This text is part of the special World of Work section
What does it mean to be “more inclusive” in the workplace today, and what can we actually do? The Young Chamber of Commerce of Montreal (JCCM) seriously asked itself the question. After more than a year and a half of research, discussions and surveys, it offers recommendations to guide organizations wishing to implement equity, diversity and inclusion (EDI) measures.
These measures aim to create more favorable work environments for groups that face systemic barriers, i.e. women, people from Indigenous communities, LGBTQ+ communities, immigrants, visible or ethnic minorities, those with disabilities or neurodivergents. EDI is essential, according to the JCCM, while an immigrant person is eight times more likely than a non-immigrant person to be the victim of employment discrimination in Montreal. Another striking example: 39% of people in Quebec believe that revealing one’s homosexuality at work can harm their professional career.
People from underrepresented groups are also much more likely to experience professional burnout, a feeling of injustice or social exclusion, or a lack of self-esteem “Inclusion is experienced on a daily basis and is observed in the way in which the members of an organization interact, in the degree of trust that is established between these people and in the valuation that they feel, we can read in the memoir Breaking new glass ceilings. For a workplace that reflects Montreal’s next generation. Inclusion is the feeling of belonging. »
“Unfortunately, EDI does not reach the top priorities of organizations,” remarks Sybile Yao, one of the four members of the collective representing the JCCM. Although the concept is not new, there is a gap between intentions and the resources allocated to implement specific actions. The JCCM made these observations during its Network of Allies initiative, aimed at creating bridges between young people from underrepresented backgrounds and people in the industry, which resulted in a memoir .
The lack of knowledge to build adequate programs, particularly within human resources, is to blame. “71% of respondents to our survey believe that the lack of awareness of their realities is an obstacle to their integration,” illustrates Christophe Aura, co-director of the JCCM public affairs committee. We also notice that people do not know how to translate EDI into action at their level. » The economic situation does not make it easier to allocate a budget that meets these challenges.
Clear benefits
The benefits of inclusion are however documented: companies with racial and ethnic diversity are 35% more likely to have higher financial performance, reports the firm McKinsey & Company. This avoids turnover, promotes retention and the influence of the organization, which will be better recognized for its healthy environment.
There are relatively simple actions to achieve this. For example, by adopting inclusive writing at the individual level or in working committees, or by organizing networking and socialization events at diverse times and locations to facilitate access to those with family obligations or motor difficulties.
According to the JCCM survey, 57% of people from underrepresented groups said they had already faced episodes of microaggressions, that is, words or actions perceived as hurtful or offensive. However, more than three quarters of them have never reported them, for fear of being judged, discriminated against or not taken seriously. “There is clearly an issue of culture or lack of space to express oneself freely,” believes Christophe Aura. The JCCM recommends in particular the creation of an anonymous telephone line.
More structural measures are also suggested, with 66% of people believing that glass ceilings prevent them from progressing within the company. Furthermore, only 35% of management positions in Quebec are occupied by women. The establishment of committees dedicated to annual EDI performance reviews, the adoption of specific budgets for these measures as well as mentoring programs are good examples.
Rethink recruitment
Recruitment represents another major project. “More transparent and diverse recruitment committees would help reduce unconscious bias,” explains Sybile Yao. A person must be considered according to their skills and not by their first name or their origins. » A study from Laval University, published in 2020, clearly illustrates these hiring biases. For the same CV, the rate of positive responses was favorable at 36% for the one sent under the name of Maxime-Olivier Tremblay against 23% for Latifa Ben Saïd, and it fell to 12% for Mamadou Traoré.
Some transformations in public policies would also be welcome. For the “1% law”, which requires large companies to invest 1% of their payroll in workforce training, “a part could easily be devoted to EDI”, suggests Christophe Aura. Quebec also adopted a law requiring a certain level of representation on the boards of directors of large state-owned companies. This law could be improved and extended to directorates and ministries.
In 2021, the Government of Canada launched the 50-30 Challenge, which involves achieving gender parity and 30% members of other underrepresented groups on boards of directors or in senior management. The JCCM recently reviewed its strategic planning by offering free membership and a collective and diverse spokesperson, composed of Sybile Yao, Eddy Dureuil, Céline Juppeau and Nathon Kong.
This content was produced by the Special Publications team at Duty, relating to marketing. The writing of the Duty did not take part.