Organizational Compliance

In This Section

Guide to Sustaining Organizational Change

Section 1.1: Board Recruitment

Guide to Sustaining Organizational Change

Section 1.4: Policies and Processes

Guide to Sustaining Organizational Change

1.1 Board Recruitment

As board members and leaders of the organization, it is important to consider the role you play in recruiting new board members and the systems in place to attract and retain leaders.

The following are actions you can take as leaders to support the recruitment of members from the five priority groups into board positions:

Recognize gaps in skillset and experience: Boards need to look at their communities to see who their customers are, who they are serving, and who needs to be represented to recognize where there are gaps and source talent accordingly. It is important that the board accurately reflects the people and culture in the organization as well as the communities it serves.

Expand the talent pool: Broaden the talent pool to expand and ensure access of opportunity to qualified candidates from the 5 priority groups. This can be done through:
- Sourcing candidates through non-traditional channels
- Being aware of how you can remove as many barriers as possible
- Implementing greater sponsorship in the organization
- Partnering with talent agencies / community organizations to source candidates from the five priority groups

Implement partnership programs: Task board members to contribute towards recruitment and bring new members on board from mentorship programs they participate in. Think beyond traditional choices, and highlight the importance and benefits of giving new candidates opportunities to have their first board experience.

1.4 Policies and Processes

The following policies and processes can be put in place to adapt systems and structures to build access to opportunity:

Candidate development: Create development opportunities for less experienced individuals to be on the board (e.g. pair a candidate with a senior leader to learn the ropes and prepare them for a board position).
Meeting policies: Ensure board members use inclusive language during meetings and pay attention to the distribution and fairness of speaking time.
- Example: Whoever is leading the board also has the responsibility of ensuring that quieter board members speak up in board meetings.
Term limits: Put term limits in place to remove barriers for new board members to be recruited.
Anonymous hotlines: Put anonymous hotlines in place so employees have a safe space to report their concerns without fear of reprisal.

Creating networking opportunities that are accessible to everyone: Oftentimes, there are barriers to networking opportunities such as after-work socials and sports events. Make these opportunities accessible and be intentional about what opportunities are available, both formal and informal. Examples include:
- If you’re inviting people to an after work social, indicate there will be drinks AND snacks to include those who may not drink.
- Invite everyone to a sporting event so everyone feels invited to participate.
- Casual chat in the office about sports may exclude those who are not interested in sports. Bring people into the conversation and ask what they are interested in.
Performance expectations for board members and leaders: Incentivize board members and leaders by tying their roles and responsibilities to achieving the goals of the 50 – 30 Challenge and holding them accountable for modelling inclusive and respectful behaviours.
Allocate resources: Ideally, your organization should allocate resources to EDI training and development and provide board members and leaders with the tools to be successful in advancing EDI in the organization and in reaching the goals of the 50 – 30 Challenge. Resources should also be linked to driving accountability, and reviewing and putting these policies and processes in place.

Recognize and abide by Canadian laws and regulations:
- Comply or Explain: Ontario Securities Commission (OSC) requires most companies listed on the TSX to disclose their policy for identifying and nominating women directors, and whether there are targets at either the board or executive level. If not, they must explain why.
- Bill C-25: Amendment to federal and most provincial Corporations Acts that requires certain companies to disclose policies and practices related to diversity on the board of directors and within senior management for all annual meetings held on or after January 1, 2020.

Offer flexible policies: Ideally, your organization should provide flexibility in policies, such as flexible working arrangements and other policies to accommodate employee needs (e.g. parental leave, health coverage, tuition reimbursements, etc.)

Adapting Systems and Structures: Regional and Industry Considerations

Industry: Mining

According to a report from Osler, in 2021, only 19% of director positions were held by women in the mining industry, which has consistently held the lowest proportion of women in leadership positions over the last few years. Organizations can implement the following programs and practices to increase representation of women and other priority groups:

Leaders can participate in mentorship programs (e.g. International Women in Resources Mentorship Program), where mining leaders can be paired with mentees in various mining roles and across the mining cycle, providing mentees with access to social networks and higher visibility
Contribute to Women in Mining newsletter published by the Mining Association of Canada (MAC) to highlight women in leadership and at site level
Use the standard on Indigenous and Community Relationships developed by MAC to educate leaders and employees at mine sites on the history of Indigenous Peoples, and train them on cultural competency, anti-racism, conflict resolution, and human rights

Industry: Manufacturing

In an industry typically dominated by men, organizations within manufacturing can put the following policies and practices in place to attract more diverse employees into the industry and create an inclusive workplace:

Where possible, adjust shift-based jobs to provide employees with flexible work arrangements and better work-life balance
Create a Panel Diversity Policy – only allow employees to participate in panel discussions if there is equal representation. For example, only allow employees to participate in panel discussions where panelists include women and those who identify as women
Seek employee feedback anonymously – not all employees may be comfortable speaking up, so providing an anonymous forum will allow them to voice any issues or concerns

Industry: Education

The following trends are shaping the education industry, and educational institutions can consider them when adapting their systems and structures to be more inclusive:

There is an increased focus on reshaping education systems to be more accessible and inclusive. Educational institutions can think through different methods of teaching, how to provide more opportunity for students, and the role that staff play in supporting students from priority groups.
Dedicated resources and offices are being put in place to embed an equity lens within the educational industry and transform the system to better support priority groups. More emphasis is also being placed on holding leaders accountable to address inequities and support staff and students.
Post-secondary institutions are incorporating Truth and Reconciliation Commission of Canada (TRC) Calls to Action (Numbers 62 – 65) by placing greater emphasis on teaching Indigenous current realities, history, and incorporating Indigenous knowledge systems into methods of teaching and curricula.

Scenario: Checkpoint 1

Welcome to your Board & Leader Guidebook Scenario Checkpoint 2!
Jean realizes how important the role of leaders is in championing inclusive efforts and wants to support other leaders in getting involved. Jean is organizing a lunch and learn session with other leaders, including the Lead of Manufacturing, Research and Development and Supply Chain. Jean recognizes the importance of bringing others into the conversation and visibly championing organizational efforts, but they are concerned that leaders might not know how to get started. Jean wants to propose simple, tangible steps that they can all take.

What examples of steps can Jean propose? Select all that apply.

Gather feedback from employees on how to create a more inclusive workplace

Read employee feedback out loud to others

Call out other leaders to speak about what they are doing and how they are feeling

Focus on the language and words they are using

Create opportunities for employees to build genuine connections with each other and empower them to champion equity in the workplace