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.

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ROI of D&I - Presentation for CIRG 2013 Symposium

  1. 1. WHAT GETS MEASUREDGETS DONEMeasuring the Return on Investmentof Diversity and InclusionApril 25, 2013Cathy Gallagher-LouisyDirector, Community Partnerships and Knowledge
  2. 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
  4. 4. The CIDI MandateEducationConsultancyCommunityConnectorThink TankLegislativeSupportKnowledgeRepositoryMemberAssociation
  6. 6. Current Employer Partners
  7. 7. WHAT GETS MEASUREDGETS DONEHighlights from the Research
  8. 8. Stages of Research1. Preliminary research and literature review2. Online Survey3. Interviews4. Writing
  9. 9. Literature Review
  10. 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. 11. Literature Review Highlights
  12. 12. Literature Review Highlights
  13. 13. Global D&I Benchmarks Level• Some feedback collected• Representation of women and other groups tracked,if required by law.• Measurements are primarily based on laggingindicators
  14. 14. Global D&I Benchmarks Level• Diversity-specific instruments, i.e. Scorecard• Input from employees & customers shapes initiatives• Leadership accountability• Best practice and benchmarks studies
  15. 15. Global D&I Benchmarks 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. 16. Global D&I Benchmarks 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. 17. Website Review
  18. 18. WHAT GETS MEASUREDGETS DONEOnline Survey Results
  19. 19. Sector of Survey Respondents
  20. 20. Job Function of Survey Respondents
  21. 21. Collecting Demographic Data52.9%
  22. 22. Employment Equity Requirements32.7%
  23. 23. Voluntarily Measuring Demographics20.2%
  24. 24. Demographics Measured
  25. 25. D&I is a Strategic Priority79.6%
  26. 26. Measuring Impact of D&I Programs18.8%
  27. 27. Using a Diversity Scorecard12.5%
  28. 28. Results of Using Diversity ScorecardRaised profile of D&I initiativesamong organizations’ leadership.Diversity Scorecard has becomepart of the organization’s overallstrategic reporting.
  29. 29. Results of Using Diversity ScorecardRaised profile of D&I initiativesamong organizations’ leadership.Diversity Scorecard has becomepart of the organization’s overallstrategic reporting.
  30. 30. WHAT GETS MEASUREDGETS DONEInsights from the Interviews
  31. 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. 32. Going Beyond Basic MeasuresLeading vs. Lagging Indicators
  33. 33. Accountability
  34. 34. AccountabilitySenior Leaders
  35. 35. AccountabilitySenior LeadersAll People Managers
  36. 36. AccountabilitySenior LeadersAll People ManagersAll Employees
  37. 37. Barriers and Roadblocks• Resources• Legal Objections• Personal / private info• Privacy / confidentiality
  38. 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. 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. 40. TOOLKITTips for Implementing orImproving Diversity Measures
  41. 41. Implementing Measurement• Strategize.• Leadership Support.• Make the Case.
  42. 42. Conduct a Census
  43. 43. Speak the Same Language
  44. 44. Speak the Same Language
  45. 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. 46. Something Borrowed…Expand your diversity team without expanding yourdiversity team.
  47. 47. Improving Measurement• Review and Reassess.• Hold Your Leaders Accountable.• Measure More.
  48. 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. 49. Ask Lots of Questions• Focus groups• Surveys• Individual interviews• Exit interviews
  50. 50. Compare and Contrast
  51. 51. Communicate
  52. 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. 53. Cathy Gallagher-LouisyDirector, Community Partnershipsand Knowledge
  54. 54. ActivityBenchmark Your Organization
  55. 55. ConsiderationsTo ask or not to ask….… for a unique identifier.
  56. 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. 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. 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. 59. The last wordWhat gets measured gets done!
  60. 60. THANK YOUCathy Gallagher-LouisyDirector, Community Partnershipsand Knowledge