the four maturity stages of diversity and inclusion programs

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The Four Maturity Stages of Diversity and Inclusion Programs

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Frequently Asked Ques6ons

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Lauren Dixon Associate Editor Workforce magazine


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Alex Gonzalez Product Manager PeopleFluent


Roy Zambonino Senior Solu>ons Consultant PeopleFluent

© PeopleFluent 2015

The Four Maturity Stages of a Diversity Program Roy Zambonino, Sr. Solu1ons Consultant Alex Gonzalez, Director, Product Management

10 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015

Agenda

•  Defini>on of each stage •  Primary goals of each stage

and how those change over >me

•  How challenges develop and can be overcome

•  How measurement techniques can help support communica>on and ROI calcula>ons


Quick Summary of Survey Setup and Parameters •  May 2015 (survey date) •  420 respondents •  24% have an advanced diversity func>on

•  23% have an undeveloped diversity func>on


•  Challenges are consistent across organiza>ons

•  HR is oWen responsible for D&I ini>a>ves

•  Vendor usage depends on D&I maturity

•  Measurement is key to a successful diversity strategy

•  Effec>ve organiza>ons track more, measure more and reward more

Key Findings of Survey


•  D&I strategic goals must align with organiza>on outcomes »  Crea>ng an inclusive company culture (74%) »  Increasing employee engagement (64%) »  Helping the company become an employer of choice (61%)

•  Iden>fy challenges to your D&I plan »  Lack of budget »  Difficulty working cross -‐func>onally »  Lack of accepted benchmarks for D&I (difficulty in iden>fying) »  Alignment of benchmarks by industry

Where do we begin?


1 2 3 4 5

Beginning Advanced

Undeveloped Intermediate Vanguard

Maturity Stages of a Diversity Program

One Year

3 years

10+ Years

Coun6ng together


Stage 1: Undeveloped

Entirely unfamiliar with progress monitoring and program measurement and not able to connect D&I to overall organizational goals

•  Do not know what to measure and do not have measurement expertise available Has

not crafted a strategic measurement plan •  Is not tracking basic workforce diversity metrics – gender, ethnicity •  Is not tracking ancillary workforce diversity metrics - veterans, disability status, LGBT •  May not be analyzing legal and compliance risk or may have been doing it for years

23%

77%

D&I Market

Undeveloped All others Less than 1,000 employees (51%) 10,000+ employees (18%)

Program is less than a year old (73%)

Located in one country (40%) or located in one country with mul>ple loca>ons (26%)


Undeveloped Cont’d •  Not connected to business outcomes (Note: as D&I programs mature, this remains a

key challenge) •  Does not define desired results •  Does not analyze the impact of D&I investments •  Does not identify areas for improvement/opportunity •  Does not create strategic D&I programs/campaigns

Top 5 Goals 1.  Reducing legal risk 2.  Ensuring compliance 3.  Increasing employee

engagement 4.  Creating an inclusive company

culture 5.  Helping organiza>on become an

employer of choice

Top 5 Challenges 1.  Lack of resources – skill/

capabili>es 2.  Leadership buy-‐in 3.  Lack of budget 4.  Lack of accepted benchmarks 5.  Difficulty communica>ng goals


Stage 2: Beginning

23%

77%

D&I Market

Undeveloped All others Less than 1,000 employees (43%) 10,000+ employees (21%)

Located in one country (30%) or located in one country with mul>ple loca>ons (38%)

Program is one to three years old

(48%)

Slightly more involved in how and what they measure for D&I compared to the “Undeveloped” group

•  Making some progress toward measuring impact of D&I, though some don’t know why/

what to measure •  Typically do not have measurement expertise available, some have in-house

measurement expertise •  Has not crafted a strategic measurement plan, though some may have begun the

process •  Has been tracking basic workforce diversity metrics for years – gender, ethnicity •  Is not tracking ancillary workforce diversity metrics - veterans, disability status, LGBT,

though some have begun this process


Beginning Cont’d •  Tracking of legal and compliance risk varies with the majority having done it for years, some not

doing it at all, and others just beginning •  Not connected to business outcomes (Note: as D&I programs mature, this remains a key challenge) •  Does not define desired results, though a notable portion may have begun this process •  Does not analyze the impact of D&I investments, though a notable portion may have begun this

process •  Has started to identify areas for improvement/opportunity •  Has started to create strategic D&I programs/campaigns, though a large portion still do not do this

