HRM 5th chapter 3 equity and diversity in human resources management

Equity and Diversity in Human Resources Management Managing Human Resources Belcourt * Bohlander * Snell © 2008 by Nelson, a division of Thomson Canada Limited All rights reserved 5th Canadian edition PowerPoint Presentation by Monica Belcourt, York University and Charlie Cook, The University of West Alabama Objectives After studying this chapter, you should be able to: Explain the reasons for employment equity legislation Identify and describe the major laws affecting employment equity and explain how they are enforced Describe pay equity and strategies for implementing it Describe the Employment Equity Act with respect to its origins, its purpose and its continued enforcement Describe how employment equity is implemented in organizations Discuss sexual harassment as an employment equity issue Explain and give examples of diversity management Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 3–2 Employment Equity • The employment of individuals in a fair and nonbiased manner Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 3–3 Government Regulation of EE • Designated Groups  Women, visible minorities, aboriginal peoples and persons with disabilities who have been disadvantaged in employment Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 3–4 Representation of Designated Groups in the Labour Force Copyright © 2008 by Nelson, a division of Thomson Canada Ltd Source: Statistics Canada website: www.statcan.ca/english/PGDB/labour20a.htm, table 282-0002 Figure 3.1 3–5 Benefits of Employment Equity • Larger applicant pool • Avoid costly human rights complaints • Enhanced ability to recruit and retain • Enhanced employee morale • Improved corporate image Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 3–6 The Legal Framework • The Charter of Rights and Freedoms • Canadian Human Rights Act Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 3–7 Bona fide occupational qualification • A justifiable reason for discrimination based on business reasons of safety or effectiveness Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 3–8 Enforcement of the CHRA • Complainant completes a written report • A CHRC representative reviews the facts • If the complaint is accepted, an investigator is assigned and gathers more facts • A report is submitted recommending substantiation or non-substantiation of the allegation • If the complaint is substantiated, parties may reach settlement or a human rights tribunal may be appointed to further investigate and determine settlement Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 3–9 Pay Equity • Equal pay for work of equal value • Equal pay for work of comparable worth Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 3–10 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: term applied to designated groups that are not utilized or represented in the employer’s workforce proportional to their numbers in the labour market  Concentration: term applied to designated groups whose numbers in a particular occupation are high relative to their numbers Copyright © 2008 by Nelson, a in the labour market division of Thomson Canada Ltd 3–18 Step 3: Employment Systems Review • Systemic discrimination  The exclusion of members of certain groups through the application of employment policies or practices based on criteria that are not job-related • Reasonable accommodation  Attempt by employers to adjust the working conditions or schedules of employees with disabilities or religious preferences Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 3–19 Suggestions for an Accessible Workplace • Install easy-to-reach switches • Provide sloping sidewalks and entrances • Install wheelchair ramps • Reposition shelves for the easy reach of materials • Rearrange tables, chairs, vending machines, dispensers, and other furniture and fixtures • Widen doors and hallways • Add raised markings on control buttons • Provide designated accessible parking spaces • Install hand controls or manipulation devices • Provide flashing alarm lights • Remove turnstiles and revolving doors or provide alternative accessible paths • Install holding bars in toilet areas • Redesign toilet partitions to increase access space • Add paper cup dispensers at water fountains • Replace high-pile, low-density carpeting • Reposition telephones, water fountains, and other needed equipment • Add raised toilet seats • Provide a full-length bathroom mirror Source: Statistics Canada website: www.statcan.ca/english/Pgdb/labor20a.htm, table 282-0002 Copyright © 2008 by Nelson, a division of Thomson Canada Ltd Figure 3.4 3–20 Step 4: Establishment of a Workplan • The data analysis would have revealed gaps in underutilization • Based on these, goals and timetables can be established, subject to restrictions due to collective agreements, etc • The plan should include numerical goals, timetables, explanations about the proposed improvements in the hiring, training and promotion of designated groups to increase their representation and distribution throughout the organization Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 3–21 Establishment of a workplan (con’t) • Descriptions of specific activities to achieve the numerical goals • An outline of monitoring and evaluation procedures to follow program implementation Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 3–22 Step 5: Implementation • No two implementation plans will be the same • May be modified as circumstances change Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 