Access to top-ranked, timely and insightful diversity research helps you understand workplace trends, current challenges and identify opportunities in promoting and supporting diversity in your organizations and communities.
Savvy business leaders know that having diverse teams is a competitive advantage in today’s fast-evolving, increasingly global environment.
Outsmarting our brains: Overcoming hidden biases to harness diversity’s true potential, a report by EY and RBC, states that even leaders with the best intentions may be unconsciously stifling diversity in their organizations.
Unified by a shared commitment to the power of diversity and inclusion, and a strong sense of purpose in creating opportunity and prosperity, EY and RBC have collaborated to explore the implications of hidden biases in today’s work environment. Guided by the insights of Dr. Mahzarin Banaji, Harvard University professor of social ethics and co-author of Blindspot: Hidden Biases of Good People, EY and RBC share practical, meaningful suggestions that can help overcome the implicit blindspots that limit human potential in our world.
Catalyst Canada partnered with the Diversity Institute of Management & Technology Institute at Ryerson University to launch a multi-year study focused on the experiences and perceptions of visible minority executives / managers / professionals and their colleagues employed in large Canadian organizations. Over 17,000 individuals, who identified as a visible minority or white/Caucasian working in 43 large publically, traded and privately held organizations and professional service firms responded. Five reports were released over a three year period.
The report highlights programs, practices and initiatives in Canadian organizations that support development and career advancement for visible minorities considered by Catalyst to be promising â€œDiversity & Inclusion (D&I)â€ practices for others to follow. Examples include:
Based on focus group results, this report examines how well visible minority employees felt they fit into the work environment, whether and how they perceived being stereotyped by others in the workplace, and how others perceived them as potential leaders.
The findings also highlight how visible minority women may experience the workplace as a â€œdouble outsiderâ€ due to ethnicity/cultural as well as gender stereotypes. The lack of action and dialogue due to concern for â€œpolitical correctnessâ€ is discussed.
The report concludes with specific actions organizations, leaders/managers and employees, both white/Caucasian and visible minorities, can take to create an inclusive work environment.
This report explores an important aspect of career advancement: the development of critical relationships, specifically having a network, a mentor and a champion. These relationships are frequently formed during informal networking opportunities and visible minorities, especially women, often feel excluded from these activities.
The report highlights the findings from the 17,000 respondents on their perceptions and experiences regarding organizational commitment, career satisfaction, career advancement and development, relationships with managers and colleagues, senior management commitment to diversity and recognition of foreign credentials. Findings included:
This report is based on the early findings of 6000 survey participants and focuses on the recognition of foreign educational credentials and career satisfaction among visible minority (VM) respondents. The findings indicated a significant proportion of VM respondents who have been in the Canadian workforce for on average of 12 years, who have educational credentials obtained outside of North America and/or Europe, felt their organizations did not recognize these credentials as being â€œon parâ€ with equivalent Canadian degrees, diplomas and certificates.
This report issued by the Ryerson School of Disability Studies identifies the informal learning strategies employees with disabilities use in order to be successful in a corporate environment. Over 70 RBC employees participated in focus groups and interviews. Some key findings include:
RBC released a major economic study entitled: "The Diversity Advantage: A Case for Canada’s 21st Century Economy” in 2005. The report, which outlines a hard-hitting case for a national productivity agenda, contains 22 recommendations ranging from tax and policy reform to ways the country should capitalize on immigration, gender and age diversity.
Review our blueprint to find out more about our diversity priorities and objectives.
RBC’s diversity and inclusion initiatives are guided by the RBC Diversity Blueprint, which outlines enterprise priorities and objectives. Our progress to date is tracked in the 2020 Diversity Blueprint Report Card.