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attribute: Leadership

Pursuing Gender Equality in the Workplace During COVID-19

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ATTRIBUTES
  • Leadership
  • Organizational Culture

SOURCE
  • Global Compact Network Canada

TYPE OF RESOURCE
  • GGuide

TARGET AREA
  • Employee Support, Implementation

TARGET UNIT
  • All Management, All Units, CEO, Senior Leadership

LINK TO RESOURCE

Pursuing Gender Equality in the Workplace During COVID-19

Global Compact Network Canada
This resource provides recommendations and resources specific to the Canadian Private sector on forwarding the pursuit of gender equality in the workplace during COVID-19. Diversity and inclusion and gender equality from the organizational perspective can be leveraged as a strength during the pandemic, allowing companies to recover faster while increasing their representation and inclusion. Some of the recommendations expanded on in the resource include:

  • Assess your organization’s response to COVID-19 using the Target Gender Equality Quiz.
  • Show empathy and compassion towards your employees during this time.
  • Ensure all genders are represented and included in all planning and decision making.
  • Adapt new measures to improve organizational culture.
  • Build capacity and raise awareness.
  • Be aware of unintentional harmful gender stereotypes in internal and external communications.
  • Maintain a diversity lens in talent management to ensure that diversity isn’t lost.
  • Support working parents, bearing in mind that the majority of unpaid care work falls on women.
  • Help address the unintended consequences and challenges of stay-at-home measures, especially for vulnerable groups such as victims of domestic violence.
  • Support women-owned businesses.
  • Partner with government and other organizations to tackle COVID-19.

To learn more, click here.

A 15-Point Plan for Boards and CEOs to Eradicate Sexual Harassment in Their Organizations

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ATTRIBUTES
  • Leadership
  • Workplace Wellbeing and Safety

SOURCE
  • Forbes

TYPE OF RESOURCE
  • AArticle

TARGET AREA
  • Implementation

TARGET UNIT
  • Board of Directors, CEO

LINK TO RESOURCE

A 15-Point Plan for Boards and CEOs to Eradicate Sexual Harassment in Their Organizations

Forbes
This resource provides a list of actions that leaders of organizations should take to eliminate sexual harassment in their workplaces.

  1. Establish accountability.
  2. Immediately request an audit of every open case of sexual harassment and a 5-10-year look-back of every closed, settled, sealed or discarded case ever brought to the organization’s attention.
  3. Introduce a sexual harassment hotline that bypasses HR, is administered by an outside provider, and is reported directly to the board.
  4. When a credible accusation is made, the accused should be put on a paid leave of absence while an investigation ensues.
  5. Do not dismiss, deny, defend, or blame the victim.
  6. Maintain and defend a pristine due process.
  7. Make it explicit in every way you can that harassment, abuse, or misbehaviour will not be tolerated.
  8. Be proactive.
  9. Put incentives in place.
  10. Clarify the role of HR in sexual harassment cases.
  11. Promote a “see something, say something” environment.
  12. Conduct bystander training throughout the organization.
  13. Leaders should actively protect someone that might be in danger.
  14. Get more women on boards and in C-suites.
  15. Beware of backlash.

To read more about this article, click here.

Catalyst Women on Board – Solving the Boardroom Diversity Challenge Through Sponsorship

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ATTRIBUTES
  • Career Development
  • Leadership

SOURCE
  • Catalyst

TYPE OF RESOURCE
  • PProgram

TARGET AREA
  • Board of Directors, Programs and Initiatives

TARGET UNIT
  • CEO, Human Resources, Senior Leadership

LINK TO RESOURCE

Catalyst Women on Board – Solving the Boardroom Diversity Challenge Through Sponsorship

Catalyst
This is an active sponsorship program for women board candidates to enable women’s advancement on to boards and to enable companies to find and appoint women board candidates. Catalyst Women on Board is an annual program in which Catalyst invites senior executive women, considered to be strong candidates for corporate board appointment, and pairs these women with experienced corporate board members who mentor and champion them for two years with the objective of attaining corporate board appointments. The women candidates, after a process of selection, require a company’s sponsorship to participate in the program, as it has a cost.

