nelson Education Ltd.

3–19 Special Measures  Special measures are initiatives designed to accelerate the entry, development and promotion of members of designated groups. Copyright © 2011 by Nelson Education Ltd.

3–20 Reasonable Accommodation  Adjusting employment policies and practices so that no individual is denied benefits, disadvantaged with respect to employment or blocked from doing job duties. Copyright © 2011 by Nelson Education Ltd.

Principles of Duty to Accommodation  Principle of respect and dignity  Principle of individualized accommodation  Principle of integration and full inclusion 3–21Copyright © 2011 by Nelson Education Ltd.

3–22 Step 4: Steps in the Establishment of a Workplan include: Copyright © 2011 by Nelson Education Ltd.

3–23 Step 5: Implementation Copyright © 2011 by Nelson Education Ltd.

3–24 Step 6: Evaluation, Monitoring and Revision Copyright © 2011 by Nelson Education Ltd.

3–25 Sexual Harassment  Employer’s duty to prevent harassment Copyright © 2011 by Nelson Education Ltd.

3–26 Sexual Harassment Behaviours  Sexually degrading remarks  Inquiries or comments about a person’s sex life  Sexual flirtations, advances and propositions  Demands for sexual favours  Verbal threats and abuse  Leering  Unwanted gestures  Display of sexually offensive material  Sexual assault Copyright © 2011 by Nelson Education Ltd.

3–27 Diversity Management  The optimization of an organizations multicultural workforce in order to reach business objectives Copyright © 2011 by Nelson Education Ltd.

3–28 Employment Equity Diversity Management  Mandatory  Organizations do it to comply with law as well as it is the right thing to do  Mostly limited to the four designated groups  Voluntary  Organizations do it to gain a competitive advantage  Broader and more complex and may include lifestyle, etc. Copyright © 2011 by Nelson Education Ltd.

Valuing Diversity in the Workplace Opportunity Career Development: Promotion of multicultural employees Opportunity for development of new skills Access to top management positions Hiring Practices Active recruitment and hiring of multicultural employees Employment equity program Leadership Management Practices Take all employees seriously Recognize the capabilities of all employees Respect the cultural beliefs and needs of employees Accept non-English-speaking employees Culture Organization-wide Image: Organization fosters mutual respect Organization fosters sense of belonging Differences are accepted Corporate-wide diversity-training program Concern for Equality: Equal respect for minority and majority group Equal performance expectations for minority and majority group Equal rewards for minority and majority group Equal pay and income Valuing diversity 3–29Copyright © 2011 by Nelson Education Ltd.

3–30 Why Diversity?  Better utilization of talent  Diverse expertise and knowledge  Quality of team problem solving  Increased marketplace understanding  Business case Copyright © 2011 by Nelson Education Ltd.