As baby boomers retire over the next 15 years, the Canadian economy is relying on a steady stream of immigrants to replace them in the labour force. In fact, Statscan predicts that one out of every three Canadian workers in 2026 will have been born in another country.

That’s right. Fifteen years from now, one-third of the labour force will be immigrants, and many of them will be visible minorities. Businesses that have considered diversity as a “nice to do” for the HR department will be losing the battle to hang onto and attract talented employees to their competition, companies that are taking action today to integrate newcomers into their workforces.

A Catalyst survey team found that many visible minority respondents perceived that workplace barriers, such as lack of fairness in career advancement processes, an absence of role models, inequality in performance standards, and fewer high-visibility assignments, made advancement more difficult for them than for their white/Caucasian colleagues. In addition, visible minorities reported fewer developmental opportunities.

Given these perceptions, it’s no surprise that a smaller percentage of visible minority respondents believed senior management of their organization was committed to cultural diversity.

Employees report greater career satisfaction and organizational commitment—known to be related to greater productivity and profitability—when they feel their organizations’ career advancement processes are fair. And an important predictor of that sense of fairness was the perception that their senior leaders were committed to diversity.

The message? Canadian business leaders not only need to do a better job of encouraging the emergence of talented employees, they need to expand responsibility for diversity beyond the HR department, and link it to broad corporate objectives with a champion from the most senior ranks. TD Bank’s President and CEO Ed Clark demonstrates TD’s commitment to talent development by personally mentoring promising employees—which might explain why he was an inaugural Catalyst Canada Honours Champion, and Canadian CEO of the year for 2010!

Look around your workplace. Where does it fit on the diversity scale—and what can you do to nudge it higher?

We’ve recently celebrated 144 years of a Confederation based on the concepts of “Peace, Order and good Government.” How appropriate for a nation whose dominant characteristic is politeness!

Our adherence to peace, order, and civility has stood us well over the years. For the most part, we’ve managed to create a society that reflects and builds upon our various strengths without focussing on our differences.

But do we achieve that peace and order in the community and in our workplaces by avoiding conversations that might raise sensitive issues? Some research by Catalyst of workplace stereotypes suggests exactly that.

In interviews, both white/Caucasian and visible minority workers expressed frustration about the level of “political correctness” in the workplace, suggesting that it can be used to mask, but not resolve, tensions in multicultural environments. In fact, both groups felt that managers sometimes comply with politically correct policies with only a superficial adherence to the ideals of inclusion and diversity.

While rote compliance with company policies to advance equitable workplaces is better than outright discriminatory practice, it can effectively shut down conversations that are critical to the evolution of the business and the advancement of individual employees.

How? A South Asian woman felt that a fear of “hurt…feelings” made her white/Caucasian manager unable to provide effective honest feedback and performance coaching. A white/Caucasian participant indicated concern that her traditions, such as Christmas, were pushed aside in order to avoid offence to minority groups who do not share those traditions.

And participants in Catalyst’s recent webinar on transgender inclusion asked panellists for advice on how to ask sincere questions of their transgender colleagues. Many people struggle to learn more about transgender issues without inadvertently offending a co-worker and find a temporary resolution by avoiding the conversation altogether.

Pico Iyer, travel writer and fan of Canadian multiculturalism, shared the following thought in the 2001 Hart House lecture: “The process of mingling cultures is a messy one, rough at the edges and not easily soothed into placid euphemisms.”

Isn’t it time to eliminate the placid euphemisms from our workplaces and start the honest (polite, because we’re Canadian, but honest) conversations that will lead to real understanding and inclusion?

Pride Month is an excellent reminder that the life experiences people bring to the workplace, as much as their talents and training, contribute to their effectiveness as employees and leaders. Brent Chamberlain, Executive Director of Pride at Work Canada, recently participated in Catalyst’s webinar to mark Pride Month. Here, Brent shares some insights on another, potentially transformative, event that took place this month.

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At 8:30am on June 1, the first day of Pride Month, a group of senior executives entered a room. By the time two hours had passed, a national network of LGBT executive sponsors had formed.

The importance of this development should not be underestimated. After all, sexual orientation and gender identity aren’t exactly at the top of the diversity and inclusion pile for most companies. Therefore, it’s essential that LGBT employee resource groups have this kind of executive support.

But I digress. What of the event itself?

After months of planning, 21 of Pride at Work Canada’s 28 (at the time) Corporate Partners sent representatives to talk about the role of executive sponsors and how they can be game changers in the LGBT workplace arena. Some, like Garth Issett from IBM and Kasey Reese from TELUS, were veterans, while others had stepped up to the plate that very week to champion the issue. The mixture of individuals in the room, all bound together by a common purpose, made the event nothing short of extraordinary.

The event was kicked off by Mandy Shapansky, President and CEO (and LGBT executive sponsor) of Xerox Canada, who spoke passionately about her firm’s commitment to creating an inclusive workplace environment. Then, before the introductions had even ended, a participant looked around the room—shocked at the sheer level of seniority of those gathered around the table—and said, if this was how seriously his clients’ companies took LGBT issues, his firm needed to change, and fast.

