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. It might sound silly but one thing I always ask clients is how do you measure success? For example, let’s say you have implemented blind recruitment in one department of your organisation. Weakness: Does not provide information on why some groups of individuals compared with others are more likely to apply for open positions. 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. Organisations manage this through surveys seeking voluntary disclosure of sensitive information. For organisations seeking market growth from their diversity efforts, market share and revenue are relevant for measuring return on investment. In this case, we can map: How to quantify these needs? Involuntary attrition that is overrepresented in a monitored group is indicative of conscious or unconscious bias and should be investigated. Organisations will typically measure diversity dimensions for which data is readily available, namely gender. Making the hiring process less bureaucratized and more transparent will certainly lead to a better diversity of the candidates. Measuring program success might include tracking improvements in the measures listed above, with the diagnosis measurement acting as a baseline. Diversity and inclusion metrics are used to identify risk areas, prioritise initiatives, set targets and other program goals, assign accountability, and measure the impact of initiatives. Calculating diversity / inclusion / people development pillar ratings The diversity, inclusion and people development pillars all use the same methodology to calculate the pillar ratings. One way to measure inclusion is to use surveys. Metrics also serve to neutralise the emotion associated with diversity and inclusion. For example, findings are analysed by Human Resources and reported to the Diversity Committee who are tasked with responding to the findings with an action and accountability plan. 10 Diversity Statement Samples Effective diversity management requires adaptation in metrics to reflect different contexts. Significant limitations in adaptive skills — the basic conceptual, social and practical skills needed for everyday life 3. Having a more diverse workforce is a leading factor for better understanding the needs of different groups of customers. For example, comparing the number of applicants from monitored groups that make it to interview stage pre- and post-intervention. Over the last decade, many governments introduced[7] mandatory or voluntary diversity quotas for the members of the board. COVID-19: Business Continuity Strategy (Template), align an organization’s strategy with the SDGS goals, Inclusive Leadership: The View From Six Countries, Why Women Don’t Apply for Jobs Unless They’re 100% Qualified, What Board Directors Really Think of Gender Quotas, Margarethe Wiersema, 6 Steps for Building an Inclusive Workplace, BSC Designer – Strategy Execution Software, A company that targets the Brazilian market will benefit from hiring employees who know local cultural traditions and language, A more diverse board is expected to have a better power balance. Strength: Helpful for identifying recruitment barriers. However, gender diversity is at different stages of maturity in different parts of the world and across industries and metrics must reflect that. It is important to have a formal plan for measuring your progress—what metrics will be calculated, by whom, and how often? Note: Another way to make a diversity statement is through diversity videos. 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. This fosters trust and encourages accountability. Regularly measuring progress enables an organisation to assess whether it is headed in the right direction towards the achievement of its goals. Weakness: Disenfranchised employees may not volunteer for focus groups. KPI Units: % ACN 614 463 982, Eliminating Bias in Recruitment & Selection, Cultural Intelligence for Universities and Secondary Teaching, Bite-Sized Diversity & Inclusion Workshops, Group Mentoring for Emerging Female Leaders, Group Mentoring for Emerging Culturally Diverse Leaders, A World of Difference: Leading in Global Markets with Cultural Intelligence, D&I Best Practice White Papers and Tip Sheets, biases that perpetuate workplace inequality are largely unconscious and automatic, 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, extends its diversity metrics to include individuals from culturally and linguistically diverse (CALD) backgrounds, specific questions relating to diversity and inclusion. 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. For example, an employer may achieve gender balance in representation overall, however, closer analysis reveals that men dominate higher-paid technical specialist, revenue-generation, and leadership roles, whereas women occupy lower-paid administrative, support, and individual contributor roles. Sydney NSW 2000 Make sure the diversity and inclusion are actually among your values! Diverse teams with engaged talents are more innovative, understand customer needs better, and drive financial results. 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.”. The overarching consideration when setting meaningful metrics is that they must map progress towards the achievement of your program goals. 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. Not coming clean on a poor metric out of concern of employee backlash might do more harm than good. When defining any strategy, we need to understand the causality, find success factors, and understand better expected outcomes. With these ideas in mind, we can define another proxy metric of inclusion: With this metric, we could quickly find some extreme сases. To be repeated annually. It depends on the existing strategy of the organization. Diversityand inclusion has become a CEO-level issue around the world. Disability began before age 18 Different functioning may affect an individual’smemory, problem-solving abilities, attention, communication, linguistics, a… Will those ideas be heard? In the best case, it becomes a part of the company’s culture. However, merely tracking and reporting diversity and inclusion metrics is not sufficient. While there is no hard and fast rule on the frequency of reporting diversity and inclusion metrics, ideally diversity reports should be published at least yearly. Intellectual functioning level (IQ) below 70-75 2. Strength: Useful for identifying barriers to entry for different groups, pipeline issues, and narrow or biased recruitment efforts. Analyze internal and external workforce data and trends to recommend enhancements to the Company culture and working environment including workplace flexibility programs and practices. It is important to assign responsibility for reporting the findings are well as to define the process for responding to findings. diversity and be accountable for the results 1. Review policies and practices to identify and remove systemic barriers to inclusion 2. Surveys are the perfect tool for measuring the feelings and opinions of your workforce at scale. Another idea in the context of automation is to visualize such indicators on the performance dashboards. As for the mission statement, on the D&I strategy scorecard, you can reuse the company’s global mission statement or formulate something more specific and more inspiring for your team, for example: As we discussed above, studies confirm that there is a correlation between the D&I and the financial results. Diversity & inclusion initiatives and programs have entered the mainstream and moved beyond the realm of HR. 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.