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Corporate Diversity & Leadership Development

Corporate Diversity & Leadership Development. Outline of Presentation. Diversity at OPG The Difference between Diversity and Employment Equity OPG’s position on Diversity and Employment Equity The Purposes of Employment Equity The Duty to Accommodate Equality vs. Equity

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Corporate Diversity & Leadership Development

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  1. Corporate Diversity & Leadership Development

  2. Outline of Presentation • Diversity at OPG • The Difference between Diversity and Employment Equity • OPG’s position on Diversity and Employment Equity • The Purposes of Employment Equity • The Duty to Accommodate • Equality vs. Equity • Definitions of Diversity and Inclusion • Professional Development • Leadership

  3. The Difference between Diversity and Employment Equity

  4. OPG’s Position on Diversity and Employment Equity (Diversity and Human Rights Policy) • OPG is committed to fostering a work environment in which all employees are treated with dignity and respect • In promoting an inclusive work environment that values individual differences and the diverse backgrounds and experiences of its employees, OPG upholds the principles contained in applicable Human Rights and Employment Equity legislation

  5. The Purposes of Employment Equity • To achieve equity in the workplace so that no one is denied employment opportunities or benefits for reasons unrelated to ability • To correct conditions of disadvantage in employment experienced by four designated groups - Women, Aboriginal Peoples, members of Visible Minorities and Persons with Disabilities • To treat people fairly: equity means more than treating persons in the same way, it also requires special measures and the accommodation of differences

  6. The Duty to Accommodate: Definition • The obligation of an employer or service provider to take measures to eliminate disadvantages to employees prospective employees or clients that result from a rule, practice or physical barrier that has or may have an adverse impact on individuals or groups protected under the Canadian Human Rights Act, Ontario Human Rights Code or identified as a designated group under the Employment Equity Act

  7. Equality vs. Equity Equality Means Sameness • When we treat people Equally, we ignore differences. Equity Means Fairness • When we treat people Equitably, we recognize differences.

  8. Diversity and Inclusion: Definitions DIVERSITY • Human differences that make each individual unique INCLUSION • A sense of belonging: feeling respected, valued for who you are; feeling a level of supportive energy and commitment from others so than you can do your best work (Miller & Kantz, 2002)

  9. Professional Development This consists of 5 equally important items that we look for in all staff; • Strategic Skills • Functional/Technical skills • Intellectual horsepower • Decision quality • Operating Skills • Timely decision making • Informing • Priority setting • Planning

  10. Professional Development • Energy & Drive • Drive for Results • Action oriented • Organizational Positioning • Communication (Presentation & Written) • Personal & Interpersonal • Peer relationships • Customer focus • Personal learnings • Self knowledge

  11. Professional Development For entry level managers, we are looking for all of the previous skills plus 4 more; • Strategic Skills • Business acumen • Problem Solving • Operating Skills • Developing Direct Reports and Others • Managing and Measuring Work • Time Management • Organizing

  12. Professional Development • Personal and Interpersonal Skills • Interpersonal savvy • Motivating Others • Negotiating • Courage • Managerial Courage

  13. Professional Development For mid-level managers, we are looking for competency in all of the areas preceding this plus even more; • Strategic Skills • Perspective • Operating Skills • Process management • Organizational Positioning Skills • Organizational Agility

  14. Professional Development • Personal & Interpersonal Skills • Building Effective Teams • Courage • Command skills • Hiring and Staffing

  15. Professional Development For our senior managers & executives, we ask for a lot (yes, even more); • Strategic Skills • Strategic agility • Organizational Positioning Skills • Political savvy • Personal & Interpersonal Skills • Managing Vision & Purpose

  16. Leadership • Leadership is an intangible that is not just captured in the competencies previously presented • It is more easily discussed as what good leadership looks like • Catch phrases provide a glimpse; “Change Agent” “High Standards” “Always Improving”

  17. Leadership • Many books have been written of what good leadership looks like • Here are 4 authors that have helped me; • Aubrey Daniels (Bringing Out the Best in People) • Stephen Covey (Principle Centered Leadership) • Jim Collins (Good to Great) • Seymour Schulich (Get Smarter)

  18. Leadership Some common themes; • Need high standards • Has a vision • Drive to move forward & improve • Innovative but work within a system • Can work with teams or individually but usually prefers to be at the front • Confident in their abilities but humble enough to learn from others • Can easily adapt to new areas & people

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