HR Professional - February/March 2009 - (Page 51) H R101 anything at the door,” says Bach. They’re more engaged, and therefore more productive and ultimately the company becomes more profitable. Your diversity business case should address how diversity fits the needs of the organization (recruiting and retention, new markets) and what shape it will take. “Getting buy-in is critical. It means the difference between having a plan with teeth, and being seen as a soft, ‘nice to have’ initiative,” says Liquor Control Board of Ontario (LCBO) diversity manager, Janet Naidu. business. They provide shape in what you’re trying to pursue— what the diversity agenda looks like, programs, initiatives. This is especially true if you don’t have full-time resources (e.g., a full-time diversity manager) for your diversity strategy—they do the work and drive it.” Education and communications Education should be a huge piece of your diversity initiative, especially in the first year or two. This means hosting a company-wide introductory session on why you’re rolling First steps Once you’ve got senior leadership buy-in, Naidu suggests testing the workplace waters with an employee survey on diversity, gauging interest, general knowledge and thoughts on hiring and accessibility. It provides an idea of where your employees’ heads are visa-vis diversity and can be done via employee focus groups or anonymous e-mail surveys. Naidu also suggests undertaking an employment systems review to ensure existing policies and practices are barrier-free and equitable. Getting ownership from staff is key to success and Bach says forming an employee diversity advisory board early on in the process is a good way to provide guidance on diversity strategy and take diversity ownership out into the business and become diversity champions in the office. “They’re the salesmen of diversity. They help ensure the naysayers are converted,” says Bach. “Plus, these people can advise as to what the need is in the w w w.H RThought L ea der. c om We navigate barriers At Sherrard Kuzz we know that even the best laid plans can sometimes hit a road block. When they do, we work with our clients to get them where they want to go. That takes much more than an understanding of labour or employment law; it takes focus, creativity and commitment. But most of all it takes an understanding of how our clients do business. It’s how we do business. Main 416.603.0700 24 Hour 416.420.0738 www.sherrardkuzz.com 373442_Sherrard.indd 1 F e b r u a r y / M a r c h 2 0 04/10/08 9 51 9:34:36 PM http://www.sherrardkuzz.com http://www.hrthoughtLeader.com
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