In the spring of 2024, the Government of Canada launched its federal budget, entitled Budget 2024: increase productivity and increase innovation to create more good jobs. The emphasis on productivity responded directly to the largely discussed decrease in the country in this area. The Canadian Finance Department described five central strategies in the 2024 budget, including incentives designed to promote innovative entrepreneurs, tax incentives for innovation that allows innovation and assets that improve productivity, regulatory innovation of the Red Office Red Curcocchat and invest $ 200 million in the initiative of the Catization of Risk Capital to support potential high companies. While these initiatives are traditional measures to increase productivity, they mainly encourage companies to increase production instead of directly encouraging workers. As Canada is directed at 2025, its productivity follows its organization for Economic Cooperation and Development (OECD) counterparts.
Dr. Akolisa Ufodike is a distinguished academic and expert in public administration, ethics and governance. Associated professor at the University of York, has written and published widely on responsibility, equity, diversity and inclusion (EDI) and public sector finance. Dr. Ufodike previously served as Vice Minister (Permanent Secretary in the United Kingdom or Deputy Secretary of the United States) and then as Deputy Minister of Immigration and Multiculturalism for the province of Alberta.
He is an experienced finance executive with approximately 30 years of experience in telecommunications, banking and oil and gas. With a deep experience in economic policy, public-private associations and corporate governance, Dr. Ir. Ufodike was fundamental for the inclusive economic growth of promotion. It has a ph.D. from the University of Calgary and an MBA from the University of Cornell and has several prestigious professional designations: FCPA, CPA, FCCA and ICD.D. Its leadership in commercial and immigration policy offers unique ideas about how several talents drives innovation and strengthens economies. In this Q&A, Dr. Ufodike explores how a workforce improves productivity, encourages global competitiveness and creates lasting benefits for organizations and nations.
Q: How have the EDI efforts evolved and what are the broader implications for organizations and individuals?
Ufodike: First, we have witnessed a substantial global mobility. For example, Canada welcomed one million new immigrants only in 2023, driven by the expansion of economies and geopolitical factors. Despite this influx, there has been a corresponding increase in economic production, which indicates challenges in the effective integration of this diverse talent in the workforce.
A remarkable challenge is the underestimated qualified immigrants. Many highly qualified people are found in roles that do not align with their experience. For example, it is common to listen to stories about immigrants with medical titles that conduct taxis or working as security guards. Consider that 26.7 percent of recent immigrants with a degree or higher jobs request only a secondary school diploma or less in Canada. This was true in my own experience after emigrating to Canada. I thought to move from customer service roles to a financial accounting role that best adapted to my skill set, but this is not always the case. For example, in my accounting professional, racialized people and women are still significantly sub -predicted in high -level positions in Canadian accounting companies despite those called to improve diversity. This underutilization not only hinders the individual potential, but also indicates systemic barriers to recognize and integrate this part of the workforce.
Edi initiatives to follow a cyclical pattern, influenced by social and political climates. Organizations May Intake Intensive Edi Efforts in Response to External Pressure – Ash Seen In 2020 – But May Scale Back When External Attention Wanes Or External Pressures Shift in the opposition Direction, as is increasingly evident in 2025. For Edi to Be Trulyty, Embedineed Edi To Be Be Trulytined, to Be Trulytined, to Be Trulytined, to Be Trulytined, to Be Trulytined, to Be Trulytined, to Be Trulytyized, to Be truly, to be truly, to be truly, to be truly yardedededovedealeaoveeddedeireeeveeeeaved instead of reactive measures.
Q: How can EDI initiatives address thesis problems and increase organizational productivity?
Ufodike: Centering EDI initiatives around workers can significantly improve productivity. As the acquaintance says, our most valuable assets come out for every night, and this is true: individuals are the most significant investment that a company does. When employees feel valued and equity treated through measures such as salary equity and professional development, they are more likely to appropriate their work, which leads to greater commitment and production. It is important to normalize the ability to produce more than just the minimum. Recognizing individual contributions encourage intrinsic motivation, encouraging employees to overcome those reference expectations. When employees are empowered and feel that their contributions are important, they collaborate more effective, promoting innovation and productivity.
Q: What are the risks of poorly implemented or failed initiatives, and what is impact on organizations and their employees?
Ufodike: Edi poorly executed initiatives can lead to a contaminated organizational culture where Rialized or non -racialized groups of Neinder feel comfortable. This discomfort can lead to a decrease in productivity, greater rotation and a lack of cohesion. It is essential to understand that effective EDI strategies can align ethical practices with profitability. It is not a zero sum game. The ineffective implementation can produce high rotation rates. Employees who feel undervalued or facial bias are more likely to leave, increasing recruitment and training costs. Retention
Recognizing and counteracting the most common foundations or objections to EDI is crucial for organizations that strive to create an inclusive and equitable environment. I developed the framework frame, which describes five prevalent foundations used to resist EDI’s efforts, each rooted in the erroneous concept or fallacy. The rational public interest suggests that EDI only benefits a few selected and is incompatible with broader social objectives, framing it as contrary to the public interest. Equity Ratione argues that EDI’s initiatives harm other shares search groups, which essentially oppose EDI to protect the notions of equity. The rational claims on the side of the offer that are not enough qualified candidates of underraperated groups, which reduces racialized hiring to simple tokens. Temporary justification states: “Now it is not the right time”, and it is a common deviation that delays significant action. Finally, spatial justification assumes that EDI is not relevant in a particular company, region or industry, ignoring the systemic barriers that persist in that specific site or context.
Understanding and dismantling these pests The foundations allow organizations to remain faithful to their values, advance in equity and position themselves for sustainable and inclusive growth. Inclusive organizations work better in all areas, improving the decision, innovation and public service results. EDI is not a project of special interest: the collective good progresses by ensuring that everyone contributes and overcome. It is about ensuring that people have what they need to succeed depending on where they start.
Pests ignore systemic challenges that limit access to education, training and opportunity and rule out the value of without exploiting talents. Organizations must create conditions that expand thesis pipes instead of accepting the myth of scarcity. In fact, research shows that investing in inclusion improves resilience and long -term performance, the uncertainty of special duration.
Q: What fundamental steps should organizations take effective EDI today and in the future?
Ufodike: Understanding the roots of anti-EDI feelings is the first step. Organizations can participate in informed dialogues, dissipate myths and build a more inclusive environment identifying and addressing the foundations described in the framework of pests.
A strategic approach implies focusing on individual employees. Investing in its development and well -being encourages trust and commitment. This includes recognizing and addressing the unique challenges faced by immigrant workers, ensuring that they have opportunities to contribute significantly.
Establishing clear and measurable objectives is vital. The metrics may include representation points of representation, retention rates and employee satisfaction scores. As the Adagio says, “what is measured is done.” The definition of success allows organizations to track progress and make informed). Here, leadership is fundamental. It is imperative that EDI’s efforts are based on the fundamental values of the organization and defend from the top, ensuring that EDI is integrated into the organizational culture. This approach demonstrates the long-term commitment to EDI and helps organizations maintain firm duration inevitable cycles of anti-EDI feeling, ensuring that they not only change with the tide.
The future resistant workforce is diverse
EDI’s efforts are subject to social cycles, but organizations that commit to a sustained investment, participulate in young and diverse talents, are positioned for future success. The proactive development of inclusive talent pipes guarantees resilience and adaptability. Looking towards the future, organizations that invest in young talents, address prejudices proactively and embed EDI in their culture and central strategies will be better positioned to prosper in a global economy in constant summer and increasingly complex.
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