Here's a list of the biggest points or takeaways from Module 4: Developing an Inclusive Culture. You can refer to this list at any time.

• An ‘inclusive workplace culture’ is a work environment where everyone feels valued, respected, and supported regardless of their background or identity.

• ‘Inclusive language’ is about choosing language that recognizes and validates people’s unique experiences or identities and steering clear of language that draws on biases or stereotypes, promoting exclusion or discrimination.

• Inclusive language isn't neutral. So, it’s more than just stopping ourselves from causing harm. It's about creating spaces that're psychologically safe, where people know they aren't going to be attacked, shunned, mocked or excluded on the basis of race, gender, disability, Indigeneity and so on.

• ‘Universal Design’ is about designing products or spaces that're user-friendly and don’t need to be modified or changed in order for a variety of people to use them.

• ‘Duty to accommodate’ is a legal obligation under the Canadian Human Rights Act and Alberta Human Rights Act. It requires that organizations in Alberta accommodate employees and volunteers up to the point of undue hardship.

• ‘Undue hardship’ is the limit when it comes to providing accommodations. It’s when the cost or risk of accommodating someone is too big, making it unrealistic or unreasonable.

• Accommodating an employee means adapting or adjusting certain rules, policies, spaces, or environments to help reduce or remove challenges they’re facing because of characteristics like age, disability, or religion.

• An ‘accommodation plan’ is a written document that outlines how an employer is going to accommodate an employee.

• A ‘land acknowledgement’ is a statement recognizing the land you’re on and the Indigenous peoples who resided there prior to European colonization. In the context of the Truth and Reconciliation Commission of Canada, writing or reciting a land acknowledgement is an act of reconciliation.

• The Truth and Reconciliation Commission of Canada was established to inform Canadians about what happened in the residential school system. For more than a century, Indigenous children were taken away from their families and forced to attend these schools, where they had to abandon their own languages and cultures and adopt Euro-Canadian ones.

• Residential schools were funded by the Canadian government and run by nuns and others church officials, who wanted to convert the children. They were overcrowded and underfunded. The children in these schools were often malnourished and diseases like influenza and tuberculosis went unchecked. Many were abused, physically and sexually.

• The final report published by the Truth and Reconciliation Commission of Canada outlines ninety-four (94) calls-to-action. Most of them are directed toward the Canadian government. However, some of them—like ninety-second (92nd) call-to-action—are directed toward Canadian businesses.

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We call upon the corporate sector in Canada to adopt the United Nations Declaration on the Rights of Indigenous Peoples as a reconciliation framework and to apply its principles, norms, and standards to corporate policy and core operational activities involving Indigenous peoples and their lands and resources. This would include, but not be limited to, the following. i. Commit to meaningful consultation, building respectful relationships, and obtaining the free, prior, and informed consent of Indigenous peoples before proceeding with economic development projects. ii. Ensure that Aboriginal peoples have equitable access to jobs, training, and education opportunities in the corporate sector, and that Aboriginal communities gain long-term sustainable benefits from economic development projects. iii. Provide education for management and staff on the history of Aboriginal peoples, including the history and legacy of residential schools, the United Nations Declaration on the Rights of Indigenous Peoples, Treaties and Aboriginal rights, Indigenous law, and Aboriginal–Crown relations. This will require skills-based training in intercultural competency, conflict resolution, human rights, and anti-racism.

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• The best way to advance reconciliation in your workplace is by implementing the ninety-second (92nd) call-to-action, along with any others that affect your organization.

• Broadly speaking, ‘reconciliation’ refers to the process of repairing a relationship. In Canada, the term ‘reconciliation’ refers to the repair or restoration of the relationship between Indigenous peoples and Canadians.

• 'Digital communication' is about how we exchange information online. It’s the language, symbols, and images we use to present certain ideas or convey particular messages.

• The way we communicate online reflects our values. So, if we value things like diversity or accessibility, our digital communication ought to reflect this.

• Here are three (3) of our seven (7) tips for having uncomfortable conversations in the workplace. Specifically, conversations that have to do with EDI. For example, a conversation about someone's hostile or discriminatory behaviour.

    1) If you’re feeling anxious or uneasy, you can rehearse the conversation in your head or with a     trusted colleague or friend.

    2) Be sure to set clear intentions. What’re you hoping to accomplish? It’s important that both parties     know why you’re going to be having this conversation.

    3) Start the conversation from a place of empathy and curiosity. Where’s the other person coming     from? Try to put yourself in their shoes.

• An ‘employee resource group’ is a voluntary, employee-led group that works to support or advocate for the needs of its members, who've come together on the basis of shared experiences. These experiences are often related to social categories like gender, race, Indigeneity, disability and sexual orientation.

• Employee resource groups create spaces where employees can share stories and ideas or provide mutual support, fostering a greater sense of community in the workplace. Oftentimes, they also provide insight into the challenges facing particular employees.

• ‘Professionalism’ refers to unwritten or unspoken rules around how we should act or behave when we’re at work. These rules or standards make it seem like we need to look a certain way, talk a certain way, and act a certain way in order to be taken seriously.

• Professionalism is often used to measure or evaluate a person's performance. However, the standards and ideals of professionalism are rooted in white supremacy, making professionalism a biased measure of performance.

• Organizations across Canada celebrate holidays like Thanksgiving or Christmas by throwing parties or hosting events for their employees. However, employees who celebrate other holidays—holidays that aren’t recognized by the Government of Canada—are often left feeling uncomfortable or unseen.

• Going forward, consider putting on events that recognize a variety of holidays, not just the most popular ones. You could also host parties and events that aren’t related to any holidays. For example, seasonal parties, birthday parties and end-of-year parties.

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Disclaimer: Gateway to EDI: A Workplace Learning Journey resources were created in the year 2024. So, by the time you read, watch, or listen to them, the language used to describe or discuss some of these topics may have changed.