Many employers invest significant time and resources in bringing more diversity into their organizations. But once individuals from under-represented groups have been hired, efforts often diminish.
However, data consistently shows that women, Indigenous peoples, visible minorities, newcomers and persons with disabilities are often clustered in entry level positions, and that their representation decreases significantly as they move up the ladder.
This indicates that the playing field for various groups is uneven, and that barriers to advancement still exist.17
For example, in Ontario, a survey with over 1,500 female engineers listed the following as the top challenges they face:18
- Weak professional network.
- Inadequate on-the-job training or professional development opportunities.
- Underutilized engineering skills.
- Work culture and job demands that compete with family and/or community responsibilities.
- Fewer opportunities for field work than male colleagues.
- Feeling disrespected and undervalued by managers and/or co-workers.
The burden should not be placed on members of under-represented groups to fit the organizational mould; rather organizations should do what is needed to support and develop new hires from all talent groups so they can develop and advance.19
Are your onboarding and development practices optimized for unlocking the potential of all members of your workforce?