Results of diversity efforts should be transparent internally. Being an inclusive organization is no longer a proactive initiative. In the best case, it becomes a part of the company’s culture. Instead of complex metrics, focus on just one: Instead of a formal innovation pipeline, create an innovation sandbox where members of your team can try new ideas without the need to rationalize their potential value. Check out this article for inspiration: Best Diversity and Inclusion Videos. Progress reported to the Equality, Diversity and Inclusion Those metrics can be further strengthened by quantifying the dollar value of increased innovation, for example, how much revenue was generated by new products or services? Race is the predominant diversity issue in the United States and South Africa. 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. Companies have started to recognize the importance of diversity and inclusion—but few have found ways to hold themselves accountable to real change. Another important idea is that the diversity targets should be realistic. 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. CEO or Head of Diversity & Inclusion (D&I)) in a public forum (e.g. “Inclusion” Diversity is a many-layered metric, encompassing workforce composition, compensation levels, and hiring trends. Effective diversity management requires adaptation in metrics to reflect different contexts. 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. Supplement existing survey items with questions that specifically tap diversity and inclusion concerns. The focus here is on linking your diversity and inclusion to performance measures, which are often (but not always) quantified as the financial benefit to the bottom line. The natural limitation, in this case, is the number of diverse talents with needed skills. We need to wait another decade to see how these ideas will be implemented in practice. When defining any strategy, we need to understand the causality, find success factors, and understand better expected outcomes. Improvements: Analyse pay and rewards across rank and function. In a later section, we’ll get into all the benefits of creating a diverse and inclusive workplace, but let’s start with a … Diversity and Inclusion are often named as a driver factor of innovations. In recognition of Diversity Month, we asked our own Employee Resource Group leaders for some tips and action items for managers and HR leaders to help build a diverse and inclusive culture at work. Felicity Menzies is CEO and Principal Consultant at Include-Empower.Com, a diversity and inclusion consultancy with expertise in inclusive leadership, unconscious bias, cultural intelligence and inclusion, gender equity, empowering diverse talent. 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. The resulting data must also be analysed to assess what is working and what isn’t with the findings used to determine what modifications or additions to the initial action plan are required. Over the last decade, many governments introduced mandatory or voluntary diversity quotas for the members of the board. Will those ideas be heard? Description: Track internal and external grievances, complaints, and law-suits by identity group. 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). Improvement: True diversity is only achieved by segmenting the workforce to ensure it is representative at all levels and all functions. Link D&I scorecard with other scorecards, like scorecards for. KPI ： Fujitsu Group aims to achieve at least Consolidated 69% from 66%(FY2019) / Non-consolidated 63% from 59%(FY2019), in favorable answers to Diversity and Inclusion … Concerns of confidentiality and low psychological safety may also limit attendance. The unique legal, historical, political, and cultural environments of different nations and regions determine which diversity issues are relevant. Strength: Helpful for ascertaining whether your commitment to diversity and inclusion extends outside your business to the marketplace. Diversity and inclusion are critical elements of every recruitment and retention strategy. Weakness: Existing engagement surveys may not include specific questions relating to diversity and inclusion. Organisations can waste valuable resources by targeting the wrong diversity problems and by implementing the wrong solutions. Diverse teams with engaged talents are more innovative, understand customer needs better, and drive financial results. Once implemented, organisations must track the progress of their efforts. I’ll add this as an initiative for the “Diversity and Inclusion” goal: How to set the target values for the diversity metrics? Well-defined and measurable goals are particularly important in diversity and inclusion because, as noted at the beginning of the article, without goals, our automatic and hidden tendencies that preference some over others would easily override our conscious intentions to be fair. A noticeable difference in engagement scores among different identity groups can be indicative of biased mindsets and practices that favour one group of employees over others. Weakness: Organisation-wide representation measures can obscure biases related to function, role or department. Weakness: Reactive (the horse has already bolted!). Identifying metrics that define “why” is the first step.” This approach is foundational for a high-performance D&I program. 10 Diversity Statement Samples For example, women-owned, or Indigenous-owned businesses. Ltd.
