Manual Equity, Diversity & Canadian Labour

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First, internal institutional assessments must be conducted. These assessments should explore whether policies exist to address employment equity.

The nonprofit HR Council of Canada has proposed questions for such internal evaluations. These questions include 1 What are the characteristics of the community we serve? The results of internal assessments can establish where the public health organization stands and may aid in monitoring progress toward equity, diversity, and inclusiveness. Several policies exist to help promote employment equity and their effectiveness is site dependent. The potential unintended consequences of such policies are described hereunder and should be given due consideration.

These interventions should be incorporated into a comprehensive plan in agreement with staff, rather than as standalone measures. Improving workplace equity, diversity, and inclusion also requires significant commitment from senior leadership and must be adequately resourced. In , Kalev et al. These authors examined three categories of diversity programs: 1 structures establishing responsibility affirmative action, diversity committees, and diversity staff positions , 2 programs targeting behavioral change through education and feedback diversity training and diversity evaluation , and 3 programs that improve social networking among minority groups networking and mentoring programs.

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To make best use of such programs, organizations should employ appropriate resources and staff. Alternatively, many organizations have implemented mandatory diversity training to encourage employees to examine their own biases. The compulsory nature of these courses can also lead to animosity toward equity-seeking groups. Other strategies that address employment inequities include recruiting more broadly.

To encourage applicants from diverse backgrounds, organizations may include a statement of commitment to fostering a diverse environment.


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While advertising positions, employers should use sources including community boards, employment centers, and organizations that serve ethnic communities, instead of conventional methods. Employers should also implement standardized application systems to ensure that candidates have an equal opportunity to make their interests and qualifications known.

Lastly, senior level managers should be held accountable for implementing fair hiring policies, which should be subjected to audits. A controversial practice that Canadian employers have trialed is resume blinding.

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A study conducted in in the United States analyzed outcomes of hiring between two groups 1 in which employers were blind to the identity of the applicant and 2 in which employers were aware of the identity of the applicant. The identity-conscious group revealed the applicant's identifying data to the employer.

Blinding employers to the applicant's identity led to an increase in the employment of women and people of color. The NCCDH is an example of a public health institution that has successfully started the conversation about equitable practices. Connie Clement, the Scientific Director at NCCDH, has written blogs to recognize that there is minimal teaching around racism and health and how internal public health practice may contribute to this cause. Examples of practices include multifaith calendars, allowing staff to observe their days of faith; disclosure of preferred pronouns; and explicit statements recognizing the organization's commitment to equity, diversity, and inclusion.

There is limited literature examining these individual practices, however, when applied with other initiatives, they can create a welcoming environment for individuals belonging to equity-seeking groups. A comprehensive list of interventions to improve employment equity is yet to be developed. However, it is timely to consider effective strategies, as the Canadian Public Health Association CPHA recently outlined a set of actions they will take to identify and remove practices that contribute to racism.


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As a starting point, public health units must conduct internal institutional assessments on equity, diversity, and inclusion in their organizations. Senior organization leaders should engage in discussions regarding long-standing structures and practices that may perpetuate inequities.

Ng et al. Harish C. Jain et al. Published online: 21 Nov Frank M. Horwitz et al. Published online: 18 Feb Jie Shen et al. Published online: 25 Feb Published online: 7 Feb Published online: 25 Apr More Share Options. To achieve this, institutions must embrace diversity, defined as differences in race, colour, place of origin, religion, immigrant and newcomer status, ethnic origin, ability, sex, sexual orientation, gender identity, gender expression, and age. Recognizing and valuing diversity and equity must be accompanied by concerted efforts to ensure the inclusion of diverse and underrepresented populations, meaning that individuals must be and feel valued, respected and equally supported.

The institution must strive to put in place the right conditions for each individual—including those from underrepresented groups and the four designated groups: women, Indigenous peoples, persons with disabilities and members of visible minorities—to reach their full potential, unimpeded by inequitable practices or research environments.

This guide is provided as a tool for institutions to use as they determine how best to address areas for improvement identified when assessing their work environment, and to develop their equity, diversity and inclusion action plans. The guide will be updated periodically last update July Organizational allocation and planning B.

Introduction

Job postings C. Search for candidates D.

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Hiring committee E. Interview F. Hiring decisions G. Canada Research Chair nomination H.

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Retention and promotion I. Self-identification J. Environment K.