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attribute: Organizational Culture

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.

8 Ways to Measure Diversity That Have Nothing to Do With Hiring

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ATTRIBUTES
  • Career Development
  • Measuring and Evaluating
  • Organizational Culture
  • Supply Chain

SOURCE
  • Fortune

TYPE OF RESOURCE
  • AArticle

TARGET AREA
  • Strategy

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

LINK TO RESOURCE

8 Ways to Measure Diversity That Have Nothing to Do With Hiring

Fortune
This article illustrates eight unique ways to measure the effectiveness of a business’s diversity and inclusion programs, beyond hiring and recruitment data.

The eight components to consider while measuring diversity are:

  1. Title and level within the company
  2. Rate and time of promotions
  3. Access to special projects
  4. Exposure to upper management
  5. Evaluate partnerships
  6. Check support groups
  7. Consider age
  8. Supplier diversity program

 

To learn more, click here.

Workplace Gender Equality Indicators (Key Progress Indicators)

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ATTRIBUTES
  • Measuring and Evaluating
  • Organizational Culture
  • Recruitment, Retention and Promotion
  • Workplace Flexibility

SOURCE
  • Our Watch

TYPE OF RESOURCE
  • GGuide

TARGET AREA
  • Strategy

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

LINK TO RESOURCE

Workplace Gender Equality Indicators (Key Progress Indicators)

Our Watch
This resource was developed to help workplaces collect, review, and respond to data about gender and diversity. It specifically identifies a number of gender equality indicators that organizations should be measuring and evaluating over time, and it provides information about how to collect and analyze these indicators in order to “make the case” for gender equality in the workplace.

This resource identifies eight key gender equality indicators and explains how to collect and measure the data:

  1. Ratio of men to women in workforce, overall and by teams.
  2. Ratio of men to women in leadership and management positions, including board, executive, senior and middle management level: For indicators 1-2, workplaces should collect and compare the number and percentage of women and men in each category.
  3. Ratio of male and female new hires and internal promotions, by level and department: Collect the number of female and males who are applying, and who have been hired and promoted across the organization in different departments and at all levels of seniority.
  4. Average salary gap between female and male staff members across the organization and by department: Collect and compare salary information from female and male employees across the organization and in different departments and levels of seniority.
  5. Comparison of male and female staff and managers who use flexible work arrangements.
  6. Comparison of male and female staff who use and return from parental leave with continued employment for 12 months: For indicators 5-6, workplaces should collect formal and informal data on the use of flexible work options.
  7. Changes in staff perception of workplace culture as measured by annual staff survey: Review questions being asked on annual surveys to ensure there are specific questions about gender equality.
  8. Reported incidents of sex-based discrimination and harassment: Track numbers, patterns, and responses.

To read the resource, click here.

Diversity and Inclusion Survey: Building a More Inclusive Future

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ATTRIBUTES
  • Baseline Assesment
  • Internal Communication
  • Intersectionality
  • Organizational Culture

SOURCE
  • Culture Amp

TYPE OF RESOURCE
  • SSurvey

TARGET AREA
  • Implementation

TARGET UNIT
  • Diversity & Inclusion, Human Resources

LINK TO RESOURCE

Diversity and Inclusion Survey: Building a More Inclusive Future

Culture Amp
This survey was developed as the result of a collaboration between B Corp Culture Amp and consulting firm Paradigm. This survey has been recognized as an industry leader when it comes to measuring the employee experience of all groups of people.

This survey allows you to:

  • Measure how inclusive your organization is
  • Use heatmaps to highlight disparities between groups
  • See how your results compare to other companies with the Inclusion benchmark
  • Ensure your team is equipped to take action based on the applied experience of our most successful customers and research-driven interventions that offer promising results

To learn more, click here here.

