How to recruit and retain a diverse workforce
THE DIVERSITY TOOLKIT For Canada’s Restaurant & Foodservice Industry How to recruit and retain a diverse workforce
Table of Contents Section 1: Introduction ............................................................. 1 Letter from Restaurants Canada’s President & CEO ............................... 2 Letter from Mark Wafer, Megleen Inc. ................................................. 3 Purpose........................................................................................... 4 How to use the toolkit ....................................................................... 6 The current Canadian restaurant workforce ......................................... 9 Current and future demographic trends ............................................. 10 Business benefits of diversity ........................................................... 11 Legal obligations ............................................................................ 12
Section 2: Meet your potential Workforce ............................... 15 Introduction................................................................................... 16 Aboriginal people............................................................................ 16 Differently abled persons/people with diverse abilities/disabilities ......................................................................... 17 Mature/older workers/boomers ........................................................ 19 New immigrants ............................................................................. 21 Young workers ............................................................................... 22
Section 3: Recruitment ........................................................... 25 Introduction................................................................................... 26 Module 1: Employer branding .......................................................... 26 Module 2: Job descriptions and postings ............................................ 32 Module 3: Sourcing candidates ......................................................... 35 Module 4: Reviewing applications ..................................................... 40 Module 5: Interviewing candidates ................................................... 41 Module 6: Assessing/Testing candidates ............................................ 45 Module 7: Checking references ........................................................ 46 Module 8: On-boarding ................................................................... 47
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Section 4: Retention ............................................................... 49 Introduction................................................................................... 50 Module 1: Employee engagement ..................................................... 51 Your business diversity advantage .................................................... 54 Module 2: Promoting diversity in your workplace ................................ 55 Module 3: Dealing with discrimination & harassment ........................... 57 Module 4: Flexible arrangements & accommodations .......................... 61 Module 5: Employee development .................................................... 65 Module 6: Performance ................................................................... 67 Module 7: Compensation ................................................................. 70 Module 8: Workplace health and safety ............................................. 71
References .............................................................................. 74
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For Canada’s Restaurant & Foodservice Industry
Recruitment & Retention of a Diverse Workforce Section 1: Introduction
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Letter from Restaurants Canada’s President & CEO Dear members, Hiring a diverse workforce is not only the right thing to do, it’s good business. Numerous studies show that workforce diversity leads to better financial results. Many of our members have seen this first-hand. Restaurants Canada and the Alberta government recently concluded a pilot project that successfully matched more than 100 disadvantaged employees with a restaurant or foodservice employer. Barbara Smyth of Sroka Group (Smitty’s) says the employee they hired through this program “is an exceptional addition to our team.” The Alberta program is proof that everyone wins – the employee, the company, and the community – when you hire people who might otherwise be overlooked. It’s valuable for the new employees who get work experience, but it benefits you, too, by helping you solve a labour shortage, and giving you a loyal new staff member. To extend this initiative across the country, Restaurants Canada worked with employment experts to design The Diversity Toolkit, specifically for restaurants and foodservice businesses. It contains forms, templates, and interview questions, and covers the entire employment process, including attracting and keeping a diverse workforce. The toolkit is particularly geared to help those of you at small and medium-sized restaurants, which may not have programs in place to help you seize such opportunity and benefit from this diverse group of gifted individuals. The Diversity Toolkit is available in print form and on our Member Portal. If you have any additional questions, please contact our membership department at members@restaurantscanada.org or 1 (800) 387-5649. We’re stronger together! Shanna Munro President and CEO, Restaurants Canada THE DIVERSITY TOOLKIT
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Letter from Mark Wafer, Megleen Inc. Considering the many tangible economic reasons to be a fully inclusive employer along with the fact half of Canadians are personally affected by disability in their family, I believe business can no longer afford to ignore potential employees with disabilities. Inclusion is a competitive advantage, this toolkit will help you achieve that. Being an inclusive employer of workers with disabilities is simply good for business. Canada's largest minority group is made up of people who have a disability. 15.5% of Canadians have a disability and it is the only minority group any of us can become a member of simply as a result of an injury or illness, often times in the blink of an eye. Officially half of those Canadians with disabilities are unemployed however it is believed that the real unemployment rate for Canadians with disabilities could be as high as 70%. The main reason for this low participation rate being that employers, HR teams and hiring managers still believe in a series of stereotypes and myths about what real inclusion might look like. Across Canada today there are 440,000 young grads from the past five years with disabilities who have never worked, 270,000 of those having a post-secondary education. This is a massive untapped talent pool that employers are not generally aware of. The fact is, employing people with disabilities brings major tangible benefits to any business such as lower employee turnover, higher safety ratings, greater innovation and of course better productivity. The Economic benefits to a business that participates in real inclusion are significant. The concern however with many employers is how do we get started and that's the value of this toolkit. This toolkit will take you through each step to ensure your business becomes disability confident. The toolkit will help you and your hiring managers tap into that well educated and skilled demographic of potential workers who today are unemployed only because they have a disability. Mark Wafer President, Megleen Tim Hortons Toronto RECRUITMENT AND RETENTION OF A DIVERSE WORKFORCE
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Purpose The restaurant sector is facing a similar challenge to many other industries in Canada: there is a need to attract and retain employees. Restaurant owners and managers may already be feeling the effects of workforce shortages and its impact on business. The Canadian workforce will change significantly over the next decade given the large number of baby boomers approaching retirement age and the shortage of youth available to replace them. Restaurants and other food services businesses will be increasingly challenged to find staff through existing hiring practices, especially since the entire service sector (retail, tourism, hospitality and food services) is competing for similar talent.
Small and medium-sized restaurant operators may not have the time, resources or expertise to engage in recruiting a more diverse workforce This toolkit has been developed for Restaurants Canada members to help you increase your ability to recruit and retain your future workforce from under-utilized talent readily available in the communities you do business in. Are you able to serve the customers you currently have or need in order to stay in business? Canada has a wealth of skilled, talented people who are often overlooked in this sector and who are ready, willing and able to work. Restaurants can’t afford to overlook such a large segment of people available to work and it will be important to actively engage under-utilized pools of talent in order to address recruitment challenges and skills shortages. THE DIVERSITY TOOLKIT
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This toolkit provides practical tips and tools to help members increase confidence to hire and keep:
Aboriginals / Indigenous people / Canada’s First Nations
Differently-abled talent / People with disabilities/diverse abilities
Youth
Newcomers to Canada / Immigrants
Mature / Older workers / Baby Boomers
“Connecting employers with potentially long-serving team members from underrepresented groups is something all organizations should be striving for. It is simply a good business practice to be hiring team members from these groups. In my experience, these individuals will be a great addition to any restaurant team. They are capable and committed team members who help boost productivity levels, improve your company’s bottom line and strengthen your team’s morale.” Chris Thomas, Classic Business Consulting Group
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How to use the toolkit This resource has been developed for Restaurants Canada in consultation with members of the restaurant industry. It is aimed at small‐ and medium-sized enterprises (SMEs), who may not have a dedicated Human Resources team. It may also be useful for larger businesses. The information is structured for quick reference and ease of use to guide the recruitment process and provide effective retention strategies. Each major section is divided into multiple modules which address specific topics. Links and references to sources and more detailed information are included. Some of the ideas contained in this toolkit may not be suitable for businesses located in smaller towns and cities, or rural locations that may have limited access to local service providers, training and development programs. As a restaurant operator or manager, you may find this information also applies more broadly to your existing workforce in general.
Toolkit sections
1
The Introduction provides an overview of the toolkit and how to use it, followed by the business case for a diverse workforce, including:
The current make-up of the Canadian restaurant workforce
Demographic trends and potential future shortages
Benefits of diversity identified by employers, market research and studies
2
Legal considerations and obligations
Meet your potential workforce provides useful information on a number of under-represented groups available to meet your workforce needs, including:
Demographic information that will help you understand the size of potential talent pools in your area
Important things to know about each available group, including key attributes and their potential unique contributions to your workplace
3
The section on Recruitment recommends steps in the hiring process to help improve your ability to tap into new sources of talent to serve your business.
4
The section on Retention outlines key strategies to retain your workforce and protect your recruitment investment.
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Business self-assessment: Where to start? Here’s a quick way to assess what parts of the toolkit might be most useful to you and your business. Check the statements that apply to you, and then look to the column titled For more information for suggested readings within this toolkit. Business practice
Is this me?
Know your community
I know which under-represented groups of people in my community are available to recruit from. I have built relationships with community organizations and representatives in my area.
Know your brand
Hiring practices
My business has a positive reputation for diversity and inclusion. I understand the value that recruiting from under-represented talent brings to my business.
My hiring practices are inclusive of different groups of people. Workplace respect
I respect, understand and celebrate various cultures and lifestyles represented by my employees. I understand the difficulties under-represented employees may face, both in the workplace and in the community. I have developed formal or informal policies that encourage respect and discourage discrimination and harassment.
Work-life balance
Check
Section 3: Recruitment
Employer branding
Employer branding Section 1: Introduction
Business benefits of diversity Section 2: Meet your potential workforce
Section 3: Recruitment Section 4: Retention
Promoting diversity in the workplace Section 4: Retention
Flexible arrangements and accommodations Section 4: Retention
Promoting diversity in the workplace Dealing with discrimination and harassment Section 4: Retention
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Section 2: Meet your potential workforce
Section 3: Recruitment
I am flexible about scheduling.
I have identified and addressed the needs of my employees, such as physical and religious accommodations.
For more information
Flexible arrangements and accommodations Section 4: Retention
Flexible arrangements and accommodations 7
Business practice
Is this me?
Employee development
At every level, my employees have opportunities for further training to make the most of their skills and ability to contribute to the business.
I recognize the achievements of all my employees.
Legal obligations
My workplace policies are in line with federal and provincial human rights codes. My workplace policies are compliant with workplace health and safety requirements. I know what I need to do to take reasonable steps to accommodate individual employee needs. I understand questions that can and cannot be asked during interviews. I am aware that an employee cannot be terminated if the reason for termination relates to any of the grounds protected under human rights legislation.