To learn more about this program, click here.

What Men Can Do to Be Better Mentors and Sponsors to Women

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ATTRIBUTES
  • Career Development
  • Leadership

SOURCE
  • Harvard Business Review

TYPE OF RESOURCE
  • AArticle

TARGET AREA
  • Implementation, Programs and Initiatives

TARGET UNIT
  • Diversity & Inclusion, Human Resources, Senior Leadership

LINK TO RESOURCE

What Men Can Do to Be Better Mentors and Sponsors to Women

Harvard Business Review
This article explores the need for companies to develop sponsorship programs to uplift the diverse talent in their organizations. The article provides eight key recommendations for leaders and companies to improve their sponsorship programs:

  1. Identify high potential diverse talent: Sponsors should look for driven and ambitious individuals with different experiences and perspectives from their own. They should seek the help of HR and other leaders if needed.
  2. Determine the best stretch role: Sponsors should support protégés for opportunities with high visibility that would benefit both the individual as well as the business. Some conditions to identify the best opportunities are: high risk, involve working with strategic clients, an assignment ofstrategic importance to the business, starting something new, etc.
  3. Position the role: Sponsors should consistently encourage protégés to overcome barriers and give them confidence to advance their position in a given company.
  4. Provide opportunities for development and support: Sponsors should support their protégés in achieving the skills and expertise needed to succeed. Furthermore, they should ensure that these resources are provided by their organization. Additionally, the organization should educate sponsors on the unique challenges faced by more vulnerable groups, including women of colour.
  5. Pave the way: Sponsors should take the responsibility of introducing their protégés to relevant influential individuals in their network that would benefit their success.
  6. Ensure protégés receive candid, performance-based feedback: Sponsors should ensure that their protégés receive clear assessments of their performance with specific guidance to help them improve their results and promote career development.
  7. Help protégés persist: Sponsors must ensure that their organization supports their protégé in light of mistakes or criticism from others.
  8. Champion promotions and recognition: Sponsors should outwardly advocate for their protégés to receive raises, promotions, and recognition if deserving.

To learn more, click here.

Gender Diversity on Boards in Canada – Recommendations for Accelerating Progress

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ATTRIBUTES
  • Leadership
  • Recruitment, Retention and Promotion

SOURCE
  • Catalyst

TYPE OF RESOURCE
  • RReport

TARGET AREA
  • Board of Directors, Strategy

TARGET UNIT
  • Board of Directors

LINK TO RESOURCE

Gender Diversity on Boards in Canada – Recommendations for Accelerating Progress

Catalyst
This report was created to help Canadian organizations make progress on achieving gender parity on boards by promoting the adoption of targets. It also presents an analysis of the benefits of gender parity for board of directors, examines disclosures related to board renewal mechanisms, and describes best practices from leading businesses.

Recommendations for accelerating progress for women on boards include:

  1. Set the following specific targets, and achieve them within three to five years:
    1. 30 percent women board directors, if you currently have at least one woman director.
    2. One woman board director, if you currently have zero women board directors.
  2. Use at least one mechanism to facilitate board renewal (e.g. term, age limit).
  3. Establish a written policy describing how the company specifically plans to increase representation of women on its board.
  4. Review board recruitment policies:
    1. Require that lists of potential board candidates consist of at least 50 percent women candidates with the skills and profile sought, and ensure diversity among women too.
    2. Require that women – including women from diverse communities – comprise at least 50 percent of the interview pool for every open board position.
    3. Implement board effectiveness assessments, including gap analysis using skills matrices.
    4. Leverage broad networks – not just the usual suspects.
  5. Champion senior executive women for board service by:
    1. Reassessing and removing restrictions on external board service.
    2. Implementing programs to match talent with board vacancies.
  6. Address gender equity at all levels of the organization by:
    1. Reviewing, on a continual basis, all human resources systems to ensure they are unbiased.
    2. Investing in inclusive leadership training.
    3. Monitoring and tracking promotion rates, aim for proportional rates at each level.
    4. Evaluating and addressing pay equity by:
      1. Conducting periodic pay equity studies.
      2. Implementing “no negotiations” policies and paying for work, not potential.
  7. Adopting pay transparency policies.

