  This is the scientific symbol
for the learning curve.
Translation: the more often you do something, the better you get at it. Case in point: CTV Inc.
“When you look at the employment equity reports, they look pretty good, they really do. But we still have a long way to go as far as continuing to attract the diverse community and showing in on air,” says Susan Rauf, CTV’s vice president of human resources. “We’re learning. We have a list of things that we’re chipping away at little by little,”
As Rauf sees it, the network has a ‘bit of a reputation’ as a ‘white man’s station’. The majority of those on the technical/operational side of the business come the freelance route, mainly white guys recommending their “buddy down the street.” Odds are the buddy’s a white guy too.
 “We have to start reaching out in the freelance market to more diverse groups because those are the ones that come in, fill in and eventually get hired,” says Rauf. “So let’s drill down there and see what we can do about that.”
It’s not as if CTV’s sat around waiting for the other shoe—or even the penny—to drop. They’ve brought in the big business solution guns, The MacLaren Group, who travelled right across the country, interviewing staff and registering their feedback—which, according to Rauf was “99.9% positive”. They’ve engaged the services of TWI Inc., a diversity training company. And every six weeks or so CTV’s editorial board meets with various members of the community to ask them how they’re doing so far and what they can do better.
“It ends up a very good dialogue between the particular group we have that day and our senior staff. And it’s worked incredibly well for us,” Rauf says. “We now have something we call a ‘rainbow rolodex’…so it’s not always the senior white guy making the comments on whatever the daily event is. We now have very diverse contacts we can call and get their opinion as well.”
The upshot from all the training and discussion can be seen right across the board. In Halifax, it’s involved in New Beginnings, a work experience program for new Canadians. In Sudbury, a TV Communication Camp for Aboriginal Youth was piloted. CTV Winnipeg and Atlantic both track, record and report their on-air diversity. CTV Ottawa created a Multicultural Editorial Board. CTV Montreal offers a four-month paid internship for a member of a visible minority. CTV Vancouver sponsors a Diversity in Journalism Award. And the network now grants 3-month aboriginal internships.
CTV, including its stable of specialty channels, represents 3500 employees. There are 1800 alone at its headquarters in Agincourt, Ontario. The good news—and the bad news—is the turnover is quite low. Which is a challenge for a company in the throes of creating a culture of inclusion. Just one of its many challenges.
Take TSN, for example.
“That’s predominantly male,” Rauf states. “What are they looking for? They’re looking for employees who eat, breathe, sleep sports. Though there’s success in visible minorities, trying to get women in that area is a huge challenge.”
There is light at the end of CTV’s tunnel.
“We’re beginning to know what we didn’t know,” she says. “To increase viewership we have to represent (our viewers) as well. So it’s not only the right thing to do. Obviously it’s good for business as well.”
There is a clear path to the end of CTV’s learning curve.
“We need to get those (diversity) statements out there and really mean it,” Rauf says. “And make (CTV) a place that anybody from any diverse community can feel comfortable in applying for a position.” |