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Check
For more information Section 4: Retention
Employee development
Section 4: Retention Recognition Section 1: Introduction Legal obligations Section 4: Retention Workplace health and safety Section 4: Retention
Flexible arrangements and accommodations Section 3: Recruitment Section 4: Retention
Flexible arrangements and accommodations Performance
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The current Canadian restaurant workforce By the numbers 1.21 million
Canadians employed in 2015 in the accommodation and food services industry.i
6.8%
The proportion of 2015 Canadian employment represented by the accommodation and food services industry, the seventh largest industry in Canada.ii
36%
The percentage of restaurants in Canada reporting that a shortage of skilled labour is having a negative effect on their business, according to the Canadian restaurant and foodservices association.iii
Jobs in High Demand It’s already hard to find staff for the top occupations that are highest ‘in demand’ in the industry because of new jobs being created in the sector or replacement due to retirements. The highest in demand jobs in the Restaurant and Food Services sector are:
Food counter attendants Food service supervisors Food and beverage servers
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Cooks Kitchen helpers
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Current and future demographic trends Increasing jobs and demand in the hospitality sector
2010
2030
1.6 million jobs
2.1 million jobs
From 2010 to 2030, demand for labour in the hospitality sector is projected to increase by 33 %.iv Labour shortages are being felt in many regions and this is projected to worsen over the next decade. Recruitment of temporary foreign workers is getting more challenging. In many regions across Canada, tourism and hospitality is nearly twice as reliant on young workers as other sectors, yet we don’t have an abundance of 15-24 year olds to draw from like we did in the past.v Low fertility rates, longer life spans and the aging of the baby-boom generation will limit labour force growth across multiple sectors in Canada, all at the same time, and declining birth rates will curb growth in the number of young people entering the labour force, a critical source of labour, in restaurants and other food services businesses. Placing a help wanted sign in the window or an ad in a local publication is not enough to find staff to service the customer base in many communities across the country. Restaurants will need to expand their recruitment efforts to find qualified talent. In addition, a diverse workforce offers many other business advantages to the business bottom line.
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Business benefits of diversity Inclusive employers, those who intentionally hire diverse staff like Tim Hortons franchisee Mark Wafer, often speak of the strategic business advantages that diversity provides their business, which include:
Higher productivity
Lower employee turnover
Higher levels of employee engagement overall
New opportunities, ideas and perspectives
Increased understanding of diverse customer
THE BOTTOM LINE Diversity has been shown to be a better determinant of sales revenue than:
needs
Enhanced reputation in communities
By tapping into diverse talent, inclusive recruitment is part of the solution to staff and skills shortages. In addition, consider these overall business advantages of diversity:
Companies that hire diverse talent have the potential to improve their performance by drawing upon different types of knowledge, experiences, and perspectives.vi
Gain exposure to new, diverse customers or gain a better understanding of your existing client base.vii
New skills and perspectives lead to greater innovation.viii
Culturally diverse staff can help businesses better address the needs of multicultural customers.
The benefits of becoming “disability confident” include cost reductions associated with turnover, absenteeism and safety, and
company size age number of employees, and number of customers
A business can expect 15 times more sales revenue from companies who report higher levels of workplace diversity. Companies who employ a more diverse workforce reported over 12.5% more customers than those with a low diversity workforce and sales revenue increased by 9% for every percentage increase in the rate of diversity compared to the rate of the relevant population.13
improvements in productivity, and companies can also improve their services to expand market share.”ix
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Eco Canada. Aboriginal Recruitment Guide. Accessed online: http://www.eco.ca/pdf/A 13
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Legal obligations Legal considerations at any time may be intimidating. When it comes to diversity it’s often our own biases, fear and misconceptions that get in the way of being a more inclusive employer. Employers don’t often realize that legal obligations for diversity are similar to legal obligations for all employees. Everyone has the right to be free from employment discrimination based on certain characteristics (e.g., race, age, sex, sexual orientation, religion, disability, marital/family status, political belief, etc.), in all aspects of the HR process, including hiring, termination, wages, hours of work and benefits. Employers are within their rights to make employment decisions based on bona fide occupational requirements and essential qualifications. Bona fide requirements are essential to the job and are determined by looking at whether the requirement was designed in good faith (without exclusion in mind), and whether it would be possible to accommodate without causing undue hardship to the business. A good example would be a requirement for a bus driver to have a valid driver’s license and those without one would not be qualified for the position, even though it might exclude a person with a vision impairment, or someone who is no longer able to drive. The Supreme Court of Canada has a three step test to determine a bona fide requirement: 1. Was the requirement adopted for a purpose/goal that is rationally connected to performing the job? 2. Was the requirement adopted in the belief that it is necessary to fulfill a legitimate work-related purpose? 3. Is the requirement reasonably necessary to accomplish the work-related purpose? Is it impossible to accommodate individual employees without imposing undue hardship upon the employer?
Example A requirement that male employees are clean-shaven may exclude Sikh men, who are not allowed to shave as part of their religion. Though the requirement wasn’t made to exclude Sikh men, but to ensure hygiene in food preparation, it can easily be accommodated by allowing employees to wear a net to cover their beard, without undue hardship to the employer. In this case, it would be discrimination to not hire a Sikh man or to discipline/fire a Sikh male employee who refuses to shave his facial hair.
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A good practice is to assess each person’s own abilities in relation to legitimate job requirements, and not judged against presumed group characteristics. That means not relying on our own biases and stereotypes. For more information on employers’ legal obligations related to diversity and human rights specific to your province, see the following resources.
Links to resources Canada Human Rights Act Federal Labour Standards Occupational Health & Safety Alberta Human Rights Act Employment Standards Occupational Health & Safety Employment Services Manitoba Human Rights Code Employment Standards Workplace Safety & Health Employment Services Quebec Charter of Human Rights and Freedoms Labour Standards Occupational Health & Safety Employment Services New Brunswick Human Rights Act Employment Standards WorkSafe Employment Services Nova Scotia Human Rights Act Employment Rights Occupational Health & Safety Employment Services Northwest Territories Human Rights Act Employment Standards Workers’ Safety & Compensation Employment Services
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British Columbia Human Rights Code Employment Standards Branch Occupational Health & Safety Employment Services Saskatchewan Human Rights Code Employment Standards Occupational Health & Safety Employment Services Ontario Human Rights Code Employment Standards Occupational Health & Safety Employment Services Newfoundland and Labrador Human Rights Act Employment Standards Occupational Health & Safety Employment Services Prince Edward Island Human Rights Act Employment Standards Occupational Health & Safety Employment Services Yukon Human Rights Act Employment Standards Occupational Health & Safety Employment Services Nunavut Human Rights Act Labour Standards Act Workers’ Safety & Compensation Employment Services
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For Canada’s Restaurant & Foodservice Industry
Recruitment & Retention of a Diverse Workforce Section 2: Meet your potential Workforce
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Introduction Information in the following section is intended to provide an overview of the diverse talent available to the restaurant industry across Canada. This may be helpful as you explore what you can do differently to expand your search to find and keep new employees.
Aboriginal people Aboriginal people, also known as First Nations and Canada’s Indigenous peoples, represent 4.3% of the Canadian population. x In the 2006 Canadian Census, over 1.2 million Canadians identified themselves as being an Aboriginal person: a North American Indian, MÊtis, or Inuit. Each is distinct, with unique histories, languages, cultural practices, spiritual beliefs and employment experiences. No two Aboriginal communities in Canada are the same and each individual may have different experiences, including living on- or off-reserve, being entitled as status or nonstatus, or party to treaty or non-treaty status.
Workforce potential
390,000
The number of Aboriginal children aged 14 and under in Canada in 2011, representing 28% of the total Aboriginal population, and 7% of all children in Canada.xi
254,000
The number of Aboriginal youth aged 15 to 24 in Canada in 2011, representing 18% of the total Aboriginal population, and 6% of all youth in Canada.xii
80%
> 50%
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The Aboriginal population located in Ontario, Manitoba, Saskatchewan, Alberta, and British Columbia. In addition, Aboriginal peoples make up the largest share of the population in the Northwest Territories and Nunavut. Over half of the total Aboriginal population resides in urban areas.
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RESOURCE You can learn more about the Aboriginal community in your area from the First Nations Profile. Developed by Aboriginal Affairs and Northern Development Canada, the First Nations Profile provides a Canada-wide, up-to-date, interactive map of the various First Nations bands, their size, and background information.
Did you know?
By 2026, more than 600,000 Aboriginal youth will come of age to enter the labour market. The 15-29 employable age group is expected to grow by 37%, compared to 6% for the general non-Aboriginal population.xiii
The Aboriginal population values collaborative relationships that are developed gradually through mutual trust and understanding. Once trust is achieved, there is an expectation that employers will become actively involved in the community, accepting invitations to take part in community events, meetings and gatherings.
8% of the Aboriginal population between the ages of 25 and 64 has a university degree, so you may not find post-secondary information provided on many resumes or applications. In these instances, it will be even more important to focus on the relevant training and experiences candidates bring, as well as personality traits that best match the job.xiv
Differently abled persons/people with diverse abilities/disabilities Have you learned to spot ability in differently-abled people? Just because a person may not be good at doing one thing doesn’t mean they are not capable of doing anything. Disability covers a huge spectrum of conditions, ranging from arthritis and depression to physical and developmental challenges. If you have more than seven employees, odds are you already have an employee with a disability, whether visible or not. You probably already accommodate a person with some sort of a disability – or diverse ability – in your organization without even thinking about it.
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One in seven people have a disability of some kindxv
Workforce potential People with disabilities/diverse abilities represent a significant pool of untapped talent in Canada – all of whom can have a positive impact on a business’s bottom line.
3.8 million 875,000
49%
The number of Canadians who reported having a disability in 2012.xvi This number is much higher when you factor in that 1 in 5 Canadians live with a mental illness. The approximate number of people with disabilities aged 15 to 64 in the 2006 Canadian workforce.xvii The 2011 employment rate of people with disabilities aged 25 to 64 years, compared to 79% of Canadians aged 25 to 64 who did not report having a disability.xviii This is truly an un-tapped talent pool available for the sector.
Did you know?
Not only does hiring people with disabilities attract an underserved market that is worth over $40 billion annually in buying powerxix, surveys consistently report that customers are more likely to show a preference for giving their business to employers that hire inclusively.xx
Employers experience lower turnover rates among their employees who have disabilities with retention rates 72% higher.xxi
One of the biggest myths associated with hiring people with disabilities is the cost of accommodations. Almost 60% of the time, no
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workplace accommodation is required at all, and in the 37% of cases that require a one-time cost to bring out the best potential in an individual, the average amount spent is $500.xxii That’s about 1/4 of the cost of replacing the average service employee. 
Persons with disabilities have exceptional work records. A study conducted in B.C. for the 2010 Olympic and Paralympic Games found that 98% of persons with disabilities rated average or better in work safety than their colleagues without a disability, and 86% rated average or better on attendance.xxiii
RESOURCES To prepare your business for hiring differently abled people, click this Organizational Readiness link from Abilities in Mind, or contact Neil Squire Society, a national organization that can help you get started. Want to learn more about the impact hiring people with disabilities can have on your business? Check out the Viable Business tool and Canadian Business SenseAbility for more information.
Mature/older workers/boomers The mature worker generally falls within the 55-64 (or older) age group that typically leaves the workforce through retirement. As of 2015, Canada has more people over the age of 65 than under 15. The mature and boomer workforce represents an abundance of talent, especially for part-time positions, postretirement.
