Research Reports

Published: November 2007

Download

This study follows the survey report that showed that visible minorities were less satisfied with their careers, less likely to report positive experiences and perceptions regarding their workplaces, and more likely to perceive workplace barriers than their white/Caucasian colleagues.

Impetus: Canada is expected to face an increasing shortage of workers over the next several years. Immigrants, most of whom are visible minorities, are predicted to account for all net labour force growth by 2011. Employers face losing their most experienced employees to retirement and must rely on immigrants as a source of much-needed skills. There is evidence that corporate Canada is not maximizing the potential “brain gain” available as a result of this influx of skilled immigrants.

Methodology: Catalyst conducted focus groups with visible minority and white/Caucasian managers, professionals, and executives. Supporting survey findings are based on data from more than 17,000 managers, professionals, and executives.

Findings:
Visible minority focus group participants named three types of relationships that are critical for career advancement: having a network, a mentor, and a champion. However, these relationships are frequently formed during informal networking opportunities, and visible minorities often feel excluded from such activities.

The experiences of visible minority women often paralleled those of visible minority men. In some cases, there were strong similarities between the stories of visible minority women and white/Caucasian women. Finally, there were instances when the stories of visible minority women differed from all other groups—evidence that visible minority women may at times experience “double-outsider” status.

• Visible minorities and white/Caucasian women often felt isolated from and uncomfortable in informal networking opportunities involving activities such as drinking in bars and playing or watching sports.
• A lack of available mentors is a career advancement barrier for visible minorities.
• Visible minority men identified mentoring as a strategic relationship for career advancement, and many specified a mentor who was not their manager. Visible minority women, however, spoke more generally about mentoring-style support from their managers and were less likely to have a clearly defined mentor.
• Visible minority women and men recognized the need to have a champion to speak up on their behalf when critical decisions are made.
• Focus group participants indicated that self-promotion helps potential champions know why they should take on the champion role. Visible minority women frequently expressed discomfort at the idea of self-promotion.

 

To support organizations in helping all employees gain access to the relationships critical to career advancement, a set of recommendations using the knowledge gained from the focus groups is included.

Catalyst will release two additional reports as part of this study: the next will explore culture, cultural fit, and stereotypes, and the last will expand on organizational practices that can support the advancement of visible minorities.

Lead Sponsors: RBC Financial Group

Participating Sponsors: Deloitte & Touche, IBM Canada

Supporting Sponsors: Ontario Ministry of Citizenship and Immigration