Engaging Employers: Improving Integration Outcomes by Partnering with Canadian Business Wendy Cukier, MA, MBA, PhD, DU (hon), LLD (hon), M.S.C. Vice President, Research and Innovation Founder/Director, Diversity Institute Ryerson University 16 th National Metropolis Conference March 14th, 2014

Outline Ryerson’s Diversity Institute Advantages and disadvantages of partnering with the private sector Our experience: leveraging the business case Conclusions 25/08/2015 Slide 2

RYERSON’S DIVERSITY INSTITUTE research on diversity and inclusion in the workplace to improve practices collaborates with public, private, non-profit and government evidence-based and customized approaches focus on EE + 1 but immigration intersects provide a diversity lens to job creation and employment initiatives at Ryerson (eg. DMZ) most important lessons: inter-sectionality and social capital 25/08/2015 Slide 3

Our Experience Training and Education – advisory councils, instructors, internships, Large projects: RBC Immigrant, Diversity and Inclusion Diversity Institute current partnerships – SSHRC DiversityLeads – 30+ community partners – TD Bank Rethinking Financial Literacy – Black Experience Project – UARR – Somali Community 25/08/2015 Slide 4

WHY PARTNER WITH THE PRIVATE SECTOR? Where the jobs are Access to funding Access to resources and expertise Access to internships and training Access to sites for research New approaches Improved effectiveness Role models, mentors and coaches: help build social capital 25/08/2015 Slide 5

Success Stories; Roles Models, Allies 25/08/2015 Slide 6

CHALLENGES OF PARTNERING What’s in it for them? Understanding THEIR goals and objectives Diversity fatigue; multiple demands Shared outcomes and building trust Bridging cultures - language, values, pace Managing competing messages Priorities change – “diversity happy talk” Differences within the corporate sector: Financial Institutions versus SMEs 25/08/2015 Slide 7

Oversimplifications CorporateNGO Goals Shareholder value Profit/market share Reputation Talent, employee engagement Economic, social, environmental well-being of community Organizational survival Time frameShortLong Values Competitiveness Efficiency Entrepreneurialism Pragmatic CSR Fairness Values driven, idealistic Offer services at all costs Overtly political (sometimes) People Career Identity Passion and purpose Identity FocusOutcome; hierarchicalProcess; consultative 25/08/2015 Slide 8

OUR APPROACH ECOLOGICAL MODEL IndividualGroup Organizational SectorSocial Environment Slide 9

Moving up the diversity curve Slide 10 Degree of Formalization SME Manufacturing - Little recognition of problem - No policies - No metrics Hi-tech and Federally-regulated -Recognize overt and systemic - Integrated policies - Metrics - Work environment is competitive advantage % of Senior Executives

Focus on the Business Case 1. Overcome the skills shortage: TALENT, TALENT, TALENT Two-thirds of workforce growth fuelled by immigration (2011) By 2031, 25%-28% of Canada’s population could be foreign-born (vs. 20% in 2006) (Stats Canada) Under-employment of immigrants costs between $4.1 and 5.9 billion dollars annually (Conference Board of Canada, 2010) 25/08/2015 Slide 11

2. Respond to increasingly diverse global markets consumer power in certain markets (e.g. 50% of GTA residents) leverage their international connections and improve relationships with their diverse customer base (Gandz, 2001). 3. Increase innovation, creativity, entrepreneurship Multiple perspectives provide better solutions Access to knowledge, suppliers, capital, and labour needed to serve ethnic enclaves and global markets (Hiebert, 2006) Immigrants are more likely to be entrepreneurs – key to economic development – but many leave 25/08/2015 Slide 12

4. Increase employee satisfaction, reduce turnover, improve performance Career satisfaction is linked to retention, loyalty, and productivity Diversity and inclusion practices have a significant impact on workplace Engagement of employees in CSR, mentoring, support adds value 25/08/2015 Slide 13

25/08/2015 Slide 14 Perceptions of Workplace (DI and Catalyst, 2007)

5. Reputational benefits versus costs Pay equity decisions Negative effects on reputation 6. Benefits outweigh the costs (there are some costs) – and we can help 25/08/2015 Slide 15

Practical strategies through the value chain Societal level – policies, values, media, culture, addressing stereotypes of leaders and experts Organizational level – human resources but also procurement, product development, services, marketing, philanthropy, building the pipeline; overcoming unconscious bias Individual level – building capacity for success 25/08/2015 Slide 16

CONCLUSIONS Strategy is about choices Mutual goals as well as differences in values Language : Messages and messengers Make it easy to do the right thing – coordinated, efficient, tools, consistency Build trust and reliability Respect for timelines and process Outcomes: “Just because you are on the side of the angels does not mean you will win” 25/08/2015 Slide 17

Thanks! 25/08/2015 Slide 18

CONTACT Diversity Institute Ryerson University ext /08/2015 Slide 19