Engineers Nova Scotia is the licensing and regulatory body for Professional Engineers and Engineers-in-Training practicing in Nova Scotia or on Nova Scotia projects.
Guided by the Engineering Profession Act, we license registrants who are qualified and competent, assisting them to fulfill their obligations to practice engineering in the best interest of the public.
Our vision is a safe and sustainable Nova Scotia protected by accessible, progressive and trusted regulation of the engineering profession.
We are pleased to provide this document, the Equity, Diversity, Inclusivity, and Accessibility Toolkit, as a resource to the engineering community and our other stakeholders. As an Employer Partner with the Canadian Center for Diversity and Inclusion we have worked with CCDI’s consulting arm, CCDI Consulting Inc., to create this EDIA toolkit.
This document, which discusses EDIA terms, issues, and possible actions, will allow the reader to build foundational knowledge. It is by no means exhaustive, but instead creates a common awareness that allows us to have meaningful conversation on EDIA issues, and allows us to view our policies and processes through an EDIA lens. At the end, there are several links that may assist you on your EDIA learning journey.
This journey is an important part of our professional development. Without a doubt, EDIA is important to the engineering profession:
• It promotes equal opportunities and allows the capable and motivated to join our profession.
• It encourages a multitude of perspectives, ideas, and experiences. This diversity of thought enhances problem-solving, innovation, and creativity.
• It creates inclusive communities that are cohesive and resilient. When people feel valued and included, bonds are strengthened, leading to greater stability and unity.
As I stated earlier, this document is neither authoritative or exhaustive. EDIA is organic – ideas evolve, terminology changes, new challenges and opportunity arise. Such developments require flexibility, adaptability, and agility – traits that are core to the engineering mindset.
It is our hope that this toolkit opens the door to better understanding EDIA concepts and terminology, and that it provides some guidance on how to promote EDIA as a person and as a professional.
As always, we are always open to your feedback and comments, all geared to making this document more useful for our registrants and stakeholders. You can contact us at info@engineersnovascotia.ca.
Sincerely,
Pal Mann, P.Eng., CD, FCSSE, ICD.D CEO & RegistrarEngineers Nova Scotia engaged CCDI Consulting Inc. to develop a toolkit that could be made available to Nova Scotia’s engineering community as a framework for organizations to advance and foster equity, diversity, inclusion, and accessibility (EDIA). This toolkit is an outcome of the 2022-27 Strategic Plan and is focused on providing insightful information to help our volunteers and registrants understand the societal expectations related to equity, diversity, inclusivity, and accessibility.
Diversity in engineering means having a mix of the best talent in the profession. There are current initiatives to have a more diverse workforce that includes women, Indigenous peoples, internationally educated professionals, neurodivergent professionals, 2SLGBQT+, and others.
It is critical to have a comprehensive understanding of the issues surrounding diversity and to be better equipped to foster inclusion in the workplace as a first step towards redressing disproportionate representation, particularly in positions of leadership and authority. Deloitte, the brand under which tens of thousands of dedicated professionals in independent firms throughout the world collaborate to provide audit, consulting, financial advisory, risk management, tax, and related services to select clients, suggests businesses with inclusive cultures are significantly more likely to meet or exceed financial targets, be high-performing, innovative, agile, and achieve better business outcomes.1
One way Engineers Nova Scotia is working towards this goal is through the Women in Engineering Committee that was set up in 2014. This committee supports Nova Scotian engineers, engineers-in-training, and engineering students who are women by planning and promoting networking and outreach activities. The number of women who enroll in post-secondary engineering programs and work as professional engineers has been increasing over the years. However, according to the statistics of 20182, there are still many more men than women in the engineering field in Canada. Women make up 18.150% of nationally licensed engineers, and in Nova Scotia, it is 20.9 % Nearly 80% of all of Canada’s engineers are men.
This handbook should be treated as a helpful guide for individuals and organizations on their ongoing journey to creating and maintaining a more equitable, diverse, inclusive, and accessible environment. It can be regarded as a living document that changes and grows to reflect the evolving nature of Equity, Diversity, Inclusion, and Accessibility practices. Terminology, resources, research, and society itself are changing constantly. So too, should our understanding of how we can create a profession where all of its members can meaningfully participate, progress, and enjoy all that engineering has to offer.
The Handbook is divided into the following sections:
Introduction
Foundations and Context of EDIA
What Individuals and Volunteers Can Do
What Organizations Can Do
Glossary of Terms
Resources
EDIA, which stands for Equity, Diversity, Inclusion, and Accessibility, promotes fairness, equality, and access in all areas of society, including workplaces, schools, and communities. The four components of EDIA work together to create an environment that is welcoming, supportive, and inclusive for all individuals, regardless of their background, identity, or abilities. Together, these four components help to create a more just and equitable workplace, where all individuals have the opportunity to thrive and reach their full potential.
Equity is a key concept in creating inclusive societies. It recognizes that not all individuals and groups have equal access to resources, opportunities, and benefits due to systemic barriers and structural inequalities. Equity aims to level the playing field for all, regardless of their background or circumstances by emphasizing fairness and justice. Equity focuses on dismantling systemic barriers such as deeply ingrained practices, policies, and norms that
perpetuate discrimination and hinders equal access to resources and opportunities.
These barriers can be present in various aspects of society, including education, healthcare, employment, housing, and criminal justice. Structural inequalities, on the other hand, are the result of historical and ongoing social, economic, and political disparities that lead to imbalanced power dynamics and unequal outcomes. It is crucial to identify and address these systemic barriers and structural inequalities to promote equity.
Diversity is a multifaceted concept that encompasses the unique qualities, characteristics, and backgrounds that individuals bring to a community or organization. By acknowledging and valuing these differences, we can create more inclusive and equitable environments that foster innovation, creativity, and understanding. Diversity is the acknowledgment and appreciation of the various identities, experiences, and perspectives that individuals
bring to a community or organization, which can lead to greater innovation, creativity, and success.
