SEPTEMBER 2018 Tech for All

Breaking Barriers in Toronto’s Innovation Community Located in the heart of Canada’s largest and the world’s most diverse city, MaRS is uniquely placed to lead a new type of innovation—innovation that harnesses the diversity of all its workers. MaRS helps innovators change the world. Based in downtown Toronto, MaRS is North America’s largest urban innovation hub and supports more than 1,200 fast-growing Canadian ventures. These companies work in four high- impact sectors—cleantech, enterprise software, fintech and health—creating technologies that can meaningfully improve lives. MaRS Discovery District 101 College Street Toronto, Ontario, Canada M5G 1L7 T: 416 673 8100 F: 416 673 8181

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 1 Table of Contents

PAGE 3 PAGE 10 PAGE 44 Foreword How Diverse is Toronto’s Toronto’s Tech Sector Tech Sector Must Work Together to PAGE 4 Move the Needle on DIBs Executive Summary PAGE 13 How Employees See the PAGE 45 PAGE 5 Employers must reflect, learn Toronto’s Success Depends Toronto Tech Sector and take action to improve DIBs on Creating Tech for All PAGE 15 PAGE 46 Positionality influences how employees Employees must be engaged as PAGE 5 experience diversity, inclusion and partners in reflection, learning The tech sector is vital belonging in the workplace and action to Toronto’s future PAGE 27 PAGE 46 PAGE 6 How organizations set their DIBs The Toronto tech sector must build There are clear reasons to priorities affects how employees a coalition of partners to achieve implement diversity, inclusion view DIBs momentum on DIBs and belonging in organizations PAGE 31 Without organizational leadership, PAGE 47 PAGE 7 employees’ confusion and discomfort The Tech for All Agreement The Key Terms and Concepts with DIBs prevent action for Understanding Diversity, PAGE 48 Inclusion and Belonging PAGE 34 Appendix A: Research The Employer Perspective: PAGE 7 Methodology Diversity, inclusion and belonging Initiatives, Challenges allow individuals to bring their full and Hopes PAGE 50 selves to work Appendix B: Interviewees PAGE 34 PAGE 8 Employers understand DIBs, and Experts Consulted DIBs requires an understanding including its benefits of power, intersectionality, PAGE 51 PAGE 35 positionality and allyship Many tech employers have started Acknowledgements to implement initiatives for diversity and inclusion

PAGE 39 Employers report some challenges in implementing DIBs initiatives

PAGE 43 Employers are ready to move forward

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 2 Foreword Canada’s tech sector has seen tremendous growth over the last few years, particularly in Toronto. The depth of our talent pool is one of the main reasons global companies and venture capital firms are coming here in ever growing numbers. Our workforce is not only highly skilled, it’s also highly diverse, given that more than half of Toronto’s population was born overseas. I firmly believe that this diversity is our superpower. Our commitment to multiculturalism means that Canadians are wired differently, which gives us an edge in a world that is being rewired at a rapid pace. However, just hiring diverse talent is not enough. For our tech sector to thrive, we have to ensure that our companies help talented workers from all backgrounds reach their full potential. We need to build a culture of truly inclusive innovation. For this report, MaRS surveyed some 400 members of Toronto’s tech community. One of the key findings: While tech companies have diversity policies and programs in place that are making a difference, especially when it comes to hiring staff, they need to do more to ensure that their employees’ diverse perspectives are recognized and valued in the workplace, that they have impactful work to do and that they feel they are making a valuable contribution. This report lays out a path to do exactly that. I am confident that the solutions proposed will ensure that our increasingly diverse workforce is fully engaged and helping Toronto’s tech sector grow even stronger. We see this report as the beginning of a process, not the end. In the coming months, MaRS will bring together the tech community to better understand the ongoing issues and build tangible solutions. In doing so, we will build a more vibrant and more competitive tech sector, with opportunities for all.

Yung Wu CEO, MaRS Discovery District

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 3 Executive Summary Toronto’s tech sector is primed to shine in today’s innovation economy. But in order for it to tap into the talent it will need to succeed and drive global performance, employers must look at how its diversity, inclusion and belonging initiatives are feeding into their overall strategy. This report presents MaRS research results on the state of diversity, inclusion and belonging (DIBs) in Toronto’s tech sector. The report aims to shed light on the challenges companies face in attracting, hiring and retaining diverse talent, and to provide data on how workers feel about the state of DIBs in their workplaces. MaRS undertook a comprehensive research study that included conducting focus groups with 110 Toronto tech-sector employers and 28 tech-sector employees, interviews with 16 DIBs experts and a survey with 456 Toronto tech-sector employees. The survey found that tech-sector employees vary widely in their feelings about the organizations where they work. Unfortunately, many women, Black people, young people and non-leaders in our organizations reported lower levels of DIBs in their workplaces. In addition to these groups, many people from the LGBTQ+ community, people with disabilities and Indigenous workers who participated in our focus groups and interviews reported facing troubling barriers that prevent them from feeling fully included and that they belong in their workplaces. Overall, employees are struggling to understand some DIBs topics and are looking to their employers to help them prioritize DIBs in their workplace. The good news is that employers want to change this reality: they want to engage in DIBs initiatives and many are already engaged in this work. However, many others reported that they didn’t know how or where to start. A lack of knowledge, fear of doing the “wrong” thing, the speed of growth in the tech sector and employee backlash all prove to be barriers for employers. This is a problem. Organizations in the tech sector need to come together to support each other; we need to work together to take on the innovation challenges that will propel our region forward. The organizations who have started this journey with MaRS have signed on to the Tech for All Agreement, indicating their desire to form a Toronto region tech-sector Inclusion Council. We encourage and welcome other members of the tech community to sign on to this Agreement and join us to truly make Tech for All.

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 4 Toronto’s Success Depends on Creating Tech for All

Diversity, inclusion and belonging are the world. New technologies are driving But despite this, the 2018 Talent Fuels essential elements for all companies employment and economic growth, Tech report found that attracting and in Toronto’s tech sector. As the sector making the tech sector vital to the retaining the best talent remains a key continues to grow and attract the Greater Toronto Area (GTA). In 2017, chokepoint to success and scalability attention of the world, DIBs activities the Toronto region added 28,900 tech for Toronto’s tech firms.2 In order to are critical to its success and more jobs—14% more than in 2016—and fuel these organizations with the people important than ever. the city surpassed the San Francisco needed to build a tech sector that is Bay Area, Seattle and Washington at the forefront of innovation and the The tech sector is vital combined in job creation in the envy of the world, employers must think 1 to Toronto’s future tech industry. tactically about how they are using The GTA as a region has a reputation diversity, inclusion and belonging to Toronto is leading the technology that embraces the diversity of its people. build the workforce needed to meet and innovation movement around the challenges to come.

“Toronto doesn’t have to be Silicon Valley—in a good way. We have a unique opportunity, while Toronto is building up its tech ecosystem, to use a different model. We can create an alternative, more inclusive model for how we organize

and do business. Let’s just be the Canadian model.” 1. CBRE. (2018, July). Scoring Tech Talent in North America 2018. Retrieved from CBRE: https://www.cbre.com/research- —Sarah Kaplan, director of the Institute for Gender and the and-reports/Scoring-Tech-Talent-in-North-America-2018 Economy and professor at the Rotman School of Management 2. Olawoye, L., Pogue, M., Sück, D., & Uppal, G. (2018, January). Talent Fuels Tech. Retrieved from MaRS Discovery District: https://talentdevelopment.marsdd.com/resource/talent- fuels-tech/

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 5 There are clear reasons The talent argument. Customers and Toronto can build a tech sector to implement diversity, clients want to be represented in the where everyone belongs. One where organizations that serve them. Further, we welcome differences and help all inclusion and belonging talent who see themselves represented people to feel welcome, encouraged in organizations in their workplace are more likely to and included, and where companies The business case for investing in DIBs remain at that company and feel loyal commit to action on DIBs work so 5 initiatives within organizations has been to their team. Tapping into a diverse they can be the most productive and proven time and again. talent pool increases the number of innovative organizations in the world. qualified candidates for a role, which The productivity argument. Diverse may also lead to more efficient hiring teams perform better. The multiple processes. The MaRS survey of tech perspectives housed in a diverse team employees indicated that those who promotes more creative, innovative did not feel that their organization and productive team members who was diverse, promoted inclusion or contribute to improved decision- fostered belonging were more likely making and financial success.3 to disagree when asked if they would The market argument. Companies still be working at their organization 3. Hunt, V., Layton, D., & Prince, S. (2015, January). Why and their employees must reflect in two years’ time.6 diversity matters. Retrieved from: https://www.mckinsey.com/ the customer base they serve. business-functions/organization/our-insights/why-diversity- These are only some of the benefits matters; Hewlett, S.A., Marshall, M., & Sherbin, L. (2013, Organizations that prioritize DIBs are December). How Diversity Can Drive Innovation. Retrieved of engaging in DIBs. MaRS strongly from: https://hbr.org/2013/12/how-diversity-can-drive- more likely to reflect the diversity of believes that companies can no longer innovation; Bourke, J. (2016). Which Two Heads Are Better their customers in their employees Than One?: How diverse teams create breakthrough ideas talk only about diversity work—they and make smarter decisions. Australian Institute of Company and leadership team, enabling them Directors. 4. Levychin, R. (2013, December 4). 3 Diversity must take meaningful action on all to better understand the needs of a Strategies To Help Companies Thrive. Retrieved from Forbes: three DIBs pillars: diversity, inclusion https://www.forbes.com/sites/entrepreneursorganizati diverse client base. Further, having on/2013/12/04/3-diversity-strategies-to-help-companies- and belonging. thrive/#3a668fe762ce. 5. CEB. (2012). Creating Competitive a diverse organization will help with Advantage through Workforce Diversity: Seven Imperatives 4 and Inventive Ideas for Companies That Want to Get It Right. global expansion opportunities. Retrieved from CEB: https://www.cebglobal.com/human- resources/diversity-inclusion/diversity-and-inclusion/diversity- white-paper.html 6. Disagreement to diversity, inclusion and belonging was defined as the share of those whose overall diversity scores were below 3 (or neutral). Those who disagreed that their organization was diverse, inclusive and fostered belonging overall were 4.4, 3.7 and 7.5 times more likely to disagree they would work at the organization in two years’ time, respectively.

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 6 The Key Terms and Concepts for Understanding Diversity, Inclusion and Belonging

Though leaders have been talking about and definitions can also help to inform the importance of diversity and inclusion and structure the DIBs work that (often referred to as D&I) in their organizations must do. organizations for decades, less has been said about belonging in the workplace. Diversity, inclusion and The term “DIBs” was first coined by Pat belonging allow individuals Wadors in 2016. Then the senior vice- president of global talent organization at to bring their full selves LinkedIn, she noticed that conversations to work focusing on diversity and inclusion were Diversity, inclusion and belonging are largely unconnected to the emotional three important concepts that lead aspects of belonging which didn’t allow from one to another and are also her or others to consider how they interconnected. Diversity is how you could be their authentic selves in the begin, inclusion is how you integrate workplace.7 Her research showed that diversity further into the organization, belonging was the key to truly harnessing and belonging is how you crystallize the power of diversity and inclusion in your diversity and inclusion efforts. the workplace.8 DIBs is a powerful way to understand an employee’s experience in the workplace, but there are additional concepts that help in understanding the findings of this report and in implementing DIBs 7. Wadors, P. (2016, August). Diversity Efforts Fall Short Unless Employees Feel That They Belong. Harvard Business Review. within organizations. These key terms Retrieved from: https://hbr.org/2016/08/diversity-efforts-fall- short-unless-employees-feel-that-they-belong 8. Ibid.

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 7 Diversity: An organization’s mix It’s important to remember that “When we feel like we belong of people though a group may be diverse, it is in our teams, we feel the Definition: Diversity is the many not a given that all members will feel freedom to voice our thoughts, different forms, types, ideas included. It’s because of this reason that some of the most successful we want our team to thrive and experiences contained and grow, and we experience within groups. companies began their DIBs efforts by starting with inclusion.12 Once a respect and fellowship in a safe Diversity includes diversity of gender, culture exists where diverse ideas are and progressive community.” race, ethnicity, age, religion, sexual welcomed, shared and celebrated, it orientation, language, marital status, — Colleen Ward, vice president of cards fosters more diverse groups to apply and merchant solutions at TD Bank disability, immigration status, country to work at the organization.13 of origin and more and is concerned with how all of these intersect with Belonging: The outcome of diversity DIBs requires an one another. and inclusion efforts understanding of power, Though many primarily consider Definition: Belonging is the feeling intersectionality, diversity in terms of a person’s physical created when you are able to be appearance, it also includes invisible yourself and feel accepted and positionality and allyship aspects of diversity like diversity of valued for who you are. There are some ancillary concepts that impact how we understand DIBs thought: an individual’s “mix of unique Individuals within a company will feel and implement it within organizations. experiences, identities, ideas, and that they belong if they believe that Understanding the concepts of diversity, opinions,” which can include a person’s their diverse thoughts, perspectives inclusion and belonging requires also educational attainment, religion, and feelings are recognized and valued understanding the concepts of power, current and past socio-economic in the workplace.14 status, geography and more.9 intersectionality, positionality Belonging exists when employees feel and allyship. To improve the diversity of an that they can be their authentic selves organization, many employers may within the workplace without having Power: “To be able” simply start by hiring or advancing to cover or hide parts of themselves. Definition: Power is the ability to do a more diverse workforce. This is something or act in a particular way. certainly positive but tackling diversity Feelings of belonging have been alone without thinking through related to a variety of positive work Understanding power dynamics is the systems which cause under- behaviours, including employee essential to having a conversation 15 representation will not help in achieving loyalty, motivation and resilience. about DIBs because the climate the benefits created through diverse It is because of this that belonging for inclusion and belonging is often teams and can in fact hinder them.10 is a fundamental component that set by those with power onto those employers must consider in their without power. The traditional Inclusion: How an organization talent and business strategies. workplace operates in a hierarchical includes its diverse mix of people Diversity is the mix of people in format with leaders at the top of in its policies, processes, tasks, your organization, inclusion is the teams, conversations and changes environment created to help mix Definition: Inclusion is the act those people, and belonging is the of creating an environment where outcome that allows employees to individuals and groups can be be integrated members of the group 9. Smith. C., & Turner, S. (2015). The Radical Transformation of Diversity and Inclusion: The Millennial Influence. Retrieved from and feel welcomed, supported, and to reach their full potential. All Deloitte University: https://www2.deloitte.com/content/dam/ respected, heard and valued three elements are needed to truly Deloitte/us/Documents/about-deloitte/us-inclus-millennial- influence-120215.pdf 10. Sherbin, L., & Rashid, R. (2017, 11 to fully participate. make an impact on an organization’s February 1). Diversity Doesn’t Stick Without Inclusion. Retrieved culture and performance and any from: https://hbr.org/2017/02/diversity-doesnt-stick-without- Inclusion ensures that people with inclusion 11. Kapila, M., Hines, E., & Searby, M. (2016, October initiative that is proposed to improve 6). Why Diversity, Equity, and Inclusion Matter. Retrieved from: different viewpoints, cultures, genders, https://independentsector.org/resource/why-diversity-equity- races and more can take part in the diversity, inclusion and belonging and-inclusion-matter/ 12. Lever. (2017). The Diversity and in an organization should touch Inclusion Handbook. Retrieved from Lever: https://www.lever. life of the organization fully. co/blog/the-diversity-and-inclusion-handbook 13. Ibid. 14. on all three. Saska, S., Kinnersley, M., Factor, R., & Lochhead, I. (2018, April). Why DIBs? Why Belonging is Vital to Your Organization’s Diversity and Inclusion Strategy. Retrieved from: http:// feminuity.org/wp-content/uploads/2018/04/Why_DIBs.pdf 15. Ibid.

