Equity, Diversity, and Inclusion in Canadian National Sport Organizations

Abstract

The purpose of this thesis was to assess the Canadian National Sport Organization (NSO) landscape through developing a graph that measures equity, diversity, and inclusion (EDI) engagement and consistency and to further understand how EDI could be embedded within an organization's culture through a Management by Values (MBV) approach. To achieve this purpose, a phased exploratory sequential mixed-methods approach was used. In study one, website and supporting document information from 16 NSOs were gathered and analyzed. NSOs were strategically chosen to ensure a diverse sample. The information was used to graph EDI engagement (e.g., providing an EDI policy and statement) and consistency (e.g., NSOs' presence of EDI engagement on the website and downloadable as supporting documentation). The information was also used to understand how the terms EDI were being used by leaders of NSOs. Results uncovered that the terms EDI were being used to develop human resources management and organizational culture, to create opportunities for diverse participation in sport, and to eliminate barriers. From the graphed EDI engagement and consistency and developed themes, it appeared that NSOs are espousing EDI. However, inconsistencies were found between NSOs' websites and their supporting documentation when EDI engagement and consistency was graphed.

Next, study two was conducted to broaden upon these findings. The Diversity Engagement Survey (DES) was used to determine how engaged and included NSO full-time (FT) paid staff and members of the boards of directors (MOBs) are in their NSO's approach to being equitable diverse, and inclusive. As well, the existence of a leaky pipeline (LP; the process of leaving an organization due to structural and internal barriers, limiting advancement of a sport industry career) in NSOs was investigated. The data from participants who were at risk of the LP (0-5 years in their role) and the data of their disclosure of equity-owed intersecting identities were analyzed separately in the data analysis process. The Diversity Engagement Survey (DES) was adapted to the sport context and distributed to FT paid staff and MOBs of 64 Canadian NSOs (N = 117 surveys completed). Included in the survey were open-ended questions that were designed to provide additional context to the responses of the DES on the element of belonging being connected to understand the LP in NSOs. To ensure validity and reliability of the DES, an exploratory factor analysis (EFA) was conducted. Men and women agreed on the three factors maintained from the EFA: organization's culture operating diversity, inclusion of employees in strategic direction, and equitable organizational practices. Specifically, this pertains to the ability to work with diverse groups, alignment of the NSO's mission, vision, and values, and the NSO's commitment to equitable organizational practices. Additionally, the open-ended question responses highlighted that NSO FT paid staff and MOBs felt they belonged in their organization when they were connected to the organization, and when the organization's culture was inclusive. Furthermore, findings showed that FT paid staff and MOBs were more likely to leave their position within their NSO due to personal reasons, organizational related processes, and the culture of the organization itself. People who had equity-owed intersecting identities (i.e., participants who identified as women, women of diverse races, and women who experience a disability) also experienced additional barriers that resulted in their intention to leave.

The final study of this thesis was then conducted with the aim to further investigate what FT paid staff and MOBs felt their NSO needed to support underrepresented employees. To accomplish this, 19 interviews were conducted with nine FT paid staff and ten MOBs. Participation from women and people who identified as an underrepresented group was prioritized in this phase while also incorporating people who identified as men. Participants stated that to support underrepresented employees and develop a culture that incorporates the values of EDI, NSOs require the following: (1) an EDI resource centre, (2) assistance to strategically invest in EDI, and (3) a values-based approach. Differences between FT paid staff and MOBs were also investigated in this study. During the data analysis the only difference found was when participants discussed the NSO's cultures. MOBs did not feel they knew what the culture was like in the day-to-day activities of the NSO. NSO FT paid staff and MOBs called upon additional support and assistance from stakeholders (e.g., Sport Canada) to support underrepresented employees. In this same study, the 4-I Values Framework (4-I VF) was considered. This framework helps to determine how informed leader's practices are by their organization's values. The 4-I VF has four stages (i.e., inactive, intuitive, institutional, and inspirational) that NSOs can work through, and the use of this framework can help determine how strategically leveraged values (i.e., EDI) are in an organization. Through analyzing EDI as values in this thesis, it appears the values of EDI are leadership dependent (intuitive) and not always embedded within the organization's culture (inspirational). Although NSOs display a commitment to EDI through espousing EDI as values on their websites and in supporting documentation, the findings of this thesis suggest that to implement EDI as values within the NSO's culture, further support is needed.