Key aspects of diversity:
Race and ethnicity: These aspects of diversity refer to the social, cultural, and geographic backgrounds of individuals. Embracing racial and ethnic diversity allows communities and organizations to better understand and appreciate different customs, values, and traditions, which can lead to more informed decision-making and the development of culturally sensitive policies and practices.
Gender: Gender diversity involves recognizing and respecting the range of gender identities and expressions that exist beyond the traditional binary of man and woman. This includes transgender, non-binary, and genderqueer individuals. Promoting gender diversity can help to challenge and dismantle stereotypes and biases, leading to a more equitable and respectful environment.
Sexual orientation: This aspect of diversity acknowledges the variety of romantic and sexual attractions that people experience, such as heterosexual, homosexual, bisexual, pansexual, and asexual orientations. Encouraging acceptance and understanding of diverse sexual orientations can help to create a more inclusive and supportive atmosphere.
Age: Age diversity refers to the different age groups that are represented within a community or organization. This can include children, adolescents, adults, and seniors. Valuing age diversity can lead to intergenerational collaboration, knowledge sharing, and a more well-rounded perspective on issues and solutions.
Religion and belief systems: This aspect of diversity encompasses the range of spiritual and philosophical beliefs that people hold. Fostering religious diversity can help to create a more tolerant and accepting environment, as well as facilitate dialogue and understanding between individuals with differing beliefs.
Ability and disability: Ability diversity refers to the various physical, cognitive, and emotional abilities that individuals possess. This includes recognizing and accommodating the needs of individuals with disabilities, as well as valuing the unique perspectives and experiences that they bring to the table.
Socioeconomic background: This aspect of diversity recognizes the differences in individuals’ financial, educational, and social resources. By valuing socioeconomic diversity, communities, and organizations can work to address systemic inequalities and create opportunities for individuals from all backgrounds to thrive.
Other forms of diversity: In addition to the aspects mentioned above, diversity can also encompass other factors such as language, education, work experience, and family structure. Each of these aspects contributes to the rich tapestry of human experience and can help to create more inclusive and dynamic communities and organizations.
Inclusion refers to the practice of creating an environment where all individuals feel valued, respected, and supported, and where differences are celebrated as strengths. Inclusion is a multifaceted concept that seeks to foster a sense of belonging and acceptance among individuals, regardless of their background, abilities, or characteristics. It is a proactive approach aimed at promoting equality, diversity, and social cohesion in various settings such as the workplace, educational institutions, and communities. Inclusive practices help create environments that embrace and appreciate the unique qualities and perspectives of every individual.
Accessibility is a fundamental aspect of inclusive design and is a crucial component for ensuring equal opportunities for everyone, regardless of their abilities or disabilities. The term “accessibility” encompasses several different areas, including physical accessibility, social accessibility, and technological accessibility.
Physical accessibility refers to the removal of physical barriers in the built environment that prevent people with disabilities from accessing buildings, public spaces, and transportation systems. This includes the provision of ramps, elevators, accessible toilets, and audio-visual signals for people with visual or hearing impairments.
Social accessibility refers to the removal of social barriers that prevent individuals with disabilities from participating in society. This includes working to reduce prejudice and discrimination, providing support and resources for those who need them, and ensuring that all individuals have equal opportunities to participate.
Technological accessibility refers to the design of technology products, services, and systems that are usable by people with disabilities. This includes the provision of alternative methods of input and output, such as speech recognition and braille displays, as well as the design of websites and mobile apps that are compatible with assistive technologies like screen readers.
The use of inclusive design can also benefit the organization in that it often addresses common accommodations. This not only minimizes the need to request those accommodations, but also allows others who may need those supports to benefit.
Equity, Diversity, Inclusion, and Accessibility competencies refer to the awareness, knowledge, skills, and attitudes that individuals or organizations develop to foster a culture that
promotes equity, diversity, inclusion, and accessibility. These competencies are essential in today’s increasingly diverse and interconnected world, as they enable individuals and organizations to create environments where everyone feels valued, respected, and able to contribute fully. Developing EDIA competencies is an ongoing process that involves continuous learning, reflection, and growth.
Key components of EDIA competencies include:
Awareness: Understanding the concepts of equity, diversity, inclusion, and accessibility, as well as the importance of these values in personal and professional contexts.
Knowledge: Familiarity with the historical and social contexts that have shaped current disparities, and understanding of different forms of discrimination, bias, and privilege.
Skills: Ability to identify and address systemic barriers, to create and maintain inclusive environments, and to communicate effectively and respectfully with people from diverse backgrounds.
Attitudes: Commitment to promoting EDIA values, empathy towards individuals from different backgrounds, and willingness to challenge one’s own biases and assumptions.
Taking action through proactive steps to advocate for and implement policies and practices that promote EDIA in personal, professional, and organizational contexts is the way we demonstrate these competencies.
Common barriers to equity-derserving groups, which typically include individuals from diverse backgrounds and underrepresented populations, can vary depending on the group in question. Addressing these barriers is an essential step towards fostering a more diverse and inclusive
environment where designated group and underrepresented group members can thrive and contribute their unique perspectives and talents.
Barriers that designated and underrepresented groups may encounter include:
Unconscious bias: Unconscious biases are subtle, often unintentional beliefs or attitudes that can influence how we perceive and treat others. Unconscious bias is essentially prejudice and the stereotypes that we hold in our unconsciousness. These biases can create barriers for designated groups by impacting hiring, promotions, and workplace interactions.
Lack of diversity: Underrepresented groups may not see themselves adequately represented in leadership positions, decision-making roles, or within the broader organization. This can result in a lack of role models, mentors, and support systems for these individuals.
Accessibility issues: Individuals experiencing disabilities may face physical or digital barriers that prevent them from fully participating in the workplace. This can include inadequate accommodations, inaccessible technology, or unsuitable workspaces.