Participatory Gender Audit – A Tool for Introducing and Managing Institutional Change

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ATTRIBUTES
  • Baseline Assesment
  • Measuring and Evaluating
  • Organizational Culture
  • Recruitment, Retention and Promotion

SOURCE
  • International Training Centre of the International Labour Organization (ITCILO)

TYPE OF RESOURCE
  • TTool

TARGET AREA
  • Development

TARGET UNIT
  • Diversity & Inclusion, Human Resources

LINK TO RESOURCE

Participatory Gender Audit – A Tool for Introducing and Managing Institutional Change

International Training Centre of the International Labour Organization (ITCILO)
The ILO Participatory Gender Audit (PGA) is a tool used to organization’s activities from a gender perspective, verifying its achievements and deficiencies. The PGA combines objective observation of facts and figures with a more in-depth analysis on qualitative standards, beliefs, and opinions to assess the impact of these on gender equality, organizational culture, and wellbeing.

The PGA is carried out by a facilitation team which uses secondary and primary data collection methods. First, data compilation through desk research, then direct observation and dialogue within the organization. After facilitating group participation and collective discussion, a report is produced that describes the organization’s capacity to promote gender equality and diversity.

To learn more, click here.

Using CSR and Philanthropy to Close the Gender Gap in Tech

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ATTRIBUTES
  • Organizational Culture
  • Outreach Initiatives and Partnerships
  • Recruitment, Retention and Promotion

SOURCE
  • Reboot Representation

TYPE OF RESOURCE
  • RReport

TARGET AREA
  • Strategy

TARGET UNIT
  • Community Outreach, Corporate Social Responsibility, Diversity & Inclusion, Human Resources

LINK TO RESOURCE

Using CSR and Philanthropy to Close the Gender Gap in Tech

Reboot Representation
McKinsey and Pivotal Ventures collaborated on this study to examine how tech-company philanthropy and corporate social responsibility investments can improve the gender diversity of the tech pipeline.

Through a survey they found insight on practices that can increase tech gender diversity through philanthropic and CSR investments.

  1. Focus on women and girls: It is important for companies to support either girls-only programs or coeducational programs. Maintain a focus on women’s equal representation, with stated goals at the program level to avoid replicating current gender ratios.
  2. Solve for those facing the most barriers – underrepresented women and girls of color: Companies can support programs that target specific challenges faced by the sub-segments of women who are facing multiple forms of marginalization.
  3. It is never too late; consider multiple on-ramps: According to research, because girls are less likely than boys to have exposure to computing as children, later on-ramps – such as those during higher education – offer high-impact opportunities for women and girls.

To learn more, click here.

People Want Their Employers to Talk About Mental Health

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ATTRIBUTES
  • Organizational Culture
  • Workplace Wellbeing and Safety

SOURCE
  • Harvard Business Review

TYPE OF RESOURCE
  • AArticle

TARGET AREA
  • Implementation

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

LINK TO RESOURCE

People Want Their Employers to Talk About Mental Health

Harvard Business Review
This article discusses how organizations can use an intersectional lens to approach and normalize conversations about mental health in the workplace.

In addition, this article includes a list of private sector good practices:

  • Start at the top: Encourage executive teams and senior management to share their experiences about mental health with their teams and employees.
  • Invest in education: Use training programs to equip managers and employees with the knowledge and resource to identify, normalize, and navigate mental health in the workplace.
  • Provide support: Ensure that employees have access to a variety of mental health benefits and related programs, and ensure that policies are communicated throughout the organization.

To learn more, click here.

What Will it Take? Promoting Cultural Change to End Sexual Harassment

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ATTRIBUTES
  • Organizational Culture
  • Workplace Wellbeing and Safety

SOURCE
  • UN Women

TYPE OF RESOURCE
  • RReport

TARGET AREA
  • Strategy

TARGET UNIT
  • CEO, Human Resources, Legal, Senior Leadership

LINK TO RESOURCE

What Will it Take? Promoting Cultural Change to End Sexual Harassment

UN Women
This discussion paper provides guidance and insights to help employers prioritize the needs of the victim–survivors in sexual violence, harassment, and discrimination incidents. UN Women describe practical measures for cultural change, international normative standards, as well as several case studies of how organizations are approaching sexual harassment in the workplace. For instance, this paper states that establishing zerotolerance for sexual harassment in the workplace is critical and must be woven into the culture of an organization. Essential elements of zero-tolerance practice in an organization include always supporting individuals who report harassment, refusing to sanction perpetrators, and ensuring that equality and non-discrimination are integrated into its policies and practices.