13%
The percentage of the Canadian population between the ages of 55-64.xxiv
> 18%
The percentage of the Canadian workforce between the ages of 55-64.xxv
15%
The percentage of the Canadian population over 65 years of age. This percentage continues to grow in size.xxvi
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Workforce potential Of all age groups, the 60 to 64 year old age group has grown the largest and fastest in Canada, as well as in the US.xxvii The Atlantic Provinces and Quebec have experienced the fastest aging population in comparison with the rest of Canada, along with the biggest decreases in the working age population (15 to 64).
Proportion (in percentage) of the Canadian population aged 65 and over, 2006 and 2011xxviii6 18
16.6
16.5
16.3
16
16
15.9
15.7
2006 14.9
14.6
Percentage
14
2011
14.3
12
11.1
10
9.1
8 5.8
6
3.3
4 2 0
NS
NB
PE
NL
QC
BC
SK
ON
MB
AB
YT
NT
NU
Region
Did you know?
There are now more people in the age group that typically leaves the workforce than in the age group where people enter it.
xxix
Seniors are living longer, maintaining a more active lifestyle, and becoming more familiar and comfortable with technology.
As a whole, mature workers possess traditional values of dedication and service, along with a strong work ethic. They take pride in the quality of work they provide, and in the results achieved. They possess a higher degree of loyalty than their younger counterparts, and most often affiliate their successes with those of the company they work for. Successes achieved result in higher rates of job satisfaction and loyalty, which in turn, result in longer retention.
Mature workers bring years of experience, high levels of emotional maturity and intelligence, and high team-orientation. In a multi-generational workforce, they make outstanding mentors and excel within collaborative work environments that put a priority on open communication, respect, and understanding.
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Mature workers are not necessarily just looking for part-time work. They are looking for workplaces that provide flexible work options that complement their lifestyles.
New immigrants Immigrants are persons residing in Canada who were born outside of Canada, excluding temporary foreign workers, individuals with working or student visas, and Canadian citizens born outside of Canada.xxx Immigrants make up 20% of the total Canadian population.xxxi
A more culturally diverse workforce results in higher levels of creativity and innovation
Workforce potential
95%
The percentage of the immigrant population in Canada that resides in Ontario, Quebec, Alberta, and British Columbia.
60%
Canada’s immigrant population residing in Canada’s three largest cities – Toronto, Montreal, and Vancouver.
58%
The percentage of the immigrant population made up of the core working age group between 25 and 54 years old.
Asia
Canada’s largest source of immigrants, though Africa, Central and South America, and the Caribbean has also increased.21
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Did you know?
Immigrant workers bring different ideas and perspectives to the workplace that can generate new goods and services appealing to a whole new customer base.
In many cases, immigrants who speak more than one language have knowledge of English or French. According to the 2011 National Household Survey, 61% of immigrants are able to communicate in one of Canada’s two official languages.
Hiring skilled immigrants often results in increased business levels, with employers experiencing a more diverse, and loyal, customer base. Employers hiring skilled immigrants have reported greater success in targeting cultural communities as an effective means of finding new business.xxxii
Young workers In Canada, youth in the 15-24 year-old age group make up over 12% of the total population, and at this stage, only 20% of the Canadian workforce. The percentage of youth working in the tourism and hospitality sectors is higher, at over 30% and although youth have typically always been a main source of talent for the sector, this will continue to change significantly over the next decade.
Workforce potential The youth population is one that has been experiencing a steady decline since the 1980, and will continue its decline into 2020. According to the 2011 Census, there were over 4.3 million people aged 15 to 24 in Canada, compared to 4.4 million people aged 55 to 64. xxxiii
Ratio of people in Canada aged 15 to 24 to those aged 55 to 64,
Ratio of Persons Age 15-24 to 55-64
1921 to 2011xxxiv 3
2.91
2.95 2.35
2.5
2.31 1.99
2
2.03
2.16 1.6
1.5
1.4
0.99
1 0.5 0 1921
1931
1941
1951
1961
1971
1981
1991
2001
2011
Year THE DIVERSITY TOOLKIT
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Did you know?
Much has been written about today’s youth. References to certain negative qualities and attributes, like work ethic and sense of entitlement are often from surveys rather than factual studies and can serve to misrepresent young people, a shrinking but critical component of the labour force.
Today’s youth have grown up in an environment very different from previous generations, but still bring new perspectives, and enthusiasm to the workplace.
Many younger workers tend to stay in the service industry as they acquire increasing sets of responsibilities and visualize a longer term future.
Millennials tend to want to work for organizations that are socially aware and contribute to making a positive difference in their communities. The more diverse the organization, the more likely a millennial will choose that company and stay.
Younger workers are attracted to collaborative work environments that promote teamwork, open communication, and respect.
Hiring international mobile youth is a viable option that, in many instances, does not require a Labour Market Impact Assessment (LMIA). The Canadian government has reached bilateral reciprocal agreements with several countries, allowing youth to study and work abroad. Three options currently available without the need for a LMIA are the Working Holiday Program (WHP), Young Professional (YP), and International Co-op. These options do not require any employer involvement, since candidates apply for the appropriate work permit at the Canadian embassy.xxxv
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For Canada’s Restaurant & Foodservice Industry
Recruitment & Retention of a Diverse Workforce Section 3: Recruitment
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Introduction Information in the following section is presented in a series of modules to make it easier to review. It is intended to help you make the most of your ability to attract and hire new employees for your business. Starting with branding your company to show your commitment to diversity, this section takes every stage of recruitment into account, right up to the point of welcoming new hires into the workplace. Most of this information applies to all applicants and it will also help you better reach specific diverse groups of people to include as part of your workforce.
Module 1: Employer branding An employment brand, is a term used to describe the organization’s identity or reputation as an employer. Many companies use employer branding as a way to set themselves up as an ‘employer of choice,’ to attract a wide variety of applicants.
What do your employees say about you as an employer?
While compensation is important, most people would say they want to work with a good employer, one who values their contributions, and increasingly these days, employers who are respectful, caring and socially engaged. Potential employees make assumptions about the culture of a workplace based on a number of factors, including the business’s reputation and the information available about the company through things like websites, online presence, the news, community presence and promotional material. These assumptions can strongly influence whether or not a job seeker will pursue an opportunity with your business.
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To encourage more job seekers from diverse groups to apply for positions at your workplace, you might want to look at how you already address diversity. Ask yourself – what’s our employer brand around diversity and inclusion?
Do you have a diversity policy or strategy? A diversity policy or strategy will signal to staff, managers and customers that diversity is important in your workplace. Policies may include:
A vision for diversity in your business
The reason why diversity is important to your company
Specific goals and who you partner with to achieve inclusive recruitment
Example A leading accommodations service provider to remote work-sites, Civeo, was experiencing challenges implementing their Aboriginal workforce inclusion strategy. They didn’t know where to begin. By working with the Aboriginal Human Resource Council (AHRC), Civeo was able to: • Articulate a business case for Aboriginal inclusion; • Emphasize the role that company leadership should play; • Assess whether their strategy for Aboriginal inclusion was being implemented throughout the company; and • Refine workplace strategies to encourage more successful Aboriginal employment and community engagement. “We used to have big issues hiring [and keeping] Aboriginal staff,” said Ken Kachmar, Civeo’s director of Human Resources. “We would do what most companies do. Everybody says the Aboriginal workforce is an untapped resource; so we would, just like any other organization, say ‘OK well sure, let’s go find people at reserves and via band offices,’ and we would but the issues contributing to the situation were complex.” For more information, see the AHRC case study on Civeo.
Example A leading accommodations service provider to remote work-sites, Civeo, was experiencing challenges implementing their Aboriginal workforce inclusion strategy. They didn’t know where to begin. By working with the Aboriginal Human RESOURCE Resource Council (AHRC), Civeo was able to: Articulate business several case forexamples Aboriginalofinclusion; The• HR Councilaprovides diversity policies in their HR • Emphasize the role that company leadership should play; Toolkit. • Assess whether their strategy for Aboriginal inclusion was being implemented throughout the company; and • Refine workplace strategies to encourage more successful Aboriginal employment and community RECRUITMENT AND RETENTION OF A DIVERSEengagement. WORKFORCE “We used to have big issues hiring [and keeping] Aboriginal staff,” said Ken Kachmar, Civeo’s director of Human Resources. “We would do what most
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Do you have a relationship with the community you are targeting? Developing a relationship with diverse communities will give you a way to access talent and help raise awareness of your business and opportunities for employment.
To get started:
Let your employees and your business network know you want to be a more inclusive.
Ask employees from diverse groups who already work with you, what more you can do to reach others from their community – consider offering a refera-friend bonus.
Participate in community events to increase your visibility. For example, you could present at community job fairs, school career days, or sponsor an event.
Subscribe to specialty publications to stay informed and identify potential contacts for business outreach.
If you are a member of a professional association, Chamber of Commerce, or local Board of Trade, ask them to bring together community employment service groups to explore ways to help with recruitment.
Seek out the advice of recognized business leaders in diversity.
Become or appoint a diversity liaison for your business.
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RESOURCE There are many different options available for diversity training specific to the Aboriginal community in Canada: Indigenous Corporate Training Inc.’s online, public and on-site Aboriginal awareness training. The San’yas Indigenous Cultural Competency Training Program, which provides participants in British Columbia and Ontario with information on
Aboriginal terminology, diversity and more. The Alberta-BC Safety Aboriginal Awareness Training, a two-hour, web-based Aboriginal awareness course. Aboriginal Awareness Canada, with both web-based Aboriginal awareness trainings, as well as full-day Aboriginal awareness workshops.
Example In response to a survey about recent hiring practices, one Restaurants Canada employer shared their recent success building relationships with local Aboriginal communities by meeting with representatives to build bridges and learn how to effectively engage with the community.
Do you provide diversity training to your existing staff? Training can help employees learn how to effectively work with diverse coworkers and serve diverse customers. It can also help managers become better leaders by learning how to bring out the best in all employees. A good training program addresses the roots of biases and stereotypes, and focuses on employment potential – with a goal to normalize recruitment from different talent pools.
Example “At times in the past, I felt that I didn’t have the time to hire people with disabilities, which I call people with opportunities. Now I make the time… my customers, which DQ calls fans, come to my restaurant because I hire people with disabilities. All staff follow the same policies & procedures and go through the same orientation. It’s about believing in your workplace – your employees matter!” Michael Liber, President/Owner/Operator, Dairy Queen
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Is your inclusiveness visible to potential employees and customers? People like to see themselves reflected in an organization, both as a customer and as an employee. You can make sure your inclusiveness is visible by:
Ensuring your promotional material shows diverse customers and staff.
Making sure your business is accessible (e.g., that people who use wheelchairs can come through the front door, and that your website is accessible to people with disabilities through things like text alternative for non-text content, captions for audio, or descriptive audio).
