An exit interview is typically conducted with an individual who is leaving an organization.
The purpose of this exit interview is to get feedback from employees in order to improve aspects of the organization, better retain current employees, and reduce turnover. During this interview employees will be asked why they are leaving, what specifically influenced their decision to leave, whether or not they are going to another company and what that company they are going to offers that their current company does not.
Businesses can use this information to better align their HR strategy with what employees look for in an organization and enact programs and practices that will influence top talent to stay at the organization.
The HBR April 7, 2016 article, Making Exit Interviews Count listed 6 goals that organizations should consider when doing an exit interview:
1. Uncover issues relating to HR.
2. Understand employees’ perceptions of the work itself.
3. Gain insight into managers’ leadership styles and effectiveness.
4. Learn about HR benchmarks (salary, benefits) at competing organizations.
5. Foster innovation by soliciting ideas for improving the organization.
6. Create lifelong advocates for the organization.
Many organizations post jobs with “equal opportunity” and demonstrate that their recruitment is “fair” and “equitable”, however, this is not really the case. Most organizations are trying to pass the government standards in hiring a “diverse” workplace.
Also, the March 29, 2016 HBR article, The Unintended Consequences of Diversity Statements, looks at pro-diversity statements that encourage applicants to reveal racial cues to an organization may effectively expose minorities to greater discrimination. Unless the biased evaluation of racial minorities in this critical step for entry into the labor market is addressed, pro-diversity statements may have the exact opposite of their intended effect.
There is no way of escaping technology. It has become an important part of societies lives. We all use a computer, smartphone, ATM machines etc. It’s everywhere and in so many forms. It can be said there many “diverse” forms of technology. However, according to the HBR article, What It Will Take to Make the Tech Industry More Diverse, the industry is lacking in gender and ethnic diversity.
The article looks at reasons why there is a poor representation of diverse groups within the industry such as lack of access to computers and career growth for new immigrants.
The article does provide some helpful tools in breaking the diversity gap.
I would define diversity as being open to differences, either in thoughts and experiences. I would hope that in an time of interracial relationships and multiculturalism, diversity can be more accepted. However, in my experience, diversity only exist in term of skin colour to meet government “diversity quota” and not really about having a difference of opinion.
Many people are afraid of the unfamiliarity. People’s biases about diverse groups, both conscious and unconscious, can undermine the very benefits of diversity.
This can be demonstrated from the February 22, 2016 HBR article, “The Biases That Punish Racially Diverse Teams” The article illustrates how diversity is really not used to its full potential at organizations and offers possible solutions.
The WordPress.com stats helper monkeys prepared a 2015 annual report for this blog.
Here’s an excerpt:
A San Francisco cable car holds 60 people. This blog was viewed about 1,400 times in 2015. If it were a cable car, it would take about 23 trips to carry that many people.
Click here to see the complete report.
The Accessibility for Ontarians with Disabilities Act (AODA) is provincial legislation that was passed in 2005 with the goal of removing barriers for people with disabilities by 2025. This legislation is being phased with different Standards at specific deadlines for implementation
By January 1, 2010, designated public sector organizations had to meet the requirements of the customer service standard . All remaining organizations that provide goods or services either directly to the public, to other organizations or third parties in Ontario and that have one or more employees in Ontario must follow suit by January 1, 2012.
By January 1, 2012 employers must provide individualized workplace emergency response information to disabled employees if: (i) the employer is aware of the need for accommodation; and (ii) it is required based on the employee’s disability.
Another set of requirements were due by January 1, 2014—this time under the Integrated Accessibility Standards Regulation (Ontario Regulation 191/11), which includes standards relating to employment, information and communications, transportation and the design of public spaces.
A number of additional requirements took into effect on January 1, 2015, it included:
- All employees and others providing services on behalf of a large organization must receive training on the Human Rights Code as it pertains to persons with disabilities and the Integrated Standards.
- Large organizations must ensure that their feedback processes can be administered in accessible formats and with communication supports upon request.
- Small organizations must have developed and implemented accessibility policies describing how the organization will achieve accessibility and compliance with the Integrated Standards. These policies do not have to be in writing, but how are you going to communicate these policies to the public or employees if they are not in writing? Something to think about!
- Small organizations must consider accessibility issues when designing, procuring or acquiring self-service kiosks.
- Large and small producers (publishers) and educational libraries must make conversion-ready educational textbooks (with some exceptions).
Effective January 1, 2016 the act will be including additional requirements. Employers must:
- Provide external and internal notification of the accommodation of persons with disabilities during the recruitment process and subsequent employment, and consult with job applicants who request accommodation to provide effective accommodation measures.
- Inform employees of the organization’s policies in support of persons with disabilities.
- Develop and implement a process for the creation of individual accommodation plans and a documented return to work process for employees that have been absent from work due to a disability
- Ensure that the organization takes into account the accessibility needs of employees with disabilities when implementing performance management, career development, advancement or redeployment processes.
For the full AODA, click here