UN Women identify five areas of work for lasting cultural change:

  1. Victim-focused work
  2. Training
  3. Collective ownership
  4. Zero tolerance
  5. Make reporting rational

To learn more, click here.

Sexual Harassment in the Workplace: How Companies can Prepare, Prevent, Respond and Transform their Culture

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ATTRIBUTES
  • Intersectionality
  • Organizational Culture
  • Workplace Wellbeing and Safety

SOURCE
  • Catalyst

TYPE OF RESOURCE
  • RReport

TARGET AREA
  • Strategy

TARGET UNIT
  • CEO, Human Resources

LINK TO RESOURCE

Sexual Harassment in the Workplace: How Companies can Prepare, Prevent, Respond and Transform their Culture

Catalyst
This report discusses the action organizations can take to create a safe and fair work environment for all employees beyond policies and training. According to Catalyst’s report, these are four important actions:

Prepare

  1. Cultivate a zero-tolerance policy for sexual harassment. Take proactive steps to make this policy and your company’s commitment visible.
  2. Set guidelines to help employees understand appropriate norms for human interaction and affection in the workplace.
  3. Create processes to consider how sexual harassment affects women of colour and other marginalized groups in your organization.
  4. Educate yourself about your organization’s policies and procedures for when the board should be involved with or notified of sexual harassment complaints.
  5. Galvanize across functions to help employees have quick access to resources.

Prevent

  1. Accelerate parity in representation of women at all levels, including your Board of Directors.
  2. Educate and train leaders on forms of sexual harassment – including how to escalate.
  3. Focus on effective anti-sexual harassment training.

Respond

  1. Reinforce your company’s zero-tolerance policy for sexual harassment and retaliation.
  2. Investigate all claims promptly and fairly.
  3. Honour the target of sexual harassment and follow up accordingly.
  4. Allow space for support, understanding, and, ultimately, compassion.

Transform

  1. Build a climate of respect and accountability.
  2. Evaluate your company’s dominant business culture.
  3. Address heavy alcohol consumption at work functions.

Additional sexual harassment resources from Catalyst can be found here or at the links below:

Is it Harassment? A Tool to Guide Employees

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ATTRIBUTES
  • Organizational Culture
  • Workplace Wellbeing and Safety

SOURCE
  • Government of Canada

TYPE OF RESOURCE
  • GGuide

TARGET AREA
  • Employee Support

TARGET UNIT
  • All Employees, Human Resources

LINK TO RESOURCE

Is it Harassment? A Tool to Guide Employees

Government of Canada
This toolis directed to employees as a starting point to analyze what constitutes harassment and determine if a situation might be workplace harassment. The tool provides a definition of harassment under the Policy on Harassment Prevention and Resolution, identifies where workplace harassment can occur, what criteria constitutes harassment, examples of what does or doesn’t constitute workplace harassment, context questions to frame different situations, and what to do in case of harassment.

Where can workplace harassment occur?

  • On business trips
  • At a conference where the attendance is sponsored by the employer
  • At employer-sponsored training activities
  • At employer-sponsored events, including social events

Some examples of what constitutes harassment:

  • Making rude, degrading or offensive remarks
  • Unwanted sexual advances which may or may not be accompanied by threats
  • Destabilizing the person by making fun of his or her beliefs, values, political and/or religious choices, and mocking his or her weak points

Some examples of what does not constitute harassment:

  • Normal exercise of management’s right to manage such as the day-to-day management operations, performance at work or absenteeism, etc.
  • Workplace conflict in itself does not constitute harassment but could turn into it
  • Difficult conditions of employment, professional constraints, and organizational changes

To access this tool, click here.