Encouraging staff to be openly welcoming and inclusive of a variety of different customers (if your business is not openly welcoming of diverse customers, it will be difficult to be an inclusive employer).
Using social media networks like Facebook, YouTube, Twitter, LinkedIn and others are popular ways to interact with people and post opportunities. Encourage your employees to share their (positive) job experiences or job openings at your restaurant on their personal pages and among their own networks. If you have these accounts, promote your organization’s diversity to your followers and potential future employees to see.
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Employer branding checklist Check
Tip Include diversity as part of your employer brand Establish a diversity policy or strategy Share your plan for diversity with your network and your team Identify community resources to help with recruitment Seek advice from other business leaders recognized for inclusive hiring Foster relationships with diverse communities and participate in community events Work with your professional associations Seek input from current employees with diverse backgrounds Appoint a diversity liaison/lead within your company Provide diversity training for staff, especially managers Use promotional materials that show diversity Ensure your business is accessible Utilize social media networks to promote your business diversity
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Module 2: Job descriptions and postings Job descriptions and job postings are similar, but not exactly the same. A job description lists more complete details about the opportunity. A job posting is a way to advertise available career opportunities with your business. A few tips are highlighted in the Resource section on page 8 to help you develop a good job description or job postings that leaves you open to reaching a wide range of candidates.
RESOURCES Click to view various hospitality focused job description templates, or for tips on how to write a good job posting, click here. If a specific credential is required for the position, these sources may help you to evaluate international qualifications: The Directory of Regulated Occupations World Education Services
List essential vs. non-essential qualifications Essential qualifications are those that are most important to be successful in the position. By separating essential and non-essential skills, people who possess the essential skills (but not necessarily all of the skills on the wish list) won’t be discouraged from applying. This will give you access to a wider candidate pool when you start your search.
Focusing on ability Ability means the candidate has the potential to do the job, but may not have had the opportunity yet to develop that potential. Candidates can show that potential through past achievements, including volunteer experience. For example, instead of requiring knowledge of specific cooking techniques, ask for the ability to learn and apply new techniques in the kitchen. You should also prioritize qualities, abilities and skills over personal traits, which can be exclusionary. For example, instead of requiring a “mature, cooperative person,” ask for the “ability to work effectively as a team member” and ask candidates in the interview how they have demonstrated this in the past, or would demonstrate this in your place of business. THE DIVERSITY TOOLKIT
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Valuing diverse experience and credentials Many types of experience can be valuable in a workplace, not just formal work experience or Canadian experience. For example, applicants may have serving experience from volunteering at community events. Many of those skills are transferable, even if the context is different. For the same reason, try to avoid focusing on specific credentials in your job requirements that may be nice to have, but are not essential.
Being specific Having a clear idea of what the job entails and what you are looking for in a candidate will help you select the right person for the position. This also ensures that candidates are aware of what’s required and can present abilities, skills and experience that best qualify them for the job. Being specific extends to all portions of your posting, including:
Providing concrete examples of duties and tasks whenever possible. This will help ensure candidates have a clear understanding of expectations.
Specifying the kind of communication skills or leadership required, rather than asking for general abilities. For example, “an inspiring leader who has proven skills rallying a team to achieve its highest potential, and then driving it to the next level” indicates the type of leadership expected for this position. Or, having “strong listening, verbal and written communication skills” specifies the type of communication required.
Specify the working conditions, for example, the number of hours, expected duration of shifts, and information about security for shift or latenight work. Be sure to mention any diversity supports your organization has in place, like growth opportunities, a commitment to work-life balance or flexible work hours.
Writing clearly and simply Use common words, a straightforward style and simple sentences. For example, when listing the job duties, organize the information in bullets and start each line with an active verb in the present tense, like “Clearing tables, setting silverware
RESOURCE For more information on using plain language, visit Plain Language Association International. RECRUITMENT AND RETENTION OF A DIVERSE WORKFORCE
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and napkins” or “Takes food orders and delivers food items in a fast and efficient manner.” Avoid jargon, technical language, and acronyms.
Welcoming diversity Include a message welcoming diverse candidates. For example, “We encourage applications from Aboriginal people, women, persons with disabilities and members of visible minorities.”
What to avoid Avoid asking for information you don’t need on the application. Asking for information about candidates’ age, sex, marital or family status, or other protected characteristics is prohibited. If you are asking questions that may reveal those characteristics, make sure it is related to an essential qualification of the job. For example, when hiring a bartender, if it is illegal for anyone under the age of 18 to serve alcohol, or to work in a Casino bistro, it’s ok to ask that candidates be 19 years of age or older (just don’t follow it up with the question, “So, how old are you?”)
Job posting checklist Check
Tip Separate essential and non-essential qualifications Emphasis on what needs to be achieved, not how it will be achieved Focus on the ability or skill, not personal traits Consider the transferable value of experiences Avoid focusing on a specific credential, unless mandatory Provide concrete examples of duties and tasks Specify the kind of communication skills required Specify the working conditions Write clearly and simply Include a message welcoming diverse candidates Avoid asking for information you don’t need on the application
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Module 3: Sourcing candidates After identifying what you are looking for, you are now ready to reach out and source who you can find to meets those needs. If you are looking to increase the number of diverse candidates applying to work with your company, you may want to consider how and where you advertise job openings. The methods you are currently using (for example, walk-ins or websites) may not be enough to reach interested candidates available to work with your company. To make sure your business is not missing out on valuable talent, consider the following:
Community news sources Specialty newspapers, publications, and websites can help you target specific populations. This may require adapting the job posting for a specific audience, for example, translating it into a different language, or ensuring it is accessible to candidates who are hearing or seeing impaired. For newcomers to Canada and immigrants in particular, ethnic media outlets are a significant source of information, even after several years in Canada. A 2006 survey of immigrant media use in Toronto, Montreal and Vancouver found this, particularly among Chinese and South Asian immigrants; three quarters of respondents in each of those groups reported having accessed ethnic media, either radio, TV or newspaper, in the week before the survey.xxxvi
Targeted online job boards Online job boards allow you to post your job listing to reach a particular audience. This can be a great way to increase the number of diverse applicants and there are a wide variety of agency specific online job boards available to choose from, depending on your resources and goals.
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RESOURCE The following online job boards may be useful and some serve multiple populations: Multiple populations Canada Jobs is an online listing for the travel, tourism and hospitality sector Aboriginal, Indigenous, Newcomers & Immigrants Jobs and Careers is an online portal that targets Aboriginal people and immigrants across Canada. Job Bank, run by the Government of Canada, has a specialized search tool that allows you to target key groups, including youth, Aboriginal people, persons with disabilities, newcomers to Canada, and seniors. People with disabilities/diverse abilities WORKink hosts an online job board and employment portal for Canadians with disabilities. Aboriginal Peoples The Aboriginal Multi-Media Society Job Board lists career and employment opportunity listings for Aboriginal people across Canada. The Inclusion Network is a national Aboriginal job site. Aboriginal LYNX connects employers to qualified Aboriginal post-secondary students and graduates across the country. The First Nations in BC Knowledge Network Job Board is geared towards Aboriginal job seekers and employers in BC. The Nation Talk job board targets Aboriginal job seekers across Canada. The Assembly of First Nations online job board is geared towards Aboriginal job seekers across the country. The AboriginalCareers.ca Job Board is a Canada-wide Aboriginal job site. Young workers
Youth Employment Services hosts a job board for the Greater Toronto Area.
New immigrants
MOSAIC provides a job board focused on matching newcomers to Canada with available jobs.
Mature/Older workers
HR50, a human resources website for workers aged 50 and over, hosts a Canada-wide job board.
Attend specific career fairs Career fairs targeted towards specific populations may be organized by non-profit or community employment organizations, industry associations, training institutions, or government agencies. These events vary in size and focus, and are usually organized by region or industry. To find career fairs you may be interested in participating in, try searching the internet, connecting with people you know in the community, or speaking with post-secondary institutions or employment agencies. THE DIVERSITY TOOLKIT
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Community agencies and organizations Many agencies and organizations that serve under-represented groups maintain resume databases of job seekers. Many offer programs to assist people search for job opportunities (for example, resume workshops and interview techniques). Some offer free online postings to employers to advertise position vacancies. A few of the more progressive, business-focused organizations actually partner with businesses to help them hire diverse people. If you build relationships with these organizations, they may be able to help you match job seekers to your job openings. RESOURCE The following agencies are a sample of those that serve specific populations. Multiple populations
The Alberta Foodservice Labour Connections Pilot is connecting Restaurants Canada members in the Edmonton, Alberta area with untapped sources of labour.
People with disabilities/diverse abilities serving agencies Able Works is a government funded organization representing a variety of agencies in the Hamilton, Niagara, Haldimand, Norfolk and Brant communities in Ontario, to help increase employment opportunities for people with disabilities. Link Up Employment Services for Persons with Disabilities provides job matching services in Ontario, with a focus on the Greater Toronto and York Region communities. PATH Employment Services is a non-profit agency that helps people with disabilities get and keep jobs. Immigrant serving agencies Skills International is an Ontario-wide searchable database of internationally educated professionals who have been pre-screened and deemed job-ready by employment advisors and community agencies. Aboriginal people serving organizations The Aboriginal Human Resource Council can help you increase and improve your Aboriginal recruitment strategies and practices, develop customized recruitment campaigns, and provide recruitment training to your organization.
Academic institutions More and more training institutions are offering co-op, internship and various work experiences as part of their programming. By nurturing a relationship with local academic institutions you are seen to be part of your local community while developing a pipeline of young talent or career-focused individuals into your business. RECRUITMENT AND RETENTION OF A DIVERSE WORKFORCE
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Referrals If you already have employees who belong to diverse groups, ask them to promote your career opportunities to others in their networks. Ask for referrals and recommendations. However, be wary of relying too heavily on referrals if you have very little existing diversity in your workforce – which won’t likely help you diversify your recruitment approach or talent.
Social media Social media networks like Facebook, YouTube, Twitter, LinkedIn and others are popular ways to reach job seekers, particularly youth. In addition to sharing job postings and engaging with others on your company pages, encourage your employees to share their positive job experiences on their personal pages and among their own networks. Here are a few quick tips on how to effectively use social media to recruit talent:xxxvii
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Expand your social media presence Don’t limit yourself when it comes to social media – post content across many different sites. Popular ones to start with include Twitter, LinkedIn and Facebook, but also consider YouTube, Instagram, Pinterest and Vine. Use social media to expand your company’s brand with text, videos, pictures, and more. The more social media networks you use, the more followers you have who might turn into job applicants (or customers). Just be sure that all the content you post is relevant to your company and useful to followers.