And what better way to start the change? Being surrounded by peers gave the participants a better idea of what “good” looks like and how to start setting their goals internally.

The sponsors agreed on something else: they can’t bring about change on their own.  They need help from LGBT employee resource groups, from the members of the C-suite, and finally, from out lesbian, gay, bisexual, and trans-identified staff at senior levels of the organization.

Now that the event has finished, Pride at Work Canada is working with the sponsors to grow the network not only in numbers but also in strength. We have every hope that, one day, people will remember this as a giant step in creating a nation where all LGBT individuals can achieve their full potential at work.

The end of a successful event—and the beginning of a strong network for inclusive, effective workplaces!

Last week, Christine Silva, Director, Research, Catalyst Canada, led the most recent event in our Engaging Men as Diversity Champions series, sponsored by CIBC. Three terrific panellists shared their insights and experience: Bob Elton, former Chief Executive Officer, BC Hydro, and Executive Chair, Powertech Labs Inc.; Glenn Ives, Chairman, Deloitte & Touche LLP Canada; and John Silverthorn, Senior Vice-President, Talent Management, CIBC. And then a woman in the audience shared a story that made everyone stop and think.

After you’ve read Christine’s report, tell us your reaction.

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It isn’t often that silence descends upon a Catalyst event. But last week in Vancouver, a participant shared a story that made everyone in the room take a mental step back and think about the implications of a couple of our favourite words: diversity and inclusion. 

It was the story of a hockey team one of her colleagues plays on. The league had a rule that 50% of the players must be women. But then they decided their goal shouldn’t only be diversity, but also inclusion. After all, what good is it to have different people on the team if they aren’t full participants? So the league made an additional rule that 50% of the goals must be scored by women.

What, she asked, did the panellists think about that?

The panellists were three strong champions of women. They had already shared their personal journeys to becoming diversity champions, including some of the challenges and successes they’ve had along the way. They talked about the difference between treating people equally and fairly, the importance of recognizing what leaders and individuals value, and the need to set goals as an organization and make sure you have a way to track progress.

And they had already spoken about sports, in terms of coaching soccer and bringing senior managers out to the golf course.

But this?

This fundamentally changes the game, one thought out loud. Is it necessary? Is it desirable? The panellists went back and forth, finding no obvious right answer. Of course inclusion is the end goal, but should we completely change the rules to make it happen?

After the panellists talked, the woman who asked the question shared the outcome of the rule change. The men on the team passed the puck more. They now had a vested interest in making sure everyone had an opportunity to develop and demonstrate their skill.

The question had caused discomfort for many in the room—after all, rethinking the status quo is never easy. But it created a real learning opportunity. As someone reflected after the event, organizations should be striving to figure out how to create a rising tide that will lift all boats. What a perfect way of describing the win-win of diversity and inclusion.

When you hear that Jennifer is working from home, do you picture her burning up the computer in her home office? Or do you suspect she’s watching daytime TV in her pyjamas?

If it’s the latter you’re probably a bit envious, and more than a little resentful about picking up the slack for her.  It’s fair to be envious, but the resentment may be misplaced.  Savvy employers, including Catalyst Canada, recognize that work-life effectiveness—things like flexible schedules and working from home— can help organizations be more agile, boost morale and create a reputation as a great place to work.

My Catalyst colleagues and I won’t be in our downtown Toronto office this Wednesday.  We’re working from home to support the call for a National Work From Home Day.  (OK, full disclosure:  We may turn on CPAC for a few minutes to see Nova Scotia MP Mike Savage introduce the National Work From Home Day resolution in Parliament.)

Just like employees working in many Catalyst member organizations, our team has all the tools and technology we need to be able to work successfully and seamlessly from other locations, and  conduct a normal day’s work. Where we might have an advantage is our commitment to focus on what gets done, rather than where work happens.

When our team is productive—conducting research, planning events, and serving our members across the country—it really doesn’t matter whether we’re working from a house in the suburbs, or the office an hour’s drive away.

Catalyst’s research suggests that work-life effectiveness, including the option to work from home, can be so much more than an employee benefit.  Sure, employees can better manage other priorities in their lives when they eliminate travel time from their workday.

But giving employees control over when and where they work can also boost motivation and help them eliminate the distractions that they might ordinarily have to deal with in their office. Motivated and focused employees are likely to be more productive.  Senior leaders and employees can tackle the problems they face by launching creative work-life effectiveness policies that help both sides meet their goals.

And, if you need yet another reason to support National Work From Home Day, Workopolis will donate $10,000 to the World Wildlife Fund if their Facebook supporters reach 50,000 by November 24.  Join us from home!

What else will you do this week that could make workers happier and more productive, make business more agile and sustainable, and support a great cause?