3–23 Step 6: Evaluation, Monitoring and Revision • Need annual progress reports • Interim reports on special projects Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 3–24 Sexual Harassment • Sexual Harassment  Unwelcome advances, requests for sexual favours, and other verbal or physical conduct of a sexual nature in the working environment Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 3–25 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 2008 by Nelson, a division of Thomson Canada Ltd 3–26 Highlights HighlightsininHRM HRM Copyright © 2008 by Nelson, a division of Thomson Canada Ltd Highlights 3.8 3–27 Highlights HighlightsininHRM HRM Copyright © 2008 by Nelson, a division of Thomson Canada Ltd Highlights 3.10 3–28 Diversity Management • The optimization of an organization's multicultural workforce in order to reach business objectives Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 3–29 Employment Equity Diversity Management • Mandatory • Organizations it to comply with law as well as it is the right thing to • Mostly limited to the four designated groups • Voluntary • Organizations it to gain a competitive advantage Copyright © 2008 by Nelson, a division of Thomson Canada Ltd • Broader and more complex and may include lifestyle, etc 3–30 The Business Case for Diversity • Access to new labour pool • Reputational benefits • Reflects company values • Innovation and creativity • Compliance with laws • Competitive advantage • Economic effectiveness • Marketing opportunities • Economic effectiveness • Enhance customer satisfaction Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 3–31 Key Terms • bona fide occupational qualification (BFOQ) • flow data • concentration • reasonable accommodation • designated groups • sexual harassment • diversity management • stock data • employment equity • systematic discrimination • underutilization Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 3–32 [...]... Thomson Canada Ltd Highlights 3. 8 3 27 Highlights HighlightsininHRM HRM Copyright © 2008 by Nelson, a division of Thomson Canada Ltd Highlights 3. 10 3 28 Diversity Management • The optimization of an organization's multicultural workforce in order to reach business objectives Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 3 29 Employment Equity Diversity Management • Mandatory • Organizations... dispensers, and other furniture and fixtures • Widen doors and hallways • Add raised markings on control buttons • Provide designated accessible parking spaces • Install hand controls or manipulation devices • Provide flashing alarm lights • Remove turnstiles and revolving doors or provide alternative accessible paths • Install holding bars in toilet areas • Redesign toilet partitions to increase access... by HRDC • Prohibits discrimination in federally regulated businesses • Failure to comply may result in fines Copyright © 2008 by Nelson, a division of Thomson Canada 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 © 2008... Ltd 3 25 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 2008 by Nelson, a division of Thomson Canada Ltd 3 26 Highlights HighlightsininHRM HRM. .. titles, salaries, etc of members of designated groups in the organization • Flow data  The distribution of members of designated groups in applications, interviews, hiring decisions, training and promotion opportunities and terminations Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 3 16 Self identification form should contain • The employment equity policy • A statement that the form will... is the right thing to do • Mostly limited to the four designated groups • Voluntary • Organizations do it to gain a competitive advantage Copyright © 2008 by Nelson, a division of Thomson Canada Ltd • Broader and more complex and may include lifestyle, etc 3 30 The Business Case for Diversity • Access to new labour pool • Reputational benefits • Reflects company values • Innovation and creativity •... data analysis would have revealed gaps in underutilization • Based on these, goals and timetables can be established, subject to restrictions due to collective agreements, etc • The plan should include numerical goals, timetables, explanations about the proposed improvements in the hiring, training and promotion of designated groups to increase their representation and distribution throughout the organization... division of Thomson Canada Ltd 3 23 Step 6: Evaluation, Monitoring and Revision • Need annual progress reports • Interim reports on special projects Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 3 24 Sexual Harassment • Sexual Harassment  Unwelcome advances, requests for sexual favours, and other verbal or physical conduct of a sexual nature in the working environment Copyright © 2008... Canada Ltd 3 11 Employer duties (con’t) • Develop an employment equity plan aimed at promoting an equitable workforce • Make all reasonable attempts to implement this plan • Monitor, review and revise the plan from time to time • Prepare an annual report on its employment equity data and activities Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 3 12 Employment Equity Act • Administered...Employment Equity Act Employer Duties • Provide a self identification form • Identify jobs where members of designated groups are under-represented • Communicate information on employment equity to its employees and consult and collaborate with employee representatives • Identify possible barriers in existing employment systems that may be limiting the employment opportunities