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2015 Strategic Diversity Measurement Survey Results

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Julia Mendez-‐ SHRM-‐CP, CDP, PHR, CAAP, CELS Principal Business Consultant PeopleFluent

2015 Strategic Diversity Measurement Survey Results

Sonye? Bailey Senior Product MarkeAng Manager PeopleFluent

© PeopleFluent 2015

Measuring Diversity for Success

Julia Méndez, SHRM-‐CP, PHR, CAAP, CDP, CELS

Principal Business Consultant

SonyeA Bailey

Manager, MarkeDng

9 of 38 © 2015 PeopleFluent | ConfidenAal Measuring Diversity for Success| Oct. 13, 2015

•  Why diversity ma?ers •  The Industry perspecAve on measuring diversity

•  Steps to measure diversity for success

Agenda Agenda

1. Why diversity ma?ers

2. The Industry perspecAve on measuring diversity

3. Next steps to measure diversity for success



Book “Managing Diversity in Corporate America” challenged companies with embracing workforce diversity

•  Improves company’s bo?om line

•  Creates a healthier work environment

•  Results in greater employee job saAsfacAon

Purpose of the Survey


•  May 2015 (survey date) •  420 respondents •  24% have an advanced diversity funcAon

About the Survey


Compliance-‐based goals

Diversity Goals

Enterprise Goals

Moving Beyond Compliance


Are you currently leveraging diversity metrics to support organizaAonal goals? q  Yes q  No q  In the planning stage

Polling QuesAon


Challenges of Successful D&I Program

Companies want to be more strategic and add value through D&I but ohen have trouble geing started •  What are we going to measure? •  Why should we measure anything?


•  What exactly does strategic diversity look like?

•  What metrics do organizaAons track?

•  What should organizaAons do with gathered informaAon?

•  What does accountability look like in the diversity area?

Aher Defining Measurement Goals


InformaAon on Respondents

37.0%

33.0%

30.0%

Size

Small: Less than 1,000 employees

Midsized: 1,000–10,000 employees

Large: More than 10,000 employees

32.5%

36.2%

14.1%

17.2%

Geographic Distribu0on

One country, one locaAon

One country, mulAple locaAons

One country, some global distribuAon

Highly distributed across the globe


OrganizaAonal Diversity Maturity

23.0%

23.0% 30.0%

24.0%

Undeveloped

Beginning

Intermediate

Advanced


24% 30%

OrganizaAonal Diversity Maturity Undeveloped Beginner Intermediate Advanced/Vanguard

23%

Goals

Measurement

23%


Top D&I Strategic Goals

•  CreaAng an inclusive company culture (74%) •  Increasing employee engagement (64%) •  Helping the company become an employer of choice (61%)


Crah a strategic measurement plan that addresses these organizaAonal goals

Steps to a Strategic Measurement Plan


Start comparing the current and desired state as it relates to diversity and inclusion

Steps to a Strategic Measurement Plan


Challenges Among OrganizaAons

42.33%

40.91%

40.06%

39.20% 38.92%

Lack of accepted benchmarks

Lack of budget Difficulty working cross funcAonally

Lack of resources Difficulty demonstraAng

impact of previous efforts

Top challenges to accomplishing diversity goals


Nature of diversity is broad •  “all characterisAcs and experiences that define each of us as individuals” (2000 benchmarking study Best PracAces in Achieving Workforce Diversity, U.S. Department of Commerce)

•  2014 study by Diversity Collegium idenAfied 280 possible diversity benchmarks across 13 different categories

Difficulty in Defining Benchmarks


Tracking Workforce Demographics

31.0%

69.0%

7.5%

27.5%

2.9%

12.6% 9.4%

5.8%

We don't track workforce demographics We don't know what to measure or why

Underdeveloped

Beginning

Intermediate

Advanced


As the D&I funcAon matures, the scope of measuring metrics broadens.

What is Measured?