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 8 the organization setting the agenda Positionality: How your position Allyship: An organizational goal and making decisions. A workplace relates to others to strive for and which is bestowed attuned to diversity, inclusion and Positionality is how your intersecting upon by others belonging requires a collaborative identities affect the way you position Allyship is the process of building and participatory structure. However, or see yourself in the world, as well relationships with people organizations cannot achieve true as the lens through which you view based on trust, accountability collaboration without understanding other people. and consistency. who holds the power and what impact that has. Positionality is an aspect of Being an ally is not something that intersectionality and it impacts how a person can own as an identity. Intersectionality: The multitude individuals view inclusion efforts. Rather, allyship is recognized and of factors and characteristics that Helping employees to understand their bestowed upon a person by the people make up a person own intersectionality and positionality or groups with whom they seek to be can foster inclusion because it builds Intersectionality is a framework allies. An organization as a whole can empathy for those whose positions may that identifies how interlocking create a culture where individuals negatively impact how they act at work. systems of power impact individuals feel comfortable to act as allies to For example, someone in a position of or groups.16 It considers how gender, individuals from under-represented privilege—such as someone who is a class, ethnicity, age, sexual or marginalized groups in the member of a dominant group, like men, orientation, disability and other organization and beyond. Organizations or who is in a leadership position— factors interact with one another. can do this by promoting inclusive might influence whether or not a team language, creating safety in the People typically see themselves member feels comfortable speaking workplace environment and defining in multiple categories of diversity, up at work. its core values and communicating all of which change how they view All elements of diversity give individuals them to employees. Being an ally circumstances, ideas, projects, a particular and unique perspective requires self-reflection, knowledge workplaces and more. For example, of the world. Identity is found at the and action. a person’s identity and ideas may be intersection of these elements, and impacted by the fact that they are your experience as a person can shift an Asian male over the age of 45 who depending on your current positionality is gay and has no visible disabilities. (worker, parent, child, leader, youth, By understanding intersectionality, senior etc.). Often, visible diversity plays organizations can avoid putting people a primary role in a person’s intersecting into boxes that suggest those identity until others are introduced to from the same groups will have similar that person’s more invisible parts of perspectives, experience the same identity. The act of understanding and challenges and/or require the accepting those other intersecting 16. Cooper, B. (2015). Intersectionality. In L. Disch & M. same supports. Hawkesworth (Eds.), The Oxford Handbook Of Feminist identities is the act of fostering Theory. Retrieved from: http://www.oxfordhandbooks.com/ view/10.1093/oxfordhb/9780199328581.001.0001/oxfordhb- belonging within a company. 9780199328581-e-20

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 9 How Diverse is Toronto’s Tech Sector?

MaRS partnered with the Brookfield Brookfield created a list of the jobs tech sector in the Toronto Census Institute for Innovation + Entrepreneurship that most require tech-intensive skills. Metropolitan Area (CMA), which is to explore diversity in Toronto’s tech This list was used in the 2016 Canadian the statistical region for the Greater sector. In a forthcoming report, Census to discover who is part of the Toronto Area.

Exhibit 1: Women and Indigenous Share of employed workers, Peoples are under-represented in by selected demographic Toronto’s tech sector Toronto CMA, 2016

Gender Visible minority Indigenous Peoples

78.0% 22.0% 51.1% 48.9% 56.1% 43.9% 51.9% 48.1% 99.6% 0.4% 99.2% 0.8%

Tech occupations All employed Tech occupations All employed Tech occupations All employed

Men Visible minority Not an Indigenous identity Women Not visible minority Indigenous identity

SOURCE: Brookfield Institute for Innovation + Entrepreneurship analysis using data from Statistics Canada. TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 10 According to Brookfield, there are The situation becomes bleaker when and non-Indigenous people, are both approximately 234,000 tech workers income is factored into the equation. 2.5 times as large in tech occupations in the Toronto CMA, which represents Women, visible minorities and than they are in non-tech occupations. 7.5% of Toronto’s workforce in 2016. Indigenous identities are all paid less This indicates that tech occupations Unfortunately, women and Indigenous on average than their peers within tech perpetuate the income bias for these peoples are both under-represented roles, something that is consistent groups more than other occupations. in Toronto’s tech sector (Exhibit 1). across tech and non-tech occupations The income gap between men and The data was not available at the Toronto (Exhibit 2). However, the average women is modestly smaller for CMA level to separate out the racial income gap in dollars between visible tech occupations compared to and cultural groups within the visible minorities and non-visible minorities, non-tech occupations. minority data. and the gap between Indigenous

Exhibit 2: Women, visible minorities and Indigenous people are all paid less in tech occupations

Average income of employed workers in tech and non-tech occupations Toronto CMA, 2016

$82,300 Men $55,500

$71,000 Women $43,100

Non-visible $87,600 minority workers $45,900

$72,500 Visible minority workers $40,100

Non-Indigenous $75,700 workers $45,900

$52,900 Indigenous workers $36,700

$ $20,000 $40,000 $60,000 $80,000 $100,000

Tech Occupations NOTE: Brookfield Institute for Innovation + Entrepreneurship analysis using data from Statistics Canada. Non-tech Occupations

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 11 As of right now, it is uncertain why tech factor within discussions of DIBs and “As we turn our attention to occupations would amplify the income equity, it is not the focus of this report. the tech sector as an engine inequality for these groups. Further Future MaRS research may explore of growth, it is essential to research is necessary to understand the effects of compensation and DIBs, how other factors, like role selection, but this is beyond the scope of this ensure equitable access and negotiation, and the effect of extremely research project. opportunities for women, high incomes play into this finding. The rest of this report will explore visible minorities and other Many factors contribute to income many of the nuances contained under-represented groups. disparities, including many of the biases within these stats and tell the human By doing so, tech companies we explore in later sections of this report. story behind them. Tech has the can not only avoid exacerbating This report highlights the state of opportunity to become the most existing divides, but can also diversity, inclusion and belonging diverse and inclusive sector, but it enhance their competitiveness within Toronto’s tech sector. Although will take belonging to get us there. by tapping into Canada’s most income disparity is an important valuable resource: our vibrant, diverse talent pool.” —Creig Lamb, senior policy analyst, Brookfield Institute for Innovation + Entrepreneurship

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 12 How Employees See the Toronto Tech Sector

To better understand how tech-sector our focus groups highlighted that The survey asked respondents about employees feel about the sector’s discrimination and bias were prevalent. the extent to which they agreed or current state of diversity, inclusion disagreed on DIBs metrics. Responses To explore this further, MaRS partnered and belonging, MaRS conducted four were collected along a sliding scale of focus groups with employees from with Fortay and Feminuity to use their strongly disagree, disagree, neutral, tech organizations across the GTA (see DIBs Canadian Tech Survey with the agree and strongly agree (Exhibit 3). purpose of better understanding the Appendix A: Research Methodology MaRS created an index of the four for more information). Most employees current state of DIBs experienced by questions which best represented the agree that the tech sector is visually employees within the Toronto tech sector. three concepts of diversity, inclusion, diverse, particularly when compared The survey was delivered anonymously and belonging (Exhibit 4, see next page). to other industries in which they have to members of Toronto’s tech community previously worked. Despite this, and received 456 responses.

Exhibit 3: Participants were asked their agreement to survey statements using a sliding scale

1 2 3 4 5

Strongly Disagree Disagree Neutral Agree Strongly Agree

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 13 Exhibit 4: MaRS used survey statements to create overall DIBs scores

Average score (strongly disagree = 1; Overall diversity score questions neutral = 3; strongly agree = 5)

My company values the difference 4.04 of individuals My company invests time and energy 3.63 in making our company diverse My company represents a diverse 3.85 group of talent People who look, feel and think differently 3.88 have equal opportunities to thrive at my company Average overall diversity score 3.85

Average score (strongly disagree = 1; Overall inclusion score questions neutral = 3; strongly agree = 5)

I am part of the decision-making process at work 3.63 When tasks that no one person is responsible for 3.42 need to get done, the tasks are divided fairly I believe that my total salary and benefits are fair when 3.44 compared to the employees in similar roles at my company My company enables me to balance 3.82 my personal and professional life Average overall inclusion score 3.58

Average score (strongly disagree = 1; Overall belonging score questions neutral = 3; strongly agree = 5)

I feel comfortable to be my authentic 3.85 self at work I feel comfortable to voice my opinion, 3.80 even when it differs from the group opinion I am encouraged to be innovative even 3.92 though some of the things I try may fail Even when something negative happens, 3.83 I still feel like I belong at my company Average overall belonging score 3.85

SOURCE: MaRS Discovery District analysis using survey data set powered by Fortay and Feminuity. N = 452

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 14 Positionality influences experiences of tech-sector employees On average, those who identify as how employees experience using the following lenses: women report significantly lower levels of overall DIBs (Exhibit 5) compared to • gender identity; diversity, inclusion and those who identify as men. Additionally, belonging in the workplace • racial and cultural groups; women were twice as likely to disagree MaRS understands the importance • Indigenous Peoples; that their organization is diverse or fosters belonging, and 1.6 times as of not only focusing on one aspect of • age; diversity, but also the idea that not all likely to disagree that their organization • leadership role; those within specific groups experience is inclusive (Exhibit 6). DIBs within an organization in the same • sexual orientation; Women gave scores that were way. However, it is instructive to explore • immigration status; and significantly lower on the how groups generally experience the following statements. • organization size. workplace in order to highlight issues • People who look, feel and think faced by members of specific groups An intersectional lens was taken only differently have equal opportunities so that their voices may be amplified. when the survey size allowed for it. to thrive at my company. This does not replace the need to MaRS looks forward to the opportunity communicate with employees to to repeat the survey again in the • When tasks that no one person understand specific needs related future with an increased sample size is responsible for need to get done to each employee’s experience so that additional lenses with a more the tasks are divided fairly. and background. intersectional approach can be applied. • I feel comfortable to voice my opinion, even when it differs from To this end, the following section Gender identity: Women report lower the group opinion. provides an analysis of survey data levels of organizational diversity, and other research to look at the inclusion and belonging

Exhibit 5: Women report lower levels of overall DIBs at their organization

Toronto tech sector DIBs scores by respondent gender identity

Overall 3.98 diversity score 3.74***

Overall 3.72 inclusion score 3.47***

Overall 3.96 belonging score 3.75**

Strongly Disagree = 2 Neutral = 3 Agree = 4 Strongly disagree = 1 agree = 5

NOTE: *** denotes statistically different from men score at the 1% level; ** at the 5% level; * at the 10% level. Men There were too few responses to analyze agender, bigender, two-spirit, gender fluid, genderqueer, Women non-binary, questioning, stealth and trans workers in survey. SOURCE: MaRS Discovery District analysis using survey data set powered by Fortay and Feminuity. N = 425

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 15 Exhibit 6: Women are more likely to disagree that their organization fostered DIBs

Share of responses who disagreed that their organization fostered overall diversity, inclusion and belonging by gender identity

Overall 8.6% diversity score 18.9%

Overall 17.1% inclusion score 27.2%

Overall 9.1% belonging score 18.3%

0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0%

NOTE: All differences within component scores are statistically different at the 5% level. Disagreement is defined Men as overall scores below 3. There were too few responses to analyze agender, bigender, two-spirit, gender Women fluid, genderqueer, non-binary, questioning, stealth and trans workers in survey. SOURCE: MaRS Discovery District analysis using survey data set powered by Fortay and Feminuity. N = 424

Being comfortable enough to voice “At my previous employer, Women reported less agreement an opinion implies that a certain level I was the only female on with the survey statement relating of trust and belonging exists in an the team and was treated to opportunities to thrive. This finding environment. That women reported is consistent with the concept of the having lower levels of comfort aligns differently by many of its “boys’ club,” which many women shared with the results of the focus groups, members, including being as a barrier in their work environments. where we heard many instances from excluded from social lunches.” They also provided examples of glass women experiencing sexism and bias —Survey respondent ceilings and of being excluded from in their workplace. For example, we social events and expressed concerns heard many examples of women having “I heard some decision-maker about facing repercussions if they inappropriate comments made about behaved differently than perceived their physical appearance and their in my company say, ‘Well, female stereotypes. One focus group roles within their team. Further, our of course the chief of HR is participant reported that acting survey found that 62% of women have going to be a woman, because “bullish” as a woman meant that been subjected to bias on one or more they’re good at that.’” she was less likely to be promoted. aspects of their identity, compared —Employee focus group participant to only 34% of men. This discrepancy was consistent across business and “I am a woman working as a technology roles. software developer. At two of my previous positions, many people assumed I was in the marketing department.” —Survey respondent

