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Resource Type: Article

8 Ways to Measure Diversity That Have Nothing to Do With Hiring

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ATTRIBUTES
  • Career Development
  • Measuring and Evaluating
  • Organizational Culture
  • Supply Chain

SOURCE
  • Fortune

TYPE OF RESOURCE
  • AArticle

TARGET AREA
  • Strategy

TARGET UNIT
  • Diversity & Inclusion, Human Resources, Senior Leadership

LINK TO RESOURCE

8 Ways to Measure Diversity That Have Nothing to Do With Hiring

Fortune
This article illustrates eight unique ways to measure the effectiveness of a business’s diversity and inclusion programs, beyond hiring and recruitment data.

The eight components to consider while measuring diversity are:

  1. Title and level within the company
  2. Rate and time of promotions
  3. Access to special projects
  4. Exposure to upper management
  5. Evaluate partnerships
  6. Check support groups
  7. Consider age
  8. Supplier diversity program

 

To learn more, click here.

Measuring Progress

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ATTRIBUTES
  • Goal Setting
  • Intersectionality
  • Measuring and Evaluating

SOURCE
  • Project Include

TYPE OF RESOURCE
  • AArticle

TARGET AREA
  • Implementation

TARGET UNIT
  • Diversity & Inclusion, Human Resources, Senior Leadership

LINK TO RESOURCE

Measuring Progress

Project Include
Project Include is a non-profit that uses data and advocacy to accelerate diversity and inclusion solutions by offering recommendations about measuring diversity and inclusion progress in an organization.

Some recommendations include:

  • Set employee, leadership, board, and investor demographic diversity goals
  • Regularly conduct thoughtfully designed employee engagement surveys and demographic data
  • Regularly review and update data policies
  • Use inclusive demographic breakdowns, such as race, gender, and family status
  • Use existing metric definitions and surveys that have been effective in the past
  • Use metrics that are consistent across the industry
  • Be transparent about data findings internally and share some data externally
  • Ensure all sensitive data is stored and handled appropriately

To learn more, click here.

Meaningful Metrics for Diversity and Inclusion

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ATTRIBUTES
  • Goal Setting
  • Measuring and Evaluating

SOURCE
  • Include Empower

TYPE OF RESOURCE
  • AArticle

TARGET AREA
  • Development

TARGET UNIT
  • Diversity & Inclusion, Human Resources, Senior Leadership

LINK TO RESOURCE

Meaningful Metrics for Diversity and Inclusion

Include Empower

This resource provides a series of steps to help organizations set, evaluate, and analyze meaningful diversity and inclusion progress.

There are nine steps in the series:

  1. Define which diversity dimensions you will monitor: Organizations can extend measurements beyond gender to other relevant metrics: such as race, ethnicity, and age.
  2. Review data policies: Ensure that data policies follow legal and ethical requirements.
  3. Select Metrics
    1. Identify bias blind spots: Representation, retention, recruitment, selection, promotion, development, pay and benefits, employee engagement, employee focus groups, etc.
    2. Track progress: Membership of ERGs, participation rates in formal mentoring programs or sponsorship schemes, participation rates in D&I training programs, etc.
    3. Measure return on investment: Revenue generated by new products or services, market share, cost savings, etc.
  4. Establish baseline measures: Use baseline measures to track impact/progress of an initiative by comparing results with the baseline measure.
  5. Set targets that are ambitious enough to encourage effort but realistic enough to avoid resistance.
  6. Assign responsibility and establish accountability at top levels (CEO, Board of Directors) through scorecards and other performance management tools.
  7. Track and analyze results: Have a formal plan for measuring progress and assign responsibility for reporting and responding to the findings.
  8. Report results and outline new initiatives: All results and rectification plans should be transparent internally for employee access and selected metrics should be disclosed externally.
  9. Review metrics regularly and change them as needed as the D&I program matures and business goals change.

To learn more, click here.

Measuring What Matters in Gender Diversity

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ATTRIBUTES
  • Baseline Assesment
  • Closing Gender Wage Gaps
  • Measuring and Evaluating
  • Recruitment, Retention and Promotion

SOURCE
  • Boston Consulting Group

TYPE OF RESOURCE
  • AArticle

TARGET AREA
  • Strategy

TARGET UNIT
  • Diversity & Inclusion, Human Resources, Senior Leadership

LINK TO RESOURCE

Measuring What Matters in Gender Diversity

Boston Consulting Group
The Boston Consulting Group (BCG) recommends organizations look at five overarching metrics when it comes to gender diversity. These metrics provide a quantitative snapshot of the company’s current state as well as softer data. After collecting these metrics, companies will be able to identify their biggest challenges and priorities that can be translated into goals.

