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INCLUSION
CONSORTIUM:
MEASURING
INCLUSION
09.17.19

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TODAY’S AGENDA
1. Welcome & Introductions
2. The Importance of Inclusion
3. How to Measure Inclusion
4. Presenting to Executive Teams
5. Takeaways
6. Q&A

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Principal, Ferdman Consulting
Inclusion & Diversity Expert/Author
Leadership & Organization Development Consultant/Coach
Creator of Inclusion@Work
BERNARDO M. FERDMAN, PH.D.
Inclusion Brand Manager
Limeade
LAUREN FRANKLIN

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POLL

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DEFINING INCLUSION
Inclusion is a SENSE OF BELONGING,
CONNECTION AND COMMUNITY at
work.

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DEFINING INCLUSION
Inclusive organizations help people feel
WELCOMED, KNOWN, VALUED
— and encouraged to bring their whole,
unique selves to work.

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Inclusion is …
“… an active process in which individuals, groups, organizations, and
societies—rather than seeking to foster homogeneity—view and approach
diversity as a valued resource. In an inclusive system, we value ourselves
and others because of and not despite our differences (or similarities);
everyone—across multiple types of differences—should be empowered as a full
participant and contributor who feels and is connected to the larger collective
without having to give up individual uniqueness, cherished identities, or
vital qualities.”
Ferdman, 2017

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KEY ELEMENTS OF INCLUSION
Shifting individual, group, societal interactions to:
–leverage & integrate human differences
–disrupt patterns of social inequality
–foster more equity, participation, belonging – while
supporting individual & collective growth & self-
determination
–enhance mutual benefits
Copyright © 2019 by Bernardo M. Ferdman, Ph.D. All rights reserved. Please do not reproduce or distribute without permission.

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THE CHALLENGE OF INCLUSION
How much, in what ways, how well do
organizations & their people fully
CONNECT with, ENGAGE with, UTILIZE,
BENEFIT from, and EMPOWER people
across all types of differences?
THE EXPERIENCE OF INCLUSION
Am I (are we) safe, trusted, accepted, respected, supported,
valued, fulfilled, engaged, and able to be authentic in this
group or organization?
Copyright © 2019 by Bernardo M. Ferdman, Ph.D. All rights reserved. Please do not reproduce or distribute without permission.

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INCLUSION
Safety
Participation
Belonging Comfort
Difference
Uniqueness
“Deviance”
Discomfort
Copyright © 2019 by Bernardo M. Ferdman, Ph.D. All rights reserved. Please do not reproduce or distribute without permission.

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WHY IS MEASURING INCLUSION
IMPORTANT?

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THE PRACTICE OF INCLUSION:
A SYSTEMIC & DYNAMIC PROCESS
Source: Ferdman, 2014
Copyright © 2019 by Bernardo M. Ferdman, Ph.D. All rights reserved. Please do not reproduce or distribute without permission.

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A MULTI-LEVEL SYSTEMS FRAMEWORK FOR INCLUSION
Source: Ferdman, 2014
Copyright © 2019 by Bernardo M. Ferdman, Ph.D. All rights reserved. Please do not reproduce or distribute without permission.

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MEASURING INCLUSION IS AN INTERVENTION
Clarifies goals & desired ways to achieve them
Focuses effort (on desired positive outcomes)
Allows assessing change over time
Provides evidence for testing assumptions & hypotheses
Helps to move beyond simply looking at representation
Copyright © 2019 by Bernardo M. Ferdman, Ph.D. All rights reserved. Please do not reproduce or distribute without permission.

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INCREASINGLY IMPORTANT
Inclusion is becoming increasingly important across industries.
53 %
OF
MILLENNIALS
would leave their
organization with one for
me workplace inclusion
78%
OF
COMPANIES
believe diversity and
inclusion is a
competitive
advantage
Organizations that have
more diverse leadership
have
19%
HIGHER
REVENUE
due to innovation
Deloitte, 2017 Deloitte, 2017BCG, 2018

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19%
GREATER WELL-BEING
IN THEIR LIVES
28%MORE ENGAGED
AT WORK
51%
MORE LIKELY
TO RECOMMEND
THEIR ORGANIZATION
THE
POWER OF
INCLUSION
3XLONGER
INTEND TO
STAY
Limeade Institute, 2018

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HOW DO YOU MEASURE OR QUANTIFY INCLUSION IN
THE WORKPLACE?