Top 5 Goals 1.  Crea>ng an inclusive company

culture 2.  Increasing employee

engagement 3.  Helping organiza>on become an

employer of choice 4.  Fostering Collabora>on in the

workplace 5.  Ensuring compliance


capabili>es 2.  Difficulty working across

func>ons to achieve goals 3.  Lack of budget 4.  Difficulty aligning on steps to

aiain goals 5.  Lack of accepted benchmarks


Strategic Ac6vity Management • Enable greater collabora>on by allowing managers to access and document relevant informa>on on their own

• Easily enter and record internal and external outreach Efforts by establishment

• Quickly check on levels of outreach ac>vity with yellow, green, or red indicators

• Convenient alerts when ac>vi>es are coming up or past due

•  Load any documents or files that are proof or ar>facts suppor>ng your outreach

• Maintain unlimited number of years worth of informa>on

• Quickly export your outreach documenta>on to a PDF file for quick audit prepara>on

• Accommoda>ons tracker • Single Sign On • Audit Tracking

Collabora6on Across the Organiza6on


Stage 3: Intermediate

30% 70%

D&I Market

Beginning All others 10,000+ employees (38%) Less than 1,000 employees (27%)

Program is one to three years old

(36%)*

Have developed a “medium” confident level with measurement and clearly see the importance of data.

•  Making some progress toward measuring impact of D&I, and only a small group

is still having trouble with this issue •  Equally likely to not have measurement expertise available or to have in-house

measurement expertise •  Have begun to craft a strategic measurement plan, though a notable portion still

does not do this •  Has been tracking basic workforce diversity metrics for years – gender, ethnicity

Located in one country with mul>ple loca>ons (38%) or Located in one country (30%)


Intermediate Cont’d •  Still working on tracking ancillary workforce diversity metrics - veterans, disability status,

LGBT with the majority having done it for years, some still beginning this process, and

the same amount still not doing this

•  Most are tracking legal and compliance risk, with a smaller group just getting started

•  Most are still not connected to business outcomes though a smaller group is just getting

started, and some have even doing this for the past year

•  Has begun to define desired results with some even doing it for the past year, though a

notable portion is still not doing this

•  Does not analyze the impact of D&I investments, though a notable portion may have

begun this process

•  Has either started to identify areas for improvement/opportunity, been doing this for a

year or been doing this for years

•  Has started to create strategic D&I programs/campaigns, and a large portion has been

doing this for the past year with even more doing it for years


Intermediate Cont’d




employer of choice 4.  Fostering Collabora>on in the

workplace 5.  Ensuring compliance


capabili>es 2.  Difficulty working across

func>ons to achieve goals 3.  Lack of budget 4.  Difficulty aligning on steps to

aiain goals 5.  Lack of accepted benchmarks


Stage 4 & 5: Advanced/Vanguard

24% 76%

D&I Market

Beginning All others 10,000+ employees (37%) Less than 1,000 employees (33%)

Located in one country with mul>ple loca>ons (36%) or Located in one country (31%)

Program is more than 10 years old

(48%)

Slightly ahead of the curve in D&I measurement, though they still have work to do.

•  Making some progress toward measuring impact of D&I (49%), with a small group ahead of the strategic measurement curve (24%)

•  Most have measurement expertise in-house (64%) •  Have been crafting a strategic measurement plan for years (47%) •  Has been tracking basic workforce diversity metrics for years – gender, ethnicity (75%) •  Has been tracking ancillary workforce diversity metrics - veterans, disability status,

LGBT for years (52%)


Advanced/Vanguard Cont’d •  Most have been are tracking legal and compliance risk for years (60%)

•  Most likely to be able to connect D&I investments to business outcomes

(34%), though some still do this at all (27%), and others have only been

doing it for the past years (22%)

•  Has begun to define desired results (41%) with some even doing it for the

past year (15%), though a notable portion is still not doing this (35%)