6.4%

12.7%

0.0%

3.2%

22.2%

26.3%

40.8%

15.8%

29.0%

50.0%

Diversity goals related to our succession plan

Work environment

Diversity program efficiency/effecAveness

Legal/compliance costs

RecruiAng outcomes

We use these metrics to measure D&I impact

Beginning Underdeveloped


D&I IntegraAon

7% 3% 4%

50%

40% 37%

82% 78% 76%

Talent acquisiAon/recruiAng

Learning and development

Employee engagement

Undeveloped

Average

Advanced


Diversity Goal Challenges

48% 48% 49% 53%

36%

42% 41% 40% 39% 39%

26% 24%

36%

22%

34%

Lack of accepted

benchmarks

Lack of budget Difficulty working cross funcAonally

Lack of resources

Difficulty demonstraAng

impact of previous efforts

Beginning

Average

Advanced


Partnering with Vendors

36% 39%

21%

12%

36% 30%

47% 45%

27%

64%

Vendors In-‐house Measurement Experts

Our organiza0on uses these diversity resources

Average

Undeveloped

Beginning

Intermediate

Advanced


Tasks Outsourced to Vendors

8% 6%

14%

9%

12%

20%

10%

19%

CreaAng strategic D&I programs/campaigns

IdenAfying areas of improvement

What tasks does your consultant/vendor help your organiza0on with?

Underdeveloped

Beginning

Intermediate

Advanced


Measurement of Demographics

Advanced 64.7%

Advanced 12%

Advanced 14%

Advanced 9%

Average 50%

Average 10%

Average 29%

Average 11%

How workforce demographics are tracked

Integrated HR System

Specialized Talent Management Sohware

Manual Process

We Don't Track Workforce Demographics


Measurement of D&I Impact

39%

48%

13%

How advanced is your organiza0on's measurement of the impact of D&I?

We don't know what to measure / We measure but don't know what acAons to take

We're making progress, but there's sAll more to do

We're ahead of the curve / We're making the business case for D&I investment


•  24% of organizaAons feel they have succeeded at business case for measurements •  Track a wide variety of diversity metrics •  Set annual improvement goals •  Use analyAcs to problem-‐solve recruiAng and succession planning issues

•  Companies that rank in 25% of execuAve board diversity have ROE that is 53% higher than those in bo?om 25%

Most EffecAve PracAces

Sources: Barta, M. (2012). Is there a payoff from top-‐team diversity? McKinsey Quarterly. Forbes Insights (2011). Global diversity and inclusion: Fostering innovaAon through a divesre workforce.


D&I Strategy by Maturity Level

0.0%

0.0%

5.9%

11.6%

33.8%

4.0%

4.0%

17.3%

30.0%

40.0%

4.0%

27.8%

46.5%

45.0%

54.9%

19.0%

55.7%

61.5%

64.4%

64.7%

We use incenAves for D&I goal accountability

We connect D&I investment to business outcomes

We have used metrics to make the case for culture change

We have in-‐house measurement experAse available

We track demographics through an integrated HR system

Advanced Intermediate Beginning Undeveloped


Types of Measurements

Basic workforce demographics

(gender, ethnicity)

Advanced workforce

demographics (veteran status, disability, LGBT)

RecruiAng outcomes

Work environment (employee

engagement)

Employee retenAon

Undeveloped 70% 22% 22% 13% 21% Average 84% 47% 50% 47% 48% Advanced 83% 63% 58% 63% 58%

70%

22% 22% 13%

21%

84%

47% 50% 47% 48%

83%

63% 58%

63% 58%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

We use these metrics to measure the impact of diversity and inclusion


Do you feel you have the right measurement tools and experAse in place to measure diversity for success? q  Yes q  No q  Need to further assess our process and tools

Polling QuesAon


The Research Shows …

•  Measuring mulAple metrics

•  Integrated HR system

•  Strategic vendor plan

•  Driving accountability


Next Steps


Understand the maturity level of your exisAng D&I program

IdenAfy those diversity metrics that effect change within talent management

IdenAfy the right internal and external resources to efficiently produce results

Share meaningful insight to further D&I iniAaAve

Leverage metrics to engage workforce


The Four Different Maturity Stages of a Diversity Program Oct. 14, 2015 12PM EDT h?p://www.hci.org/lib/four-‐different-‐maturity-‐stages-‐diversity-‐program?hciaffiliate=HGCJOV

SAll Time to Register

TM © 2015 PeopleFluent | ConfidenAal Talent Insights. Business Outcomes.TM

Thank You

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For more informaDon:

800-‐782-‐1818 [email protected]

DISCLAIMER: The informa>on provided in this presenta>on is for educa>onal and informa>onal purposes only. It does not cons>tute legal advice or legal opinions. PeopleFluent makes no claims, promises or guarantees about the accuracy, completeness or adequacy of the informa>on contained herein. Nothing that is provided in this presenta>on should be used as a subs>tute for the advice of legal counsel.

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