One way to measure inclusion is to use surveys. That is not to suggest goal setting is easy, however. Diversity in ideas is a leading factor for innovations. Description: Comparing the number of applicants for open positions from monitored groups against the potential pool of applicants from monitored groups or labour market representation. Let’s discuss how to combine various ideas about diversity and inclusion into a coherent strategy. Further analysis of survey data is available in the Student Climate for Diversity Report and additional information about university constituencies can be found in the University Factbook . Calculating diversity / inclusion / people development pillar ratings The diversity, inclusion and people development pillars all use the same methodology to calculate the pillar ratings. This is achieved only through dialogue with local leaders and employees. Race is the predominant diversity issue in the United States and South Africa. In certain jurisdictions, it is illegal to capture sensitive information without an individual’s consent. Another measurement strategy is based on the hypothesis that inclusive companies are able to retain diverse talents for a longer time. The findings of such study can reveal that some important customer groups don’t have an internal “advocate” in your organization. I’ll use the Balanced Scorecard as a framework to articulate the D&I strategy. A classical strategic planning process starts with a definition of strategy attributes. Goals help individuals to focus their efforts in a particular direction. Organisations will typically measure diversity dimensions for which data is readily available, namely gender. Improvement: True diversity is only achieved by segmenting the workforce to ensure it is representative at all levels and all functions. like VMware’s CEO on CNBC (see below)). Ultimate accountability for diversity and inclusion should be at the level of the CEO and the Board of Directors. For organisations seeking market growth from their diversity efforts, market share and revenue are relevant for measuring return on investment. I’ll add this as an initiative for the “Diversity and Inclusion” goal: How to set the target values for the diversity metrics? 10 Diversity Statement Samples Improvements: Track promotion applications from members of monitored groups compared with promotion applications from individuals who are not members of a monitored group. Effective diversity management requires adaptation in metrics to reflect different contexts. Diversity doesn’t make a lot of sense without inclusion: The best talents that don’t feel included will not contribute and won’t’ stay in the organization for a long time. Diversity & Inclusion; “Diversity” for Alstom refers to all the ways in which we differ which includes visible differences such as, for example, gender, country of origin, age, disabilities and invisible differences as, for example, disabilities, career history, social and academic background etc. If the answer is yes, there is a bias against women in your organisation, even if on a role-for-role basis, women earn the same as men. A company can ensure diversity (for example, by the quotas), but what actually matters is if people stay and get promoted in the organization. Inclusion eventually leads to more tangible employee engagement. Updated August 2020. Improvements: To encourage participation, invitations should highlight that focus group discussion is confidential and that findings will be reported in thematic form with all identifying information removed. This does not, however, relieve the company of its ethical obligation to ensure that data is not used to discriminate against employees, clients, or suppliers. It is important to assign responsibility for reporting the findings are well as to define the process for responding to findings. We discussed how to define the dimensions for diversity. In this perspective, we’ll talk about the skills and the infrastructure needed to make the diversity and inclusion strategy possible. Description: Tracking lateral moves, appointments to acting roles, training and other learning and development participation, and other stretch assignment opportunities by identity group. We support our clients with education for management and employees, advice on how to assure the quality of the recruitment process from a diversity and inclusion perspective, develop policies, make compensation surveys, KPI’s for gender equality and diversity, and support you in your work with the Active measures of the Discrimination Act. KPI Units: % Sydney NSW 2000 Without clear and robust measures to track diversity and inclusion efforts and outcomes, a tendency to revert to habitual and ingrained thinking and behavioural patterns limits the returns from an organisation’s investment. This website uses cookies to improve your experience. Organisations that have experienced a diversity failure or missed their diversity targets should respond honestly and sincerely, outlining a plan for rectification. Return on investment metrics translate soft skills into hard returns that align with business goals and the concerns of leaders. Companies have started to recognize the importance of diversity and inclusion—but few have found ways to hold themselves accountable to real change. Check out this article for inspiration: Best Diversity and Inclusion Videos. Governor Macquarie Tower That’s the reason why companies like Google are not limiting their diversity target to the existing pool of talents but are investing in social and educational initiatives, like STEM accessibility for underserved communities. It depends on the existing strategy of the organization. Goal setting theory (Locke and Latham) posits that motivation and task