Description: Tracking lateral moves, appointments to acting roles, training and other learning and development participation, and other stretch assignment opportunities by identity group. Strength: Focus groups complement workforce analytics, providing additional information that cannot be acquired from quantitative analysis alone. The unique legal, historical, political, and cultural environments of different nations and regions determine which diversity issues are relevant. Race is the predominant diversity issue in the United States and South Africa. Diversity Dashboards Cornell’s organizes diversity initiatives around four core principles: composition, engagement, inclusion, and achievement. like VMware’s CEO on CNBC (see below)). An organisation’s diversity and inclusion metrics should serve three purposes: diagnose risk areas and opportunities, track the progress of initiatives, calculate return on investment. Metrics also serve to neutralise the emotion associated with diversity and inclusion. Employees sense when an organisation is hiding something. Weakness: Does not indicate whether members of monitored groups are self-selecting out of promotion opportunities. Note: Another way to make a diversity statement is through diversity videos. Intellectual functioning level (IQ) below 70-75 2. Another measurement strategy is based on the hypothesis that inclusive companies are able to retain diverse talents for a longer time. I’ll use the Balanced Scorecard as a framework to articulate the D&I strategy. Our Performance Indicators of Diversity and Inclusion in Defence. Measuring program success might include tracking improvements in the measures listed above, with the diagnosis measurement acting as a baseline. *Editor’s note: Download our full Diversity and Inclusion Handbook for more than 70 pages of tangible strategies to help you cultivate diversity and inclusion on your team, including diversity goals and objectives. Over the last decade, many governments introduced[7] mandatory or voluntary diversity quotas for the members of the board. To be repeated annually. In their turn, diverse talents can become an inimitable competitive advantage for a company. “Inclusion” A Strategy Template with KPIs for Diversity and Inclusion. For example, comparing the number of applicants from monitored groups that make it to interview stage pre- and post-intervention. 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. 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. Defining diversity broadly will likely necessitate the establishment of new data analytics, and companies should consider the legal and ethical requirements regarding the storing of sensitive information. Examine and learn from best leadership practices from Pakistani and international organisations in terms of promoting diversity and inclusion. Make sure the diversity and inclusion are actually among your values! This fosters trust and encourages accountability. Results of diversity efforts should be transparent internally. Strength: Helpful for identifying recruitment barriers. Training on: The training goal for the strategy map can be formulated as: In terms of performance measurement, the efforts part can be quantified and measured by: As for the results, it’s interesting to look beyond the basic test scores and analyze if the actual behaviour patterns have changed. Return on investment metrics translate soft skills into hard returns that align with business goals and the concerns of leaders. 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. Diversity and Inclusion are often named as a driver factor of innovations. In fact, diversity & inclusion (D&I) is increasingly becoming a component of companies’ employee recruitment and customer branding strategies. Supplement existing survey items with questions that specifically tap diversity and inclusion concerns. 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. The selection of meaningful diversity and inclusion metrics is an art, rather than a science. When defining any strategy, we need to understand the causality, find success factors, and understand better expected outcomes. Strength: Useful for identifying bias in assessment and selection. When inclusion efforts are undertaken to improve engagement, it is useful to show how increases in engagement scores translate to increased productivity by measuring output per employee or profit per employee. What is obvious is that the economic sustainability of an organization can be predicted on their D&I achievements. Diversity is a many-layered metric, encompassing workforce composition, compensation levels, and hiring trends. Inclusion ensures that those ideas will find their way in the innovation process (will be heard -> will be valued -> will be tested and prototyped). tap-on-the-shoulder, employee referral programs, graduate internships limited to only some universities). Tracking diversity metrics, therefore, can be equally complex. However, gender diversity is at different stages of maturity in different parts of the world and across industries and metrics must reflect that. Involuntary attrition that is overrepresented in a monitored group is indicative of conscious or unconscious bias and should be investigated. Diversity and inclusion: 8 best practices for changing your culture A strong diversity and inclusion strategy can help your organization attract top talent and drive innovative results. 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. • Each DG Group to identify equality, diversity & inclusionaims & key performance indicators for their directorate using consultations with staff. 