Addressing Systemic Diversity Challenges Within Your Organization: From the perspective of an I/O Psychologist

05
Apr 2022
451
Two people are shaking hands with their hands painted in different colors.

Author:  Justin M. Deonarine

In a 2020 interview, I was asked why organizations falter when trying to incorporate diversity efforts. “Diversity is not a marketing tool. You need to be ready to walk the walk. You have to acknowledge that it’s going to be a transition, not an instant return. Otherwise, the initiative will fail and diversity will be treated as a ‘fad’. And this would be a tragedy, because diversity efforts can bring so much good to both your company and the world.”

Research consistently shows that a focus on diversity provides organizations with meaningful benefits based on multiple metrics. Some of the common findings include:

  • Higher earnings.
  • Better average growth.
  • Greater innovation through diverse viewpoints.
  • Better decision-making.
  • Higher returns on equity.
  • Attracting a greater variety of talent.

Additionally, a 2020 study from Psychometrics Canada also indicates that the majority of leaders recognize these benefits and encourage diversity in their organizations 1 .

Despite their best intentions and efforts, organizations can still struggle to implement effective and meaningful diversity policies. Why? Organizations typically pursue diversity in areas such as age, gender and ethnicity. These traits are tangible, in the way that they are visible. However, do they always provide the greatest returns for a diversity program? Sometimes, the benefits are driven by intangible factors 2 , such as variety of experience and different perspectives.

This is where the “Like Me Bias” becomes a challenge. We gravitate or seek out people who are most like us. Those who think and feel the same way that they do, and share a common sense of purpose or direction. Groups with homogenous members make decisions quicker, agree more and feel more confident in their decisions. It’s easy to understand why we gravitate towards those like us: We find familiarity comforting.

However, this is also the challenge of focusing on tangible traits. The Like Me Bias isn’t limited to age, gender and ethnicity. Those with different backgrounds can share the intangibles. This bias appears the most when decisions are made based on subjective criteria, which are heavily influenced by our experience and perspectives. The key to improving diversity efforts is to harness both objective information and different perspectives when making decisions.

The Like Me Bias has many impacts during the recruitment cycle. It influences which candidates we gravitate towards and, ultimately, hire. This makes the selection process a great place to start implementing objective diversity efforts.

  • Adopting “Blind Hiring Panels”: When reviewing applications, improve objectivity by removing identifying information about a candidate that could be used in a subjective manner, even if we don’t intend to do so. This includes their name, gender, age, where their education is from, and any hobbies or interests that they may provide. Additionally, have more than one person review the applications of the top candidates, in order to bring different perspectives to the table. As an example, consider the changes that the Toronto Symphony Orchestra made in the 1980s 3 . Since that time, their team has become much more diverse than it was in the past.
  • Using psychometric assessments: Beyond the initial application, many organizations use reliable and valid psychometric assessments to gain unbiased insights into candidates. This data allows hiring teams to make more objective and informed decisions when choosing between potential candidates. Additionally, these assessments often help when constructing effective on-boarding programs for new hires.
  • Include external consultants for critical roles: Consider reaching out to consultants who are knowledgeable about finding the right candidate for the role. These individuals can help hiring teams determine or refine the qualities that they should be seeking in candidates. This outside perspective is even more valuable when the consultant is able to effectively challenge the biases that the hiring team may hold.

I am often asked if my advice above has changed due to the new structure of the working world, with remote and hybrid roles becoming more common. In short: No, it hasn’t. The benefits of harnessing diversity haven’t changed. However, more organizations are realizing the need for it, which is a change for the better.


About the Author

Justin M. Deonarine is an Industrial/Organizational Psychologist with Psychometrics Canada . He specializes in the application of data-driven decision-making to areas such as selection, leadership and corporate culture. He has worked with organizations around the world, from local non-profits to multinational corporations. Justin enjoys sharing his experience and knowledge with others, having published articles about leadership, corporate culture, diversity, innovation and entrepreneurship for a variety of business and HR resources.


References:

1. https://www.cphrab.ca/diversity-canadian-workplaces-where-we-are-and-what-we-need-do

2. https://www.inc.com/entrepreneurs-organization/the-little-known-diversity-factor-that-can-positively-impact-your-company.html

3. https://www.cbc.ca/news/business/blind-recruitment-marketplace-1.3462061

 


The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.

The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.



Mental Health in the Agriculture Industry

By Jessica Jaithoo • August 8, 2025
Author : Nicole Mahieux, Nick Canning & Kendal Tremblay Mental health is increasingly recognized as a cornerstone of employee well-being, business resilience and community strength. For HR professionals, supporting mental health is no longer optional—it’s imperative. While conversations around mental health have gained traction in many industries, one critical sector still faces unique and persistent challenges: agriculture. Farmers and agricultural workers play a vital role in food production and national food security. Yet they are among the most vulnerable when it comes to mental health struggles. In fact, they experience some of the highest rates of stress, anxiety, depression—and even suicide. This is not just a personal issue. It's a workforce issue. It's a public health issue. It's a business issue. There are a range of compounding pressures makes farming one of the most mentally taxing professions.  These include: 1.Financial Stress & Unpredictability Unstable markets, weather-dependent outcomes, and shifting government policies contribute to a constant sense of economic uncertainty. 2. Isolation Many farmers work alone and live in rural areas where access to social support is limited. Social isolation increases vulnerability to mental health concerns. 3. Stigma Although mental health stigma is slowly decreasing, it remains a barrier—especially among men, who represent 74% of the agricultural workforce. Traditional gender norms often discourage open conversations or help-seeking.