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 16 “And in the line of business isolation once there.20 While some trans Racial and cultural groups: Black where I’m at, there is a very people are able to choose when and to employees report lower levels of DIBs obvious glass ceiling where whom they reveal their gender identity, When looking at racial and cultural others are visibly identifiable and do groups, it is important to remember you see women gravitate up not have this choice. Our survey to something. But there’s that not all people of the same racial responses indicate that some of those or cultural group respond to or a level where it becomes who have the ability to choose do not experience the same things in their really obvious that it’s a boys’ feel that they are able to share their workplaces. With this in mind, the club and you see the whole gender identity at work. MaRS survey had a limited sample department suffer when “I do not feel comfortable size and could only distinguish between there’s a woman heading it just being open and honest about the differences, on average, among 22 because she doesn’t play golf my gender identity at work, so white, Black and Asian employees. An “other” group was created to or she doesn’t like whisky.” my gender expression at work capture the sentiments of employees —Employee focus group participant typically falls within that of my who did not list white, Black or Asian assigned gender.” among their racial or cultural groups. It is not surprising that women feel —Survey respondent that tasks are not divided fairly in the workplace. Sheryl Sandberg and Adam Those who transition in the workplace Grant write that women often bear the also face significant barriers to brunt of office housework: “Someone belonging and inclusion. A Trans PULSE has to take notes, serve on committees study from 2011 found that only 20% of and plan meetings—and just as happens trans Ontarians who transitioned in the with housework at home, that someone workplace reported that their co-workers is usually a woman.”17 were always accepting of them, only Research has also shown that men 38% said they were mostly accepting spend more time on tasks that help of them and 15% said their co-workers their likeliness of earning promotions, were never accepting of them.21 Being while women dedicate more time to accepted is a fundamental component tasks that hinder their ability to earn of inclusion and belonging; moreover, promotions, such as event planning, a complete lack of acceptance presents committee work and other non- a safety issue for trans individuals in revenue-generating activities.18 the workplace that needs to be addressed immediately. 17. Grant, A., & Sandberg, S. (2015, February 6). Madam C.E.O., Unfortunately, our survey’s sample Get Me a Coffee. The New York Times. Retrieved from https:// size of agender, bigender, two-spirit, Future work is needed with this www.nytimes.com/2015/02/08/opinion/sunday/sheryl-sandberg- and-adam-grant-on-women-doing-office-housework.html gender fluid, genderqueer, non-binary, community to understand the specific 18. Babcock, L., Recalde, M.P., Vesterlund, L., & Weingart, L. (2017). Gender Differences in Accepting and Receiving Requests questioning and stealth employees challenges relating to gender identity for Tasks with Low Promotability. American Economic Review, was too small to draw statistical within Toronto’s tech sector—especially 107(3), 714-747. Institute for Gender and the Economy. (No date). Women more often volunteer for tasks that hinder significance from those who are among trans workers. their promotability. Retrieved from: https://www.gendereconomy. org/women-more-often-volunteer-for-tasks-that-hinder-their- cisgender (those whose gender identity promotability/ 19. For more information on the listed gender corresponds to their biological sex).19 identities, please see Human Rights Campaign. (No date). Glossary of Terms. Retrieved from: http://www.hrc.org/resources/ Trans employees continue to face glossary-of-terms; see also Hixson-Vulpe, J. (No date). Creating Authentic Spaces: A Gender Identity and Gender Expression discrimination, fear and bias in Toolkit to Support the Implementation of Institutional and Social Change. Retrieved from The 519: http://www.the519.org/ the workplace, contributing to education-training/training-resources/trans-inclusion-matters/ high unemployment for this group, creating-authentic-spaces. 20. Grenier, A., & Hixson-Vulpe, J. (2017). Beyond Diversity: An LGBT Best Practice Guide which prevents entrance into the for Employers. Retrieved from Pride at Work Canada: http:// workforce and creates feelings of prideatwork.ca/wp-content/uploads/2017/09/Beyond-Diversity- LGBT-Guide.pdf 21. Trans PULSE. (2011, May 30). We’ve Got Work to Do: Workplace Discrimination and Employment Challenges for Trans People in Ontario. Trans PULSE E-Bulletin, 2(1). Retrieved from: http://transpulseproject.ca/wp-content/ uploads/2011/05/E3English.pdf 22. Note: Asian employees include responses from those who included Japanese, Korean, Chinese, South Asian or Southeast Asian in their answer to “What racial or cultural groups do you belong to?”

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 17 In line with previous research, the data white peers. Further, Black employees • I believe that my total salary and from Toronto’s tech employees shows reported significantly lower levels of benefits are fair when compared that not all visible minority communities agreement on the following statements. to the employees in similar roles feel similarly about DIBs.23 Compared at my company. • My company represents a diverse to white and Asian employees, Black group of talent. • Even when something negative employees report overall lower levels happens, I still feel like I belong • People who look, feel and think of DIBs (Exhibit 7). Asian employees at my company. and employees from other racial and differently have equal opportunities cultural groups, on average, do not to thrive at my company. “As the only woman on my team feel significantly different from their • I am part of the decision-making and only Black person in my process at work. department, I feel that I always have to prove myself.” —Survey respondent

Exhibit 7: Compared to white and Asian employees, Black employees report lower overall levels of DIBs in the workplace

Toronto tech sector DIBs scores by respondent racial and cultural group

3.85 Overall 3.84 diversity score 3.53* 3.99

3.62 Overall 3.60 inclusion score 3.30** 3.51

3.88 Overall 3.85 belonging score 3.56** 3.85

Strongly Disagree = 2 Neutral = 3 Agree = 4 Strongly disagree = 1 agree = 5

NOTE: *** denotes statistically different from white score at the 1% level; ** at the 5% level; * at the 10% level. White SOURCE: MaRS Discovery District analysis using survey data set powered by Fortay and Feminuity. Asian N = 445 Black Other

23. Booth, A., Leigh, A., & Varganova, E. (2010, May). Does racial and ethnic discrimination vary across minority groups? Evidence from a field experiment. (Discussion Paper No. 4947). Retrieved from: https://www.econstor.eu/ bitstream/10419/36878/1/626591651.pdf

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 18 The perception that there is a lack further and try to understand number of Indigenous people ages 25 of fairness in salary and benefits, and more. It’s just on the career to 64 grew 25.2% from 2011 to 2016 fewer opportunities to thrive, could section of the website.” and, as such, represents a significant be explained by the increase in bias opportunity for employers in the area.27 felt by Black employees: 66% of Black —Employee focus group participant However, Indigenous people still remain employees reported that they had largely unrepresented in the tech sector. been subject to bias on one or more “I often wonder if people hire Unfortunately, the sample size of aspects of their identity, compared to me because I am an Indian Indigenous workers in our tech survey 47% of white employees. There was no female. As in, I check two was too small to find any statistically statistical difference between the bias diversity boxes.” significant differences in their overall felt by white and Asian employees and feelings toward DIBs. However, —Survey respondent white and other employees. subsequent interviews indicated that We heard from employees that many significant racism directed toward It’s important to highlight that when visible minorities feel the need to Indigenous people in the workplace something negative happened at their code-switch in their workplace. exists and contributes negatively toward companies, Black employees reported Code-switching refers to the practice feelings of inclusion and belonging. feeling less like they belonged. This of changing how someone typically Though not directly tied to the Toronto is consistent with the principle of behaves or speaks in a certain context tech sector, this is supported by other belonging uncertainty, which primes as their authentic behaviour or speech research about Indigenous people people who are in a minority position would be judged unfavourably.24 This in the Canadian workplace, including to feel rejected by negative experiences. points to a fundamental limitation a study that shows Indigenous This is true for Black employees and preventing visible minorities from employees often feel like tokens anyone who may be under-presented feeling like they can belong. and that being asked to continuously or marginalized in their workplace. explain their cultural practices can Additionally, in our focus groups, As Carissa Romero writes, “When make them uncomfortable.28 employees who are visible minorities, something good happens, they feel like especially Black employees, described they probably do belong, but when they Little research exists on the inclusion experiencing feelings of tokenism within have a negative experience, they’re more of Indigenous voices in the tech sector, their organization. Because employees likely to question whether they belong. so we encourage additional research know that organizations understand This means that instead of focusing with this group. the importance of appearing diverse, all of their mental energy on their work, the hiring process left them feeling as some mental energy is expended on though they were hired as a marketing trying to figure out whether or not they ploy or a checkmark, so that the belong by interpreting information organization could increase its points from the environment around them. in industry rankings. In general, some As a result, belonging uncertainty can employees felt a lack of authenticity prevent people from performing to in the hiring process. their true potential.”25 “I feel like it’s used almost as It’s important, then, that employers an HR or marketing ploy to make an effort to ensure that, in cases gain more candidates who are of failure or rejection, they go the extra length to signal that all workers—but being used with the intention especially those from under-represented to prove: ‘Look at how many groups—belonging. 24. Deggans, E. (2013, April 10). Learning How To people of colour we have at Code-Switch: Humbling, But Necessary. National Public Indigenous Peoples: Too few Radio. Retrieved from: https://www.npr.org/sections/ this company. You’ll fit right codeswitch/2013/04/10/176234171/learning-how-to-code- responses prevent survey analysis, switch-humbling-but-necessary 25. Romero, C. (2016, January in.’ And it’s really fake in some but interviews report workplace 26). Who Belongs in Tech? Retrieved from: https://medium. com/inclusion-insights/who-belongs-in-tech-9ef3a8fdd3 sense. I notice that at my racism is a problem 26. Kirkup, K. (2017, October 25). Canada’s Indigenous population growing 4 times faster than rest of country. Global company once they meet that Indigenous people represent the fastest News. Retrieved from: https://globalnews.ca/news/3823772/ canadas-growing-indigenous-population/ 27. Source: Statistics quota, that’s it. They don’t growing segment of the Canadian Canada—2011 National Household Survey. Catalogue Number delve deeper and try to push population.26 In the Toronto CMA, the 99-011-X2011028 and 98-400-X2016155 28. Lazarova, M. (No date). Aboriginal Inclusion: Sharing Lessons Learned and Best Practices.

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 19 Age: Younger workers report lower emphasized age as a factor that • My company represents a diverse levels of belonging strongly influences feelings of belonging group of talent. in an organization, a finding that was A lot of research exists on measuring • When tasks that no one person the importance of DIBs to the millennial- confirmed in the survey(Exhibit 8). is responsible for need to get age crowd (workers who were born Millennials were 1.7 times as likely done the tasks are divided fairly. roughly between the early 1980s to report that their organization isn’t • I feel comfortable to voice my and mid-1990s.) To them, inclusive diverse overall compared to their older peers (Exhibit 9). opinion, even when it differs cultures are even more important for from the group opinion. their performance and retention than Differences were most strongly non-millennials.29 Our focus groups displayed in the following statements.

Exhibit 8: Millennials have lower overall belonging scores, but similar overall inclusion scores

Toronto tech sector DIBs scores by respondent age

Overall 3.97 diversity score 3.83*

Overall 3.67 inclusion score 3.57

Overall 3.98 belonging score 3.82**

Strongly Disagree = 2 Neutral = 3 Agree = 4 Strongly disagree = 1 agree = 5

NOTE: *** denotes statistically different from 36 years old and over score at the 1% level; ** at the 5% level; * at the 10% level. Age 36 and over SOURCE: MaRS Discovery District analysis using survey data set powered by Fortay and Feminuity. Age 35 and under N = 418

29. Smith, C., & Turner, S. (2015). The Radical Transformation of Diversity and Inclusion: The Millennial Influence. Retrieved from Deloitte University: https://www2.deloitte.com/content/ dam/Deloitte/us/Documents/about-deloitte/us-inclus- millennial-influence-120215.pdf

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 20 Exhibit 9: Millennials are more likely to disagree that their organization is diverse overall

Share of responses who disagreed that their organization fostered overall diversity, by age

8.5% Overall diversity score 14.9%

0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 16.0%

NOTE: Difference is statistically different at the 5% level. Disagreement is defined as overall scores below 3. Age 36 and over No significant statistical difference was found among disagreement in inclusion and belonging scores. Age 35 and under SOURCE: MaRS Discovery District analysis using survey data set powered by Fortay and Feminuity. N = 425

That millennials report more They spoke of ageism where older “I often am not treated as disagreement on the diverse makeup peers would disregard their points an expert because I look of their companies is consistent with or later make the same points only research that shows that millennials’ to receive greater receptivity. very young. I often prefer views on diversity differ from those of phone calls instead of video “I look younger than my age. older generations. According to research conferencing because of Often, I present to senior by Deloitte, millennials are more likely this reason.” to define diversity in terms of diversity leadership, generally older of thought, which includes an individual’s men and women who are in —Survey respondent “mix of unique experiences, identities, 30 their 40s to 60s. When I begin ideas and opinions.” Employees over Leadership role: Leaders report the age of 35 are more likely to describe to explain and articulate our higher levels of DIBs at their diversity in terms of demographics, product, it feels like they are organizations equal opportunity and representation saying: ‘Oh, you’re in high of identifiable demographic Whether or not someone described characteristics.31 Deloitte’s survey of school.’ It’s interesting to see themselves as a leader or an executive millennials also found that, while 86% how people will discount you is a powerful indicator for their of millennials feel that differences immediately based on the fact sentiments toward DIBs. Leaders of opinion allow teams to excel, only that they see you as a young overwhelmingly had higher agreement 59% believe their leaders share this on statements relating to DIBs than 32 woman coming up who is point of view. This is consistent with non-leaders (Exhibit 10). In fact, nearly the findings from our employer focus trying to change the way that every statement had differences at the groups, which points to the idea that their organization works. They highest level of statistical difference. tech employers place less emphasis question what experience you Non-leaders are more than three on diversity of thought within an times as likely to disagree that their organization’s definition of diversity, a have and what qualifications point which hampers their productivity. you have to be speaking on organization is diverse and inclusive, and 2.5 as likely to disagree that their Issues realating to comfort in expressing this topic.” organization fosters belonging (Exhibit 11). opinions and receptivity from older —Employee focus group participant colleagues were brought up by many of the millennials in our focus groups as reasons why they felt less belonging. 30. Ibid. 31. Ibid. 32. Ibid.