Systemic barriers: Institutional policies, practices, or structures that perpetuate inequality or exclusion can limit opportunities and resources for designated groups.
Cultural barriers: Differences in cultural norms and values can lead to misunderstandings or create tensions between individuals from diverse backgrounds. These differences can also make it difficult for people to feel a sense of belonging in the workplace.
Microaggressions: Subtle, often unintentional, verbal, or nonverbal slights that communicate hostile or derogatory messages to designated group members can create an unwelcoming environment.
Workplace policies and practices: Organizational policies and practices may not always be inclusive or may inadvertently favor one group over another. For example, a lack of flexible work arrangements can disproportionately impact working parents or caregivers.
Language and communication barriers: People who immigrate to Canada may face challenges working in either of Canada’s official languages in the workplace, or may have different communication styles, and may face challenges in expressing their ideas or understanding others. This can lead to misunderstandings or exclusion from important conversations or decision-making processes.
Tokenism: Individuals from designated groups may face stereotyping, isolation, and marginalization if they are treated as symbolic representatives rather than as individuals with unique skills, experiences, and perspectives.
Resistance to change: A strong historical organizational culture can make it difficult for an organization to adapt to new challenges or embrace change, as employees may be unwilling to let go of established norms and practices.
Organizational culture refers to the shared beliefs, values, norms, and practices that shape the behavior of individuals within a group or organization. It is an intangible yet powerful force that influences the way people interact, make decisions, and approach their work. Organizational culture is often shaped by the organization’s history, leadership style, mission, and goals, industry norms and external factors, as well as the actions and beliefs of individual employees.
Unwritten rules, also known as implicit or informal rules, are the unspoken guidelines that govern behavior within an organization. Unwritten rules can create confusion and misunderstandings if they are not clearly understood by all members of the organization. This can lead to inefficiencies, misaligned expectations, and poor decisionmaking. These unwritten rules are not formally documented but are understood and followed by members of the group. They can include social norms, expectations for communication, power dynamics, and even dress codes. Unwritten rules can have a significant impact on the overall culture of an organization and the way people work together.
Organizational culture and unwritten rules can create several barriers within an organization, which can negatively impact overall performance, communication, and employee engagement. These systemic and cultural barriers must be addressed at the organizational level. Policies, procedures, and practices all contribute to the organizational culture. Biases and inequities must be addressed at an organizational level to impact organizational culture and remove barriers.
By recognizing and addressing these barriers, organizations can take steps to create a more inclusive, adaptable, and effective culture that supports employee engagement, innovation, and long-term success.
Inclusive design is a methodology that focuses on including the needs and perspectives of diverse user groups, particularly those who are often marginalized or excluded, such as people with disabilities, older adults, and people from diverse cultural backgrounds. Inclusive design seeks to address the unique needs of these individuals by incorporating their input and feedback throughout the design process. The goal is to create products, processes, and environments that are not only accessible but also enjoyable and meaningful to the widest possible range of users. Inclusive design may be used in all types of organizations and is not limited to structural design. Since inclusive design can impact our way of doing as much as our physical environment, it also impacts organizational culture.
Inclusive design emphasizes the involvement and input of diverse user groups throughout the design process, while universal design focuses on applying general principles to create inherently accessible solutions. Inclusive design tends to be more adaptable to the changing needs of users and communities, whereas universal design aims for a “one size fits all” approach. As such, inclusive design promotes accessibility for all individuals, regardless of their abilities, age, or background, fostering a more inclusive and diverse work environment, which can lead to greater creativity, innovation, and better overall results. By ensuring that all employees can access and use the workplace comfortably and efficiently, employee well-being and contributions are valued. The goal of inclusive design is to eliminate barriers and promote equal participation and opportunity for all employees.
Inclusive design principles aim to make the workplace more functional and efficient for everyone. This can help to reduce workplace stress and increase overall productivity, as employees can focus on their tasks without unnecessary barriers or distractions. Implementing inclusive design also demonstrates a commitment to social responsibility and equal opportunity. This can enhance your organization’s reputation, making it more attractive to potential employees, customers, and partners.
By designing spaces and systems with inclusive design principles from the outset, employers can avoid costly retrofitting and modifications in the future. Some examples of inclusive design include creating an environment that is physically accessible, such as providing wheelchair ramps and elevators, adjustable desks and chairs, as well as accessible and gender-neutral restrooms. Quiet spaces and collaboration areas in offices allow employees to choose the environment that best suits their working style and caters to those who may need a calm space for concentration or who may be sensitive to noise are also examples of inclusive design.
Inclusive design in the workplace also involves ensuring that communication is accessible, including providing alternative formats of information such as braille, large print, or audio formats, as well. It can also mean providing accommodations and flexibility to meet the needs of individual employees. This may include providing assistive technology, offering flexible work hours, or providing alternative work arrangements such as telecommuting. Use of clear and easy-to-understand language in workplace communication, documents in plain language, avoidance of jargon, and use of visual aids are also helpful. Acknowledging and respecting cultural diversity within the workplace, such as dietary requirements in a communal kitchen or providing prayer rooms for employees promotes inclusivity and a sense of belonging for all employees. Additionally, inclusive design may include providing training and development programs that are accessible and inclusive to all employees to help employees develop their skills and advance their careers.
Overall, the objective of inclusive design in the workplace is to create a work environment where all employees can thrive and contribute their skills and abilities to the organization, which can also lead to increased productivity, creativity, and job satisfaction. The implementation of inclusive design eliminates many barriers and benefits all employees. The principles of inclusive design are aimed at addressing the changing needs of a diverse population. By implementing these principles, you can ensure that your workplace remains relevant and functional for the long term. Embracing inclusive design allows the attraction and retention of a diverse workforce, which has been shown to enhance creativity and innovation.
Inclusive organizations, industries, and societies are among the many groups that must address EDIA not only from the organizational perspective but also from individual perspectives. Every individual has a responsibility to develop their own EDIA competencies and organizations must create environments where individuals challenge their assumptions and know it is safe to make mistakes, address them, and learn from them.