This past month, we’ve been focused on The Catalyst Canada Honours, but we’ve been interested to read about senior women in Canadian business.   We’re encouraged by the inclusion of “Women in Power” as one of The Globe and Mail’s leadership issues in their provocative series on national issues.

Canada: Our Time to Lead

The Globe and Mail series offering in depth consideration and discussion on critical issues facing Canada, including women (or the lack of) in power

READ:  “Time toLead: Women in Power” , The Globe and Mail

Catalyst Canada was asked to respond to some of the misconceptions about programs to advance women in business.  Catalyst research demonstrates that two popular beliefs are misconceptions—that women have it made and that women are promoted at the expense of their male colleagues.  In fact, the continuing under representation of women at senior levels hurts business and the economy by failing to use all  our potential.

READ: “More Women in the Workplace is Good for Business” by Deborah Gillis, The Globe and Mail, 10/13/10

Home Depot Canada Gives Its President Free Rein — ‘But You Have to Produce’

In an interview, Home Depot Canada president Annette Verschuren shares her story, from childhood on a Cape Breton dairy farm to growing the company to 179 stores from 19.

READ:  “Home Depot Gives Its President Free Rein”, by Bill Mah, Edmonton Journal , 10/5/10

Top Team: Executive Class at Harris Bank

And a novel introduction to formal mentoring programs at the US arm of BMO Financial Group:

Harris Bank is using a variation on speed dating—speed mentoring—to introduce promising employees to mentoring, and to a broad range of executives within the organization.

READ: “Top Team: Executive Class at Harris Bank”, by Glen Fest, US Banker, 10/10

Someone once said, “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.”

Today, Catalyst Canada celebrates three remarkable leaders who have made a difference in the lives and careers of countless women in Canadian business. TD’s Ed Clark, Ontario Power Generation’s Colleen Sidford, and Scotiabank’s Sylvia Chrominska share a common trait (aside from their personal success!). Each has made it their mission to champion women in their organizations, their industries, and their communities.  

And for each of them, the reward comes not in personal recognition, but in seeing others become and achieve more than they ever dreamed possible. 

There are few of us who can’t point to a time when our lives were changed by someone who offered advice, or an opportunity, or shoulders to stand on.  Certainly, if there’s one thing I hear consistently from women who have risen to the top of their fields in Canada, it’s that they didn’t make it on their own.  They benefitted from mentors and champions who stepped in, often at critical moments, and set their careers on a new path. 

And that’s why we’ve created the Catalyst Canada Honours – to recognize champions of women in business and to mark Catalyst Canada’s tenth anniversary. It’s our hope that in recognizing these champions, we will inspire others to step forward and create real change that will benefit both women and organizations.  

The Catalyst Canada Honours began about a year ago, with a conversation I had with a woman who attended Catalyst’s first Canadian event.  She was surprised that the event was hosted by a CEO.  Today, no one would be surprised to hear a business leader in Canada talking about the importance of women to the bottom line.  Over the last ten years, the conversation has shifted.  Diversity—with women at its core— has become a strategic imperative for Canadian businesses.     

And it started with a leader, who stood up and did something unexpected. 

While today is primarily about Ed, Colleen and Sylvia, it’s also about all of the other leaders— today and tomorrow—changing workplaces and changing lives.  Thank you for what you do.  We are truly inspired.

This past Canada Day, I attended a Citizenship Ceremony welcoming new Canadians from more than 20 countries.  I was reminded again of my good fortune to be born in a country that is chosen by thousands of immigrants every year for its promise of opportunity, equality and community.

Of course, behind the smiling and tearful faces lie individual stories of courage, struggle and hard work.  Stories like Catalyst’s own Alicia Sullivan.  After reading about our ground-breaking research  on the career advancement experiences of visible minorities in Canada, Alicia wrote me a thought-provoking letter which said, essentially, “This is my life.”

Her Master’s degree had not earned her a job in this country that was equal to her skills or potential.  Almost four years later, she is an integral part of the Catalyst Canada team and has earned her Canadian citizenship.  She is fulfilling the dreams that she brought with her to Canada and is contributing to our national aspirations for economic strength and social equity. 

As Canadians, we celebrate diversity. Demographic projections suggest that by 2017, more than 20% of Canadians will be visible minorities.  Yet, stories like Alicia’s echo what Catalyst research has found – while our workplaces are increasingly diverse, they are not always inclusive.   Visible minorities face barriers to their advancement: few role models and mentors, stereotyping, and exclusion from informal networks.   

Many of these challenges are more pronounced for visible minority women.  

Diversity is both a strength and an opportunity.  And the good news is that more and more business leaders understand that there are few issues more important to Canada’s competitiveness than closing the gap between the aspirations of Canadian immigrants and their experience.   

The most successful organizations have consciously introduced talent management practices such as mentoring, employee networks and diversity training for managers.  And not because it’s a “nice to do.” 

Establishing a place where skills and opportunity come together for everyone is critical.  When inclusive workplaces ensure that Canada lives up to immigrants’ expectations, we also ensure that their talent, skill and ingenuity enrich Canada for all of us.