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 21 Exhibit 10: Leaders experience higher levels of overall DIBs

Toronto tech sector DIBs scores by respondent role

Overall 4.09 diversity score 3.72***

Overall 3.91 inclusion score 3.40***

Overall 4.13 belonging score 3.70***

Strongly Disagree = 2 Neutral = 3 Agree = 4 Strongly disagree = 1 agree = 5

NOTE: *** denotes statistically different from leader score at the 1% level; ** at the 5% level; * at the 10% level. Age 36 and over SOURCE: MaRS Discovery District analysis using survey data set powered by Fortay and Feminuity. Age 35 and under N = 451

Exhibit 11: Non-leaders are more likely to disagree that their organization fosters DIBs

Share of responses who disagreed that their organization fostered overall diversity, inclusion and belonging by respondent role

Overall 5.1% diversity score 18.4%

Overall 9.2% inclusion score 29.5%

Overall 7.3% belonging score 18.4%

0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0%

NOTE: All differences within component scores are statistically different at the 1% level. Leader Disagreement is defined as overall scores below 3. Non-leader SOURCE: MaRS Discovery District analysis using survey data set powered by Fortay and Feminuity. N = 451

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 22 This is an important finding as it is Our survey was able to provide an Disability: Employees with often leaders who are responsible indication in the qualitative answers a disability are more likely for an organization’s strategy and that many lesbian and gay employees to disagree their organization culture. This can become important do not feel comfortable sharing their promotes belonging when leaders understand that they sexual orientation. According to Statistics Canada, nearly have a different perspective on the “In general, I could never be 16% of Ontarians have a disability.38 state of their organizational DIBs Persons with a disability differ greatly and therefore should engage across open about being gay. It was always best to avoid the topic on the severity of their conditions the organization as they design DIBs and this variation may impact their initiatives. Leaders need to listen to or lie to reduce the negative employment prospects. It is important and engage and collaborate with impact from co-workers or my to note that employment for this group members at lower levels of the opportunities at my work.” as a whole is particularly precarious organization to create solutions —Survey respondent and represents a significant barrier for that work for everyone. workplace inclusion. Compared to the The demographic make up of Toronto’s This is supported by research which employment rate of 70.9% for Ontarians tech sector leaders is unclear. In the shows that 46 per cent of all LGBT without a disability, the employment employee focus groups, many employees Canadian workers are not out to most rate for those with a disability is 45.5% described their leadership as diverse, people at work.35 In fact, 23 per cent but falls to 27.5% for those with the 39 but just as many said that their are not out to anyone at work.36 It most severe disabilities. executives are predominantly white follows that those who are not out at Here, the term “disability” includes men (a group that, in general, report work could be less likely to experience both temporary and permanent forms much higher levels of DIBs). If it is true rejection based on that part of their of visible disability, as well as invisible that more leaders are male and white, identity, which may explain why the disabilities like cognitive or mental this may contribute to why leaders survey was unable to identify statistical disabilities, including addiction and reports higher levels of DIBs. differences on the DIBs statements depression. While those with visible “At a base level, a lot of people among this group. Despite this, and invisible disabilities have very who run companies and hold homophobia is still prevalent in the different experiences in the workplace Canadian workplace and represents power and make decisions, and face different barriers that challenge a significant barrier to belonging for workplace inclusion and belonging, generally in tech, kind of look LGBT workers regardless of if they we weren’t able to distinguish between the same. At my company, are out at work.37 visible and invisible disabilities due it’s very many older white It is also likely that the impacts of to our sample size. males, visibly.” intersectionality and positionality —Employee focus group participant play an important role in how asexual, bisexual, fluid, gay, lesbian, pansexual, Sexual orientation: Lesbian, queer and questioning individuals gay and bisexual population experience DIBs in the workplace. Gender identity, racial and cultural report discomfort in sharing 33. For more information on the listed sexual orientations, their orientations identity, age, seniority, appearance please see Human Rights Campaign. (No date). Glossary or other elements of identity may of Terms. Retrieved from: http://www.hrc.org/resources/ The quantitative survey data was glossary-of-terms. 34. Sasso, T., & Ellard-Gray, A. In & Out: influence the way colleagues and Diverging Perspectives on LGBT inclusion in the Workplace. unable to identify statistical differences Retrieved from: https://ccdi.ca/media/1070/20150528-report- employers include and interact with between heterosexual employees and lgbt-inclusion-in-the-workplace-en.pdf 35. Johnson, I. (2015, these workers more so than their December 17). LGBT Diversity: Show Me the Business Case. those who are asexual, bisexual, fluid, Retrieved from Out Now: https://www.outnowconsulting.com/ sexual orientation. It is unfortunate media/24545/Report-SMTBC-2015-V30sm.pdf 36. Ibid. gay, lesbian, pansexual, queer or 37. Ibid. 38. For the year 2012. Arim, R. (2015). A profile of that the sample size did not allow for questioning.33 This is unexpected, as persons with disabilities among Canadians aged 15 years or a more intersectional approach to older, 2012. (Statistics Canada Catalogue No. 89-654-X). a 2014 study of Canadian workplaces Retrieved from Statistics Canada: https://www150.statcan. study these aspects of identity within gc.ca/n1/pub/89-654-x/89-654-x2015001-eng.htm. 39. For found that almost 30% of LGBT-identified sexual orientation, but further research the year 2012 and aged 15 to 64 years. Statistics Canada. (No respondents reported discrimination date). Table 13-10-0348-01 Labour force status for adults with is necessary to identify the specific disabilities by disability type [Table]. Retrieved from: https:// in the workplace, as opposed 2.9% of www150.statcan.gc.ca/t1/tbl1/ev/tv.action?pid=1310034801; needs of this population within the the general population.34 Statistics Canada. (No date). Table 14-10-0018-01 Labour tech sector. force characteristics by sex and detailed age group, annual [Table]. Retrieved from: https://www150.statcan.gc.ca/t1/tbl1/ en/tv.action?pid=1410001801

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 23 Exhibit 12: Employees with a disability are more likely to disagree their organization promotes belonging

Share of responses who disagreed that their organization fostered overall belonging, by disability status

12.3% Overall belonging score 29.7%

0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0%

NOTE: Difference is statistically significant at the 5% level. Disagreement is defined as overall scores below 3. No disability No statistical difference was found among disagreement in diversity and inclusion scores. Disability includes visible and invisible forms of disability. Disability SOURCE: MaRS Discovery District analysis using survey data set powered by Fortay and Feminuity. N = 442

Those with a disability were 2.4 times can disclose in the workplace Our interviews also highlighted that more likely to disagree that their no matter how ‘caring and invisible disability can be a barrier to organization promotes belonging open’ your workplace says inclusion and belonging, as employees (Exhibit 12). This is supported by the expend energy to both perform their fact that the following statements had it is to employees with mental job with a disability and, typically, to scores that were lower for those with illness. Not true. It has been hide the disability. a disability. a constant and awful struggle. It is important for those with visible • My company invests time I am an actor at my desk 95% and invisible disabilities to receive and energy in making our of the time. I am not myself. the correct accommodations company diverse. If I want to keep my job, I leave or adjustments at work, as not being accommodated is often a major • I feel comfortable to be myself at home.” obstacle to performing their my authentic self at work. —Survey respondent jobs effectively and the right to Overall, those with invisible disabilities, accommodation is an integral part such as cognitive and mental health “I was diagnosed with of the Ontario Human Rights Code.40 disabilities, reported difficulties in a learning disability in sharing their disabilities with their elementary school. It relates co-workers. This aligns with the finding to how I process information above that those with a disability are less from short-term to long- comfortable to be their authentic selves term memory. I’ve developed at work, preventing them from being able to truly belong in their workplace. strategies so I don’t forget things at work, but it means “I live with bipolar disorder, it takes me longer to get anxiety disorder and certain tasks done. I’ve depression. It is a constant learned how to hide it well daily battle, as I have learned from co-workers.” 40. For more information, please see: http://www.ohrc.on.ca/ it’s not something that you —Survey respondent en/iv-human-rights-issues-all-stages-employment/9-more- about-disability-related-accommodation

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 24 “It’s important to consider Immigration status: No statistical For the purposes of this report, small the employee experience differences by immigration status organizations were defined as those in a workplace adjustment The MaRS survey and focus groups did having one to 99 employees, medium- not identify any significant differences size organizations as those having process, and not make it too 100 to 499 employees and large complicated or drawn out. in DIBs based on whether or not an employee was born in Canada. However, organizations as those with greater than Doing a workplace adjustment as previous MaRS research indicated 500 employees. On average, smaller is an opportunity to increase that those born outside of Canada were organizations (one to 99 employees) have employee engagement more likely to be job seekers within higher overall DIBs scores (Exhibit 13). and productivity. Toronto’s tech community compared The following statements proved to those born in Canada. It is possible the most different. that this finding is due to a lower We do workplace adjustments • My company values the differences employment rate among immigrants, all the time for workers taking of individuals. which would lead to a larger pool parental leave, but it’s so of job seekers among that group.41 • People who look, feel and think common now that we don’t However, it could also point to lower differently have equal opportunities even see it as such. We need levels of inclusion or belonging among to thrive at my company. to make the adjustments immigrants in the workforce, as those • I am part of the decision-making process become part of the who feel that they do not belong may process at work. be more inclined to look for another job culture, like with parental • When tasks that no one person is where they could be more included. leave. Some people need responsible for need to get done ergonomic mice, some people Organizational size: Employees from the tasks are divided fairly. need different keyboards and smaller organizations report higher • Even when something negative some people need a flexible overall DIBs happens, I still feel like I belong work schedule. If we just In addition to demographic questions, at my company. looked at it all as a process respondents were asked for some to improve productivity, rather non-identifying information about the companies at which they worked, than something that we’re including the size of their organization doing as a ‘favour’, we would by the number of employees. all be farther ahead.” —Lenore MacAdam, inclusion lead at Deloitte Canada

41. For 2016, the employment rate among non-immigrants in Toronto CMA was 65.8% compared to 57.9% for immigrants in Toronto CMA. Source: Statistics Canada 2016 Census, Catalogue Number 98-400-X2016286.

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 25 Exhibit 13: Small organizations have higher overall DIBs scores

Toronto tech sector DIBs scores by respondent’s organization size

Overall 3.95 diversity score 3.75** 3.79*

3.77 Overall 3.42*** inclusion score 3.40***

Overall 3.97 belonging score 3.77** 3.69***

Strongly Disagree = 2 Neutral = 3 Agree = 4 Strongly disagree = 1 agree = 5

NOTE: *** denotes statistically different from 1-99 employees score at the 1% level; ** at the 5% level; * at the 10% level. 1-99 Employees SOURCE: MaRS Discovery District analysis using survey data set powered by Fortay and Feminuity. 100-499 Employees N = 452 500+ Employees

Those working at a small organization (one to 99 employees) were less likely to report they had been subjected to bias based on one or more aspects of their identity compared to employees at medium (100 to 499 employees) and large (500+ employees) organizations. Compared to employees at a small organization, employees at medium and large organizations were both 1.7 times more likely to disagree that their organization promoted inclusion overall (Exhibit 14). There was some indication from our focus groups that smaller organizations may have been more attuned to hiring for culture while they were small, but that after a certain stage their growth and size prevented them from focusing on this practice.

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 26 Exhibit 14: Employees from medium and large organizations are more likely to disagree that their organizations are inclusive

Share of responses who disagreed that their organization is inclusive, by organization size

16.2%

Overall 28.2%** inclusion score

28.0%**

0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0%

NOTE: *** denotes statistically different from 1-99 employees score at the 1% level; ** at the 5% level; * at the 10% level. 1-99 Employees SOURCE: MaRS Discovery District analysis using survey data set powered by Fortay and Feminuity. 100-499 Employees N = 452 500+ Employees

How organizations set Because of the emphasis on certain strive for diversity. But since their DIBs priorities aspects of physical diversity, employees people come with a pre- reported that other invisible areas of canned version of diversity, affects how employees diversity were often either excluded view DIBs from the conversation, under valued they’re just going to say, ‘You can be diverse, as long as you Organizational priorities are or not valued at all. This is particularly communicated to employees in many prevalent in conversations about agree with what I’m saying.’” ways—and employees listen. Whenever diversity of thought. For example, some —Employee focus group participant employees start a new job they often organizations have roots in specific ask questions about the company’s colleges and universities; that is, It is notable that this hierarchy of priorities, including how they are many founders find each other while diversity did not just cause diversity determined and by whom. Leaders obtaining post-secondary education of thought to be undervalued. We heard must communicate clearly what they and subsequently start their businesses in our focus groups that divergent expect from their employees. together. As a result, we heard that perspectives in some cases can be there is often a bias toward certain considered harmful. Many employees Employees notice that not all post-secondary institutions and against described the path to leadership as aspects of diversity are prioritized others, which influences the hiring being precarious if you do not share Many employees reported that a approach. Hiring employees from the perspectives of your manager hierarchy of diversity exists within their specific institutions, however, limits or senior leadership. In fact, sharing organization. Specifically, gender and both the hiring pool and the company’s diverse perspectives was cited as one race seem to be prioritized in diversity diversity of background and thought way employees might lose their jobs. conversations over other aspects of which can impact their bottom line. “It’s really hard to level up diversity, including age, disability “Nobody in their right mind if you don’t agree with (visible and invisible), sexual orientation is going to say, ‘I want people and gender identity, and other invisible your manager.” who look like myself.’ aspects of diversity. —Employee focus group participant Everyone’s going to say we

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 27 Being able to identify organizational Ultimately, respondents who were organization fostered belonging overall responsibility for DIBs matters able to identify the person or team (Exhibit 16). This doesn’t necessarily for employees responsible for diversity initiatives at mean that there is no organizational Organizations that have created their organization had higher overall responsibility at the companies where 42 and communicated organizational DIBs scores (Exhibit 15). In fact, those people were not able to identify them— responsibility for diversity achieved who reported that they weren’t able to however, if employees are unable to significantly higher on DIBs than those identify anyone responsible for diversity identify that person or team, they are that have not. To check that this wasn’t initiatives were four times more likely more likely to report lower levels of just due to organizational size, which to disagree that their organization was organizational DIBs. could be correlated with organizational diverse overall, 2.8 times more likely resources, organizational responsibility to disagree that their organization and DIBs scores were checked against was inclusive overall and three times organizational size. more likely to disagree that their

Exhibit 15: Identified responsibility for diversity initiatives is important for overall DIBs despite organization size

Toronto tech sector DIBs scores by respondent organizational size and diversity responsibility

4.14 3.26*** Overall diversity score 3.88 2.87***

3.92 3.22*** Overall inclusion score 3.50 2.87***

4.14 Overall 3.38*** belonging score 3.80 3.40*

Strongly Disagree = 2 Neutral = 3 Agree = 4 Strongly disagree = 1 agree = 5

1-99 employees with identified responsibility 1-99 employees with no NOTE: *** denotes statistically different from the identifiable responsibility score for each organization identified responsibility size at the 1% level; ** at the 5% level; * at the 10% level. Identified responsibility indicates 100+ employees with respondent was able to identify someone for whom DIBs was a responsibility at their organization. identified responsibility SOURCE: MaRS Discovery District analysis using survey data set powered by Fortay and Feminuity. 100+ employees with no N = 424 identified responsibility

42. “Someone responsible” included responses which listed a person, a department, or that “everyone” was responsible. “No one responsible” included responses which indicated no “one was responsible” or the question was not applicable to their organization.