EDIA competencies are essential for fostering a positive and productive environment in various settings, such as the workplace, educational institutions, and communities. To cultivate these values and competencies, it is crucial to develop self-awareness and self-development that can help individuals embrace EDIA principles. Here are some steps you can take to achieve this:
1. Reflect on your own biases, prejudices, and privileges to better understand how they impact your interactions with others.
A. Notice personal contradictions between your intentions and actions to help reduce bias.
B. Ask yourself questions, journalling or discussing your responses with a trusted person:
• What feelings emerge when I consider the possibility that I have biases and have likely acted on them, whether consciously or unconsciously?
• What was my response when I was corrected by someone for something I said about issues of difference (or when I was accused of being prejudiced)? What were my feelings? (If I haven’t experienced such an accusation, how might I feel and react?).
• What issues about social identity (such as race, gender, or sexual orientation) am I most comfortable talking about? Least comfortable? Why are some easier than others?
• How often do I engage in conversations about race and difference that challenge and extend me beyond my comfort zone?
• Notice personal contradictions: those who can detect the contradictions between their intentions and actions are more successful in reducing bias.
2. Recognize your emotions and thought patterns, and how they might influence your bias, behavior, and communication.
A. Reflect on how the different aspects of your socialization have impacted the understanding of your own identity and those of others. Socialization influences include education/school, work, institutions, family, friends, religion/spirituality, and media. For example:
• Has your upbringing impacted how you think about your gender roles?
• Has a critical incident (e.g., childhood illness, death of a parent, September 11, 2001, the COVID Pandemic) influenced how you think about your and others’ religion? Age? Ethnicity? Health?
3. Engage in active listening and practice empathy to better understand the perspectives and experiences of others.
4. Become aware of privilege and how it impacts you. Privilege is a right or exception from liability or duty granted as a special benefit or advantage3. While much of the privilege literature speaks to “white” privilege as a key theme, privilege also comes from other identity dimensions, such as gender, class, ability, educational status, age, and sexual orientation. Privilege is socially wired into us and exists even if we don’t see it, experience it, or collude with it.
A. One way to develop insight into privilege is the “privilege walk” exercise which is illustrated in this video Privilege Walk4. The privilege walk is a symbolic activity that explores the ways that we may enjoy privileges as members of social identity groups.
5. Become aware of groupthink, where you may prioritize conformity and consensus over critical thinking and innovation. This can hinder creativity and problem-solving and enable discriminatory practices.
Once we have started to become aware of our own identities and biases, we can begin to critically assess how our biases show themselves in our interactions with others. We can begin to look at how our intentions are less meaningful than the impact of our words and actions. And we can begin to understand our privilege. Only after we understand our biases can we begin to address them. Seeing others as unique individuals rather than as representatives of a group can reduce bias. Researchers found that subjects who asked strangers from a different racial group simple questions about vegetable preferences helped in bias reduction. Exposure to people different than us also helps curb the impacts of implicit bias.
1. Read books, articles, and research on EDIA topics to broaden your understanding of various cultures, experiences, and perspectives.
A. The Idea Journey5 blog at CCDI is a great place to start.
2. Be proactive in seeking opportunities to engage with diverse individuals and communities to learn from their experiences, perspectives, and relationships. Immerse yourself in environments and activities that expose you to people of different ethnocultural identities to build personal connections and two-way relationships.
A. Employee Resource Groups at work
B. Community events.
C. Joining sports or arts organizations.
D. Connecting with neighbours.
3. Use tools such as Project Implicit6 to detect and learn about your implicit biases.
4. Learn about allyship and build your allyship skills to be able to champion EDIA. Allyship refers to the actions, behaviors, and practices that individuals, especially those with power or privilege take to support, amplify, and advocate with others, especially with individuals who don’t belong to the same social identity groups as themselves.
Consider the following actions to build your allyship skills.
A. Listen to others with different experiences than your own.
B. Be aware of your advantages and disadvantages and how you can use them to make a difference.
C. Check your assumptions to unlearn biases and stereotypes learned through life experiences.
D. Stand beside and walk with others, if others are being left behind or excluded, speak up.
E. Speak up against hurtful comments or insulting actions, rather than wait for others to point it out; silence is complicity in the face of discrimination.
F. Take steps to make the workplace and services inclusive, safe, and welcoming for all.
G. Help others to understand discrimination and exclusion.
H. Use your influence to create a more inclusive and accessible environment by challenging exclusionary practices and promoting EDIA values.
I. Avoid the trap of “knowing what is good for them” and instead encourage their leadership in deciding what is best for them.
J. Realize that being an ally requires ongoing learning and being willing to make mistakes.
5. Build your awareness of disabilities, especially those that are invisible. Invisible diversity refers to the differences among individuals that are not immediately visible or noticeable. Unlike visible diversity, which
encompasses more apparent attributes like race, ethnicity, and physical appearance, invisible diversity is not always apparent at first glance. How you interact with people can impact their invisible disabilities, which may include but are not limited to:
A. Mental health disorders such as mood and anxiety disorders, etc.
B. Autoimmune disorders such as Crohn’s disease, diabetes, migraines, etc.
C. Cognitive impairments such as brain injury etc.
D. Vision and hearing loss.
E. Neurodevelopmental/Sensory Disabilities and Neurodivergence such as Autism spectrum disorder, ADHD, etc.
F. Learning disorders such as dyslexia, dyspraxia, auditory processing disorder, etc.
6. Advocate for EDIA policies and practices in your workplace, educational institution, or community.
7. Attend workshops, seminars, and conferences that promote EDIA values to learn from experts and gain practical skills.
8. Follow EDIA-focused organizations, influencers, and thought leaders on social media to stay informed about ongoing discussions and developments in the field.
