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Diversity at WORK: The Business Case for Equity

Trevor Wilson
ISBN: 978-0-471-64277-0
Paperback
264 pages
July 1998
US $32.95 Add to Cart

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Diversity at WORK: The Business Case for Equity (0471642770) cover image

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

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