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 28 Exhibit 16: Employees from organizations with no identified responsibility for diversity initiatives are more likely to disagree that their organization is diverse, inclusive and fosters belonging

Share of responses who disagreed that their organization fostered diversity, inclusion and belonging, by identified organizational responsibility for diversity initiatives

Overall 9.1% diversity score 37.8%

Overall 17.0% inclusion score 47.6%

Overall 10.9% belonging score 32.4%

0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% 45.0% 50.0%

NOTE: All differences within component scores are statistically different at the 5% level. Disagreement is defined Identified responsibility as overall scores below 3. No identified responsibility SOURCE: MaRS Discovery District analysis using survey data set powered by Fortay and Feminuity. N = 424

This is supported by research which policies could include implementing “I think the key is it has shows that establishing organizational explicit pay bands by hierarchical level nothing to do with diversity. responsibility for diversity—through to ensure equal pay, formal maternity It’s more about formal initiatives like DIBs committees or leave policies, and policies to support action plans—can be more effective the transition of trans employees in processes and how you want in increasing the diversity of management the workplace. a company to operate as teams than other initiatives like a whole. I think if you’re fair “But the things that they’ve diversity training and mentorship.43 you’ll be able to acknowledge done that really helped our In fact, organizations who create that there is going to be some organization were feedback responsibility among their leadership bias, but that you’ll be able find that their other organizational training and manager training, to face it head on. If you try DIBs initiatives are more impactful and they standardized all of to avoid conflict and bias, it’s in increasing the diversity of their our salaries across the board just going to happen without staff than in organizations who don’t so that if you are at one level, create responsibility.44 you being aware of it.” then this is the range you will We heard from many employees that make. There’s no longer a —Employee focus group participant a lack of formal processes, policies question of: ‘Is that white male and responsibility for diversity initiatives prevented them from feeling belonging. getting paid more than me The employees we spoke to pointed because he is a white male to the formal processes and policies manager and I’m a woman?’ It in place as helping them to feel that helped level the playing field.” they belong. Formal processes and —Employee focus group participant 43. Kalev, A., Dobbin, F., & Kelly, E. (2006). Best Practices or Best Guesses? Assessing the Efficacy of Corporate Affirmative Action and Diversity Policies. American Sociological Review, 71(4), 589-617. 44. Ibid.

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 29 Alignment of employees’ personal the employee survey identified that values (Exhibit 17). Moreover, those and organizational values can affect alignment of company values was whose values were aligned with their the organization important to employees in how they organization’s were more than twice Many companies have failed in view DIBs. In fact, employees were as likely to say they would still be at prioritizing the alignment of company more likely to report that their company their organization in two years’ time, and employee values—and they was not diverse, inclusive or fostered further emphasizing value alignment do so to their own detriment. Similar belonging if they felt their own values as a contributor to an organization’s to organizational responsibility, were not aligned with their company’s bottom line (Exhibit 18).

Exhibit 17: Employees whose values are not aligned with their company’s values are more likely to disagree that their organization is diverse, inclusive or fosters belonging

Share of responses who disagreed that their organization fostered diversity, inclusion and belonging, by alignment of employee and company values

Overall 8.6% diversity score 49.1%

Overall 17.1% inclusion score 59.4%

Overall 10.6% belonging score 41.5%

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0%

NOTE: All differences within component scores are statistically different at the 1% level. Disagreement is defined Values aligned as overall scores below 3. Values aligned defined as those who answered 3 (Neutral) or greater to the statement “My values are aligned with my company values.” Values not aligned SOURCE: MaRS Discovery District analysis using survey data set powered by Fortay and Feminuity. N = 452

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 30 Exhibit 18: Employees whose values are aligned with their company’s values are more likely to see themselves at their company in two years’ time

Alignment of personal and organizational responses by reported longevity in organization

Personal and 78.5% organizational values are aligned 21.5%

Personal and 31.1% organizational values are not aligned 68.9%

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0%

NOTE: All differences are statistically significant at the 1% level. Values aligned defined as those who answered Will stay 2 years 3 (Neutral) or greater to the statement, “My values are aligned with my company values.” Will stay 2 years defined as those who answered 3 (Neutral) or greater to the statement “I see myself working at Will not stay 2 years my company in two years’ time.” SOURCE: MaRS Discovery District analysis using survey data set powered by Fortay and Feminuity. N = 452

Values are more than beliefs; values to understand and they require learning This fear and unease highlight a dictate how organizations behave, act and critical reflection, which can only tension that arose in our focus groups and make decisions, as well as how be done when leaders show the way. and surveys. Though they wanted to they hire, terminate, promote, celebrate be allies, participants questioned what or penalize. Values are defined by Employers must help employees being allies actually meant. Allyship the physical environment, how paid understand allyship is not an identity cannot be claimed; it is a label that time off is determined, how social Many focus group participants who must be granted to an ally by an gatherings are held and so much more. came from historically dominant groups oppressed group. It requires the ally’s Values define what is important to an in the workplace expressed feeling awareness of their privilege, access to organization and create a framework fear and unease when talking about resources and a sensitivity to the power for action. Ultimately, to reap the DIBs. They wanted to be allies, but were they hold.45 Joining a diversity group benefits of having value alignment, concerned it wasn’t their place to be at work is a good way to gain some organizations must be sure that their involved in the conversation or didn’t context, but it also requires empathy values are created in tandem by both know what to do to help. to understand how you are experienced leadership and employees to ensure by other people and a willingness to use “I started a group at my alignment and create opportunities your resources and power to advance for regular feedback. company last year when others’ objectives. I joined the company to Without organizational discuss issues of diversity and leadership, employees’ inclusion. I just found that to confusion and discomfort be quite effective. But a few with DIBs prevent action people asked me, ‘Do I belong in the group because I’m a Employees need help and leadership white guy?’ And I’d answer, from their organizations to guide them through the DIBs process. Diversity, ‘Do you care about the topic? Yes? Then join.’” 45. Mizock, L., & Page, K. (2016). Evaluating the Ally Role: inclusion, belonging, allyship, power Contributions, Limitations, and the Activist Position in and privilege can be hard concepts —Employee focus group participant Counseling and Psychology. Journal for Social Action in Counseling and Psychology, 8(1), 17-33.

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 31 Allyship is also a concept that is which promotes bias or fear meritocracies do not acknowledge the complicated by intersectionality, at work. Just being aware problems related to building the talent an area that was often missing in the does not make you an ally.” pipeline, like the relationship between focus group conversations. Sometimes bias, access to networks and social a single person can experience — Colin Druhan, executive director capital, among others. of Pride at Work Canada power, privilege and oppression. This “One blanket statement that is why context is paramount to the advancement of a diverse, inclusive Some dominant groups experienced I’ve heard a lot over the past workplace that fosters belonging. We discomfort with diversity measures few years is the concept of must try to limit the desire to place Survey responses from predominantly meritocracy, where they say people in grouped hierarchies as we male and white groups indicated a fear they promote people based attempt to reduce bias and oppression. of prioritizing organizational diversity on their skill set and they We must acknowledge and change initiatives because of the perception don’t look at anything else. oppressive practices rather than that such initiatives might create bias But people tend to just hang acknowledge and reinforce them by against them, which they worried would around people that look like assuming the ally is a hero and the cause them to lose out on potential oppressed person is a victim. advancement opportunities. Other themselves. So, when you’re In addition to doing their own work research has shown that these dominant going to be looking for a to learn about allyship, leaders at groups are more likely to see pro- promotion, you’re going to organizations must help employees diversity messages as threatening.46 think of the people who are navigate these tricky waters by Notably, research shows that fear of surrounding you. Just the demonstrating how to be an ally diversity measures make dominant fact that somebody looks like groups less likely to take steps to and speaking openly about the ways you and is going to be close they are using their power to amplify achieve a more inclusive organization the voices of minority groups in the because they feel threatened.47 This to you, you’re going to have a workplace and beyond. concern underscores the importance of tendency to think about that including all employees in conversations person first.” “I often see the misperception about the importance of DIBs and about —Employee focus group participant that sharing information and the determination of company values. learning about gender identity Our experiences shape our perceptions. If a culture assumes that merit is is the same as including those It may be difficult to fully comprehend the key driver of advancement and identities in your workplace the pressures or barriers that others success, groups who do not have equal and being an ally to them. In face if those pressures or barriers are access may not be recognized and the fact, sharing knowledge about vastly different from our own. Our unconscious biases that created unequal gender identity can often give employee focus groups generally felt opportunity in the first place will persist. cisgender and straight people that the tech industry was a diverse A side effect of the belief in meritocracy sector, and a significant portion of is the assumption that those who do a false sense of allyship. It is employees credit this diversity to not advance have failed because of important for people to be the idea of a “meritocracy” within tech. a lack of merit. This logic, as research active as much as it is to be That is, they feel that a person who has shown, triggers implicit and explicit knowledgeable. A person can demonstrates the right skills and explicit biases that are the root barriers to entry know what LGBTQ2+ means, abilities should advance because their and advancement for under-represented 48 but that doesn’t absolve them competence should speak for itself or marginalized groups. and win out. A meritocracy would mean from having to stand up to that the tech sector presents a great homophobic or transphobic opportunity for talent from under- language in the workplace. represented or marginalized groups— It also doesn’t absolve them both visibly and invisibly—to enjoy

from intervening when greater access to opportunity and 46. Dover, T.L., Major, B., & Kaiser, C.R. (2016). Members professional advancement. However of high-status groups are threatened by pro-diversity someone is doing something organizational messages. Journal of Experimental Social Psychology, 62, 58-67. 47. Ibid. 48. Castilla, E.J., & Benard, S. (2010). The Paradox of Meritocracy in Organizations. Administrative Science Quarterly, 55(4), 543-676.

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 32 Leadership is needed within Fit is not the same thing as belonging How leaders approach DIBs makes organizations to counter these false and this is particularly relevant for a big impact on how employees feel claims and misrepresentations of hiring and culture in the tech sector. in the sector. The tone must be set diversity, and this message needs There is a temptation to hire for “fit” from the top. Leaders must make to cascade down to the rest of and to encourage ourselves or others efforts to quell confusion and to “just fit in,” but this should not be discomfort with DIBs initiatives the organization. the goal. and create a place where everyone Belonging is not synonymous According to Brené Brown, the author feels that they belong, rather than with fitting in of Braving the Wilderness: The Quest try to just fit in. Many employees provided examples for True Belonging and the Courage to Stand Alone, “fitting in is the greatest where they felt that they just didn’t fit in. barrier to belonging. Fitting in, I’ve During the hiring process, the dominant discovered during the past decade of culture that was communicated to research, is assessing situations and them provided indicators that they were groups of people, then twisting yourself “different” in some tangible way. into a human pretzel in order to get “It was a Friday and my them to let you hang out with them. colleagues and I were having Belonging is something else entirely— some beers after work. it’s showing up and letting yourself be Suddenly, everyone begins seen and known as you really are.”49 talking about water levels and True belonging is created in the their dock conditions, and moments where employees who do I have no idea what’s going not share similar backgrounds and life on. It turns out everyone was experiences no longer have to question talking about their cottages, their place at an organization or feel and I’m sitting there thinking, as though they aren’t enough for their workplace just as they are. It’s not ‘Holy crap, I don’t have a wrong to talk about cottages and water cottage.’ I realized then that levels, as in the example above, but it is everyone on the senior team important to recognize the diversity of had their own cottages in those in the audience through inclusive the same area, and a lot of practices, like those outlined in the my colleagues’ parents own next section, in order to ensure that cottages, and everyone is everyone still feels that they belong. talking about cottages. And it comes to me: ‘I don’t know what I’m doing.’” 49. Brown, B. (No date). Brené Brown’s Top 4 Life Lessons. Retrieved from: http://www.oprah.com/spirit/Life-Lessons-We- All-Need-to-Learn-Brene-Brown —Employee focus group participant

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 33 The Employer Perspective: Initiatives, Challenges and Hopes

To build on the knowledge gained Employers understand understand the concepts, but some from the employee survey and DIBs, including its benefits companies had not defined what the employee focus groups, MaRS held concepts mean for them specifically. focus groups with 110 leaders from Employers generally understand There seemed to be a disconnect 47 tech employers across the GTA. diversity and inclusion, but struggle between individual understanding This helped create a holistic view to create shared organizational and company-wide understanding. of DIBs in the tech sector. understanding “We want to ensure people Overall, there was a great sense Employers are aware of diversity can bring their authentic of willingness to learn and optimism and inclusion, and are open about selves to work and that there about DIBs among employers. They the areas where they know they are is opportunity for all. But we were open to discussing aspects falling short. In general, employers of DIBs within their organizations, referenced diversity efforts and have no shared understanding including current steps being taken, spoke about inclusion and belonging of what DIBs is.” challenges they’re facing and plans activities, but may not have defined —Employer focus group participant for the future. MaRS commends them as such. This suggests that the companies who participated further education about DIBs in “There is no consistent in the focus group sessions; openness the workplace is needed. understanding of what it will help further the conversation Employers—particularly smaller for the sector. is and how it works, or how organizations—mentioned that there to organize the process was no shared understanding of DIBs to improve it.” in their organization. Intellectually, members of these organizations —Employer focus group participant

