assessing the success of d/i initiatives development, ... is distributed as a pdf document. ......

© 2014. Archbright. All rights reserved NHRMA 2015 Slide 2

Assessing the Success of D/I Initiatives Using D/I Benchmarks

Barbara Deane, MA Editor-in-Chief DiversityCentral.com

Joseph Marth, PhD Vice President, Business Solutions Archbright


Welcome & Introductions


Agenda

• Welcome & Introductions

• Overview of Global D&I Benchmarks (GDIB)

– Cooking Circle Exercise 1

• GDIB as “Change Catalyst”

• A Suggested GDIB Change Process

– Cooking Circle Exercise 2

• Questions & Answers


Learning Outcomes

• Become familiar with the GDIB as a framework of standards for assessing and measuring your D&I work

• Gain language to communicate more effectively about how to use standards as a way of gauging the quality of your D&I

• Learn to use selected “change management” techniques as a means to advance your organization to higher standards on D&I


Overview of Global D & I Benchmarks


GDIB

Helping to ensure that diversity and inclusion work is done at the highest quality level

possible


GDIB


Global Definition and Scope

• These Benchmarks apply to all organizations around the world

• They are not limited to multinational organizations that work internationally

• They are not specific to a country, culture, D&I approach, sector, industry, or size of organization


GDIB Sponsor: The Diversity Collegium

Think Tank of practitioners, scholars, and leaders

Mission: To advance the field of D&I through dialogues, symposia, research, and publications

“It is one of the first comprehensive tools to explain what creating inclusive systems and managing diversity entails.”

www.diversitycollegium.org


Research / Expert Panelists

• The Benchmarks represent the collective viewpoints of the Expert Panelists

• Selected by the authors from recommendations based on criteria of breadth and depth in D&I

• Practitioners, scholars, authors from a variety of diversity dimensions, backgrounds, and areas of expertise

• Research process involved several rounds of review and analysis


D&I Conceptual Frameworks

• Social Justice / Social Cohesion / Fairness and Equity / Overcoming Oppression

• Cultural Competence / Multiculturalism / Interculturalism

• Organization Development / Strategic Diversity Management

• Legal and Compliance

• Social Responsibility


A benchmark is…

• An organizational standard of performance

• Usually stated as an end result or outcome

Benchmarking helps people in organizations

achieve high-quality results or aspirations


GDIB Model


13 Categories in Four Groups

Internal

Assessment, Measurement, and

Research

D&I Communications

Recruitment, Development, and

Advancement

Benefits, Work-Life, and Flexibility

Job Design, Classification, and

Compensation

D&I Education and Training

D&I Vision, Strategy, and Business

Case

Leadership and Accountability

Infrastructure and Implementation

Foundation

Community, Government Relations, and

Social Responsibility

Products and Services Development

Marketing, Sales, Distribution, and

Customer Service

Supplier Diversity

External

Bridging Foundation


Cooking Circle Exercise 1


Exercise 1 Instructions

• Individually

– Using the handout of the 13 GDIB categories, choose the top 6 categories in which your organization is currently focused (or should be focused)

– Now, narrow the selection to 3 categories in which your organization is making (or could make) the most progress

• Cooking Circles

– Each Cooking Circle tallies top 3 selections of each person using the provided tally flip chart and voting dots (3 voting dots per person)



Internal


Research

D&I Communications


Advancement



Compensation



Case



Foundation





Customer Service

Supplier Diversity

External

Bridging Foundation


The Levels

Each Category has Benchmarks in 5 levels:

• 0% D&I work not done

• 25% Compliance mindset

• 50% Beginning programs

• 75% Seeing D&I systemically/a robust approach

• 100% Current best practices


Use and Permissions

Global Diversity and Inclusion Benchmarks (GDIB) is distributed as a PDF document. Permission to use this tool will be granted at no cost by signing an agreement with the authors.

