By Janice Bandick

When people think of workplace diversity, the first thought that often pops into their head is legislated hiring quotas.

Generally more common in the United States, quota systems give preference to protected group members (often Aboriginal people, visible minorities, people with disabilities, women, or others who may be underrepresented in a particular industry.) Quota systems are designed to correct adverse impact resulting from employment practices that appear neutral, but have historically had a discriminatory effect on a protected group.

Much More Than Meeting Quotas
However, true workplace diversity is about so much more than meeting quotas. In fact, if your only goal as an HR professional is to meet quotas, you’re potentially sacrificing some of the best candidates available to you.

According to Amr Shokry, CHRP, director of human resources for InterWrap Inc. and a human resources instructor at Ashton College, workplace diversity is a necessity in today’s global marketplace. “Diversity is a must-have in order to ensure success; it’s no longer a ‘nice to have,’ explains Shokry. “Companies with great global reputations have been successful at making diversity a key part of their company culture, and have positioned themselves as an employer of choice for individuals around the world.”

Diversity Finds Strength in Differences
According to Shokry, successful diversity programs are rooted in merit and in the appreciation of differences, and can lead to companies outperforming their competitors. Diversity has also been found to reduce turnover, and increase creativity, innovation, and productivity.

“One of the major effects of globalization is that companies are now required to market their products internationally. As target demographics become more diverse, it’s logical to assume that companies with diverse workforces will be in the best position to serve these clients,” he explains.

Bias Persists in Canada
In Canada, diversity is something employers may neglect to formally address, assuming that because of Canada’s multicultural makeup, their staff will naturally reflect Canada’s diverse citizenry. However, a 2011 study conducted by researchers at the University of Toronto found that employers in Toronto, Montreal, and Vancouver showed a clear bias in granting interviews to applicants with English-sounding names.

These researchers claimed that the bias stemmed from concerns surrounding applicants’ language and social skills despite items on their resumes (such as education and experience) which clearly suggested those skills were more than sufficient. While this highlights a shameful aspect of employment in Canada, it also underscores the need for companies to establish clearly defined strategies for ensuring a diverse workforce.

Short-Term Solutions: Long Term Strategy
In order to address diversity, organizations may first begin by implementing hiring quotas. Although acknowledging they can be controversial, Shokry recommends implementing quotas as “a short-term solution and a way to jumpstart your diversity programs. In order to be effective, quotas need to be replaced with long-term solutions, and diversity and inclusiveness needs to be woven into a company’s culture and core values.”

Organizations must create and enforce policies that encourage the attraction of diverse applicants and must maintain a focus on finding the right candidate for the right job regardless of (not because of) their ethnicity, religion, nationality, gender, sexual orientation, certain physical/mental abilities, marital status, education, and socioeconomic status—and then leveraging the various benefits that come with having a diverse workforce.

Positive Steps Towards Diversity
Some steps taken by Canada’s Best Diversity Employers (as chosen by The Globe and Mail) include:

• hiring a full-time equity and diversity co-ordinator;
• creating mentoring partnerships;
• establishing an Aboriginal recruitment and retention strategy;
• establishing an executive diversity council; and
• organizing cultural events.

The options for promoting and encouraging diversity are endless, but should be implemented after consultation with employees at all levels to ensure they are feasible and will lead to a more inclusive workplace.

Janice Bandick is the communications assistant at Ashton College, a private college in Vancouver. Founded in 1998, Ashton College has since become a national and international force in the field of education. Ashton College’s Diploma in Human Resources Management program is offered in an innovative live online format to help those across Canada prepare for the National Knowledge Exam and become a candidate for the CHRP.