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 34 Among larger and more established importance both to their business took note of initiatives being practised companies, organizational and to society as a whole. In particular, in other organizations that they could understanding of DIBs was stronger. they understood that investing in DIBs bring back to their own companies. In some cases, companies had defined is essential for attracting the highest We encourage more tech companies concepts or streams of work (i.e. having quality talent, promoting retention, to create more opportunities to share diversity and inclusion groups). creating products that appeal to their own experiences with DIBs. “As a large organization, we diverse markets and improving decision-making. Employers are reimagining the have a whole DIBs team hiring process to remove bias and it’s embedded in all our Employers were also aware that DIBs creates a positive work culture and the Research shows that while those who processes. We win awards for potential for employee empowerment. identify as men are more likely to apply our approach. So, we’re in a Employers told MaRS that DIBs to “stretch positions”—that is, positions very different place than the goes beyond productivity, innovation where they do not meet all of the criteria smaller startups.” and profit, and supports individual listed on a job description—those who emotional well-being. All of this identify as women are less likely to do —Employer focus group participant 50 communicated that employers have a so. Instead, women are more likely strong understanding of the benefits of to apply to jobs where they meet all Typically, many tech employers’ doing DIBs work in their organizations. of the minimum criteria on the job organizational understanding of diversity description. Many employers are aware has centred on its observed aspects, Though we heard from our employer of this and, in an effort to increase the including gender, ethnicity, age, ability focus groups that easier access to gender parity of their organizations, etc. The caveat to this is that some the DIBs business case could help have started to take a serious look large organizations reported they leaders make the case that DIBs is a at their job descriptions and to pare have transitioned into understanding strategic priority at their organization, down the requirements to reflect the diversity of thought and have included those same employers were also able minimum that is absolutely required mental health initiatives into their DIBs to provide a comprehensive view of to do the job well. initiatives. However, many smaller DIBs benefits to organizations and Organizations have also been firms and startups agreed that they teams. Given this, we don’t believe experimenting with diverse hiring were further behind. Crucially, having a easier access to the business case panels during interviews to help limited understanding of diversity can to be a material barrier to advancing democratize the decision-making often lead to missing unseen aspects of tech sector DIBs. Instead, there are process. Diverse panels help to remove diversity, such as learning disabilities, likely other larger factors preventing bias in hiring decisions and can mental health, diversity of thought and organizations from making true portray a diverse view of the company intersectionality. This presents a unique progress in advancing DIBs which to the prospective employee. However, opportunity for startup firms to lean on will be discussed later in the paper. employers need to be careful that they the expertise of larger firms that have do not overly burden minority members more advanced understandings. Many tech employers of their organization with hiring It is important to reflect that though large have started to implement responsibilities that are outside their firms may be further ahead in thinking initiatives for diversity normal scope of work by using the about DIBs, this isn’t reflected in higher and inclusion same employees repeatedly. DIBs scores reported by employees or in the feedback we heard in focus groups. One way to approach DIBs is by We’re unsure why this is, but perhaps a implementing initiatives that promote diffusion of organizational responsibility diversity, inclusion and belonging within or a lack of cohesive organizational organizations. In the focus groups, message could contribute. MaRS asked employers to explain the current activities they are undertaking Employers could articulate to bring DIBs to life. Their examples benefits of implementing DIBs were numerous and wide ranging, and in their organizations many were grounded in best practices Almost all employers were able to and research. It’s notable that, during 50. Mohr, T.S. (2014, August 25). Why Women Don’t Apply for the focus groups, many employers Jobs Unless They’re 100% Qualified.Harvard Business Review. articulate a mature and holistic Retrieved from: https://hbr.org/2014/08/why-women-dont- understanding of DIBs and its apply-for-jobs-unless-theyre-100-qualified

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 35 Employers are harnessing the power their own inherent biases, which and inclusion. Currently, of tech solutions companies must investigate before this process relies heavily and during use. Unsurprisingly, tech employers are using on marginalized people technology solutions to help build diverse To better understand their employee educating others or pointing and inclusive workplaces. Fortay helps culture, many employers reported using them to online resources, tech products including Fortay and organizations attract and hire diverse which is inefficient and Culture Amp, as well as Slack apps like talent that will thrive in an organization’s exhausting. As we’ve seen in workplace culture by mapping based on Polly, to conduct anonymous internal this study, the tech community their core values, cultural contributions, surveys with their employees. They do this to understand who makes up is feeling the pain of recruiting and unifying mindsets to foster diversity their workforce, including their seen of thought and a sense of belonging. and retaining good tech talent and unseen characteristics, and to Many reported their use of Textio, an and they are looking to new, ask them what they want and need app that helps develop job descriptions innovative solutions to help at work, an essential requirement that are gender neutral or gender friendly, them do that.” before tackling other aspects of DIBs. with the goal of attracting a wider range It can also assist in the measurement —Stefan Kollenberg, co-founder of candidates, as well as AI recruitment and CMO, Crescendo of progress. Open communication is tools like Plum that help measure a key when implementing a company- candidate’s potential and remove the wide survey. Some individuals may be “We must effectively measure bias associated with hiring. Online HR reluctant to engage in a survey if they what matters to our talent systems and messaging applications do not understand its larger purpose around diversity, inclusion and are increasingly able to list prounouns, or if they think they will be penalized belonging. It is imperative for and many changes can be self- for answering questions honestly. the creation of diverse high- directed—a practice which is helpful All surveys should be administered performing cultures, where for workers who may be transitioning responsibly to ensure openness impactful programs and or who have transitioned. and inclusion. efforts can be built to drive Companies have also been “Good technological solutions productivity and growth.” implementing blind hiring screenings come from repetitive processes —Marlina Kinnersley, co-founder and CEO using products including Knockri which can be automated. The of Fortay.co and Unbiasify, which both help hide hiring process, for example, names and other potentially biasing is something that is done over In general, using surveys is a great information during the hiring process. and over so parts of that can way to gain feedback and identify Furthermore, tools like GrackleDocs areas for improvement. These can are helping organizations to create easily be automated to remove and should be complemented with accessible documents for use by their bias. The same can be said conversations with employees to employees and beyond. It is important about how we educate talent gather further information. to know that AI apps can come with on the importance of diversity

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 36 Diversity value statements can help an employee—you are also These activities are good starts— create an inclusive workplace when an Indigenous person. however, it’s important to not stop paired with other efforts Creating these opportunities there. Launching diversity initiatives gives organizations the opportunity Many employers, especially larger firms, to connect you with your to dig deeper and to begin questioning have enacted “diversity statements,” identity show you that you how these events are positioned which set forth the firm’s values and can are not just another head— and planned. serve as a guiding principle for how they wish to act on diversity. It is common to you are a head that matters.” Important questions to ask include: see phrases such as “equal opportunity —Krystal Abotossaway, strategic diversity • How are these events and the sourcing partner at TD Bank and employer” or “diversity-friendly employer” elements of diversity they celebrate on job postings and applications. president of the Aboriginal Professional Association of Canada being prioritized? However, such statements must reflect • Who has the power in the true culture and values of the Employees and employers create decision-making? company and not be there solely for these groups to have an opportunity • Are any groups being unintentionally placement online or marketing. These to be seen, heard and valued within (or intentionally) left out? diversity statements alone are not the organization. Employee resource effective at increasing the diversity groups allow members to support one Ultimately, what’s most useful is that of the applicant pool or the workforce, another and discuss common wins and companies that have started to take and they can actually backfire in some challenges. These groups are positive in steps toward inclusive behaviours can cases.51 Research has shown that open up to these questions and make most cases because they decentralize those with power in organizations that their efforts that much more valuable. power and create multiple ways for have enacted diversity statements may people to feel that they contribute to believe that their organization is more Employers are changing what their organization’s culture. diverse and inclusive than it actually tech-sector culture can be is, leading them to take less action “We have a D&I Committee. In the tech sector, it is common to hear on DIBs.52 Value statements can be an It’s been in existence for the phrase “Work hard, play hard.” This important step in DIBs, so long as they about a year. It’s very culture can often include parties and are not the only step taken. clear it’s important to the social events where alcohol is present. Promoting and encouraging these sort Celebrating and supporting the organization. The people who of events can hinder inclusion, as they diversity of employees creates work on the D&I Committee, promote a lifestyle or activities not opportunities to be seen 20% of their time is allocated practised by everyone. They can be Some large organizations have created to that. So, it’s not like an limiting and pressuring, and may not the space and resources for employee after-school program. It is align with certain religious beliefs. resource groups. Examples of these part of their performance.” Employers were aware of these issues groups include visible minorities and many were taking steps to reduce groups, women’s groups, women of —Employee focus group participant the presence of alcohol at company colour groups and LGBTQ+ groups. events, especially hiring events. It’s not Similarly, many organizations are “Our Indigenous Circle Group necessary that alcohol be removed, but engaging in activities that celebrate it’s important to ensure that drinking is an employee resource the culture and visible differences of their is not the only form of socializing that group within TD that is very employees. Some are acknowledging is promoted as acceptable in a given social and is developed and land rights for Indigenous Peoples, workplace culture. How companies created by employees. It’s introducing religious calendars and portray themselves on their websites, a community that brings hosting cultural festivals or celebrations. through social media and during Indigenous employees Employers mentioned they introduced interview processes all influence the types of candidates who apply. together who are like you lunch-and-learn sessions about diversity to help you feel like you topics, including learning about Ramadan and other cultural events 51. Kang, S., Decelles, K., Tilcsik, A., & Jun, S. (2016, March 29). aren’t isolated within your The Unintended Consequences of Diversity Statements. Harvard or religious observances. Business Review. Retrieved from: https://hbr.org/2016/03/the- department. And it is in those unintended-consequences-of-diversity-statements 52. Kaiser, C.R., Major, B., Jurcevic, I., Dover, T.L., Brady, L.M., & Shapiro, moments when you feel like J.R. (2013). Presumed Fair: Ironic Effects of Organizational Diversity Structures. Journal of Personality and Social you are not necessarily just Psychology, 104(3), 504.

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 37 “Many companies are working impact their engagement with their say things that discourage inclusivity. to diversify their workforces, colleagues. However, this training was However, this practice may place an but they make the mistake the exception, not the norm, among unintended burden on one individual employers. The tech sector should also and is likely not a sustainable solution. of focusing too narrowly on be looking at other training that would “Our people manager hones their recruiting processes— help build capacity to do DIBs work in diversifying their pipeline the sector, including anti-oppression in on inclusiveness. If we say and de-biasing their screening training and training to improve cultural something that isn’t inclusive, process, as examples—and competency, which can help companies she gently points it out—it’s they forget to focus on what begin to understand the theory and those little reminders that framework that underpin DIBs. happens when they get the help you become better.” new hire through the door. That “In my company, all those —Employee focus group participant new hire is a human, and if who had responsibilities for companies don’t invest their hiring were provided interview Organizations are creating partnerships with under- time and energy into building training for things like represented groups a culture where everyone can unconscious bias and using Many companies—large and small— feel included, where everyone inclusive language.” are sponsoring events that promote can bring their full selves to —Survey respondent diversity and inclusion in tech, such work each day and feel a deep as Ladies Learning Code, Pride events, sense of belonging, they’ll be Other examples of education initiatives Venture Out and more. These activities that employers cited as priorities no further ahead.” increase a company’s visibility among for investment included education diverse groups and serve as a way to —Sarah Saska, co-founder and CEO to improve communication skills, of Feminuity improve the hiring pipeline by fostering critical feedback delivery and empathy awareness of tech opportunities among development. All of these improve the Employers are helping their current and future employees. They emotional intelligence of the workplace, employees build awareness also connect those who might typically which can aid in a workplace’s overall through education feel left out with various tech companies. level of inclusion. To increase two- It is hoped that these events allow Companies are introducing training way communication, companies for more diverse candidates to see and education to promote DIBs have hosted town halls and offered tech companies as a viable option, elements in their organizations. One ask-me-anything sessions with senior and for tech companies to build example mentioned in the focus leadership on topics related to DIBs. their understanding of the inclusion groups was unconscious bias training. Some hold themed conversations to challenges faced by these individuals. Unconscious bias training aims to explore one or more aspects of DIBs. introduce employees to their own Employees told MaRS that some biases and increase their awareness employers are taking on the role of for how their blind spots might providing reminders to staff when they