9. Remember that developing self-awareness and learning related to EDIA are ongoing processes. Continuously engaging in personal growth and learning will help you become a more effective advocate for equity, diversity, inclusion, and accessibility in various areas of your life.
Leadership sets the tone for an organization’s culture, values, and priorities. When leaders prioritize EDIA and act as allies, they demonstrate that these principles are essential and non-negotiable for the organization. Additionally, Leaders are responsible for allocating resources, including time, money, and personnel to EDIA initiatives. Their commitment can ensure policies that promote EDIA are implemented effectively and consistently across the organization, and that EDIA initiatives receive the necessary support and investment to succeed.
Leadership also sets the tone to ensure that EDIA goal advancement is given attention and not managed from the side of someone’s desk. Asking what is needed to ensure a safe and supportive work environment and not relying on the same few individuals to speak up and educate the organization about EDIA is also a function of leadership. When leaders are committed to EDIA, and act as allies, they hold themselves and others accountable for progress in these areas. This accountability is crucial for driving lasting change and ensuring that EDIA becomes an integral part of the organization. Leaders can also inspire and motivate others by demonstrating their commitment to EDIA principles. By actively committing to these values, they encourage others to do the same and contribute to a more inclusive and equitable work environment.
Improving EDIA in organizations entails adopting a comprehensive approach that addresses policy, culture, and practices. By combining Inclusive design principles with a commitment to inclusivity in all areas, organizations can create environments that cater to the widest range of users, regardless of their abilities or backgrounds. Continuous evaluation of and adaptation to EDIA initiatives, help organizations create more inclusive and diverse environments that foster collaboration, innovation, and success for all. Organizations can examine:
1. Assess the current state and develop a clear EDIA strategy with specific goals, objectives, and action plans, involving diverse stakeholders in the process.
2. Secure leadership commitment and promote a culture of inclusion, encouraging open dialogue, collaboration, and a shared commitment to creating a more accessible and inclusive organization.
3. Rather than have a separate EDIA section in your strategic plan, make EDIA a guiding principle that informs all aspects of the plan.
4. Regularly evaluate and iterate EDIA initiatives based on feedback from stakeholders and maintain transparency in communication and progress updates.
5. Recognize that certain groups face unique challenges and disadvantages and the elimination of this is the first step in promoting equity. This involves being aware of the different forms of discrimination, such as racism, sexism, ableism, and others, and understanding how they manifest in various settings.
6. Identify and address systemic barriers and structural inequalities, which may require targeted interventions and support for disadvantaged groups. Possible activities may involve providing additional resources, such as tutoring, mentorship, or other activities to help these individuals overcome obstacles and achieve their full potential.
7. Actively address and eliminate environments that are hostile, abusive, or non-supportive toward members of designated groups.
8. A rigid organizational culture and unwritten rules can create an unwelcoming environment for individuals from diverse backgrounds. This can lead to a lack of diversity in ideas and perspectives, as well as
potential discrimination and exclusion. Review organizational unwritten rules, clarify the ones that support your organizational culture, and address those that are harmful. Disagreements over the interpretation of unwritten rules or misaligned cultural values can lead to interpersonal conflicts and tension within the organization. When examining unwritten rules, it is important to not just document them, but to also identify if they are beneficial or harmful to the organization’s goals and culture. Ways to identify unwritten rules include:
A. Observe Behaviors and Interactions: Observing how employees interact with one another, how they behave in different situations, and how they approach their work can provide valuable insights into the unwritten rules. Look for patterns in behavior that seem to be widely accepted or expected, even if they aren’t explicitly stated in any official documents or guidelines.
B. Anonymous Surveys: Encouraging employees to share their perceptions of workplace norms through anonymous surveys. This method reduces the fear of potential repercussions and allows for more honest responses.
C. Interviews and Focus Groups: Conducting one-on-one interviews or focus groups with employees at all levels of the organization. Ask open-ended questions about their perceptions of the work environment, any unwritten rules they follow, and any behaviors they have noticed that don’t align with the written rules.
D. Gather Feedback from New Employees: New employees who have recently joined the organization can provide fresh perspectives. Since they are new to the organizational culture, they might notice unwritten rules that longer-term employees take for granted.
E. Examine Conflict and Resolution: How conflicts are handled can also reveal unwritten rules. For example, if conflicts are often resolved informally rather than through official channels, this might suggest an unwritten rule about conflict resolution.
F. Look for “Taboos”: Certain topics or actions may be implicitly avoided or discouraged in the organization, reflecting unwritten rules about what is considered inappropriate or unprofessional.
G. Recognize Reward Patterns: Look at who gets rewarded, promoted, or recognized in the company and why. The behaviors and actions that are rewarded often reflect the unwritten rules of what is truly valued in the organization.
1. Developing or reviewing a policy, process, or standard operating procedure through an EDIA lens is essential.
A. Understand the Policy/Procedure:
Start by thoroughly understanding the policy or procedure in question. What is its purpose? What are its intended outcomes? Who does it affect?
B. Identify Potential Impact
Consider how the policy or procedure may impact different groups within your organization. This includes people of different races, genders, sexual orientations, religions, abilities, ages, etc. Could the policy/procedure result in unfair or unequal outcomes for certain groups?
C. Consult with Diverse Voices:
Solicit feedback from a diverse range of employees. They may provide insights into potential impacts or implications that weren’t initially apparent. Employee surveys, focus groups, or one-on-one interviews can be useful methods for gathering this feedback.
D. Evaluate Accessibility:
Review the policy or procedure to ensure it is accessible to everyone. This includes considering the language used (is it clear, understandable, and free from jargon?), the format of the policy (is it available in formats accessible to individuals with visual or auditory impairments?), and the methods for communicating the policy (are they accessible to all employees?).
E. Consider Representation:
Does the policy or procedure provide equal opportunities for everyone, regardless of their background or identity? Are all groups fairly represented?