  1. Pay: Assess pay levels, including base salaries and wages as well as discretionary pay (i.e. bonuses). Also, look at whether formulas behind performance bonuses include unintentional biases against women. Finally, survey employees to learn if they believe pay levels are equitable.
  2. Recruitment: Track the ratio of men to women along the entire recruiting funnel (i.e. applications, interviews, final rounds, hiring). This is of special interest for companies in industries that have historically struggled to attract women.
  3. Retention: Assess percentages of women and men at each level of seniority, and the attrition rate among women and men at each level. Also, assess employees’ perceptions at different levels to identify warning signals to retention issues.
  4. Advancement: Measure the percentage of women and men promoted each year as a share of the total cohort and compare both. Soft indicators of advancement can be women’s perception of a fair shot at senior and leadership positions.
  5. Representation: Assess the distribution of roles across different units to understand if women are concentrated in specific units. This can provide insight to whether women are fairly represented in operations units and not just administrative roles (e.g. HR or marketing).

Read the full article here.

Gender Parity: Closing the Gap Between Commitment and Action

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ATTRIBUTES
  • Goal Setting
  • Recruitment, Retention and Promotion

SOURCE
  • LinkedIn

TYPE OF RESOURCE
  • AArticle

TARGET AREA
  • Strategy

TARGET UNIT
  • Diversity & Inclusion, Human Resources, Senior Leadership

LINK TO RESOURCE

Gender Parity: Closing the Gap Between Commitment and Action

LinkedIn
In this blog, Bill Morris, retired president and senior managing director of Accenture Canada, shares the metrics that the company tracks and uses to set targets. These metrics are directly related to the ones found in the report “Advancing Women as Leaders in the Private Sector” from the Canada-US Council for Advancement of Women.

Accenture’s eight overall metrics are:

  1. Initial Recruitment of Women: Measured for each of their business units. According to Morris, this is what has made the difference.
  2. Attrition Rates of Women Relative to Men:Measured by business unit and level. According to Morris, the attrition gap data by level helps Accenture focus on maintaining gender parity as women advance.
  3. Advancement Rates of Women Relative to Men: Comparison between the percentages of women vs. men getting promoted from a cohort. Measured by business unit for each leader to reflect on the in-year promotion decisions. It is also tracked long-term to assess promotion patterns of the units.
  4. Pay by Gender: Currently Accenture doesn’t report on an aggregate average payroll for men vs. women. Accenture does a review prior to starting their annual compensation cycle, and then after rewarding decisions.
  5. Retention of Women after Becoming a Mother: Another metric to complement this one can be the retention of women and men when they anticipate starting a family.
  6. Representation of Women at Management Level: Business unit leaders are accountable for this metric.
  7. Representation of Women at Executive Level: Business unit leaders are accountable for this metric.
  8. Representation of Women at Senior Leadership Level: The CEO or the senior managing director is accountable for this metric.

Read more here.

Partnering for Parity: Strengthening Collaborations for Gender Equality

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ATTRIBUTES
  • Outreach Initiatives and Partnerships

SOURCE
  • McKinsey & Company

TYPE OF RESOURCE
  • AArticle

TARGET AREA
  • Implementation

TARGET UNIT
  • Community Outreach, Corporate Social Responsibility

LINK TO RESOURCE

Partnering for Parity: Strengthening Collaborations for Gender Equality

McKinsey & Company
This article acknowledges that individual efforts towards gender equality are driving progress but highlights the multiplier effect that cross-sector partnerships could have in accelerating progress even further. The article discusses common pitfalls in partnerships and provides recommendations to address them in order to ensure sustained, long-term impact.

  • Drive commitment from the top to ensure that the partnership has the resources and momentum needed to make progress.
  • Keep it simple – have a single, measurable goal to enable progress monitoring and avoid changes in scope. Establish a clear, simple mission for the partnership, and ensure that the goal is quantified, time-bound, and specific.
  • Establish a clear value proposition for all members. A compelling rationale is required to get partners involved and maintain engagement. Establish what value each partner is likely to derive from being involved in a particular role.
  • Find and deploy the unique strengths of each partner. Partners do not need to contribute identically – nor should they. When partners come from different sectors (government, non-profit, for-profit sectors, and so on), or from different industries, identifying opportunities to combine their unique skills requires careful planning and design of initiatives.
  • Clearly define the operating model for the partnership. Ideally, there should be a small group of people at one or more of the partner organizations, or a formalized “secretariat” that dedicate their time to managing and mobilizing activities.
  • Conduct rigorous monitoring and evaluation to determine which interventions are working. When different parties are involved, careful upfront planning to align on a clear measurement framework is essential to success.

To read the full article, click here.