Strength: Useful for identifying barriers to entry for different groups, pipeline issues, and narrow or biased recruitment efforts. What is obvious is that the economic sustainability of an organization can be predicted on their D&I achievements. Still, its application range is limited, as talents stay in an organization for different reasons, and the time lag between hiring and leaving an organization might be several years. A company can ensure diversity (for example, by the quotas), but what actually matters is if people stay and get promoted in the organization. Weakness: Disenfranchised employees may not volunteer for focus groups. When setting goals, consideration must be given to barriers that can be addressed in the short-term (objective interviewing to minimise affinity bias) and those that will take longer to dismantle (pipeline weakness for women in some professions). It depends on the type of business you are managing. Specific- Your goal should be unambiguous and communicate what is expected, why it is important, w… Whether you are looking for a professional Balanced Scorecard software, or just researching information about Balanced Scorecard and business strategies, we recommend you to download and try our BSC Designer software (no credit card is required). The correlation between the financial bottom line and D&I was demonstrated empirically. Felicity is an accredited facilitator with the Cultural Intelligence Centre and the author of A World of Difference. See, for example, a study by Catalyst or the report summarized in this HBR article. Goals. Similar to average length of employment, we can measure (all analyzed by diversity dimensions): What about measuring the effectiveness of HR in the context of diversity and inclusion? Learn how to build, nurture and lead inclusive and diverse teams. With valuable inputs from Charu Sharma of NextPlay.ai, we simplify this conversation with insights into: Three diversity metrics you should be keeping an eye on Description: Facilitated focus groups for the purpose of gathering information on the issues and challenges facing diverse talent. Negative messages are best delivered by the CEO. Even properly organized surveys will not show an objective picture because of survivorship bias. To be built into the DECC group performance review and subject to the same reporting and accountability cycle. As for the inclusion, HR contributes in the form of training and better representation of minorities on the management roles, but the final results depend on people from other departments that will or will not create a feeling of inclusion for their colleagues. Let’s discuss how to combine various ideas about diversity and inclusion into a coherent strategy. In Lever’s onboarding session, we deliberately exclude any kind of “teaching,” like defining privilege, dropping a bunch of stats, or talking about the latest diversity and inclusion issues in tech, so that we don’t overwhelm. D&I is not just the job of the CEO or Chief Diversity Officer – anyone in the organization should be accountable for building and supporting proper inclusive culture. If your organisation is endorsing diversity and inclusion for the purposes of improving its performance, whether financial or non-financial, it’s important that you have metrics in place to track how successful your efforts are in achieving those goals. Let’s discuss a strategy to improve Diversity and Inclusion in an organization. Strength: Useful for identifying bias in assessment and selection. It’s a good idea to revise a company’s most important strategic statements, such as mission, vision, and core values. I’ll use the Balanced Scorecard as a framework to articulate the D&I strategy. Cognitive disabilities, also known as intellectual functioning, are recognized by the EEOC when an individual meets this criteria: 1. Your choice of ROI measure depends on the ultimate goal of your organisation’s diversity and inclusion efforts. Employers should regularly review diversity and inclusion metrics, changing them as needed as the diversity and inclusion program matures and as business goals change. For example, if an organisation is seeking to leverage diversity for increased innovation, relevant return on investment metrics are the number of patents or examples of process or service innovation. With these ideas in mind, we can define another proxy metric of inclusion: With this metric, we could quickly find some extreme сases. The information may not have been disclosed before resignation due to a fear of recrimination or weak organisational justice. In this perspective, we’ll talk about the skills and the infrastructure needed to make the diversity and inclusion strategy possible. A classical strategic planning process starts with a definition of strategy attributes. Governor Macquarie Tower 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. A pool of talents seems like a diverse one, but in reality, the organization simply makes the numbers look good without making any tangible impact. A difference may be indicative of a performance vs. potential bias that favours members of the dominant group. It depends on the existing strategy of the organization. However, merely tracking and reporting diversity and inclusion metrics is not sufficient. Updated August 2020. Felicity also holds a Bachelor of Commerce and a Bachelor of Arts in Psychology. To make the list, the diversity goals had to be written on their web site or spoken goal by their leadership (e.g. When rank is not indicative of management responsibility (for example, rank reflects technical expertise as well as management responsibility), organisations may measure the number of people reporting to members of monitored groups because it offers a more accurate measure of leadership representation than representation by rank. Strength: Helpful for identifying which groups are more likely to be targets of prejudice, discrimination, and harassment. For these reasons, the Civil Service is committed to reflecting the country that we serve, and is taking targeted action to tackle underrepresentation, especially in the Senior Civil Service. Employees sense when an organisation is hiding something. One of the strategies behind quotas is about solving D&I problems from the top: The acceptance of quotas varies across the countries with actual inclusion being one of the main challenges. 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. 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. Religion and ethnicity are significant in the Middle East and Africa. Description: Tracking appointments of individuals from monitored groups compared with appointments of applicants who are not members of a monitored group. This indicator is for measuring the Diversity aspect of our Recruitment process; To measure current Diversity of our workforce in terms of Gender, Nationality, Religion, Age, Culture and Language. To be repeated annually. It might sound silly but one thing I always ask clients is how do you measure success? KPI Units: % In China, there is an urban versus rural division as well as a Western-educated dominance in leadership teams. Examples of business-specific diversity dimensions include: A government department seeking to deliver policy solutions to improve the lives of members of an ethnically and linguistically diverse community extends its diversity metrics to include individuals from culturally and linguistically diverse (CALD) backgrounds The reason is that inclusion is a feeling, and as any feeling, it is hard to quantify it objectively. Diversity in ideas is a leading factor for innovations. Language is significant in Canada and Europe. 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. If you have already started your program without taking a baseline measure, however, you can compare your metrics to results reported in other parts of the business or industry benchmarks. For example, studies have shown that women are less likely than men to put their hand up for a promotion. 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. The best way to do this is by defining S.M.A.R.T. Not coming clean on a poor metric out of concern of employee backlash might do more harm than good. Description: Track the diversity of your suppliers by identity group. 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. 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