performance are positively correlated with setting specific and measurable goals. Felicity is an accredited facilitator with the Cultural Intelligence Centre and the author of A World of Difference. Description: Comparing average tenure for employees from monitored groups to average tenure across the workforce or average tenure of members of the dominant group. Inclusion ensures that those ideas will find their way in the innovation process (will be heard -> will be valued -> will be tested and prototyped). The Civil Service is at its best when it reflects the diversity of the country as a whole and is able to understand what the public needs. Check out these two reports by McKinsey’s: While there is a correlation, be careful setting the targets for the D&I KPIs – as the 2018 report underlines, the correlation doesn’t yet mean causality. Strength: Focus groups complement workforce analytics, providing additional information that cannot be acquired from quantitative analysis alone. Metrics help employers committed to diversity and inclusion stay on track by encouraging the identification and management of bias blindspots—mindsets and practices that promote homogeneity but which are largely hidden. Employees sense when an organisation is hiding something. See, for example, a study by Catalyst[2] or the report summarized in this HBR article[3]. Specific- Your goal should be unambiguous and communicate what is expected, why it is important, w… Description: Compare customer diversity to internal, industry or market benchmarks. For example, for the external customers, we can take some marketing metrics: For internal customers, we can align the D&I scorecard with, for example, a procurement scorecard by linking to these indicators: Looking at the expected benefits of diverse and inclusive business environments, we can formulate these goals: Let’s start with the indicators for inclusion. Here is another proxy metric for inclusion: To understand the effectiveness of the D&I strategy, we are interested in seeing how this metric will progress over time. When defining any strategy, we need to understand the causality, find success factors, and understand better expected outcomes. Description: An interview held with an employee about to leave an organisation, typically to discuss the employee’s reasons for leaving and their experience of working for the organisation. The best way to do this is by defining S.M.A.R.T. For example, we can focus the measurement of diversity on one of the following dimensions: How to select these dimensions? Religion and ethnicity are significant in the Middle East and Africa. When we are talking about a diversity of partners (external diversity), we want to have different types of companies among our partners. Culture, Diversity & Inclusion Manager 02/2011 to Current Vanguard Malvern, PA. Drive the agenda forward to increase employee engagement and make the Company a best place to work. Diversity and inclusion are critical elements of every recruitment and retention strategy. To step change Inclusion & Diversity KPIs, define the leading and lagging indicators for your organization, and identify the one or two input factors which will have the highest positive impact on your lagging KPI. BSC Designer is a Balanced Scorecard software that is helping companies to better formulate their strategies and make the process of strategy execution more tangible with KPIs. Introduce diversity and inclusion early on in the employee’s cycle. Track and compare development opportunities offered to members of monitored groups and compare with development opportunities offered to individuals who are not members of a monitored group (refer below). Strength: Useful for identifying barriers to entry for different groups, pipeline issues, and narrow or biased recruitment efforts. For example, for the procurement scorecard, we agreed that the success of the procurement department depends on the diversity of skills (internal diversity) and on the diversity of suppliers (external diversity). Link D&I scorecard with other scorecards, like scorecards for. The overarching consideration when setting meaningful metrics is that they must map progress towards the achievement of your program goals. Workplace diversity not only expands your talent pool, but allows each member of your organization to draw from the backgrounds, viewpoints, and experiences of fellow team members – but you already knew that.The question isn’t whether diversity is important, but “How can my company measure diversi… To be repeated annually. diversity and be accountable for the results 1. Review policies and practices to identify and remove systemic barriers to inclusion 2. The Diversity Dashboard is a project management software tool that helps diversity and inclusion professionals understand, publish and defend their work. The reason is that inclusion is a feeling, and as any feeling, it is hard to quantify it objectively. Diversity & inclusion initiatives and programs have entered the mainstream and moved beyond the realm of HR. There are at least three goals that resonate with the D&I initiatives: Before, we were talking about the way to align an organization’s strategy with the SDGS goals. CEO or Head of Diversity & Inclusion (D&I)) in a public forum (e.g. Because of the risk of non-completion by employees who are not-engaged, findings must be supplemented with exit-interviews. Description: Track internal and external grievances, complaints, and law-suits by identity group. Empirical studies support this hypothesis. As a result, programs stall at the diversity stage and founder on inclusion because inclusion is both qualitative and subjective. In this sense, it’s not enough to define the high-level D&I strategy; the company’s management