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Take part in the conversation Social media encourages conversations, even if they are short. When someone reaches out to your company over social media, make sure that a response is issued. When you leave questions unanswered or fail to respond to comments, you’re giving the impression that your followers are not important. Also consider posting on the social media pages of job candidates before they reach out to you. For example, if you see someone on LinkedIn that you think would be a good fit for your company, send them a message.
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3
Get active in communities and groups
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Promote your brand If you are diverse, promote this – it’s a strategic recruitment advantage. Great talent will find you (you won’t have to reach far to find them)! Companies that promote their brand on social media find it easier to recruit using those platforms. Get permission from employees to post pictures and videos of them on your social media networks, so followers know what it is like to work for you.
Some social media sites have forums that can really help companies find top talent. LinkedIn, for example, provides a targeted outlet to reach candidates with similar interests to your job postings. You can join LinkedIn groups based around your industry or location, where members are already connected and interested in the content you are posting.
For more information on what you can do using specific social media networks, do an internet search.
Example In response to a survey about recent hiring practices, one Restaurants Canada member mentioned that by increasing the ways in which they advertise new positions (for example, through advertising more online, engaging with local communities, partnering with non-profit organizations, working with challenged workers and implementing hire-afriend programs), they have a greater retention rate than with employees hired using traditional methods.
Sourcing candidates checklist Check
Tip Partner with local employment services agencies Participate in job/career fairs hosted by community organizations List opportunities on targeted online job boards Build relationships with local training institutions to develop a pipeline Seek referrals from existing diverse employees Join social media groups that are relevant to your industry or location Encourage your employees to promote employment on social media Use a variety of social media sites Post useful and relevant content to social media sites to show your work culture
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Module 4: Reviewing applications After communicating a job opening with your company, you now begin the first phase of screening candidates who have applied, and narrow down the larger applicant pool to a manageable number for further consideration. Typically, screening procedures are quick, low cost and often a subjective review of information submitted by job applicants against the needs for your position. It is important to balance an efficient screening process against taking the time and being open to individuals whose background, education and experiences may not be reflected well on a resume or job application.
Reviewing applications checklist Check Tip
Ensure company job applications ask for job related information and not personal details.
Consider blocking the names of the applicants while reviewing resumes. A 2012 study out of the University of British Columbia found that applicants with English-sounding names are 35 percent more likely to receive callbacks than resumes with Indian or Chinese names.xxxviii We all may hold hidden biases that impact our neutrality when assessing applicants for jobs.
Be open to all relevant work/life experiences and not simply those that seem familiar. Applicants may have gained experience through informal or volunteer positions. For young workers, volunteer experience may make up the bulk of an applicant’s background. Persons with disabilities may have limited work experiences and may need a heavier emphasis on their skills, qualities and overall suitability for a job rather than on their previous work.
Don’t be distracted by the style of the resume. Employment service organizations work with job seekers to help develop resumes, but not all diverse job seekers use an agency in their search. Diverse populations may not be familiar with standard resume writing techniques. For example, in some countries, resumes may reach a length of ten pages or more, or contain information that may be considered irrelevant or inappropriate in Canada, like photos or personal information.
Avoid making assumptions based solely on information in resumes. For example, people who are waiting in their home country for permission to immigrate to Canada will often hold a series of short-term jobs. This is not necessarily a lack of commitment to their employer, but a way to cope with an uncertain future.
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Module 5: Interviewing candidates After screening to narrow down the larger applicant pool, it’s time to begin interviewing candidates. Most people dread being interviewed and will often feel nervous in advance and during. Good interviewers will make an effort to help the candidate feel welcome and comfortable. If you are interviewing, consider your role in the interview process.
How can I bring out the best in the candidate during the interview – so I can get a good sense of what they would be like to work with?
Reducing bias in interviews Develop a clear and consistent set of guidelines before you begin interviews. If more than one person will be interviewing, everyone involved in the hiring process should be evaluating the interviews on the same criteria. Developing guidelines based on the job posting takes away the ‘gut feel.’ This helps ensure that you’re being consistent throughout the hiring process, and that decisions aren’t being made based on interviewer’s personal perceptions or irrelevant factors. That said, there are times to adjust your interview questions to accommodate language or cognitive abilities. This may mean re-framing ‘behaviour based questions’ to be more direct and context specific. For example, instead of asking “Can you tell me about a time when you provided excellent customer service,” you could ask, “What would you do to make a customer happy,” or “How would you RECRUITMENT AND RETENTION OF A DIVERSE WORKFORCE
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provide great customer service?” This may be especially important for people with Down syndrome or individuals who are on the autism spectrum where situations are less abstract and more black and white. When developing your interview questions:
Focus on skills and abilities to do job tasks. If the position requires employees to start work at 8:00 a.m., ask if they are available to start work at that time, not if they have children and what their childcare arrangements are. Asking for information about a candidate’s age can violate human rights codes.
Avoid terms like “best cultural fit.” In addition to potentially excluding qualified candidates from diverse backgrounds and different cultures, this kind of term is unhelpfully vague. Instead, consider the specific skills and qualities that are important to your organization and the role, like the ability to work well in a diverse team or the ability to communicate in a friendly, sociable manner with strangers.
Involving multiple people in the interview process can help ensure that decisions aren’t being made based on interviewers’ personal perceptions. Consider including members of diverse communities and staff who understand cross cultural issues on the interview team. If no one on your staff is a member of a diverse community you are targeting, consider asking someone in your wider network, like a First Nations Elder you have met through relationship-building.
Simple language tips Use simple language in your interview questions, avoiding jargon, metaphors, abbreviations or complicated phrases. This will help ensure that the candidate is providing relevant answers to your questions, particularly for candidates whose first language may not be English. For example:
The phrase “team player” is a sports metaphor (as opposed to teamwork) “Above and beyond” is an expression that may not be familiar to all candidate (vs. to go out of your way to help others).
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Clearly communicate the process to candidates Describing the hiring process helps provide candidates with realistic expectations and reduces misunderstandings. It includes the number and format of interviews, if and when references will be checked, and expected timelines for decisions. This allows candidates to properly plan for the process, and allows them to identify the need for potential accommodations (for example, changing the format or location of an interview to accommodate a disability, or identifying an important holiday during the timeline that may require a rescheduled interview).
Culturally-influenced behavior Be aware of culturally-influenced behaviour that may impact the interview like body language and other non-verbal communication. Some examples include:
Silence is not necessarily a sign of disrespect or lack of interest of knowledge. In some Asian cultures, for example, it may be a sign of respect through thoughtful consideration, or it may mean that a candidate with diverse cognitive abilities needs a moment to process the question and come up with their answer. Language pacing and rhythm can vary greatly between cultures. For example, some cultures place an emphasis on listening skills, or on being soft-spoken.
Avoiding eye-contact isn’t necessarily a sign that a candidate lacks confidence. In some cultures, eye contact may be considered disrespectful towards authority.
Some candidates may appear modest or humble because their culture values the community rather than the individual. They may therefore be uncomfortable sharing individual strengths and accomplishments because it’s seen as boasting. Instead, try asking them for examples of how their strengths best fit the opportunity.
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Interviewing candidates checklist Check
Tip Consider how you can bring out the best in a candidate during an interview Develop clear and consistent guidelines based on the job posting to reduce bias Adjust interview questions to accommodate language or cognitive abilities Focus on skills and abilities related to job tasks Avoid asking about protected personal characteristics (e.g., age, family status) Consider involving diverse staff members in interviews Use clear and simple language Explain the selection process to candidates Allow candidates the opportunity to identify the need for potential accommodations Be aware of culturally-influenced behavior differences Check your assumptions Ask for examples of candidates’ strengths in relation to the job opportunity
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Module 6: Assessing/Testing candidates Some companies, mostly larger ones, use tests and assessment tools to assist in the selection process to measure everything from personality, honesty, emotional intelligence, vocational interest, cognitive abilities, aptitudes, psychomotor, and physical ability, just to name a few.
While assessment tools can be useful to get an unbiased picture of job seeker’s suitability for a number of roles, there can be a variety of challenges when using these tools. Some people don’t do well in a testing environment, perhaps candidates who experience anxiety or those with cognitive disabilities, and they might be perfect employees. Tests can also expose the organization to human rights complaints, as well as lost opportunities for job applicants.
Assessing/Testing candidates checklist Check
Tip Decide whether tests truly add value to your interview process Avoid relying exclusively on tests Make sure any requirement is reasonable and directly related to the job Consider working interviews (e.g., have applicants cook a dish)
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Module 7: Checking references When done well, references from past employers can help inform the final stages of your selection decision(s).
Broadening reference criteria When attempting to increase diversity in your workplace, consider broadening the criteria you require for references. Members of diverse groups may not have much prior Canadian work experience, so limiting references to former employers may eliminate qualified candidates. Consider allowing applicants to list other character references that have experience with and knowledge of the candidate, including:
Prominent members of the community, for example, First Nations Elders or religious leaders.
Teachers and instructors at secondary or post-secondary teachers, or course instructors for continuing education, like ESL classes.
Representatives from non-profits where the candidate has spent time volunteering.
Members of social agencies like employment agencies where the candidate has been receiving services.
In some communities, work-life and home-life may be very close knit, and candidate’s prior work experiences may all be with family businesses.
Reference checking techniques When collecting reference contact information from the applicant, be sure to note a preferred method and time of contact. Depending on the community and the individual, it may be more acceptable to conduct reference checks in person, on the phone, via email, or at particular times, either during work hours, or outside of the regular work day. Technology makes it easier to connect with potential references in a variety of ways like Skype or email. References are often asked to corroborate examples provided by applicants in their interviews. Be sure to ask questions that are directly related to the required for the position. Use a standard list of questions, and keep notes.
Checking references checklist Check
Tip Broaden reference criteria Accept non-traditional character references Use a standard list of questions
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Module 8: On-boarding Once you’ve decided on a candidate to hire, you’ll want to make a formal job offer and begin to orient the person to your company. This sets up the new employee and employment relationship for success. On-boarding is a process rather than an event, where over time, you introduce your new employee to the people, processes, systems, language, and culture of your organization.
Plain language materials Candidates from diverse backgrounds may not be familiar with commonly used employment terms and conditions.
Specify expectations Communicate the details of the offer clearly, including the duties of the job, work hours, and any dress code requirements. Candidates may be hesitant to express concerns or confusion about an employment offer, so be clear and thorough when explaining the position and the details surrounding it. By doing this, expectations are more likely to align with the realities of the job, increasing employee satisfaction and decreasing turnover.
Explain compensation Describe the amount the employee will be paid, how that pay will be delivered (for example, cheque or automatic deposit), the frequency of pay cheques, any additional compensation (for example, bonuses or tips), and any other alterations made to the base pay (taxes, contributions to EI or CPP or insurance premiums). Employees with limited prior work experience, or domestic work experience, may be unfamiliar with the Canadian and provincial systems.