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 38 “We need to talk to Indigenous an unwelcoming culture in the tech Employers report youth about what it looks like sector mean that many members some challenges in to work in tech, the types of of under-represented groups do not want to work there. implementing DIBs jobs and careers they could initiatives get, and the types of skills they For example, one study shows that employers’ recruiting practices can Despite the fact that employers seem need. If none of your parents influence a woman’s willingness to to have a good understanding of the work in the technology sector, consider roles in the same organization impacts and benefits of investing in or if you don’t see the types in the future.53 As well, 17% of trans DIBs work, they struggle to make DIBs of jobs you can have, what workers in Ontario declined a job they more visible at the organization level. are the chances that you’re had applied for and were offered, The fear of lack of DIBs knowledge going to end up working in the because of the lack of a trans-positive prevents action for employers and safe work environment.54 technology sector? You likely It was clear in our focus groups that won’t think of it as a career. If “It’s wrong to think about tech’s employers wanted to get DIBs right in we can expose those careers talent problem as being just their organizations. However, employers to Indigenous youth, that is a a pipeline or supply issue. It’s regretted their lack of knowledge about how best to start or amplify DIBs work. long-term strategy and long- a demand issue, too. Part of Some said that their lack of knowledge the problem is that women term win.” was preventing them from starting any —Krystal Abotossaway, strategic diversity and people of colour don’t feel activities because they feared doing sourcing partner at TD Bank and that they belong in the tech something wrong. The desire to do president of the Aboriginal Professional Association of Canada space. When people look the work the “right way” is admirable towards the tech industry, and it reinforces the idea that these Strategic partnerships can go beyond they don’t see themselves in employers do want to improve the state just events. Procurement can be used it and so they don’t choose of DIBs in their organizations. However, to help support under-represented the best way to start is simply to to pursue careers in it. When start. Start having conversations with groups. The next time your organization organizations are not being has a catered lunch, think about how your staff through open, honest two- you can support Indigenous- or inclusive, diverse workers way communication and you will begin newcomer-owned businesses, are dropping out before they making progress. for example. even enter.” “When you see the growth —Sarah Kaplan, director of the Institute for Gender and the Economy and professor of the Indigenous economies, at the Rotman School of Management some of those in the double digits, savvy companies Critical reflection is needed to already understand that move these efforts forward they will reap the benefits of Toronto’s tech companies have taken investing in initiatives which some meaningful steps toward diversity, engage these communities.” but we heard that many of their diversity initiatives focus on the physical —Matthew Garrow, director, strategy aspects of diversity (such as ethnicity, planning and economic policy, Ministry of Indigenous Affairs age and gender). Diversity of thought, mental health and learning disabilities, 53. Jalbert, C. (No date). Leaning out: Bad experiences in among other aspects of diversity, were recruiting add to the gender gap. Retrieved from Institute However, it’s important to remember for Gender and the Economy: https://www.gendereconomy. that this isn’t just a supply problem. under-represented in the activities org/leaning-out/; Brands, R. A., & Fernandez-Mateo, I. mentioned by employers. To make real (2017). Leaning Out: How Negative Recruitment Experiences Too often, organizations focus on the Shape Women’s Decisions to Compete for Executive Roles. organizational change, activities must Administrative Science Quarterly, 62(3), 405-442. 54. Bauer, lack of a diverse pipeline as the reason G., & Scheim, A. (2015, June). Transgender People in Ontario, they do not have a diverse employee capture all aspects of diversity, and Canada: Statistics from the Trans PULSE Project to Inform must move into inclusion and belonging Human Rights Policy. University of Western Ontario. Retrieved roster. Many of the policies and from: https://www.rainbowhealthontario.ca/wp-content/ practices (or lack thereof) that signal efforts as well. uploads/woocommerce_uploads/2015/09/Trans-PULSE- Statistics-Relevant-for-Human-Rights-Policy-June-2015.pdf

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 39 Employers should make engagement provides recommendations your employees informed plans for how they are going to bring their for employers and recruiters about local powwows employees along on this journey and to promote inclusive LGBTQ2+ to attend when discussing should use the resources that are already hiring and recruiting.62 available to them to begin this process. community events? Has This is not meant to be an exhaustive leadership at your company For example: list. Instead, these are just some of the many resources available to begin your reviewed the Truth and • Review the Calls to Action from Reconciliation Commission the Truth and Reconciliation learning journey as an employer or recommendations and Commission of Canada and provide employee. The sector should learn from education for management and each other to cultivate other helpful discussed how specific staff on the history of Indigenous resources for organizations to explore. calls to action can Peoples, including the history and “Maternity leave is a great be implemented within legacy of residential schools.55 example. It’s not until your company?” Reconciliation Canada has great somebody is having a baby —Meaghan Daly, founder and president resources available to start the of Forward Vision Games reconciliation conversation at that they remember, ‘Oh, 56 people have babies. We need your organization. In this process of development, to figure out a system for this.’ • The Mental Health Commission employers should take the opportunity of Canada commissioned a national It would be great if there was to discuss their current culture openly standard to improve psychological something that we could give and honestly. It’s possible that history health and safety in the workplace. our CEOs and say, ‘Here are and positionality may prevent some This standard helps to identify the best practices from really employees from participating widely workplace psychological hazards great companies who have in this process for fear of retribution or reprisal. Employers must listen to and provides information on the great policies for how to treat implementation of practices that these fears so that employers and support and promote workplace a woman leading up to when employees can learn and move forward psychological health and safety.57 she leaves.’ Because people together. If organizations are having Locally, CivicAction’s MindsMatter need that. And I like to think trouble knowing what to do or where initiative has created assessments that folks in tech are open to start, there are professionals in the and curated resources to help to it. They just don’t have the area of DIBs who can help. Feeling 58 implement these standards. resources or the knowledge.” overwhelmed or not knowing what to do or where to start is not an excuse • Toronto entrepreneurs have created —Employee focus group participant for not doing the work. The Expecting Playbook and The Parenting Playbook to assist startup In addition to educating themselves, 55. See Action 92 in Truth and Reconciliation Commission organizations in supporting new of Canada. (2015). Truth and Reconciliation Commission of employers must make sure they are Canada: Calls to Action. Truth and Reconciliation Commission parents in the workplace.59 helping to educate their employees to of Canada. 56. See http://reconciliationcanada.ca/resources/ toolkits/ for more information. 57. Canadian Standards • Canadian Business SenseAbility build the capacity and knowledge to Association. (2013). Psychological health and safety in the workplace—Prevention, promotion, and guidance to staged has resources available to help help build the culture they want to see: implementation. Ottawa, Ontario, Canada. Canadian Standards organizations become more one which values the diversity, inclusion Association. 58. See http://www.civicaction.ca/mindsmatter/ for more information. 59. Mackenzie, A., Gorevalov, E., Pulver, accessible and inclusive for people and belonging of all employees. S., & Levine, D. (No date). The Expecting Playbook. Retrieved with disabilities.60 from: http://expectingplaybook.com/; see also Hixon-Vulpe, J. “What are you doing to engage (No date). Hiring Across All Spectrums: A Report on Broadening Opportunities for LGBTQ2+ Jobseekers. Retrieved from • The 519 has produced Creating your employees on Indigenous Pride at Work Canada: http://prideatwork.ca/wp-content/ Authentic Spaces, a toolkit uploads/2018/01/PrideAtWork_2018_Round_FINAL-s.pdf knowledge and why it matters? 60. See http://senseability.ca/resources/employer-library/ and education program to help for more information. 61. Mackenzie, A., Gorevalov, E., Pulver, What are you doing to connect S., & Levine, D. (No date). The Expecting Playbook. Retrieved employers challenge transphobia from: http://expectingplaybook.com/; Mackenzie, A., Jenkins and foster environments that are your company with the growing Townson, N., & Munday, A. (No date). The Parenting Playbook. Retrieved from: http://www.parentingplaybook.ca/. See inclusive of gender identity and Indigenous economy in http://senseability.ca/resources/employer-library/ for more gender expression.61 information. 62. Hixon-Vulpe, J. (No date). Creating Authentic Canada and do you track Space: A Gender Identity and Gender Expression Toolkit to Support the Implementation of Institutional and Social Change. • Pride at Work authored Hiring procurement from Indigenous- Retrieved from The 519: http://www.the519.org/education- Across All Spectrums, which led companies? Do you keep training/training-resources/trans-inclusion-matters/creating- authentic-spaces

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 40 “Diversity and inclusion conversations will always be difficult and emotional. For those who are marginalized, these conversations aren’t just theoretical, they are personal and can even be painful. Diversity conversations involve many different people, with varying levels of understanding, awareness, and compassion for the issues. This creates additional emotional burdens for marginalized folks who must articulate their struggles, while potentially raising feelings of defensiveness in the privileged. Add a workplace or industry environment in which power dynamics affect careers and livelihoods, and the difficultly only increases. And yet, these conversations are necessary. We all need to have them. We cannot move things forward—for our industry and our world— unless we tackle these difficult problems. We must acknowledge inequity exists and is based on systemic oppression of certain groups over hundreds of years. We must ask that people with privilege put the work into learning about this context themselves to reduce the burden on the marginalized and to make the conversations more productive. We must hold ourselves and our leaders accountable to being part of the change.” —Seema Lakhani, head of product and head of Wattpad Labs, Wattpad

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 41 Speed of growth in the tech sector Though an earlier section indicated Notably, small and fast-growing may pose a challenge to DIBs that an understanding of organizational organizations expressed the potential Tech employers face unique challenges responsibility is important, in truth, trade-off between needing to hire due to the quickness of change and everyone is responsible for DIBs. It’s rapidly and the time it might take to find fast pace of growth within small a conversation of the whole, not of a diverse candidate pool while growing organizations. Questions were raised small parts. It’s also much easier to quickly as an organization. Though it about how to introduce inclusion when start addressing diversity when an may be more challenging for these everyone is new. Employers were unsure organization has few employees rather smaller organizations to prioritize DIBs of who should be given the responsibility than later in a company’s development. early in their growth, organizations that for DIBs work in a small and rapidly If you start by building a diverse team, wait too long will face challenges in growing firm. less backtracking is required later on. attracting diverse staff in the future. Having to deal with a lack of diversity “If everyone on your team “There is a tension in tech that as a later-stage company is known as people want to move fast— having diversity debt, which can have looks, feels and thinks similar which by itself isn’t a bad very real consequences to a company’s to you, you’re effectively thing—but while we’re moving culture, financial performance and putting all of your eggs in one 63 fast we need to teach people innovation potential. basket. We build diversified to think differently about “It’s never too early for startups portfolios; why doesn’t it follow how they interact in those to invest in HR. Diversity debt, that we should also create meetings. Fundamentally, to for example, can creep in if diverse teams? Why hasn’t get to belonging we all need you don’t actively broaden this long-standing investment to demonstrate more active your network and train your approach translated into how listening at work and bring teams to check their hiring we build companies?” more kindness and empathy biases. There are hiring —Sarah Saska, co-founder and CEO of Feminuity to others in the room for who platforms like Textio, Fortay they are and how they are and Ideal that can assist here. showing up as themselves.” If you’ve really let things go, —Jodi Kovitz, founder and CEO of employment lawsuits and #movethedial pay equity liability could rear its ugly head.” —Daneal Charney, director of talent for MaRS Venture Services

63. Saska, S. (2017, July 14). It’s Time to Take ‘Diversity Debt’ Seriously. Retrieved from Techvibes: https://techvibes. com/2017/07/14/its-time-to-take-diversity-debt-seriously

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 42 Employee backlash and discomfort Implementing DIBs within organizations Employers are ready prevents action on DIBs can be extremely uncomfortable. There to move forward Employers reported that when is an emotional burden felt among Toronto’s tech employers were open implementing certain aspects those who are the organizational about their understanding, initiatives of DIBs work, such as celebrating champions of this work. Employers and challenges in implementing DIBs cultural festivals and events, they have expressed feeling this toll if they were in their organizations. Overall, there experienced a backlash from some the only ones responsible for DIBs in was an increased understanding of employees. This reaction is not rare. DIBs their company. It is essential to spread DIBs at the end of the focus groups, work can disrupt people’s sense of self the responsibility wide and to make as well as an appreciation for what and trigger uncomfortable emotions. multiple people accountable for DIBs. other companies are working on. Because of the discomfort and reactions “We are good about diversity, Their insights will guide the entire that may occur, education and two-way but not inclusion. We are very tech ecosystem to make meaningful communication are critical. Canadian, [we] don’t want progress on diversity, inclusion “At my organization, we to have the uncomfortable and belonging. created our own women’s conversations” employee resource group. —Employer focus group participant Our leadership was quite supportive and gave some Employers must provide direction resources for meetings. on how to address the challenges and There may have been 40 people opportunities associated with diversity working at the organization, of thought. Ideological differences and unique viewpoints are a benefit of DIBs, and 10 women got “pizza paid yet they can also present challenges for,” and some of my male in teams. Organizations will need to colleagues didn’t understand. set up a process to discuss difficult They asked ‘Why don’t I get or controversial issues in an inclusive pizza paid for? I’ll just have way—not one that isolates or ostracizes to create a men’s group.’” those members with differing opinions. Employers expressed that they are —Employer focus group participant looking for effective ways to manage diversity of thought internally.

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 43 Toronto’s Tech Sector Must Work Together to Move the Needle on DIBs

Diversity, inclusion and belonging are everyone’s responsibility. Toronto can only succeed when its tech sector Exhibit 19: Employers and employees together must reflect, recognizes this fact and makes a learn and act to improve Toronto’s tech sector DIBs meaningful commitment to investing in these efforts. Tech employers are making progress and throughout this process MaRS heard about the start of a number T C of initiatives. More importantly, MaRS E L L E heard employers express their strong F A E R desire to start the work and to come R N together with the tech sector as a whole to make it happen. Both employers and employees expressed hope that the tech sector can make an impact Individual and on the state of diversity, inclusion Employer and belonging sooner than later due to its nimbleness and commitment to innovation. ACT

SOURCE: MaRS Discovery District.