To download the Benchmarks document, the Permissions Agreement, and additional tools and resources, go to:

www.diversitycollegium.org

http://www.diversitycollegium.org/


GDIB as “Change Catalyst”


GDIB as Change Catalyst

• “Catalyst” refers to a substance or phenomena that accelerates change at a rate faster than is typical or normal

• When measurement is used in organizations, it almost always creates an expectation for positive change, especially when the initiative entails measuring the perceptions of employees

– This expectation for positive change has a high-level of “urgency” or “readiness”


Kotter’s Model of Change

Create Urgency

Form a Powerful Guiding Change Team

Create a Plan to Direct the Change

Launch Change Initiative(s)

Manage the Change (Remove Obstacles)

Create Short-term Wins

Make it Stick (Weave the Change into the Organization’s Culture)

Build on the Change


Lewin’s Model of Change

• Getting the organization “ready” for change

Unfreeze

• Facilitating the intended change

Change • Making the

change permanent

Refreeze


A Suggested GDIB Change Process


GDIB Change Process

1 Exec Sponsorship &

Scope

2 GDIB Task Force

Assembled

3 Measurement Set-up

4 Launch

5 Analysis 6 Report Back

of Results

7 Root Cause Analyses

8 Solution Generation & Prioritization

9 Action Planning


GDIB Change Process

• 1: Executive Sponsorship & Scope

• 2: GDIB Task Force Assembled

• 3: Measurement Set-up

– Selection of benchmarks

– Design of measurement methodology – grouping variables, sampling, platform/approach, etc.

– Communications

• 4: Launch (continued)


GDIB Change Process

• 5: Analysis

• 6: Report Back of Results

• 7: Root Cause Analyses

• 8: Solution Generation & Prioritization

• 9: Action Planning


Cooking Circle Exercise 2


The Situation

Gamma Technologies Inc. recently used the GDIB to survey employees about their perceptions of the organization’s diversity and inclusion efforts for the past five years

– A broad sample of 200 employees (of the company’s 800+ employees) were surveyed

– 8 of 13 GDIB Categories were selected for the study

– A number of grouping variables were used, including • Organizational Level/Job Family:

– Directors & Executives

– Managers & Senior Managers

– Supervisors

– Individual Contributors – Exempt

– Individual Contributors – Non-exempt

– Not all groups were surveyed on the same GDIB Categories – selections were made by GDIB Task Force


The Situation

• Among the key findings was the following for Category 2 – Leadership & Accountability:

Frequency Selecting This Level

Best Practices Level

.19 100% Level

.38 75% Level

.23 50% Level

.17 25% Level

.03 0% Level

Frequency Selecting This Level

Best Practices Level

.00 100% Level

.07 75% Level

.22 50% Level

.46 25% Level

.25 0% Level

Directors & Executives: Supervisors:


Exercise 2 Instructions

• Finding: 80% of the Directors and Executives believe the organization has reached the 50% level or higher, where as only 29% of Supervisors believe the organization has reached the 50% level or higher

• In your Cooking Circle (aka GDIB Task Force), identify what are possible causes for the gap between the two groups

• Reach Consensus on 1-2 causes

• Determine Next Steps

• Choose spokesperson to report out


Review Questions & Answers


Learning Outcomes

• Become familiar with the GDIB as a framework of standards for assessing and measuring your D&I work

• Gain language to communicate more effectively about how to use standards as a way of gauging the quality of your D&I

• Learn to use selected “change management” techniques as a means to advance your organization to higher standards on D&I




Internal


Research

D&I Communications


Advancement



Compensation



Case



Foundation





Customer Service

Supplier Diversity

External

Bridging Foundation


GDIB Change Process

1 Exec Sponsorship &

Scope

2 GDIB Task Force

Assembled

3 Measurement Set-up

4 Launch

5 Analysis 6 Report Back

of Results

7 Root Cause Analyses

8 Solution Generation & Prioritization

9 Action Planning


Cooking Circle Exercise 1: Summary of Results


Barbara Deane, MA Editor-in-Chief [email protected]

Joseph Marth, PhD Vice President, Business Solutions [email protected]


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