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ROI of D&I - Presentation for CIRG 2013 Symposium
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ROI of D&I - Presentation for CIRG 2013 Symposium

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Workshop presentation delivered at the Community Inclusivity Reference Group Symposium held in York Region, Ontario - April 24 & 25, 2013.

Workshop presentation delivered at the Community Inclusivity Reference Group Symposium held in York Region, Ontario - April 24 & 25, 2013.

Published in: Business, Career

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  • 1. WHAT GETS MEASUREDGETS DONEMeasuring the Return on Investmentof Diversity and InclusionApril 25, 2013Cathy Gallagher-LouisyDirector, Community Partnerships and Knowledge Servicescathy.gallagherlouisy@cidi-icdi.ca
  • 2. Agenda for Today’s Session• About the Canadian Institute of Diversity and Inclusion• Highlights of Research Findings• Tool Kit for Measurement• Activities to Assess Your Measurement Practices
  • 3. WHAT IS THE CIDI?
  • 4. The CIDI MandateEducationConsultancyCommunityConnectorThink TankLegislativeSupportKnowledgeRepositoryMemberAssociation
  • 5. CIDI EMPLOYER PARTNERS
  • 6. Current Employer Partners
  • 7. WHAT GETS MEASUREDGETS DONEHighlights from the Research
  • 8. Stages of Research1. Preliminary research and literature review2. Online Survey3. Interviews4. Writing
  • 9. Literature Review
  • 10. Literature Review• Diversity Best Practices research reports• “Leadership, Governance, and Accountability – A Pathway to aDiverse and Inclusive Organizations”, The Conference Board• “The Costs and Benefits of Diversity – A Study on Methods andIndicators to Measure the Cost-Effectiveness of DiversityPolicies in Enterprises”, European Commission Centre forStrategy and Evaluation Services• “The Balanced Scorecard”, by Robert S. Kaplan and David P.Norton• “Global Diversity and Inclusion Benchmarks,” by Julie O’Maraand Alan Richter
  • 11. Literature Review Highlightshttp://www.diversityatwork.net/NL/Docs/CostsBenefExSum.pdf
  • 12. Literature Review Highlightshttp://www.omaraassoc.com/pdf/GDIB_2011.pdf
  • 13. Global D&I Benchmarkshttp://www.omaraassoc.com/pdf/GDIB_2011.pdf25% Level• Some feedback collected• Representation of women and other groups tracked,if required by law.• Measurements are primarily based on laggingindicators
  • 14. Global D&I Benchmarkshttp://www.omaraassoc.com/pdf/GDIB_2011.pdf50% Level• Diversity-specific instruments, i.e. Scorecard• Input from employees & customers shapes initiatives• Leadership accountability• Best practice and benchmarks studies
  • 15. Global D&I Benchmarkshttp://www.omaraassoc.com/pdf/GDIB_2011.pdf75% Level• Integrated, multi-technique approaches to measurement• D&I return-on-investment studies• Cultural Audits• Leading indicators• Ongoing internal and external research• Employee accountability• Regular benchmark review
  • 16. Global D&I Benchmarkshttp://www.omaraassoc.com/pdf/GDIB_2011.pdf100% Level• In-depth D&I assessments• D&I part of organization’s overall scorecard.• Linked to the organizational strategy• Tied to incentive compensation.• Many D&I-related research projects.• Employees provide input to all facets of managingthe D&I process.
  • 17. Website Review
  • 18. WHAT GETS MEASUREDGETS DONEOnline Survey Results
  • 19. Sector of Survey Respondents
  • 20. Job Function of Survey Respondents
  • 21. Collecting Demographic Data52.9%
  • 22. Employment Equity Requirements32.7%
  • 23. Voluntarily Measuring Demographics20.2%
  • 24. Demographics Measured
  • 25. D&I is a Strategic Priority79.6%
  • 26. Measuring Impact of D&I Programs18.8%
  • 27. Using a Diversity Scorecard12.5%
  • 28. Results of Using Diversity ScorecardRaised profile of D&I initiativesamong organizations’ leadership.Diversity Scorecard has becomepart of the organization’s overallstrategic reporting.