CPHR Alberta’s Commitment to Supporting Reservists

By Jessica Jaithoo • August 7, 2025
As a proud participant in the Glowing Hearts program , CPHR Alberta continues to champion the value that Canadian Armed Forces reservists bring to our workplaces. Since joining the program, we’ve seen firsthand how supporting reservists not only strengthens our communities but also enhances organizational resilience and leadership. The Value of Reservists in the Workplace Reservists are more than military personnel—they are strategic thinkers, adaptable leaders, and skilled collaborators. Their training equips them with discipline, problem-solving abilities, and a mission-focused mindset that translates seamlessly into civilian roles. Captain McKenzie Kibler of The Loyal Edmonton Regiment exemplifies this. In a recent deployment on Operation REASSURANCE, he developed leadership and operational skills that now enrich his civilian career. Watch his story here. Support, Recognition, and Incentives for Employers Supporting reservists doesn’t mean sacrificing business continuity—in fact, it opens the door to meaningful recognition and financial support. Through the Compensation for Employers of Reservists Program (CERP) , employers can receive grants to help offset operational costs when a reservist-employee is away for 30 days or more. At the same time, organizations that register their reservist leave policies with the Glowing Hearts program are publicly recognized on the Canadian Forces Liaison Council website and receive a certificate of support and digital badge. These benefits not only ease the logistical challenges of supporting reservists but also position your organization as a leader in community engagement and national service. Tools and Templates for HR Leaders To make it easier for organizations to support reservists, CPHR Alberta offers a Reservist Leave Policy Template. This resource outlines eligibility, leave procedures, compensation, and compliance with federal and provincial legislation—making it simple to implement a supportive policy. Access the template through the Member Portal.

Leadership Risk Isn't Just a C-Suite Concern

By Marina Perkovic • July 29, 2025
Companies that invest in leadership development see real returns. According to Brandon Hall Group, organizations with strong leadership development programs are 1.5 times more likely to be financially high-performing, reinforcing the clear connection between leadership strength and business success (Brandon Hall Group, 2015). For small to mid-sized businesses, this risk can be especially high. As teams expand and complexity increases, the informal leadership structures that worked early on can start to crack. That’s where proactive leadership development and risk mitigation go hand-in-hand. The Leadership Gap Is a Hidden Business Risk According to a recent CPHR Alberta report, talent development and leadership gaps remain one of the top five organizational risks (CPHR Alberta, 2023). The consequences are rarely immediate, but they compound over time: • Missed growth opportunities • High-potential employees leaving due to lack of career clarity • Poor team morale when unprepared managers struggle to lead • Strategic drift from lack of alignment at the top A growing company without a leadership pipeline is like a car without a spare tire, it might keep rolling, but one unexpected bump can send the whole operation into a tailspin. Risk Mitigation Starts with Leadership Insight The first step in mitigating leadership risk is to move from guesswork to clarity. That means using structured tools like leadership assessments, succession planning frameworks, and targeted coaching to surface the actual capabilities of current and emerging leaders. In professional services firms, for example, it’s common to see technically strong employees promoted into management roles. While they excel in their areas of expertise, they often lack key leadership capabilities like delegation, feedback, and emotional intelligence (Gallo, 2016). Without proper development, this can lead to stalled projects, disengaged teams, and higher turnover. Leadership assessments and focused coaching are essential to identify these gaps early and build the skills needed to lead effectively. Common Leadership Risks in SMBs Every organization faces different risks, but these are some of the most common leadership vulnerabilities seen in growth-stage companies (SHRM, 2022): • Lack of succession planning: Only one person knows how to run a key function, creating bottlenecks and burnout. • Unclear decision-making authority: Teams waste time waiting for approvals or duplicating efforts due to ambiguous roles. • Promotion without preparation: High performers are promoted into leadership roles without training, leading to micromanagement or misalignment. • Poor feedback culture: A lack of honest dialogue means small issues snowball into bigger people problems. • Leadership misfit: A leader’s natural style may clash with the culture or needs of a specific team or situation. Mitigating these risks requires more than a one-time workshop. It takes intentional development, structured tools, and reinforcement over time (SHRM, 2022). What Effective Mitigation Looks Like The most successful companies don’t wait for a leadership crisis to take action. They build leadership strength proactively. Here’s what that looks like: • Leadership assessments are used during hiring and promotions to identify fit, style, and potential blind spots. • Customized coaching programs help leaders build the exact skills they need in real time, tied to their actual challenges (International Coaching Federation, 2022). • Leadership training cohorts (such as PowerUp Leadership’s “Coaching Skills for Managers” or “Authentic Leadership” programs) create a shared foundation across the organization. • Succession maps identify who is ready or could be ready for key roles in 12–24 months, creating a proactive development plan (SHRM, 2022). As companies grow, the complexity of people management increases exponentially. Systems, tools, and strategy all matter but none of them work without effective leadership behind them (McKinsey & Company, 2018). Investing in leadership development isn’t a “nice to have” for big companies, it’s a risk management strategy for every business serious about sustainable growth. 
MORE NEWS