10. Strength: Useful for identifying bias in compensation and reward schemes. This is achieved only through dialogue with local leaders and employees. Ideally, you will have baseline measures to track the impact of that initiative. Diversity and inclusion are critical elements of every recruitment and retention strategy. When we value diversity we do not try to make all of us the same instead we embrace the differences that make each of us unique. 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 … 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. Empirical studies support this hypothesis. AUSTRALIA, © 2018, Culture Plus Consulting Pty. For the organization, it means an opportunity to adjust internal diversity and serve those customers better. Some HR experts suggest that the job posts need to be adjusted to be more diversity-friendly: Another point of view[6] is that this bias doesn’t actually exist, and what employers should really do is to inform better about the hiring process. 1. Organisations should remain alert to the possibility that not disclosing a metric may erode trust more than disclosing a potentially unfavourable metric. If an organization wants to leverage the benefits of diversity and inclusion, it needs to align diversity dimensions with their strategy. Having a more diverse workforce is a leading factor for better understanding the needs of different groups of customers. It depends on the existing strategy of the organization. Mentoring programs are becoming an increasingly important diversity and inclusion initiative as they encourage the type of activity and … Diverse teams with engaged talents are more innovative, understand customer needs better, and drive financial results. Develop a critical understanding of issues of diversity and inclusion and their relevance to organisations and leadership. Governor Macquarie Tower Because of the risk of non-completion by employees who are not-engaged, findings must be supplemented with exit-interviews. Supplement existing survey items with questions that specifically tap diversity and inclusion concerns. Sydney NSW 2000 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 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. Follow those ideas to have a long list of metrics for diversity. Many organizations prefer to report their achievements according to the Sustainable Development Goals 2030 by the UN. Consideration must be given to your business strategy as well as the maturity of your diversity and inclusion program and the specific diversity and inclusion initiatives you are implementing. Religion and ethnicity are significant in the Middle East and Africa. Description: Compare customer diversity to internal, industry or market benchmarks. We discussed how to define the dimensions for diversity. 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. We found 25 examples of diversity goals from top companies aiming to boost diversity, inclusion and belonging in the workplace. Organisations manage this through surveys seeking voluntary disclosure of sensitive information. The first step for an inclusive company culture is to measure D&I. Diversity is a concept that considers the many ways we are alike while respecting the ways we are different. Building a company without workplace diversity is like weaving a tapestry with only one thread: ineffective and probably a little boring. Will those ideas be heard? Identifying metrics that define “why” is the first step.” This approach is foundational for a high-performance D&I program. 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. When defining any strategy, we need to understand the causality, find success factors, and understand better expected outcomes. Surveys are the perfect tool for measuring the feelings and opinions of your workforce at scale. A company can ensure diversity (for example, by the quotas), but what actually matters is if people stay and get promoted in the organization. In China, there is an urban versus rural division as well as a Western-educated dominance in leadership teams. 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. While we are now equipped with KPIs and a strategy map, it always makes sense to put those business tools aside and ask a simple question: Do the indicators and the initiatives that we introduced actually create a positive change that we expected? 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. The findings of such study can reveal that some important customer groups don’t have an internal “advocate” in your organization. The metrics above help organisations to identify risk areas and prioritise initiatives. At a minimum, adaptation should occur nationally, but regional changes should also be considered, where appropriate. The diversity of talents results in a diversity of ideas. In this case, we can map: How to quantify these needs? These questions may be incorporated into existing engagement surveys or constitute a separate ‘Inclusion Survey’ or ‘Inclusion Index’. You would be surprised the answers and looks we often get. KPI: Diversity and inclusion. This website uses cookies to improve your experience. Strength: Potentially candid source of information on the lived experiences of employees who are voluntarily leaving the organisation. 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.”. 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. Let’s start with a general introduction to the idea of Diversity and Inclusion (D&I). 