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ASSESSING INCLUSION: ONE EXAMPLE
constructs & items: consistent with/reflective
of key organizational statements and values
individual experience: basis for core
inclusion index
items & unifying constructs: meaningful
within the organization and conceptually
grounded, reflecting best practices & expert
knowledge
key inclusion drivers: behaviors & practices
predictive of employee experiences of
inclusion
POSITIVE &
PROACTIVE APPROACH
Copyright © 2019 by Bernardo M. Ferdman, Ph.D. All rights reserved. Please do not reproduce or distribute without permission.

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INCLUSION PROCESS
Inclusive
Behavior &
Inclusive
Culture
Experience
of Inclusion
Copyright © 2019 by Bernardo M. Ferdman, Ph.D. All rights reserved. Please do not reproduce or distribute without permission.

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INCLUSION INDICES
RATINGS TARGETS N ITEMS
Overall Inclusion Index 4
Workgroup behavior 12
Supervisor behavior 8
Own behavior 4
Intergroup inclusion 3
Supervisor’s self-evaluation 8
INCLUSION ELEMENTS N ITEMS
Collaboration and Interdependence 4
Fair and Unbiased Treatment 5
Authenticity 1
Leadership 2
Open Communication 7
Support 3
Trust from Team 1
Trust in Supervisor 1
Work-Life Balance 4
Copyright © 2019 by Bernardo M. Ferdman, Ph.D. All rights reserved. Please do not reproduce or distribute without permission.
Sample Questions:
• What’s the overall experience of inclusion?
• How does it vary based on different identities?
• What are drivers of the experience inclusion?
• Where are we on various areas of inclusion (elements and “targets”)?

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INCLUSION ELEMENTS
Went up from Year 1 to Year 4
Copyright © 2019 by Bernardo M. Ferdman, Ph.D. All rights reserved. Please do not reproduce or distribute without permission.
1. Authenticity (58%)
2. Collaboration and interdependence (70-86%)
3. Fair and unbiased treatment (63-85%)
4. Leadership (71-83%)
5. Open communication (70-92%)
6. Support (81-95%)
7. Trust from team (78%)
8. Trust in supervisor (72%)
9. Work-life balance (71-91%)

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SUPERVISOR PERCEPTION GAP?
4.41
Supervisor
self-ratings
3.80
Ratings of
supervisors
95%+ of supervisors: rated
self as inclusive (across 8 items)
63% to 83% of respondents:
rated supervisor as inclusive
(same 8 behaviors)
Copyright © 2019 by Bernardo M. Ferdman, Ph.D. All rights reserved. Please do not reproduce or distribute without permission.

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WHAT ARE THE KEY DRIVERS OF THE EXPERIENCE OF
INCLUSION?
1. Compared to others in my workgroup, I have been given similar opportunities to learn new
skills and develop my career.
2. The work atmosphere at X supports balance in my work and personal life.
3. I feel comfortable expressing my ideas, concerns, and opinions in my workgroup.
4. When I work with other groups, I feel that my ideas and opinions are valued and
respected.
5. My supervisor makes decisions about promotions and placements based on performance,
skills and abilities.
Copyright © 2019 by Bernardo M. Ferdman, Ph.D. All rights reserved. Please do not reproduce or distribute without permission.

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Inclusion@Work® ASSESSMENT
3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 4
Mean
Authenticity and Voice
Belonging and Respect
Fairness and Equity
Organizational Commitment
Inclusive supervision
Inclusion: Behavior and Commitment (Self)
0 0.5 1 1.5 2 2.5 3 3.5 4 4.5
Inclusion: Behavior and Commitment (Self)
Inclusive supervision
Organizational Commitment
Fairness and Equity
Belonging and Respect
Authenticity and Voice
Inclusion Scales:
Managers vs Non-Managers
Non-Managers Mean Managers Mean
Copyright © 2019 by Bernardo M. Ferdman, Ph.D. All rights reserved. Please do not reproduce or distribute without permission.

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WHAT TO MEASURE

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HOW CAN I PRESENT THESE
METRICS TO MY EXECUTIVE TEAM?

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Ground in business results, mission and values
TIPS FOR BRINGING IN THE
EXECUTIVE TEAM
Tell stories + use metrics
Make it personal

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WHAT CAN YOU DO TO START MEASURING
INCLUSION TODAY?

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KEY TAKEAWAYS
ONE: Inclusion is an active process.
TWO: Measuring inclusion is a powerful first
action to take.
THREE: Measuring inclusion both educates the
organization on the goal and the process and allows for
knowing when you’ve made progress.

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Q&A

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bernardo@ferdmanconsulting.com
ferdmanconsulting.com | inclusionatwork.com
linkedin.com/in/ferdman
@bferdman
BERNARDO M. FERDMAN, PH.D.
lauren.franklin@limeade.com
Limeade.com
linkedin.com/in/laurenelfranklin/
LAUREN FRANKLIN

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THANK YOU!