Understand and identify accommodations, if required If during the hiring process a need for special accommodation has been identified to bring out the best in the person’s ability to do the job or to customize an opportunity, outline the accommodation in the job offer (for example, to modify the shift schedules to allow for a person with a cognitive disability to come to work during transit operating hours).
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RESOURCE There is an entire database that has been created on accommodation solutions for people with disabilities in Canada and the United States. The Job Accommodations Network website is a free resource, but your greatest resource may be asking the person themselves, or working closely with a business-focused social services organization for advice.
Orientation Once an employee has accepted your job offer, providing them with an orientation on day one sets the relationship up for success. In addition to providing an introduction to the workplace and the tasks of the position, orientation can also introduce a new employee to the customer base, values and norms of the business. Take the time to explore the workplace with a new employee so they can gain insight into how the workplace functions and why, and you can identify potential differences that might cause misunderstandings or discomfort, and address and resolve them early on.
On-boarding checklist Check
Tip Issue a formal job offer Outline available accommodations in the job offer Use plain language to explain employment terms and conditions Communicate expectations clearly Explain the compensation plan Provide new employees with an orientation to the workplace, including safety
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For Canada’s Restaurant & Foodservice Industry
Recruitment & Retention of a Diverse Workforce Section 4: Retention
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Introduction Retention is all about a welcoming and rewarding work environment that supports people to do their best, and ultimately allows you to keep your best employees. Restaurants can use many different strategies to improve retention rates by looking at the following areas of your business:
Work environment (location, variety, flexibility, culture)
Financial (base salary, incentive, bonuses, options, benefits, recognition)
Personal (quality of work, skills, training, self-leadership, opportunities)
Relationships (owners, managers, peers, mentors, customers)xxxix
Information in this section is intended to help you, in general, support and retain the workforce you invested in hiring. By leveraging diversity, employers may be able to positively impact retention rates in their business and reduce costly turnover.
Now that you’ve hired a diverse workforce, how do you bring out the best in your valued employees?
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Module 1: Employee engagement Employee engagement refers to the emotional commitment that an employee has to the organization and its goals. Engaged employees have a stronger interest in the success of their company; they contribute more and care more about the success of the business. In a 2015 Deloitte report on the top 10 trends and challenges affecting the Canadian workplace, business leaders identified culture and engagement as the #2 priority, and globally, it ranked #1.xl Factors that contribute to engagement may differ between types of businesses and team members, but building an engaged workforce requires a consistent and ongoing commitment by employers.
The Three Types of Employees ENGAGED employees work with passion and feel a profound connection to
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their company. They drive innovation and move the organization forward. NOT-ENGAGED employees are essentially “checked out.” They’re sleepwalking
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through their workday, putting time – but not energy or passion – into their work. ACTIVELY DISENGAGED employees aren’t just unhappy at work; they’re
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busy acting out their unhappiness. Every day, these workers undermine what their engaged coworkers accomplish.
Engagement statistics in Canada are similar to those in the United States: 50
45
Percentage
40 30
29
26
20 10 0 Engaged
Not Engaged
Actively Disengaged
Level of Employee Engagement
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Advantages of increased employee engagement
More satisfied employees Increased loyalty Reduced turnover Greater job involvement Some argue, a distinct competitive advantage
RESOURCE For more information on building an engaged workforce, see Go2HR’s article on Five Tips For An Engaged Workforce.
Just how much diversity and engagement are linked is beginning to receive attention. It makes sense that when employees are engaged, they are happier at work, and it shows to customers, coworkers and the business bottom line. In a 2014 Aon Hewitt global report on employee engagement, diversity ranked #1 in the North American workplaces.xli Work environments that foster inclusion are found more likely to:
Promote innovation
Create a safer work environment
Drive employee engagement, commitment and pride
Positively impact customer satisfaction
Benefit financial performancexliixliii
Employer Engagement Checklist Check
Tip Foster inclusion to drive engagement Develop diversity and inclusion initiatives that encourage engagement Create a work environment where inclusion is the expectation Ensure people feel welcome, safe and able to contribute their best
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Example Sodexo is widely recognized as a company that highly values diversity and inclusion. According to Rolddy Leyva, Vice President, Global Diversity for Sodexo, “The rapidly expanding global economy has prompted the growth of work teams comprised of individuals from diverse backgrounds with different values, experiences, perspectives, knowledge, and skills. Greater diversity in the workforce can positively impact organizational outcomes, including performance. Understanding the advantages of workforce diversity helps you establish an organization with a competitive edge. But companies can only fully leverage the power of their diverse employees by creating comprehensive, thoughtful and fully integrated diversity and inclusion initiatives that encourage engagement and align with the ultimate goals of the business. Creating an environment where inclusion is the expectation and people feel welcome, safe and able to contribute fully will result in heightened innovation, increased productivity and greater organizational effectiveness.�5 According to the 2014 Employee Engagement Survey at Sodexo, at 83%, Diversity & Inclusion had the highest positive perception among all engagement drivers.
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Your business diversity advantage Example Mark Wafer has seen big benefits from hiring disabled people. He owns six Tim Hortons locations in the Toronto area and has hired more than 100 people with disabilities in the past two decades. These employees range from those with panic disorders to people who are deaf, blind, autistic or have Down syndrome. “There is not a disability I haven’t hired and there’s not a position in my business that has not had somebody with a disability working in it,” he said. Mr. Wafer began hiring people with disabilities because it seemed like the right thing to do – he has a hearing impairment and he understood the barriers to gaining employment. He soon realized he was hiring great workers. By the 1990s, he could see a clear business case for employing people with disabilities. “I didn’t consciously think, ‘Hey, I can make more money with this.’ I just realized that if I hire someone with a disability, they seem to work harder. It seemed to me it was a better fit,” he said. Now, he added, if he had two job candidates with similar skills and education, he would hire the one with the disability. He cited figures that showed his stores were better at making money and had lower absenteeism and a better safety record. Employee turnover has been the big difference. His stores have less than half the turnover of his competitors and not just among workers with disabilities, but all staff. A more inclusive work environment, he said, helps with retention and productivity for everyone. The average tenure of an entry-level Tim Hortons worker is 1.3 years. Among Mr. Wafer’s staff with disabilities, the average is seven years. That’s partly because since disabled people have such a hard time finding a job, they are less likely to leave for another. And turnover is expensive. It costs $4,000 in training and lost productivity for each new worker, he said. “If my turnover is 38 per cent, and the other guy’s is higher, who’s making more money? That is the business case right there,” Mr. Wafer said. Source: Globe and Mail. (2015). Working wisdom: How workers with disabilities give companies an edge.
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Module 2: Promoting diversity in your workplace Ensuring that employees’ feel welcomed, included, recognized, accepted or ‘part of the work family’ is another key driver of engagement and retention. There are a number of ways you can promote diversity in your business, and help ensure your workplace is welcoming to diverse groups of people. Some simple tips include those listed below.
As a business owner or operator, make your commitment to diversity and inclusion known.
Ensure that hiring from diverse talent pools, reflecting the communities you do business in, is communicated to all managers who participate in the recruitment process
Hold managers accountable to recruit and retain diverse staff
Learn about staff interests and life outside the workplace, and provide opportunities for staff to interact in social activities outside of work
Encourage affinity groups, employee resource groups or people’s networks for staff to share information, challenges and successes in adapting to the workplace environment
Acknowledge different faiths, cultures, significant events, special days and holidays (e.g., National Aboriginal Day, International Day of Persons with Disabilities). This can also provide a valuable teambuilding opportunity
Permit flexibility in scheduling
Schedule part-time shifts to maximize peak periods where you need help and also tap into those who can only work part-time due to income assistance or other scheduling needs
Provide diversity training and harassment prevention training to staff, especially managers
Example One way to learn more about your employees’ lives, backgrounds and interests outside of the workplace is to share a meal, or organize potluck days where employees can learn about other cultures by sharing food.
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Promoting diversity in your workplace checklist Check
Tip Communicate your commitment to diversity and inclusion Ensure that employees feel welcome, included, recognized and accepted Hire staff who reflect your customers and your community Hold managers accountable Get to know your staff Encourage and plan social activities outside of work for your staff Encourage and learn from internal resource groups Celebrate diverse events and holidays Be flexible in scheduling to accommodate diverse needs Partner with local service agencies to provide diversity training to managers and staff
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Module 3: Dealing with discrimination & harassment Employers must deal with inappropriate conduct in the workplace in a fair and consistent manner. It is critical to a successful diversity strategy and is also essential to retaining good employees. Chances are, if employees feel harassed or discrimination at work, they will leave and they may tell others, which could have a negative impact on a business’s reputation in the community.
What is discrimination? Discrimination occurs when individuals or groups of people are judged or treated differently on the basis of certain characteristics or stereotypes rather than on the basis of their individual merits or abilities. Provincial and Territorial Human Rights Codes prohibit discrimination when it's based on certain proscribed grounds.xliv
Resources – Canadian, provincial and territorial human rights codes and labour standards Canada Human Rights Act Federal Labour Standards Alberta Human Rights Act Employment Standards Manitoba Human Rights Code Employment Standards Quebec Charter of Human Rights and Freedoms Labour Standards New Brunswick Human Rights Act Employment Standards Nova Scotia Human Rights Act Employment Rights Northwest Territories Human Rights Act Employment Standards
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British Columbia Human Rights Code Employment Standards Branch Saskatchewan Human Rights Code Employment Standards Ontario Human Rights Code Employment Standards Newfoundland and Labrador Human Rights Act Employment Standards Prince Edward Island Human Rights Act Employment Standards Yukon Human Rights Act Employment Standards Nunavut Human Rights Act Labour Standards Act
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What is harassment? Harassment involves circumstances where an individual feels they have been singled out for unfair treatment. Harassment might be personal or sexual in nature, or both. It can occur as a single, serious incident, or result from repeated incidents of a more subtle nature. The harassing conduct or comments generally serve to humiliate, intimidate, exclude or isolate certain individuals and are often accompanied by threats or promises regarding opportunities or working conditions.xlv Harassment does not have to be intentional to be against the law. This means that even where a person does not intend their actions to be harassing, it still may amount to harassment according to the law. In recent years many provinces have developed legislation specific to “workplace bullying� and this has also been incorporated into occupational health and safety acts. Beyond financial penalty, keeping your workplace harassment free is important to your employee retention efforts. Most employees who have been subject to bullying or harassment simply leave without reporting the incident, which in turn does not solve the problem. Harassment can take many forms, including: Material that is racist, sexist, ageist, sexually explicit, anti-gay or lesbian, or insulting, that is displayed publicly, circulated, or put in someone’s workspace or belongings, or on a computer in the workplace. Verbal abuse or comments that put down or stereotype people generally, or a specific individual, because of their sex, race, sexual orientation, disability, or other ground of discrimination. Jokes based on gender, race, sexual orientation, disability, or other ground of discrimination. Offensive gestures that are sexual or racial in nature. Ignoring, isolating or segregating a person or group because of their sex, race, sexual orientation, or other ground of discrimination. Staring or leering in a sexual manner. Physical contact of a sexual or aggressive nature. Repeated behaviour that is known to offend.