To learn more, click here.

Board of Directors Playbook

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ATTRIBUTES
  • Leadership
  • Recruitment, Retention and Promotion

SOURCE
  • Canadian Gender & Good Governance Alliance

TYPE OF RESOURCE
  • GGuide

TARGET AREA
  • Board of Directors, Development

TARGET UNIT
  • Board of Directors

LINK TO RESOURCE

Board Directors' Playbook

Canadian Gender & Good Governance Alliance
The Playbook provides information on common obstacles, the business case of gender diversity on boards, and tools for action in order to address this issue. The Playbook is a guideline for starting to address a Board of Director’s gender diversity.

The resource provides the following practical recommendations:

  1. Formal Board Evaluation Process: This process will help boards identify strengths and opportunities for improvement, as well as reveal current and future needs of the board.
  2. Term and Age Limits: Without vacancies, increasing the number of women on boards is difficult. Establishing a formal approach to board renewal will help find a balance between renewal of skills and perspectives and retaining long-term directors who still provide valuable contributions.
  3. Board Competency Matrix: Crafting the board competency matrix with skills and competencies that make directors effective could increase the pool of women candidates. Currently, markers are thought to be limited to résumé markers that are not reflective of boardroom effectiveness.
  4. Gender Diversity Policy: According to CGGA, adopting a Gender Diversity Policy improves the representation of women on boards regardless of company size.
  5. Board Member Recruitment: In order to avoid biased recruiting, broadening the search can help identify the best women candidates. Expand the scope by using board-ready lists, networking with industry peers and advisors, engaging a search firm, and maintaining an evergreen list of candidates.

To learn more, click here.

The Intercultural Development Inventory

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ATTRIBUTES
  • Capacity Building and Awareness Raising
  • Leadership

SOURCE
  • Intercultural Development Inventory

TYPE OF RESOURCE
  • AAssessment

TARGET AREA
  • Development

TARGET UNIT
  • Human Resources

LINK TO RESOURCE

The Intercultural Development Inventory

Intercultural Development Inventory
The Intercultural Development Inventory (IDI) is an assessment that organizations can use to measure the intercultural competence within their workplaces. Intercultural competence refers to the capability to shift cultural perspective and appropriately adapt behaviour to partake in meaningful and intercultural interactions. After the assessment is completed, IDI generates a profile of the organization’s intercultural competence. Moreover, IDI develops an Intercultural Development Plan to assist in the transition from a monocultural mindset, which includes stages of denial and polarization, to an intercultural mindset, which includes stages of acceptance and adaptation. Organizations that use the IDI include Microsoft, Target, the Canadian Federal Government, and the Boeing Company.

To learn more, click here.

Developing a Workplace Accomodation Policy

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ATTRIBUTES
  • Capacity Building and Awareness Raising
  • Leadership
  • Recruitment, Retention and Promotion

SOURCE
  • Canadian Human Rights Commission

TYPE OF RESOURCE
  • TTemplate

TARGET AREA
  • Development, Institutional Policies

TARGET UNIT
  • Human Resources, Legal

LINK TO RESOURCE

Developing a Workplace Accomodation Policy

Canadian Human Rights Commission
This resource, developed by the Canadian Human Rights Commission, includes a drafted template of a workplace accommodation policy to help employers seeking to develop a policy for their organization.

