Canadian HR Reporter

www.hrreporter.com 31 Janet Stewart is founder and principal at Stablehouse Solutions in Vancouver. She can be reached at janet@ stablehousesolutions.ca. University of Virginia and the University of Washington. This bias is why we default to making decisions that are not always based on well-thought-out processes, it's why we include or exclude people, and it's why some individuals are more likely to be promoted or listened to than others. Recognizing when bias appears can support the paradigm shift needed within workplaces. If people become aware of their own bias, they are more able to identify its potential impact on decision-making and take steps to counteract that impact. Being aware of how they may have been triggered by a particular element of a person's appear- ance, demeanour or other personal characteristics allows them to step back and ask if that bias has influenced their perceptions and actions. Only then can they consciously activate strategies to counteract their judgments and be more thoughtful and reflective. This necessary perspective will support diversity and inclusion efforts. Shifting the power balance Finally, and most importantly, the conversation around diversity and inclu- sion raises important considerations for the way leaders understand and identify with their power. In her 2016 book Power: A User's Guide, executive coach and leadership consultant Julie Diamond argues that leaders must become more self-aware of how they use their power, how they feel about that power and how their power impacts others. This self-awareness is the first step to using power effectively — not to control, but to bring in diverse perspectives and create a culture of inclusion. Leaders must be authentic in their efforts to include people in conversations whose perspectives might not align with their own. It can be difficult to do this, as many leaders may feel threatened or challenged, and many employees may feel anxious about presenting ideas that differ from those of their leaders. While these conversations may be challenging, they are necessary. Increasing awareness of how our own power is at play in interactions with others is an important part of being able to impact change. We want to ensure that we use our power to make a seat at the table for others. Using the power If leaders are serious about making their workplaces safe and respectful environ- ments where employees have a strong sense of belonging and engagement, they need to ask bold questions. They need to reflect on how they identify themselves and others in the workplace, recognize the role that unconscious bias plays in their decision-making, and make efforts to counteract those biases. Finally, they need to use their power in positive, constructive and inclusive ways. B y p r i o r i t i z i n g s e l f - r e f l e c t i o n , welcoming potentially challenging conversations and supporting other organizational efforts, leaders can foster and celebrate the growth of diverse and inclusive workplaces. And as the research literature in this area confirms — such as the 2018 McKinsey & Company report Delivering Through Diversity, which emphasizes the correlation between diversity in the leadership of large companies and financial outperform- ance — employers that prioritize a diversity of thought, perspectives and ideas are more likely to achieve organ- izational goals, both creatively and collaboratively. This work is not easy, and it definitely takes time. Sustained effort, honest conversations and organizational commitment are required. But there's no doubt the outcomes are worth it. CHRR ✔ AccurAcy To help provide accurate pay, you should ensure: Payroll staff are ready and trained and systems have been implemented and tested ✔ Timeliness To make sure pay is delivered on time, ensure: Schedules are realistic and have been communicated to the appropriate stakeholders ✔ TrAnspArency When endeavoring to provide the utmost transparency regarding pay, benefits and deductions, be sure that: Employees have easy access to pay statements ✔ securiTy To make certain that payroll is securely handled, confirm that: Sensitive information is protected by processes and systems ✔ compliAnce In prioritizing payroll compliance with all applicable legal requirements, legislation and regulations, strive to ensure that: Payroll team stays current with ongoing legislative updates and changes ✔ Disclosure To maintain full disclosure with employees, be sure that: Processes are in place to disclose payroll errors right away ✔ professionAlism To build confidence and trust among employees thorough payroll, ensure: Payroll is handled with the respect it deserves,in a professional manner Eighty-seven percent of Canadian workers say that when payroll is mismanaged, they lose trust in their employer or feel less valued by them. Use the Canadian Payroll Association's payroll best practices as a guidepost for delivering an exceptional payroll experience: Download the full list of best practices at www.payroll.ca/essentialpayroll ✔

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