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VIP Canada Mortgage and Housing Corporation
BY JENNIFER CAMPBELLl, The Ottawa Citizen February 25, 2009
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The president of Canada Mortgage and Housing has two framed photos on her desk.
One is a family photo. The other shows her with the corporation's three employees who have Down Syndrome.
The latter is there for the days when Karen Kinsley gets bogged down in the nitty gritty financial details with which CMHC must concern itself. It reminds her that, at the end of the day, the organization is all about people and these are three -- Paul Knoll, Scott Harford and Heather Green -- of the special ones it employs through one of its several programs that encourage diversity in the workforce.
"I can't tell you how many times a week I look at both of these pictures for inspiration," Ms. Kinsley said. "Heather, Paul and Scott, and the group of employees who supervise and support them, are a terrific team. They represent the spirit of CMHC."
 Gail Tolley, vice-president of human resources at CMHC, which was recently named one of Canada's best diversity employers by Mediacorp Canada Inc., said Ms. Kinsley has been the champion of this program since day one.
"She has lunch with Heather, Paul and Scott about four times a year," Ms. Tolley said. "They're very comfortable to walk into her office to speak with her. They've dropped off résumés of friends to her, and they remember her birthday and she remembers theirs. They even exchange Christmas presents."
The program began some 15 years ago, with a six-month placement for four employees. Three have remained; the fourth passed away in 2002. "It was a very sad day for us," Ms. Tolley said, and added that all four employees are well known and loved by their co-workers. "It was quite distressing for everyone involved."
The three remaining Down Syndrome employees have different jobs. Ms. Green cleans and stocks the kitchenette, shreds documents, makes business meeting booklets and sets up board rooms for meetings. Mr. Knoll is the building's mail man, and he always has a hug and a hello for his mail recipients. In his daily work, Mr. Harford works in facilities management and mostly moves furniture when it's being replaced or when someone's moving.
"They all have supportive supervisors and we have a team of employees to give them a work support network," Ms. Tolley said.
For example, a bi-weekly lunch group ranges in size from 10 to 30 people depending on the week. "They meet every second Friday for lunch. They do more than provide social support and provide personal support."
Ms. Green said her tasks are varied. "I always do something new every day." Her favourite part of the job is interacting with her coworkers. "I get along with my supervisor and my manager and I like coming into work every day. I have a lot of nice co-workers and friends."
Ms. Green, 42, works part-time and she hopes to work at CMHC until she's 65. Though she doesn't work full-time, she qualifies for all employee benefits.
After a short interview with the newspaper, she was asked to pose for a few photos. "I need to get to work," she said, with a serious look. Her supervisor assured her it would be OK to have a photo taken so she reluctantly agreed.
The Down Syndrome program is one of CMHC's most successful efforts in diversity but it has others. For example, it targets aboriginals and visible minorities through companies such Equitek Employment Equity Solutions (which consults on "strategic diversity sourcing") and organizations such as the National Education Association of Disabled Students. It also takes out employment ads in newspapers and magazines that target those communities.
"We have established a goal for ourselves, which is that we will be representative of the Canadian workforce," Ms. Tolley said. "This really gets back to our mandate as an organization. When the core of what you're doing is all about diversity, it means that how you manage people has to be about diversity as well."
In an effort to attract aboriginals to its workforce, the Ontario region has started a recruitment strategy that's designed to give at least temporary employment to aboriginals. In the past three years, two of the three of those hired temporarily have moved on to full-time work with CMHC.
West of Ontario, the regions have internships to attract aboriginal workers. There are three positions in the Prairies and one in British Columbia.
In addition, all employees are subject to performance reviews and are evaluated on three areas, one of which is how they value and respect others.
"It's so important to us that we ask all employees to demonstrate it on an annual basis," she said. "Most do well; others, in some places, need to make improvements. But we've created the framework to have that dialogue. I suspect that not every organization has that capacity."
© Copyright (c) The Ottawa Citizen |
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