The template includes the following sections:

  • Policy Statement – Organizational commitment to intersectional inclusion, respect, dignity, and equal opportunity
  • Application – Who the policy applies to and what aspects of employment
  • Definitions – Definitions of relevant language (e.g. accommodation, undue hardship)
  • Responsibilities and Expectations – The responsibilities of the organization, supervisors, and employees or job applicants (e.g. the organization is responsible for providing individual accommodation to the point of undue hardship; supervisors are responsible for dealing with requests for accommodation in a timely, confidential, and sensitive manner; and employees are responsible for helping to identify potential accommodation options)
  • Procedures for Accommodation – The step-by-step process for employees or job applicants of claiming an accommodation and the supervisor’s process of meeting the duty to accommodate
  • Appeals – What employees or job applicants can do if they are not satisfied with the offered accommodation
  • Privacy and Confidentiality – Statement of confidentiality regarding requests for accommodation
  • Review – Assignment of responsibility/accountability to review the accommodation procedures annually
  • Enquiries – Contact information in case of questions or concerns

To learn more, click here.

MARC Leaders Program: Engaging Men as Champions

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ATTRIBUTES
  • Capacity Building and Awareness Raising
  • Leadership

SOURCE
  • Catalyst

TYPE OF RESOURCE
  • PProgram

TARGET AREA
  • Programs and Initiatives

TARGET UNIT
  • CEO, Senior Leadership, Senior Management

LINK TO RESOURCE

MARC Leaders Program: Engaging Men as Champions

Catalyst
MARC Leaders is an immersive program focused on engaging men as change agents who lead efforts to bring greater diversity to the workplace.

MARC Leaders Workshops enable emerging and senior male leaders to develop critical inclusive-leadership strategies; sharpen awareness of inequalities, unconscious biases, and privilege; and hone skills to make a lasting impact.

The MARC Leaders Executive Dialogue is a unique program for senior leaders and executives that raises awareness and generates interest in supporting and promoting workplace equity. The MARC Leaders Executive Dialogue introduces concepts critical to sustained collaboration between men and women leaders who champion inclusion.

MARC Teams offer a group-learning strategy for creating inclusive workplaces together.

To learn more about these programs, click here.

Gender Inclusion & Diversity Toolkit – WIM

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ATTRIBUTES
  • Capacity Building and Awareness Raising
  • Leadership
  • Recruitment, Retention and Promotion

SOURCE
  • Canadian Manufacturers & Exporters

TYPE OF RESOURCE
  • TToolkit

TARGET AREA
  • Development

TARGET UNIT
  • All Management, All Units, Human Resources, Senior Leadership

LINK TO RESOURCE

Gender Inclusion & Diversity Toolkit - WIM

Canadian Manufacturers & Exporters
This toolkit was written specifically for manufacturers in Canada and provides a set of practical tools to build awareness and engagement regarding gender inclusion and diversity.

The toolkit consists of the following seven tools:

  1. Tool #1: Starting the Conversation on Gender Inclusion and Diversity: This tool is meant to be used for leaders to facilitate a conversation with their team about diversity and inclusion. It includes a presentation with additional speaker notes and activities for breakout sessions.
  2. Tool #2: Inclusion & Diversity Roadmap: This tool consists of four roadmaps geared towards Employees, Human Resources Teams, Team Leaders, or Executive Teams. The roadmap outlines a visual representation of an inclusion and diversity learning path to map out steps towards goals.
  3. Tool #3: Respect in the Workplace Self-Assessment: This tool is a certification course offered by the Respect Group. It teaches respect in the workplace, the actions individuals can take to make a more inclusive workplace, and how to respond to inappropriate workplace behaviour.
  4. Tool #4: 10-Step Inclusivity Plan: This tool involves a 10-step plan that employees can follow to improve their understanding of the actions needed to create an inclusive workplace, and to encourage others to do so as well.
  5. Tool #5: Leader Guidebook for Men: This guide demonstrates how male champions can lead in gender inclusive behaviours, encourage others to do the same, and support female employees through sponsorship, among other best practices.
  6. Tool #6: Talent Management Guide: This guide outlines a variety of processes and practices that can be implemented by organizations to make their talent management more gender inclusive. It provides guidance for leaders and HR teams to attract and retain female talent in their organizations.
  7. Tool #7: Gender Inclusion & Diversity Roll-Out Plan: This plan describes how to implement the above six tools in your organization, including the objectives for each tool, the target audience for various communications, and draft email templates.

To learn more, click here.