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 44 Overall, employees have been making This is another great time to engage organizations start, the easier it efforts to improve DIBs within their staff in a two-way conversation will be to create strategies and organizations. Importantly, many about what they would like to see initiatives that will positively employees who champion DIBs work done to match values with actions. impact the diversity, inclusion do so because they feel the impacts and belonging felt by employees. LEARN from your employees of DIBs the most; this is especially true • and leverage external resources Commit to real budgets and among those at lower levels within strategies. While talking with your the hierarchies of organizations. Their • Open up the lines of employees about best practices is courage to speak up about diversity, communication to foster trust. important, it’s not enough. You must inclusion and belonging in the workplace The most effective way to start is by also commit to developing a real should be commended and amplified getting to know your employees. Ask strategy for tackling DIBs in your at all levels. questions either through surveys or organization. This strategy should in person, or both. Bring your staff include measurements and the Employers must reflect, together to talk about DIBs issues resources required to do the work. learn and take action and—once trust is fostered through Employees should also be able to patience and active listening—ask to improve DIBs identify who in the organization is them what they think could be done responsible and accountable for REFLECT on organization’s to improve inclusivity and belonging DIBs. Create opportunities for your intentions and values at the company. It is likely this will employees to learn how to be allies be uncomfortable. Remember, • and to build cultural competence. Determine your organization’s leaders report higher levels of • intentions and reasons for previous DIBs than non-leaders, so Take care not to fall back lack of action. DIBs work is hard employers need to view everything on quick fixes or tokenism. and it can be very uncomfortable. as a two-way communication Organizations that are motivated Questioning why action hasn’t taken process. Being honest and clear to act on inclusivity may skip to place previously can also be awkward. about your intentions for asking implementing activities without Having humility and a willingness to these questions will help create understanding the broader systemic hold uncomfortable conversations a productive environment and changes that are needed. This might and approach difficult topics is build a collective understanding manifest as addressing hiring without essential to making DIBs a priority of what DIBs means for you and an attempt to address other systemic in your organization. It’s important to your organization. issues that contribute to a lack of determine why this work is a priority inclusivity in the corporation. One for your organization now and to create • Seek support from external example of a quick fix would be to the intentionality from leadership resources. There are many promote women to higher levels needed to propel the work forward. resources available to help of the company without considering organizations begin their DIBs • the organization’s broader parental Define your organization’s values work, including tech solutions, and examine your workplace leave policies, sexual harassment online resources and toolkits, policies, or other policies at the same practices against them. By and experts who can be hired. defining your organization’s values time. Members of ethnic minorities Lack of knowledge or education may also be quickly hired, but if it’s you are signalling to your employees is not a reasonable excuse that this work is important. These done with the sole purpose of placing anymore. Seek out support their faces on the company’s values should be the result of a joint from others who have done this conversation with your employees, website, this could represent work and find a support network tokenism instead of real change. as they should reflect the values of employers to guide you. of all members of the organization. But you can’t stop there. All ACT on DIBs by starting your work organizational activities must be • Begin. Throughout this process, measured against these values. If MaRS heard that many companies they aren’t, it’s important to have a were afraid to start DIBs work out discussion about what can be done of fear of doing the wrong thing. to bring your business’s activities Working on DIBs is an ongoing and practices closer to its values. process and journey. The sooner

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 45 “People always shy away barriers of other communities The Toronto tech sector from targets with respect and build their own cultural must build a coalition to measuring an inclusive competence. Though organizations should help expose employees of partners to achieve workforce. That’s not to say to available resources, it’s up momentum on DIBs that there should be hard to everyone to be informed MaRS believes that to support our targets. But active recruitment and stay current. growing tech ecosystem, tech-sector measures are necessary so employers must come together to ACT in a way that fosters allyship you can determine what are tackle these challenges head on. the investments and activities • Seek out the actions that can Toronto will only be able to win at the be taken. After reflecting on their you can do to increase the talent race if it generates the strength positionality, employees will be better numbers. And once you’ve that comes with having many people able to act in a way that amplifies working together toward the same achieved a number, don’t be the voices of those from under- goal. Employers and employees must satisfied. Keep going.” represented or marginalized groups. convene to share both their challenges —Matthew Garrow, director, Allyship involves asking people how and their best practices, so they can strategic planning and economic policy, they want to be supported. Discuss learn from one another and build Ministry of Indigenous Affairs with all employees what actions help the city’s sector-wide DIBs capacity. or hinder them in the workplace. Consequently, MaRS proposes that Positive actions, like interjecting Employees must be a sector-wide Inclusion Council in a meeting to amplify the thoughts be created for tech companies to engaged as partners of people who may be in a minority come together and achieve sector- in reflection, learning position in the room, can help wide results. and action employees understand the importance of not being a bystander. “Collaboration is key—it’s why we all have to work together. REFLECT on how you can contribute “The one universal thing I’ve to an inclusive work culture If there is a collective seen is that we all need to commitment to driving • Engage in critical reflection. be part of the solution. It To continue to be stewards of toward outcomes that are has to be a collective shared DIBs culture among their peers, measurable and to take steps responsibility between employees should reflect on their even if they are small, we are employers and employees. position in both society and their fundamentally going to be workplace. By engaging in ongoing Employee engagement is better off in the long run.” critical reflection, employees will really important. It can’t be better able to contribute to be just one department —Jodi Kovitz, founder and CEO of an inclusive work culture. As new #movethedial working toward diversity people join their organization, individuals with high awareness and inclusion. You need DIBs is an ongoing conversation and emotional intelligence can everyone working together between many individuals—in this set the tone. to achieve true change.” case, between Toronto’s tech sector and its employees. If this community LEARN from your peers to develop —Karen Kuzmowich, director of diversity can take action on diversity, inclusion and inclusion at Manulife cultural competence and belonging, there is no limit to what we can achieve together. • Join organizational learning Reflection, learning and action are events and do your own not steps; they are activities that work. Take part in the learning happen simultaneously. This work opportunities your organization is continuous and must be ongoing. offers and learn from others in your workplace. Still, you shouldn’t expect to learn everything from others. Allies should do their own work to try to understand the

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 46 The Tech for All Agreement

MaRS partnered with 47 leading The Toronto-area tech sector’s • determine the best way to measure Toronto-area tech companies to Tech for All Agreement to promote collective progress as a sector. undertake a learning journey together diversity, inclusion and belonging As organizations committed to DIBs: with the goal of beginning to understand We agree to join a sector-wide Inclusion the state of diversity, inclusion and Council to develop our collective • We agree to start and continue belonging in the tech sector. It is understanding of diversity, inclusion conversations within our heartening to see the tremendous work and belonging. organization about diversity, that is happening as it relates to DIBs, inclusion and belonging. and this research and learning journey The Council will: • We agree to listen to and learn gave us an opportunity to take • build a collective promising from our employees to help build a collective step forward as a sector. practice toolkit that can support a better workplace. Aligning with the recommendations tech employers; • We will take action on improving of the Tech for All Report, the following • curate resources and share the diversity, inclusion and Tech for All Agreement is a commitment opportunities for employers to belonging within our organization. by these organizations to create an access expertise, best practices Inclusion Council that will meet regularly • We agree to talk openly and share and guidance on advancing with the goal of bringing diversity, our successes and challenges with diversity, inclusion and belonging inclusion and belonging practices others in the Toronto tech sector. within our organizations; forward. MaRS began this project with • We agree to learn from others • 47 organizations, but the work has just form a regular peer-to-peer learning and to be humble and willing started. We encourage and welcome group for tech employers to regularly to receive advice and guidance other tech-sector organizations to join connect across organizations and from the community. this agreement through the work lean on the collective expertise a sector-wide Inclusion Council. of the sector; and

Signed, Ada Support Financeit RBC Autodesk Interac Ritual Betterfrost Technologies Kira Talent Rogers BioConnect Knockri Rubikloud BlueDot Inc. LinkedIn Sensibill CareGuide KPDI Shoelace CleanSlate UV Manulife Stack Coinsquare MaRS Discovery District Symbility Intersect Crescendo Moneris TD ecobee Nudge Think Dirty GreenMantra Technologies OneEleven TribalScale #paid Peekapak Wattpad Hockeystick Pelmorex Corp. Wealthsimple Horizn Planswell Zoom.ai EventMobi RateHub

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 47 Appendix A: Research Methodology

Employer focus groups 1. What is your organizational Employee focus groups Qualitative data was collected from understanding of diversity, inclusion Qualitative data was collected from employers in four separate focus groups and belonging (DIBs)? What do you 28 employees in four separate focus held in May and June 2018 where perceive are the benefits of engaging groups held in July 2018 to gather employers were asked for their insights in DIBs? What are the costs to not the perspectives of employees in into the challenges they are currently engaging in DIBs? the tech sector. These employees facing in implementing DIBs initiatives. were identified by the partnering These discussions were held at MaRS 2. What are you currently doing ventures and represented a range with 47 companies presently operating to promote DIBs within your of diverse perspectives. Participants within the MaRS ecosystem and organization? Are these did not have direct responsibility included 110 venture and corporate activities working? over the culture or hiring decisions employers responsible for hiring talent made at their company. The semi- for their respective organizations. structured focus groups were Each employer focus group was 3. What have been your challenges moderated by an expert in diversity, facilitated by an expert who explained in rolling out DIBs activities at inclusion and belonging, and included the concepts related to diversity, your organization? a short introduction to the major terms outlined in Section 2 of this inclusion and belonging. Each focus group was split into tables of five to report (see The Key Terms and 4. What do you need to overcome these six employers, plus a note taker from Concepts for Understanding Diversity, challenges? What do you have at your the research team, to answer the Inclusion and Belonging). disposal and what is missing? following questions.

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 48 Survey research Sample composition • Job function: 33% tech occupations (148); 67% business occupations (308) Quantitative survey research was • Gender identity: 51% women (218); conducted with tech-sector employees 49% men (205); ◦ Tech-oriented roles include who received an anonymized survey link computer and IT professionals, ◦ 2% agender, bigender, two-spirit, through two methods: gender fluid, genderqueer, non- engineers, design and user experience roles, and research • direct email communication from binary, questioning, stealth or trans their employer for participating (9), of which 2 respondents identify scientists and technologists. venture partners; and as trans men and 4 identify as ◦ Business-oriented roles include trans women administration and office support • social media links advertising staff, business analysts and the survey. • Racial and cultural group: 51% white consultants, CEOs and founders, The survey was live for four weeks (231); 25% Asian (113); 7% Black (30); 17% Other (75) customer success and account between June and July 2018. A total management positions, DIBs of 843 partial responses were captured. ◦ Asian includes those who identify roles, finance and accounting Of these respondents, 519 finished as Japanese, Korean, Chinese, professionals, legal roles, machine all parts of the survey. To ensure the South Asian and Southeast Asian operators and production workers, sample represented members of • Indigenous Peoples: 99% non- maintenance staff, management the Greater Toronto Area, only those Indigenous peoples (444); 1% roles, marketing, advertising and respondents who indicated they were Indigenous Peoples (5) PR roles, operations and logistics members of the GTA were used in the professionals, people, culture and • Age: 67% millennials 35 years and survey analysis (456 respondents). HR staff, policy and government under (283); 33% age 36 and over (138) The GTA was defined in the sample relations staff, product and project as including Ajax, Clarington, Brock, • Leadership role: 34% leaders (153); management professionals, and sales Oshawa, Pickering, Scugog, Uxbridge, 66% non-leaders (302) and business development roles. Whitby, Burlington, Halton Hills, ◦ Leaders defined as those who • Immigration status: 64% born Canada Milton, Oakville, Brampton, Caledon, answered yes to the following (292); 36% not born in Canada (163) Mississauga, Aurora, East Gwillimbury, question: “Are you currently a leader • Organization size: To account for Georgina, King, Markham, Newmarket, or executive at your company?” Richmond Hill, Vaughan and sampling error of organization size • Sexual orientation: 83% heterosexual Whitchurch-Stouffville. in the survey, all analyses included (347); 17% asexual, bisexual, fluid, a sampling weight to adjust for The survey was created by Feminuity gay, lesbian, pansexual, queer and differences in organization size using and administered by Fortay. For more questioning (71) data from Statistics Canada, Canadian information on the survey, please see • Disability: 89% with no disability (397); Business Counts, with employees, https://fortay.co/dibs. 11% with a disability (49) December 2017. Table: 33-10-0037- 01. Data retrieved for Ontario. ◦ Disability includes temporary and permanent forms of physical disability, as well as cognitive or mental disabilities, including addiction and depression

1 to 19 employees 20 to 99 employees 100 to 499 employees 500+ employees

Population share 23.3% 25.9% 32.8% 18.0% Sample share 16.4% 39.2% 24.9% 19.5% Sample weight 1.422 0.661 1.317 0.920

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 49 Appendix B: Interviewees and Experts Consulted

MaRS Discovery District would like Mary Goitom Karen Kuzmowich to thank the following individuals Assistant Professor, Director of Diversity and Inclusion for contributing their insights to School of Social Work Manulife this project. York University Seema Lakhani Krystal Abotossaway Danny Guillory Head of Product and Head Strategic Diversity Sourcing Partner Head of Global Diversity and Inclusion of Wattpad Labs TD Bank and President of the Aboriginal Autodesk Wattpad Professional Association of Canada Sarah Kaplan Lenore MacAdam Meaghan Daly Director of the Institute for Gender Inclusion Lead at Deloitte Canada and Founder and President and the Economy and Professor Board Member at Canadian Business Forward Vision Games at the Rotman School of Management SenseAbility

Colin Druhan Marlina Kinnersley Dr. Kwame McKenzie Executive Director Co-founder and CEO CEO Pride at Work Canada Fortay.co Wellesley Institute

Matthew Garrow Stefan Kollenberg Iradele Plante Director of Strategic Planning Co-founder and Chief Marketing Officer Community Engagement Lead and Economic Policy Crescendo Venture Out Ontario Ministry of Indigenous Affairs Jodi Kovitz Sarah Saska Founder and CEO Co-founder and CEO #movethedial Feminuity

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 50 Acknowledgements

Authors: Melissa Pogue Manager of Program Research and Operations MaRS Talent Development Lekan Olawoye Lead Executive MaRS Talent Development

Contributors: Mary Goitom Assistant Professor, School of Social Work York University Julia Hawthornthwaite Writing and Research Consultant Danton Sück Associate of Senior Leadership Programs MaRS Talent Development Gina Uppal Manager of Partnerships and Grants MaRS Talent Development

The authors would also like to acknowledge the support from the following MaRS Discovery District staff: Victoria Abboud, Kareen Ndema and Eleanor Salazar.

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 51 MaRS Tech Talent Advisory Council MaRS Discovery District is supported by members of the MaRS Tech Talent Advisory Council, which is comprised of leaders from industry, business development organizations, educators and government working together to address the needs of current and future workforces in the GTA tech industry. The authors are grateful for their insights. Chris Brown LinkedIn Jordan Christensen ecobee Leslie Fink City of Toronto Robb Gilbert BlueDot Inc. Thomas Heermann Autodesk Kelly Jackson Humber College Ryan L’Abbe GreenMantra Technologies Marin Litoiu York University Leona McCharles RBC David McDonald Manulife Erin McGinn Ontario Ministry of Training Gladys Okine First Work Tanya Stephens Procter & Gamble

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 52 Research partners:

MaRS Discovery District thanks the Brookfield Institute for Innovation + Entrepreneurship for its partnership in analyzing the Toronto Tech Sector Census data. In particular, we wish to thank Andrew Do, Creig Lamb, Viet Vu, Asher Zafar and Sean Zohar for their assistance.

Survey Partners:

Venture and Corporate Partners:

Company logos used with permission.

TECH FOR ALL: Breaking Barriers in Toronto’s Innovation Community | MaRS Discovery District 53