needs to understand how defined goals can be cascaded throughout the organization. In their turn, diverse talents can become an inimitable competitive advantage for a company. Weakness: Reactive (the horse has already bolted!). Setting meaningful metrics necessitates a deep understanding of local challenges. Results of diversity efforts should be transparent internally. Description: Compare employee engagement scores for individuals from monitored groups with scores reported by individuals who are not members of a monitored group. The metrics above help organisations to identify risk areas and prioritise initiatives. Diversity is a concept that considers the many ways we are alike while respecting the ways we are different. These questions may be incorporated into existing engagement surveys or constitute a separate ‘Inclusion Survey’ or ‘Inclusion Index’. Examine and learn from best leadership practices from Pakistani and international organisations in terms of promoting diversity and inclusion. Building a company without workplace diversity is like weaving a tapestry with only one thread: ineffective and probably a little boring. To measure this goal, we can use metrics from the innovations scorecard: If you are looking for some more light-weight innovation framework, check out my recommendations in the “Agile Scorecard” article. Significant limitations in adaptive skills — the basic conceptual, social and practical skills needed for everyday life 3. Strength: Useful for identifying groups that are underrepresented in the organisation usually as a result of conscious or unconscious prejudice, stereotypes, or discrimination across the employee life-cycle. What is obvious now is that organizations that aim for diversity and inclusion should revise their processes of board recruitment/succession planning. Diversityand inclusion has become a CEO-level issue around the world. Description: Compare financial and non-financial rewards earned by individuals from monitored groups to financial and non-financial rewards earned by individuals who are not members of a monitored group. Learn how to build, nurture and lead inclusive and diverse teams. If those ideas are taken seriously (=inclusion), an organization will enjoy some performance improvements. Metrics evidencing the financial return on investment in diversity and inclusion programs are used to engage stakeholders, strengthen leadership commitment, secure additional resources, and advocate for further change. Making the hiring process less bureaucratized and more transparent will certainly lead to a better diversity of the candidates. Companies must review their data policies to ensure information voluntarily disclosed is stored in a manner that obscures identifying information (not reporting on groups of smaller than five employees, ensuring IP addresses are not stored with data, etc.). Make sure the diversity and inclusion are actually among your values! Above, we discussed some ideas applicable for the Talent Management department. In the context of a strategy scorecard, it means that all indicators should be updated and analyzed periodically. Diverse teams with engaged talents are more innovative, understand customer needs better, and drive financial results. Strength: Useful for identifying bias in assessment and selection. Facilitated focus groups for the purpose of gathering information on the issues and challenges facing diverse talent, organisation is endorsing diversity and inclusion for the purposes of improving its performance, Return on investment metrics translate soft skills into hard returns that align with business goals and the concerns of leaders, ultimate goal of your organisation’s diversity and inclusion efforts, A government department seeking to deliver policy solutions to improve the lives of members of an ethnically and linguistically diverse community, A media distribution company with aggressive growth targets in Asia extends its diversity metrics to include individuals born or raised in Asia, A start-up seeking to improve retention through the implementation of a flexible work policy extends its diversity metrics to track employment status and tenure, A health insurer seeking to deliver better customer solutions extends its diversity metrics to, A large financial institution seeking to rebuild trust through its corporate social responsibility efforts extends its diversity metrics to include immigration status, A mining company seeking to improve the retention of women through the implementation of a flexible work policy extends its diversity metrics to track employment and parental status, “Employees are valued for their differences and their unique contributions.”, “Employees can voice their opinions without fear of retribution or rejection.”, “People are rewarded fairly according to their job performance and accomplishments.”, “I have confidence in my company’s grievance procedures.”. Also, existing surveys may not record diversity dimensions, and so comparisons across identity groups are not possible. Improvements: Segmenting attrition data into voluntary and involuntary is useful for identifying whether monitored groups are more likely to self-select or be pushed out of an organisation. Also, making the decision boards more diverse, like we discuss below, will help to create and maintain a more inclusive workspace. I’ll use the Balanced Scorecard as a framework to articulate the D&I strategy. 10. Description: Tracking appointments of individuals from monitored groups compared with appointments of applicants who are not members of a monitored group. Develop a critical understanding of issues of diversity and inclusion and their relevance to organisations and leadership. 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