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). For example; Because of the risk of non-completion by employees who are not-engaged, findings must be supplemented with exit-interviews. If you prefer to receive posts like these by email sign up to our newsletter. It makes a lot of sense as the diversity part of the equation is what the HR department can influence directly. An organization that has only diversity metrics on their dashboard follows one of the bad practices in performance measurement. Once implemented, organisations must track the progress of their efforts. Felicity also holds a Bachelor of Commerce and a Bachelor of Arts in Psychology. Significant limitations in adaptive skills — the basic conceptual, social and practical skills needed for everyday life 3. and will eventually lead to better diversity and inclusion on all levels of the organization. Diversityand inclusion has become a CEO-level issue around the world. Multiculturalism is a concern of countries with a large proportion of migrants, as in many Western European countries as well as Australia and New Zealand. We’ve discussed some KPIs for diversity and inclusion, we also talked about certain strategies that an organization can follow to achieve better diversity and make sure that it is converted into actual inclusion. Also, making the decision boards more diverse, like we discuss below, will help to create and maintain a more inclusive workspace. Concerns of confidentiality and low psychological safety may also limit attendance. Strength: Useful for identifying barriers to entry for different groups, pipeline issues, and narrow or biased recruitment efforts. Also, existing surveys may not record diversity dimensions, and so comparisons across identity groups are not possible. Progress reported to the Equality, Diversity and Inclusion 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. Language is significant in Canada and Europe. Organisations that are focused on diversity and inclusion as a talent retention strategy should translate the results of their effort on retention into cost savings. Analyze internal and external workforce data and trends to recommend enhancements to the Company culture and working environment including workplace flexibility programs and practices. In certain jurisdictions, it is illegal to capture sensitive information without an individual’s consent. 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. Of course, not all metrics need to be disclosed, and consideration needs to be given to the costs and benefits of disclosure of a particular metric. Strength: Useful for identifying groups that may be less satisfied with their workplace and less committed to the organisation as well as groups that are more likely to have their employment terminated. 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. Examples of Successful Diversity Statements 13 June 2017 on Examples, Admissions, Diversity Statements. On our strategy map, we can formulate this hypothesis as: With this idea in mind, we can define some leadership-related keystones and focus on these indicators: There are a lot of training and workshop products offered on the market. Organizations that have mastered diversity and inclusion have a better chance of attracting and retaining the best talents. For example, let’s say you have implemented blind recruitment in one department of your organisation. When we are talking about a diversity of partners (external diversity), we want to have different types of companies among our partners. It might sound silly but one thing I always ask clients is how do you measure success? Description: Tracking appointments of individuals from monitored groups compared with appointments of applicants who are not members of a monitored group. A metric in this case can be formulated as: While this approach gives some numbers, it is far from being perfect. Goals help individuals to focus their efforts in a particular direction. 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. Weakness: Organisation-wide representation measures can obscure biases related to function, role or department. Weakness: Reactive (the horse has already bolted!). The metrics can be: The strategy scorecard that we discussed above is just a starting point for your own strategy. 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). Robin Pedrelli is the co-founder and partner of VisionSpring, Inc. VisionSpring, Inc. is a WBENC certified, women owned and operated diversity and inclusion consulting firm offering fully integrated strategy development, workforce planning, training and continuous learning solutions to leverage diversity and inclusion to drive innovation and improved business outcomes. Another idea in the context of automation is to visualize such indicators on the performance dashboards. Suite 3, Level 27 Regularly measuring progress enables an organisation to assess whether it is headed in the right direction towards the achievement of its goals. 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. The era of diver… If those ideas are taken seriously (=inclusion), an organization will enjoy some performance improvements. To make the list, the diversity goals had to be written on their web site or spoken goal by their leadership (e.g. 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. To be built into the DECC group performance review and subject to the same reporting and accountability cycle. Diversity and Inclusion Having created a slogan to “love the differences,” Shiseido endeavors to build a corporate culture that respects the diversity of its workforce, irrespective of gender, age, nationality and any other individual attribute, and encourages dynamic discussions aimed at creating new value. Description: Track the diversity of your suppliers by identity group. An intuitive hypothesis is that a more diverse talent pool will approach the challenges of the organization from different, sometimes unexpected perspectives. 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