  • 29. Results of Using Diversity ScorecardRaised profile of D&I initiativesamong organizations’ leadership.Diversity Scorecard has becomepart of the organization’s overallstrategic reporting.
  • 30. WHAT GETS MEASUREDGETS DONEInsights from the Interviews
  • 31. Standard Measures of Inclusion:1. Representation2. Recruitment, promotion, and turnover3. Employee engagement4. Inclusiveness questions5. Human rights, harassment, or discrimination complaints6. Participation in training7. Participation in Employee Resource/Networking Groups
  • 32. Going Beyond Basic MeasuresLeading vs. Lagging Indicators
  • 33. Accountability
  • 34. AccountabilitySenior Leaders
  • 35. AccountabilitySenior LeadersAll People Managers
  • 36. AccountabilitySenior LeadersAll People ManagersAll Employees
  • 37. Barriers and Roadblocks• Resources• Legal Objections• Personal / private info• Privacy / confidentiality
  • 38. Successful Diversity Scorecards• Owned by the most senior leaders.• Top leader is accountable.• Top leader holds leadership teams accountable.• Leaders are involved in developing the scorecard.• Results are relevant to organization’s strategic goals.• Organization is ready.
  • 39. Successful Diversity Scorecards• Wide range data available.• Leadership teams regularly review and understand thescorecard.• Leadership and managers understand their impact.• Communicated effectively and consistently.• Measures demonstrate efficacy and impact.
  • 40. TOOLKITTips for Implementing orImproving Diversity Measures
  • 41. Implementing Measurement• Strategize.• Leadership Support.• Make the Case.
  • 42. Conduct a Census
  • 43. Speak the Same Language
  • 44. Speak the Same Language
  • 45. Start SmallRequest or start tracking the following data points:• Representation• Recruitment, promotion, and turnover• Employee engagement• Inclusiveness questions• Human rights, harassment, or discrimination complaints• Participation in training• Participation in Employee Resource/Networking Groups
  • 46. Something Borrowed…Expand your diversity team without expanding yourdiversity team.
  • 47. Improving Measurement• Review and Reassess.• Hold Your Leaders Accountable.• Measure More.
  • 48. Track Leading Indicators• Employee participation in ERGs or mentoring programs.• Employees who have executive sponsors.• Employees who work on high-profile clients or projects.
  • 49. Ask Lots of Questions• Focus groups• Surveys• Individual interviews• Exit interviews
  • 50. Compare and Contrast
  • 51. Communicate
  • 52. Review and Repeat• How are we doing?• What have we achieved to date?• What worked, what didn’t work, and why?• What needs to be adjusted?• What do we still need to know?• Where do we go from here?
  • 53. Cathy Gallagher-LouisyDirector, Community Partnershipsand Knowledge Servicescathy@cidi-icdi.cawww.cidi-icdi.ca
  • 54. ActivityBenchmark Your Organization
  • 55. ConsiderationsTo ask or not to ask….… for a unique identifier.
  • 56. Cons of Asking for Unique Identifier• Political / practical realities.• Resistance to collection.• Reluctance may lead to lower response rate.• More work in communications.
  • 57. Pros of Asking for Unique Identifier• First year is baseline; subsequent years’ results arecomparable.• Compare and correlate with other HR and organizationaldata.• Track individual development over time.• Track changes in individual and organizational culturalcompetence over time.• Track changes in employees’ perception of organizationalinclusivity.
  • 58. Pros of Asking for Unique Identifier• Track individual career progression – retention,promotion, turnover, etc.• Correlate demographics with employee experiencefactors such as engagement, retention, or promotion.• Greater ability to assess ROI on programs.
  • 59. The last wordWhat gets measured gets done!
  • 60. THANK YOUCathy Gallagher-LouisyDirector, Community Partnershipsand Knowledge Servicescathy.gallagherlouisy@cidi-icdi.cawww.cidi-icdi.caca.linkedin.com/in/cathygl@CatGL

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