F. Check for Bias:
Critically examine the policy or procedure for any unconscious biases. This could include cultural biases, gender biases, or other forms of bias that could lead to unfair outcomes.
G. Align with EDIA Goals:
Ensure that the policy or procedure aligns with your organization’s EDIA goals. If it doesn’t, consider what changes could be made to better align it.
H. Recommend Changes:
Based on the review, recommend changes to the policy or procedure to better promote inclusion, diversity, equity, and accessibility. Be specific in the recommendations and provide a rationale for each.
I. Monitor and Adjust:
After changes are implemented, continue to monitor the policy or procedure and its outcomes. Solicit ongoing feedback and adjust as necessary.
2. When developing and reviewing new or existing policies, processes, and standard operating procedures related to EDIA and Inclusive design, ensure clear and consistent communication throughout the organization.
3. Implement policies that actively work to reduce disparities and support marginalized groups. This is crucial as they help eliminate outdated or inefficient processes, which can also hinder the organization’s overall productivity and growth.
4. Regularly assess the effectiveness of equity-focused policies and practices to ensure their continued success. This may involve gathering data, conducting evaluations, and engaging in ongoing dialogue with affected communities to identify areas for improvement and adapt strategies accordingly.
5. Have strict policies in place that prohibit any form of discrimination or harassment. These policies should be communicated to all employees and enforced rigorously.
1. Incorporate diversity and inclusion training into the onboarding process for all new employees and provide ongoing training for existing employees. This training should cover biases, stereotypes, and ways to foster inclusivity.
2. Adopt an onboarding and integration process for new employees to help them learn and navigate organizational culture and unwritten rules.
3. Ensure you are employing specific efforts to create a safe and inclusive work environment.
4. Create and implement hiring policies that actively seek a diverse range of candidates. This could involve promoting job postings in a variety of forums, utilizing diverse candidate sourcing platforms, and ensuring your interview panels are diverse. Examine job requirements to ensure they are job critical and to ensure they are not outdated.
5. Review hiring and recruitment policies to ensure screening, interview, and selection criteria are free of barriers and tokenism. Tokenism is the practice of making a superficial or symbolic effort to include members of marginalized groups to give the appearance of diversity, inclusivity, or equality.
6. Identify barriers to retention that are related to EDIA.
1. Form employee resource groups or committees that focus specifically on promoting inclusion and diversity within the organization. These teams should include individuals from diverse backgrounds and at different levels within the organization.
2. Encourage employees to share their cultures, traditions, and experiences. This could be through cultural awareness events, diversity days, or other celebrations.
3. Provide leadership and employee education and training on inclusive design, unconscious bias, microaggressions, and the benefits of diversity and inclusion to create a more inclusive culture.
4. Raise awareness about the importance of equity and the existence of systemic barriers and structural inequalities as it is key to fostering change. This can be achieved through public education campaigns, workshops, and discussions that encourage empathy, understanding, and allyship.
5. Provide multiple means of engagement, mentorship, and sponsorship programs, and establish partnerships with external organizations that specialize in diversity and inclusion. When employees do not identify with or feel a sense of belonging within the organizational culture, they may become disengaged and less committed to the organization’s success.
6. Ensure the various means of engagement are not limited to those who speak up or stand out.
7. Cultivate environments that empower and educate, as well as create opportunities for engineering industry professionals, while fostering networks that share knowledge and resources for the advancement of emerging potential.
8. Identify EDIA competencies and build them into developmental programs.
9. Ensure your performance evaluations are fair, transparent, and free from biases. Provide equal opportunities for promotions and professional development for all employees.
1. Foster an environment where employees feel comfortable voicing their concerns and ideas related to diversity and inclusion, and one that has an effective conflict resolution system.
2. Regularly survey employees to gather feedback and make necessary changes. Survey topics should include those related to EDIA, employee engagement, and unwritten rules.
3. Engage diverse stakeholders in decision-making processes and form Employee Resource Groups (ERGs) to provide support, networking opportunities, and valuable input for organizational decision-making.
4. Adopt inclusive language and revise recruitment and promotion practices to reduce bias and ensure equal opportunity for all candidates.
5. Promote leadership and decision-making inclusion and representation from all groups that will help with defining and implementing equitable outcomes. This can be achieved through initiatives like mentorship programs, leadership development, and targeted recruitment.
1. Conduct an accessibility audit. This is the starting point for identifying accessible digital and physical assets. It is done to evaluate the level of accessibility of your website, physical site, and work processes, and to provide recommendations to remove barriers that can impede inclusion.7
2. Ensure an accessible work environment, including physical accommodations, flexible work arrangements, required processes, and accessible technology.
3. Become fluent in inclusive design; view policies, procedures, workspaces, documents, client spaces, conversations, policies, procedures, and decisions through the lens of Inclusive design and EDIA.
4. Establish formal ways to receive feedback and solicit advice from those with EDIA expertise and lived experience. This could be through advisory councils, employee resource groups, or other representative bodies. Ensure an environment where individuals can share honestly and safely. Guidance from an EDIA professional is strongly recommended for organizations newly embarking on this work and at the initial stages of establishing trust between internal and external stakeholders of the engineering community. Meaningful recognition/compensation should be provided to those sharing their expertise.
5. Implement accessible technology and design flexible spaces, ensuring physical and digital platforms are compliant with guidelines such as the Web Content Accessibility Guidelines8 (WCAG).
6. Being knowledgeable and respectful of cultural practices and creating physical, social, and mental spaces that are welcoming, accessible, and inclusive are key aspects of EDIA. It is important to solicit advice and feedback to accommodate various cultural
practices and accessibility needs. However, anticipating and providing for these needs up front are examples of inclusive practices. While it would be impossible and impractical to include a complete list, here are some considerations:
A. Meaningful land acknowledgments that reflect understanding and respect, not simply ticking a box. May include recitations at gatherings, signage at venues, signature on email, a header on written materials such as promotional material and meeting ` agendas, and business cards.