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Anti-discrimination and anti-harassment policies When developing a code of conduct or anti-harassment policy, you might want to consider the following:
List and explain the behaviours that are unacceptable in your place of business. To get you started, take a look at your provincial human rights code on page 10 to determine what grounds are legally protected.
Define roles and responsibilities, including who is responsible for handling harassment complaints, the process for filing those complaints, and how those complaints will be resolved, including the steps that will be taken to evaluate the complaint, the timelines involved, and possible consequences of discriminatory actions.
Emphasize the commitment of senior management and ownership in maintaining an environment free from harassment and discrimination.
Manager responsibilities for harassment and discrimination prevention checklist Check
Tip Be proactive and stay educated and informed Coach employees on their responsibilities and expectations Stay tuned-in to what’s happening in your workplace Communicate your complaint mechanism to the entire organization Address concerns promptly and effectively During any investigation, be aware of potential biases
Allow the people involved in a complaint to have someone with them during the resolution process (e.g., a union representative, colleague, family member, or lawyer), but ensure their roles are clarified
Keep written notes about what happened, when it happened, where it happened and who saw it happen or knows of it, and gather relevant documents
Protect confidentiality and privacy, only share information with the people who need to know
Take appropriate corrective or disciplinary measures, where warranted. Consequences for those who violate your harassment and discrimination policy can include education, suspensions, transfers, or termination
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Harassment prevention training Train managers in harassment prevention procedures, so they understand their obligations and are best equipped to deal with these responsibilities in the workplace.
Harassment prevention training checklist Check
Tip Awareness of human rights codes, issues, and what constitutes discrimination and harassment Knowledge of personal and organizational responsibilities How to ensure the organization is complying with human rights codes Updates on new human rights developments How to respect human rights codes in all stages of employment Knowledge of internal policies and procedures on discrimination and harassment, complaint procedures, and accommodation
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Module 4: Flexible arrangements & accommodations Accommodations Employer responsibilities
THE BOTTOM LINE
Accommodation is based on a principle that treating everyone the same does not always result in equality. Sometimes we need to treat people differently in order to achieve equality of opportunity in the workplace and make it possible for staff to do their best on the job.
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Most of the time, employment accommodation does not cost anything. Generally, accommodations relate to the needs of:
employees with disabilities (disability)
older workers (age)
employees with religious needs (religion/creed)
pregnant women (sex)
employees with caregiving responsibilities (family status)
In Canada, laws require an employer to accommodate its employees up to the point of undue hardship. Undue hardship is not easily defined and varies from employer to employer and situation to situation. But in general, hardship becomes unmanageable when the financial costs of the accommodation (even without outside sources of
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Accommodation is often feared to be problematic or costly for employers. In a U.S. study of almost 2000 employers conducted by the Job Accommodation Network between 2004 and 2012, researchers learned that most employers report no or low cost for accommodating employees with disabilities. Of the accommodations that did require a cost, the average onetime expenditure by employers was $500. 61
funding) or health and safety risks to the individuals concerned (including other employees) would make accommodation impossible.xlvii By following the steps below, employers may find it less daunting and easier to work through accommodation needs of employees:
In advance of hire, understand what is needed to bring out the best in the person on the job
Ask the person what they need to do their best
Talk with the person or group requesting accommodation in a manner that respects their dignity, privacy, individuality and self-esteem.
Accept requests in good faith. Your goal is to remove barriers to your employee’s full participation.
Consider the facts of each situation and the specific needs of the individuals/group involved – reasonable accommodation depends on the circumstances.
Request only information that is required to accommodate (e.g., an employer needs to know what an individual’s physical or emotional condition might prevent them from doing, not the name or diagnosis of their disability or condition).
Assume the costs of the accommodation.
Proactively seek out methods to support your workforce, so they can all in turn do their best work for you and your customers.
The issue of accommodation isn’t limited to persons with disabilities. Immigrant employees may have religious beliefs that require them to observe certain behaviours while at work, such as following specific rules of dress and observing different holidays. Generally speaking, requests for accommodation in these cases (e.g., time for prayers, requirement to wear certain items of clothing, or religious observances) would not create undue hardship for an employer to provide. Employers must also be cautious about changing or terminating the status of employees who are on long-term disability leave, as these actions are prohibited in most provinces. Remaining connected with employees who are absent for an extended period of time helps
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ensure a speedier return to work and minimizes surprises when changes occur for either the employer or the employee.
Employee and union responsibilities Employees and unions also have their own responsibilities when it comes to workplace accommodation. A person requesting accommodation should:
Communicate their requests.
Provide supporting information to aide in the process.
Participate in exploring options, not necessarily demanding a single outcome.
While unions must:
Take an active role in supporting requests.
Maintain confidentiality.
Be flexible in balancing the needs of the membership with any individual request.
Workplace accommodations can be a particular sensitive aspect of the employment relationship. As such, it is reasonable to request the assistance of support agencies/organizations or legal counsel.
Flexible work arrangements Being aware of, and providing time off for culturally significant events and holy days or parental obligations is another way an employer can create an inclusive workplace. An employer must also be open to flexibility in hours of work. For example, employees with certain conditions may request changes in breaks to maintain inoculation (diabetes) or eating schedules. Again, it is important that an employer maintains confidentiality when making any schedule adjustments and ensure you communicate regularly with your teams.
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Flexible arrangements checklist Check
Tip Understand potential accommodations in advance of hiring Maintain a dialogue with the person or group requesting accommodation Accept accommodation requests in good faith Consider the specific needs of the individuals/groups involved Only ask for essential information Assume the costs of the accommodation (most won’t cost anything) Be proactive and seek out ways to support your workforce Consider assistance from support agencies/organizations or legal council Be aware of culturally significant events and holy days Be open to flexibility in hours of work and scheduling Maintain confidentiality If unionized, include/involve the union in seeking solutions
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Module 5: Employee development Having an opportunity for career growth and development is another example of keeping employees motivated and satisfied to stay with your company. Investing in employee growth and ongoing development can contribute to increased productivity, profitability and overall staff retention.
Example In an interview with CBC Radio, Mark Gruenheid, Manager of Abilities in Mind, spoke of the myth that persons with disabilities are happiest with, and most well-suited for, entry-level positions. Instead, he says, “most people with disabilities, or many, will have the same ambition as anyone else would.”
Your commitment to diversity doesn’t stop after recruitment. Employees tend to remain with an organization when they see growth opportunities and feel their contributions are valued. As more training is now delivered through computer modules online, employers have cost-effective options in various formats and in different languages to meet their diverse employee needs. RECRUITMENT AND RETENTION OF A DIVERSE WORKFORCE
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Example More and more employers are recognizing the skills being brought to their workplace by immigrants and investing in language training, accent reduction class and other communication skills development.
Employee development plan checklist Check
Tip
Identify goals. What is the business goal? For example, are you interested in increasing customer service, leadership or teamwork skills? Are you interested in succession planning to help plan for future retirements, attrition, business growth and expansion?
Assess current performance. What is the current performance level of each employee and what opportunities exist for personal growth and development to meet business goals, or personal development goals of staff?
Identify gaps. What areas need to be addressed for each employee to achieve their goals and what are the best ways to learn or achieve that?
Track progress. How is progress being tracked, communicated, recognized and celebrated?
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Module 6: Performance Employees generally like to receive performance feedback and young workers will especially thrive on that. Ensuring your team members are aware of your expectations, receive proper training, followed by ongoing feedback and support is important. When setting performance goals together with your employee, the following guidelines may be helpful. Strong performance goals are: Specific Agreed upon Prioritized Time bound Achievable Flexible (in case of unforeseen circumstances) Clearly communicated
Performance feedback There are a variety of ways to communicate with your teams about their performance, including:
Regular praise and recognition Probation reviews Written annual performance reviews One-on-ones Walk-arounds New computer-based technology
While there are many choices available to employers in methods and frequency to provide performance feedback, it is important to appreciate where flexibility may bring out the best in targeted groups. For example, the self-appraisal component of some performance feedback processes can be challenging for many cultures not comfortable with showcasing individual accomplishments. Cultural differences can also play a part in miscommunication during performance feedback discussions. For some, not achieving a goal can be a serious loss of face, which could result in awkward smiles of embarrassment or lack of eye contact. Such behaviours could be interpreted as not taking things seriously or an employee not being prepared to take responsibility for their actions.
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Coaching and mentorship Some diverse employees are part of supported employment programs, where a job coach provides assistance to the individual, usually as the employee is learning a new job, then occasionally to reinforce any changes or updates. While initially it may seem awkward to have one-on-one support for a single employee, the goal is to fade the support out over time. Supported employment can assist an employer with increasing performance outcomes, which in turn will benefit the business. Many businesses and various employment service agencies and associations are using mentorship programs to both develop younger workers and help to pass on the knowledge left behind by a retiring workforce. These programs can be invaluable in helping diverse employees adjust to a new work environment, as well as in developing employees for future roles and leadership. An effective mentorship program pairs employees with more seasoned employees, who most likely are not in a supervisory or position of authority to the person being mentored (also called a protĂŠgĂŠ).
Bridging Bridging programs can be a way to recognize foreign credentials, especially in occupations requiring certification (e.g., chefs). Although currently limited to Ontario, government sponsored programs assist immigrants with their credential assessment, certification, or examinations. Bridging programs can help your employees be better prepared and more successful with the licensing or certification process.
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Advancement There are a number of reports showing how employees who fall into targeted diversity groups are more likely than their Canadian-born and able bodied coworkers to hit a “glass ceiling” when trying to move ahead in their careers. North American definitions around soft skills, such as verbal and non-verbal communication, teamwork, leadership, and decision-making, may limit the advancement of workers from other cultures. Being aware of this potential bias can ensure that you are helping to advance the career potential of all employees and diversifying your organization at all levels.
Example KPMG, a global business leader, maintains an ongoing list of employees that have the potential to be promoted into senior positions. The list is regularly updated and reviewed to ensure that certain groups, like immigrants, are well represented. That list can be a good source to help identify employees to participate in mentorship programs in order to increase their leadership potential, and communication and soft skills.