People Want Their Employers to Talk About Mental Health

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ATTRIBUTES
  • Organizational Culture
  • Workplace Wellbeing and Safety

SOURCE
  • Harvard Business Review

TYPE OF RESOURCE
  • AArticle

TARGET AREA
  • Implementation

TARGET UNIT
  • CEO, Diversity & Inclusion, Human Resources, Senior Leadership

LINK TO RESOURCE

People Want Their Employers to Talk About Mental Health

Harvard Business Review
This article discusses how organizations can use an intersectional lens to approach and normalize conversations about mental health in the workplace.

In addition, this article includes a list of private sector good practices:

  • Start at the top: Encourage executive teams and senior management to share their experiences about mental health with their teams and employees.
  • Invest in education: Use training programs to equip managers and employees with the knowledge and resource to identify, normalize, and navigate mental health in the workplace.
  • Provide support: Ensure that employees have access to a variety of mental health benefits and related programs, and ensure that policies are communicated throughout the organization.

To learn more, click here.

Dealing with Sexual Harassment When Your Company Is Too Small to Have HR

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ATTRIBUTES
  • Workplace Wellbeing and Safety

SOURCE
  • Harvard Business Review

TYPE OF RESOURCE
  • AArticle

TARGET AREA
  • Implementation

TARGET UNIT
  • CEO, Senior Leadership

LINK TO RESOURCE

Dealing with Sexual Harassment When Your Company Is Too Small to Have HR

Harvard Business Review
This Harvard Business Review article discusses what small companies can do to prevent and address sexual harassment.

Some of the recommendations discussed are:

  • Leaders should be conscious of the factors promoting a toxic work culture (e.g. predominately male executive staff, layers of hierarchy in power, indifference).
  • Leaders should establish clear policies outlining what constitutes sexual harassments, which behaviours will not be tolerated, and what employees should do if they see or experience misconduct.
  • Leaders should enforce these rules by designating clear roles for people within the organization.

To read the full article, click here.

A 15-Point Plan for Boards and CEOs to Eradicate Sexual Harassment in Their Organizations

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ATTRIBUTES
  • Leadership
  • Workplace Wellbeing and Safety

SOURCE
  • Forbes

TYPE OF RESOURCE
  • AArticle

TARGET AREA
  • Implementation

TARGET UNIT
  • Board of Directors, CEO

LINK TO RESOURCE

A 15-Point Plan for Boards and CEOs to Eradicate Sexual Harassment in Their Organizations

Forbes
This resource provides a list of actions that leaders of organizations should take to eliminate sexual harassment in their workplaces.

  1. Establish accountability.
  2. Immediately request an audit of every open case of sexual harassment and a 5-10-year look-back of every closed, settled, sealed or discarded case ever brought to the organization’s attention.
  3. Introduce a sexual harassment hotline that bypasses HR, is administered by an outside provider, and is reported directly to the board.
  4. When a credible accusation is made, the accused should be put on a paid leave of absence while an investigation ensues.
  5. Do not dismiss, deny, defend, or blame the victim.
  6. Maintain and defend a pristine due process.
  7. Make it explicit in every way you can that harassment, abuse, or misbehaviour will not be tolerated.
  8. Be proactive.
  9. Put incentives in place.
  10. Clarify the role of HR in sexual harassment cases.
  11. Promote a “see something, say something” environment.
  12. Conduct bystander training throughout the organization.
  13. Leaders should actively protect someone that might be in danger.
  14. Get more women on boards and in C-suites.
  15. Beware of backlash.

To read more about this article, click here.

It’s Time: 5-Step Sexual Harassment Risk Mitigation Strategy for Employers

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ATTRIBUTES
  • Organizational Culture
  • Workplace Wellbeing and Safety

SOURCE
  • McInnis Cooper

TYPE OF RESOURCE
  • AArticle

TARGET AREA
  • Strategy

TARGET UNIT
  • CEO, Human Resources, Legal

LINK TO RESOURCE

It's Time: 5-Step Sexual Harassment Risk Mitigation Strategy for Employers

McInnis Cooper
This resource provides an overview of several provincial and federal occupational, health, and safety laws, human rights laws, employment standards laws, and criminal laws. It also details the importance of understanding business and financial liability risks, complaint mechanisms and systems, as well as the roles of perpetrators, victims, and employers. Canadian law firm McInnis Cooper has created a five-step risk mitigation plan to help employers minimize the growing legal, financial liability, and business risks of workplace sexual harassment. These steps include:

  1. Admit that sexual harassment can happen in any workplace.
  2. Make it a (high priority) corporate governance matter – the risks warrant it.
  3. Assess your current situation – and the current sexual harassment and violence risks.
  4. If you have a workplace sexual harassment policy, review and revisit it; if you don’t, develop and implement one now.
  5. Document everything and maintain the records (for a long time).

To learn more, click here.