Organizational Capability

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Starting the Conversation

Section 2.0: Why Start the Conversation?

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Starting the Conversation

Section 5.0: When and Where Should You Start? The Six C’s

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2.0 Why Start the Conversation?

Starting the conversation is what allows organizations to create welcoming and safe spaces for equity-deserving individuals in organizations – so why is this important for your success?

• Organizational longevity is dependent on employee satisfaction.
• Increased employee satisfaction and engagement fosters greater loyalty, retention, productivity, and overall performance.
• Stakeholders such as customers and investors are increasingly aligning their decisions with social values like employee well-being.
• Diverse, lived, and professional experiences lead to smarter, more intentional, and higher quality organizational decision-making.

Black Employees

According to the Center for Talent Innovation’s study, Black men are two-and-a-half times more likely to be satisfied with their job and intend to stay if the company has moderated forums to discuss race.

Women

As women move into leadership roles, their day-to-day experiences often get more difficult. They are also more likely to face microaggressions that challenge their competence, such as being interrupted, hearing comments on their emotional state, or having their judgment questioned.

“Aboriginal” and/or Indigenous Employees

The Truth and Reconciliation Commission Calls to Action #92 point 3 calls businesses to provide education for management and staff on the history of Aboriginal peoples, including the history and legacy of residential schools, the United Nations Declaration on the Rights of Indigenous Peoples, Treaties and Aboriginal rights, Indigenous law, and Aboriginal–Crown relations. This requires skills-based training in intercultural competency, conflict resolution, human rights, and anti-racism.

Employees with Disabilities

When employees with disabilities have role models at the leadership level who have disclosed their own disabilities, they are 15% more likely to have higher career aspirations than their peers in other organizations. With this factor in place, employees are 26% more likely to be open about their disability.

2SLGBTQ+ and/or Gender and Sexually Diverse Employees

Biphobia, homophobia and transphobia still exist in the workplace and remain under-represented in diversity and inclusion conversations. Only 59% of organizations communicate strong leadership messages on the importance of including 2SLGBTQ2+ and/or gender and sexually diverse employees in the workplace.

Employees of Colour

Among professional Canadians of Colour who are highly “on guard” at work (anticipating and consciously preparing for potential bias or discrimination), 50% to 69% have a high intent to leave their jobs.

5.0 When and Where Should You Start? The Six C’s

Stage

1. Commitment

2. Communication

3. Conversation

4. Co-Creation

5. Continuous Feedback

Definition

Make a commitment to courageous EDI goals that will transform your organization and are embedded in your business strategy.

Share your commitments with your employees, customers, and other stakeholders  to encourage transparency and build trust.

Start the conversation to create a welcoming and safe atmosphere for employees.

Work with employees from identified priority groups to ensure EDI commitments are tangible and resonate.

Create a structure to receive continuous feedback to ensure your EDI commitments lead to maximum impact and minimal harm.

What does this look like?

Set your EDI goals and map them against your 5- to 10-year business strategies with clearly defined metrics for success.

Showcase these goals through varying channels such as employee newsletters, company intranet site, external website, and social media platforms.

Refer to the Four B’s of How to Start the Conversation (Return to “4.0 How Do You Start the Conversation?”).

Co-create solutions with established Employee Resource Groups (ERGs) such as the Black Professionals Network and existing Employee Equity and Diversity Councils.

Case Study

An anonymous employee feedback survey and regular touchpoints with employees through focus groups and in-person dialogue.

6. Caring
Each component of this journey requires intention, care, and humility.

Scenario Checkpoint 2

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