•  Still having trouble with defining desired results of D&I investments, as only

a little more than a third have been doing this for years (37%), and a large

portion still not doing this at all (24%)

•  Has started to identify areas for improvement/opportunity (56%)

•  Has started to create strategic D&I programs/campaigns (48%)


Top 5 Challenges 1.  Difficulty working across

func>ons to achieve goals 2.  Difficulty demonstra>ng impact

of previous efforts 3.  Lack of accepted benchmarks 4.  Difficulty collec>ng data from

employees 5.  Lack of budget 6.  Difficulty aligning on steps to

aiain goals




employer of choice 4.  Ensuring compliance 5.  Fostering Collabora>on in the

workplace 6.  Fostering Innova>on

Advanced/Vanguard Cont’d


#

At what stage of development is the diversity and inclusion func6on within your organiza6on?

1

2

3

4

Undeveloped

Beginning

Intermediate

Advanced/Vanguard

Polling Ques6on #1

5 No D&I Func>on


How long has diversity and inclusion been a focus for your organiza6on?

21%

28%

19%

12%

20%

Age of Diversity Program

Less than 1 year 1-‐3 years 4-‐7 years 7-‐10 years 10 years +


73.58%

64.20%

60.51%

51.42%

51.14%

CREATING AN INCLUSIVE COMPANY CULTURE

INCREASING EMPLOYEE ENGAGEMENT

BECOMING AN EMPLOYER OF CHOICE

FOSTERING COLLABORATION IN THE WORKPLACE

ENSURING COMPLIANCE WITH LABOR POLICIES/REGULATIONS

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00%

Strategic Goals of D&I -‐ Top 5 (All Maturity Stages)


41.79%

40.92%

39.19%

38.90%

35.73%

LACK OF ACCEPTED BENCHMARKS FOR D&I

LACK OF BUDGET

DIFFICULTY DEMONSTRATING IMPACT OF PREVIOUS EFFORTS

LACK OF RESOURCES (SKILLS/CAPABILITIES)

DIFFICULTY ALIGNING ON STEPS TO ATTAIN GOALS

32.00% 34.00% 36.00% 38.00% 40.00% 42.00% 44.00%

Challenges in Accomplishing Goals Top 5 (All Maturity Stages)


What are the Barriers to Increasing the Effec6veness of Strategic Diversity in Your Organiza6on?


#

How does your organiza6on track workforce demographics?

1

2

3

4

Integrated HR system

Specialized talent management soWware

Manual process

We do not track workforce demographics

Polling Ques6on #2


How do you track your workforce demographics?

65% 12%

14%

9%

Tracking Workforce Demographics

Integrated HR system

Specialized TM soWware

Manual Process

We do not track workforce demographics


What do I track?


What do I track? Cont’d


To Who and How are Metrics Reported?


To Who and How are Metrics Reported? Cont’d


Effec6vely Manage Diversity Metrics


How do you show business impact?


How do you show business impact? Cont’d


Can I really create culture change with D&I?

Undeveloped Beginning


Can I really create culture change with D&I? Cont’d

Intermediate Advanced/Vanguard


Does your organiza6on offer incen6ves for managers/execu6ves/department heads to meet diversity and inclusion goals? 1.  Increased opera>onal budgets and talent/merit bonus 2.  Part of monetary bonus program – when goals are reached 3.  Educa>on and other 4.  Recogni>on awards 5.  It is part of their scorecard for annual evalua>on. 6.  Goal aiainment on diversity recruitment/reten>on metrics is >ed to execu>ve

compensa>on incen>ve bonuses 7.  Part of performance evalua>on 8.  Crea>ve control


Q&A

TM © 2015 PeopleFluent | Confiden>al

Thank You

Find PeopleFluent on… Twiger: twiier.com/peoplefluent LinkedIn: linkedin.com/company/peoplefluent Facebook: facebook.com/peoplefluent Blog: peoplefluent.com/resources/peoplefluent-‐blog

Roy Zambonino, Sr. Solu6ons Consultant [email protected] Alex Gonzalez, Director, Product Management [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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