B. Become aware of diverse cultural events and times of observance that vary from traditional Christianbased holidays. Incorporate a multicultural calendar into scheduling considerations to ensure meetings or events do not fall on culturally relevant days when individuals may be off.
C. Become aware of the physical effects of fasting on employees’ energy and focus; adjust work assignments accordingly if possible.
1. Where possible, various qualitative and quantitative metrics may be used to evaluate the effectiveness of EDIA implementation such as:
A. Retention and promotion rate measurements allow the organization to examine the retention and promotion rates of different demographic rates in the organization and help to identify potential barriers.
B. Employee engagement or satisfaction surveys that include questions about the employee’s experience with EDIA principles can help gauge the success of implementation.
C. Training and development measurements to determine the number of EDIA sessions, the number of employees attending, and feedback provided can help measure organizational commitment.
D. Analysis of demographics of applicants, interviewees, and new hires to ensure a diverse pool of candidates and fair hiring practices can occur.
E. Monitoring the number and nature of complaints related to discrimination, harassment, and other EDIA-related issues is another metric that can be used.
2. Diversity Metrics such as:
A. Diversity Meter which helps identify gaps, monitor progress, improve employee engagement, and provide many other benefits can be used.
B. Maturity Meter which helps assess the effectiveness of your EDIA initiatives, identify areas of improvement, enhance your organization’s reputation, and provide many other benefits can also be used.
C. Intercultural Development Inventory (IDI) measures individual journeys to building cultural competence and the development of knowledge and skills to effectively navigate cultural differences, and help set individual goals for development.
3. Regular accessibility audits allow organizations to evaluate how accessible their physical and digital spaces are.
4. Using a variety of measurements, benchmarking, and then tracking progress allows an organization to not only show commitment to EDIA but to also show progress and to provide insight into gaps for further development.
Ableism – Ableism is discrimination in favor of able-bodied people.
Accessibility – Accessibility is the design of products, services, and environments to be usable by people with disabilities. This involves removing physical, social, and attitudinal barriers to enable equal participation and full inclusion.
Accommodations – An accommodation refers to a modification, adaptation, or support provided to an individual to mitigate the impact of barriers and ensure equal participation and access to opportunities, resources, and services. Accommodations are often provided to individuals with disabilities, but they can also be extended to individuals facing other types of barriers based on their unique needs and circumstances.
Allyship – The act of standing in solidarity with marginalized groups and using one’s privilege to support and advocate for their rights is allyship. Allyship involves actively listening, learning, and taking action to challenge systemic oppression and promote inclusivity.
Barriers – A barrier refers to any obstacle, limitation, or hindrance that prevents individuals from fully participating, contributing, and thriving in an environment or organization. These barriers can be based on factors such as race, ethnicity, gender, sexual orientation, age, religion, disability, socioeconomic status, digital environment, and other characteristics.
Bias – Bias is a prejudice in favor of or against one thing, person, or group compared with another, usually in a way considered to be unfair.
Championship – Championship in this document refers to the act of championing diversity and inclusion within an organization and the people who continually monitor and move the needle forward to help diversity and inclusion efforts stay strong and relevant. The term Allyship is used more frequently in this document as it is the more common term used when discussing diversity and inclusion.
Circles of Power – Circles of power represent the different dimensions of diversity and inclusion. The infographic may be found at the CCDI Consulting Inc. website.
Cultural Competency – Cultural Competency is the ability to understand, respect, and effectively interact with people from different cultures. This requires knowledge of cultural norms, beliefs, and values, as well as the ability to adapt one’s communication and behavior to be inclusive and respectful.
Designated Groups – is a term used in legislation like the Employment Equity Act in Canada. Designated groups include women, Indigenous peoples, peoples experiencing disabilities, and members of visible minorities.
Disability – A disability refers to a physical, mental, cognitive, or sensory impairment that significantly impacts an individual’s ability to perform one or more major life activities. Disabilities can be permanent or temporary, visible or invisible, and may be present from birth or acquired later in life.
Diversity – The range of differences among people, including but not limited to race, ethnicity, gender identity, sexual orientation, age, ability, religion, socioeconomic status, and culture. Embracing diversity means recognizing and valuing these differences as assets.
Employee Resource Groups – Employee Resource Groups (ERGs) are workplace groups formed with the intention of providing support to members, enhancing career development, and contributing to personal development in the work environment. Employee Resource Groups provide a number of benefits to an organization including enhanced employee engagement, retention, and leadership development. Some examples of ERGs include Women’s Networks, Young Professionals Networks, Indigenous Employee Networks, Visible Minority Networks, 2SLGBQT+ Networks, Disability Networks, and others.
Equity – The principle of fairness and justice that aims to eliminate systemic barriers and create equal opportunities for all. This requires acknowledging and addressing historical and current inequalities and providing targeted support to those who have been historically marginalized.
Groupthink – Groupthink refers to a psychological phenomenon in which the desire for consensus, conformity, or harmony within a group leads to poor decision-making, the stifling of dissenting opinions, and the suppression of diverse perspectives. Groupthink can hinder the benefits of diversity and inclusion by discouraging individuals from expressing their unique viewpoints or challenging the status quo, which can ultimately limit innovation, creativity, and overall effectiveness.
Inclusion - The practice of ensuring that everyone feels valued and included, regardless of their differences. This involves creating a culture of belonging where everyone can participate, contribute, and thrive.
Inclusive Language - Language that avoids stereotypes, assumptions, and exclusions, and respects the diversity of individuals and communities. This includes using gender-neutral language, avoiding ableist language, and using respectful and inclusive terminology for different cultural groups.
Inclusive Design - Inclusive design is a design methodology that focuses on including the needs and perspectives of diverse user groups, particularly those who are often marginalized or excluded, such as people with disabilities, older adults, and people from diverse cultural backgrounds. Inclusive design seeks to address the unique needs of these individuals by incorporating their input and feedback throughout the design process. The goal is to create products and environments that are not only accessible but also enjoyable and meaningful to the widest possible range of users.