Performance checklist Check
Tip Provide regular praise and recognition Highlight strengths and positive qualities, and reinforce positive behavior Provide constructive feedback on areas of performance that require improvement Use the probation period effectively by engaging in regular performance reviews Consider flexible feedback options to bring out the best in targeted groups Be aware of cultural differences in self-appraisal Consider mentorship and bridging programs Be aware of a ‘glass ceiling’ bias and develop plans to avoid this
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Module 7: Compensation Most provinces have a laws requiring that employees doing similar or substantially similar work be paid the same wage. The various pay equity and human rights laws allow for certain exceptions. For example when:
The difference in wages is based on a seniority system The difference in wages is based on a merit system Different costs of living exist in different communities There is another factor unrelated to a ground of discrimination Generally, an employer is exposing itself to risk when differences in wages/remuneration is based on anything other than job related factors.
Hours worked Sometimes employers are in receipt of a wage subsidy or employees receive social assistance support which may limit the number of hours the person can work. These arrangements are best worked out in advance of hire.
Compensation checklist Check
Tip Ensure wages are based solely on job-related factors Pay should be the same amongst all employees doing the same work (with some exceptions) Establish conditions regarding the maximum hours worked if participating in a wage subsidy program
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Module 8: Workplace health and safety Risk assessments All workplaces in Canada are required to maintain a safe and healthy workplace for their employees, free from physical and emotional hazards. As part of its contract with all employers, the various worker compensation boards across the country require employers to regularly conduct risk assessments of their workplace. A risk assessment means that you regularly and carefully examine what could cause harm to people at work. These requirements extend beyond the hazards that could cause physical harm, and also include psychosocial hazards such as stress or bullying. Each provincial board has numerous resources to assist employers in meeting this requirement. It is important to ensure assessments address the particular needs of all segments of your workforce. It may be important to pay attention to: Particular work activities for different members of the population Work equipment (e.g., assistive technologies) Whether workstations and equipment can be adjusted to individual requirements The use of dangerous substances (e.g., asthma sufferers may be more sensitive to chemicals used at work) How to help people move around in the building Providing notices in large clear print to assist people who are partially sighted Providing signs that use graphics or pictures as an alternative to text, for people with learning disabilities How materials are presented for those with visual and hearing impairments, dyslexia, learning difficulties, or psychiatric disorders
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Federal/Provincial workplace health and safety standards Canada
British Columbia
Alberta
Saskatchewan
Manitoba
Ontario
Quebec
Newfoundland and Labrador
New Brunswick
Prince Edward Island
Nova Scotia
Yukon
Northwest Territories
Nunavut
Workplace mental health Mental health in the workplace is an issue that impacts all workplaces and can no longer be ignored. Keeping the workforce healthy and productive is also smart business and good for the bottom line. Supporting mental health in the workplace can help with:xlviii
Productivity
Financial performance
Risk management
Organizational recruitment
Employee retention
When it comes to increasing diversity in your workplace, research has shown that discrimination can have a significant negative impact on mental health outcomes for your employees, so encouraging positive mental health in your workplace is important.xlix Have a look at the Mental Health Commission of Canada’s resource highlighted below. People with mental illnesses can also be employed using the same methods for accommodation highlighted in this toolkit.l
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RESOURCE In 2013, a National Standard for Psychological Health and Safety in the Workplace was released by the Mental Health Commission of Canada and the Standards Council of Canada. This is a voluntary set of guidelines, tools and resources that help employers promote psychological health and prevent psychological harm in their workplaces.
Workplace health and safety checklist Check
Tip Ensure risk assessments address the needs of all segments of your workforce Pay attention to particular work activities for different members of the population Consider whether workstations and equipment can be adjusted to individual requirements Provide notices in large, clear print Provide signs that use graphics or pictures Limit the use of dangerous substances/chemicals around individuals with sensitivities Ensure all employees can move around in the building safely and efficiently
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References Statistics Canada. Employment by Industry. Accessed online: http://www.statcan.gc.ca/tablestableaux/sum-som/l01/cst01/econ40-eng.htm ii Ibid. iii Department of Finance Canada. (2014). Jobs Report: The State of the Canadian Labour Market. Accessed online: http://www.budget.gc.ca/2014/docs/jobs-emplois/pdf/jobs-emplois-eng.pdf iv Canadian Tourism Human Resource Council. (2012). The Future of Canada’s Tourism Sector: Shortages to Resurface as Labour Markets Tighten. Accessed online: http://cthrc.ca/en/research_publications/~/media/Files/CTHRC/Home/research_publications/labour_ market_information/Supply_Demand/SupplyDemand_Report_Current_EN.ashx v Go2HR. Baby Boomer Tool Kit. Accessed online: https://www.go2hr.ca/sites/default/files/legacy/pdf/go2hr-Baby-Boomer-Tool-Kit.pdf vi Conference Board of Canada. (2009). Immigrant-Friendly Businesses: Effective Practices for Attracting, Integrating, and Retaining Immigrants in Canadian Workplaces. vii Step Up BC. Attract and Hire Aboriginal People. Accessed online: https://stepupbc.ca/sites/default/files/downloadable-material/Attract-and-hire-aboriginal-people.pdf viii Ibid. ix Canadian Business SenseAbility. The business case for hiring people with disabilities. Accessed online: http://www.senseability.ca/open-your-door-wider/the-business-case x Statistics Canada. (2013). Aboriginal Peoples in Canada: First Nations, Métis and Inuit, National Household Survey, 2011. Accessed online: https://www12.statcan.gc.ca/nhs-enm/2011/as-sa/99011-x/99-011-x2011001-eng.cfm#a6 xi Statistics Canada. (2013). Aboriginal Peoples in Canada: First Nations, Métis and Inuit, National Household Survey, 2011. Accessed online: https://www12.statcan.gc.ca/nhs-enm/2011/as-sa/99011-x/99-011-x2011001-eng.cfm#a6 xii Ibid. xiii Indigenous and Northern Affairs Canada. (2010). Face Sheet: 2006 Census Aboriginal Demographics. Accessed online: http://www.aadncaandc.gc.ca/eng/1100100016377/1100100016378 xiv Eco Canada. Aboriginal Recruitment Guide. Accessed online: http://www.eco.ca/pdf/AboriginalRecruitment-Guide.pdf xv Prospect Human Services. Viable. Accessed online: http://www.breakbarriers.ca/ xvi Employment and Social Development Canada. Canadians in Context – People with Disabilities. Accessed online: http://well-being.esdc.gc.ca/misme-iowb/.3ndic.1t.4r@-eng.jsp?iid=40 xvii Turcotte, Martin. (2014). Persons with disabilities and employment. Statistics Canada. Accessed online: http://www.statcan.gc.ca/pub/75-006-x/2014001/article/14115-eng.htm xviii Ibid. xix Canadian Business SenseAbility. The business case for hiring people with disabilities. Accessed online: http://www.senseability.ca/open-your-door-wider/the-business-case xx The Conference Board of Canada. (2015). Employers’ Toolkit: Making Ontario Workplaces Accessible to People with Disabilities, 2nd Edition. xxi Ability First. Statistics. Accessed online: http://abilityfirst.ca/why-hire-employeesdisabilities/statistics xxii Panel on Labour Market Opportunities for Persons with Disabilities. (2013). Rethinking Disability in the Private Sector. Accessed online: http://www.esdc.gc.ca/eng/disability/consultations/rethinking_disabilities.pdf xxiii Step Up BC. Attract and Hire People with Disabilities. Accessed online: https://stepupbc.ca/sites/default/files/downloadable-material/Attract-and-hire-people-withdisabilities.pdf xxiv Conference Board of Canada. (2009). Immigrant-Friendly Businesses: Effective Practices for Attracting, Integrating, and Retaining Immigrants in Canadian Workplaces. xxv Statistics Canada. (2012). The Canadian Population in 2011: Age and Sex. Accessed online: https://www12.statcan.gc.ca/census-recensement/2011/as-sa/98-311-x/98-311-x2011001-eng.cfm xxvi Ibid. xxvii Ibid. xxviii Ibid. xxix Statistics Canada. (2012). The Canadian Population in 2011: Age and Sex. Accessed online: https://www12.statcan.gc.ca/census-recensement/2011/as-sa/98-311-x/98-311-x2011001-eng.cfm i
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Statistics Canada. Definition of “Immigrant”. Accessed online: http://www.statcan.gc.ca/pub/81004-x/2010004/def/immigrant-eng.htm xxxi Statistics Canada. (2013). Immigration and Ethnocultural Diversity in Canada. Accessed online: https://www12.statcan.gc.ca/nhs-enm/2011/as-sa/99-010-x/99-010-x2011001-eng.cfm xxxii Statistics Canada. (2013). Immigration and Ethnocultural Diversity in Canada. Accessed online: https://www12.statcan.gc.ca/nhs-enm/2011/as-sa/99-010-x/99-010-x2011001-eng.cfm xxxiii Statistics Canada. (2012). The Canadian Population in 2011: Age and Sex. Accessed online: https://www12.statcan.gc.ca/census-recensement/2011/as-sa/98-311-x/98-311-x2011001-eng.cfm xxxiv Ibid. xxxv Go2HR. Hiring International Mobile Young Workers: LMIAs Not Required. Accessed online: https://www.go2hr.ca/articles/hiring-international-mobile-young-workers-lmias-not-required xxxvi Conference Board of Canada. (2009). Immigrant-Friendly Businesses – Effective Practices for Attracting, Integrating, and Retaining Immigrants in Canadian Workplaces. xxxvii Arlington Resources. (2015). Best Practices When Using Social Networks To Recruit. Accessed online: http://www.arlingtonresources.com/social-network-recruiting-best-practices-chicago-hrjobs/ xxxviii Dechief, Diane, and Oreopoulous, Phillip. (2012). “Why do some employers prefer to interview Matthew but not Samir? New evidence from Toronto, Montreal and Vancouver.” CLSRN Working Paper Number 95. xxxix Go2HR. Retention. Accessed online: https://www.go2hr.ca/article-category/retention xl http://www2.deloitte.com/ca/en/pages/human-capital/articles/human-capital-trends-2015.html xli http://www.aon.com/attachments/human-capital-consulting/2014-trends-in-global-employeeengagement-report.pdf xlii http://www.workforce.com/articles/21604-what-evidence-links-diversity-and-engagement xliii http://sodexoinsights.com/turning-a-diverse-workforce-into-your-best-competitive-advantage/ xliv https://www.go2hr.ca/articles/defining-discrimination-and-proscribed-grounds xlv https://www.go2hr.ca/articles/what-workplace-harassment xlvi http://interactioninstitute.org/wp-content/uploads/2016/01/IISC_EqualityEquity.png xlvii Ontario Human Rights Commission. (1999). Human Rights at Work. Toronto, ON: Government of Ontario. xlviii http://www.mentalhealthcommission.ca/English/issues/workplace/national-standard xlix https://www.workplacestrategiesformentalhealth.com/job-specific-strategies/diversity-anddiscrimination l http://toronto.cmha.ca/files/2012/09/DiversityWorksAccommodationsInTheWorkplaceForPeopleWithMentalIllness.pdf xxx
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