Intersectionality - The concept that different aspects of identity (such as race, gender, and sexuality) intersect and interact in complex ways, creating unique expe -
riences of oppression and privilege. This framework recognizes that individuals have multiple identities that cannot be fully understood or addressed in isolation.
Microaggressions - Subtle, often unintentional acts of discrimination that reinforce stereotypes and perpetuate inequality. These can include comments, gestures, or behaviors that convey a negative or stereotypical message about a particular group.
Neurodivergent – Neurodivergent is a term used to describe individuals whose neurological development and functioning differ from what is considered typical or neurotypical. Neurodivergence encompasses a wide range of cognitive, developmental, and mental health conditions, such as autism spectrum disorder, and attention deficit hyperactivity disorder (ADHD), and can include learning disabilities. These conditions are not necessarily deficits or disorders but represent a natural variation in human neurocognitive functioning.
Organizational Culture - Organizational Culture refers to a collective set of beliefs, assumptions, values, norms, artifacts, symbols, behaviors, and language styles that are commonly held by all individuals within an organization. It suggests that culture is a learned set of knowledge that helps establish an organization’s identity and fosters a sense of shared identity among its members. This perspective implies that there is clear understanding and agreement on the culture throughout the organization, leaving little room for ambiguity.
Prejudice – Prejudice is a preconceived opinion that is not based on reason or actual experience. The results of prejudice can include discrimination and stereotyping.
Privilege - The advantages and benefits that come with being a member of a dominant social group. Privilege can be based on factors such as race, gender, sexuality, and socioeconomic status, and can often be invisible to those who hold it.
Racialize - In Canada, the term “racialized minority” usually refers to non-white people. The word “racialized”
stresses the fact that race is neither biological nor objective but is a concept that is societal in origin. Categorizations other than “racialized” include “people of colour” or BIPOC (Black, Indigenous, People of Colour).
Representation – Representation in the workforce refers to having employees of different races, religions, ages, ethnicities, genders and more. This applies to employees in leadership, executive and front-line roles.
Structural Inequalities – Structural Inequalities is another way of phrasing systemic barriers.
Systemic Barriers – Systemic Barriers refer to obstacles or hurdles embedded within systems or institutions that prevent certain groups of people from accessing opportunities or resources equally. These barriers are often unintentional and can be difficult to identify because they are deeply ingrained in societal norms, policies, and practices. Systemic barriers can lead to inequalities and inequities that are difficult to overcome without systemic changes or interventions. Identifying and addressing these barriers is a key part of promoting social justice and equality.
Tokenism – Tokenism refers to the superficial or symbolic inclusion of individuals from underrepresented or marginalized groups in an organization, team, or project, without genuinely addressing the underlying systemic issues that perpetuate inequality and exclusion. Tokenism can give the appearance of diversity and inclusivity, while in reality, the experiences, perspectives, and contributions of these individuals may not be fully valued or integrated.
Unconscious or Implicit Bias - Unconscious attitudes or beliefs that affect our perceptions and actions, often without our awareness. Often these biases are manifestations of our own unconscious prejudice and stereotypes. These biases can lead to discriminatory behavior and perpetuate systemic inequalities.
Underrepresented Groups – Underrepresented groups refers to groups whose representation in a specif-
ic area is disproportionately lower than their representation in the general public. This term is often used in combination with the term designated groups, as designated groups refers to specific groups as identified in legislation, such as the Employment Equity Act in Canada/
Unwritten Rules – Unwritten rules, also known as implicit or informal rules, are the unspoken guidelines that govern behavior within an organization. Unwritten rules can create confusion and misunderstandings if they are not clearly understood by all members of the organization.
Truth and Reconciliation
National Center for Truth and Reconciliation
• REconciliACTION Plans
Reconciliation Canada
• Home page (Tab for Resources)
Nova Scotia Links
Government of Nova Scotia
• Nova Scotia Accessibility Act
• Employment Equity Policy Guidelines
• How to support trans and gender variant government employees
• Accommodating employee leave for religious observance: guidelines
Nova Scotia Works
• Manage a Diverse Workplace
Immigrant Services Association of Nova Scotia (ISANS)
• Equity, Diversity, and Inclusion Resource Page
Doctors Nova Scotia
• Equity, Diversity, and Inclusion Toolkit
Engineering Links
Engineers Canada
• About Diversity in Engineering
• Managing Transitions (formerly “Managing Transitions: Before, During and After Leave: A Planning Resource Guide for Employees and Employers.”)
Engineers and Geoscientists British Columbia
• Equity, Diversity, and Inclusion Actions
• Webinar: Professional Practice Guidelines: Equity, Diversity, and Inclusion
• Guide to Inclusive Practices
Association of Professional Engineers and Geoscientists of Alberta
• Equity, Diversity and Inclusion Training and Resources Page
Additional Resources
• Ableism: Language and Microaggressions
• Addressing fear and resistance
• CCDI Consulting Inc.- Infographics
• CCDI Consulting Inc – Learning Solutions.
• CCDI Consulting Inc. Website
• Diversity & inclusion councils
• Employee Resource Groups (ERGs)
• Exploring My Power and Privilege
• First Peoples Cultural Council
• Getting Started - Diversity and Identity
• List of Self-Regulation Strategies
• Locking in your leadership: Toolkit for developing a diversity and inclusion strategy
• Locking in your leadership: Toolkit for developing the ironclad business case for D&I
• Navigating race in Canadian workplaces: A toolkit for diversity and inclusion practitioners.
• Navigating the Conflict Zone and Becoming an Ally
• Prejudice, Bias, and Discrimination: How to Stop the Cycle
• Room for Her (Mental Health Support for Women)
• Sustaining the Black Lives Matter movement in the workplace
• Truth & Reconciliation – 94 Calls to Action
• W3C Accessibility Initiative
• Wellness Together Canada