Diversity is about being invited to the party. Inclusion is more than being asked to dance. It’s dancing; it’s choosing the music; it’s being part of the party planning. In this webcast, we will explore the historical progression of curating a diverse workforce and how organizations can leverage analytics to solidify a culture of inclusion through the power of advanced analytics.

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July, 2019
Diversity and Inclusion 3.0
Carla Williams - Senior Customer Value Manager
Lexy Martin - Principal, Research and Customer Value
Wes Wu - Vice President, Advisory Services

2. Wes Wu
VP Advisory Services
Lexy Martin
Principal Research and
Customer Value
Carla Garcia Williams
Senior Customer Value
Manager
Today’s Presenters

3. Overview – Establishing Context

5. Research: ROI of cultivating a
culture of diversity and inclusion
2004: Catalyst Report
Companies with a higher percentage of women in
executive positions have a 35% higher Return on
Equity (ROE) and a 34% higher Total Return to
Shareholders compared to those that don’t.

6. Research: ROI of cultivating a
culture of diversity and inclusion
Firms with 30% women
leaders add 1 point to net
margin, representing 15%
improvement
Increasing diversity of
leadership teams yields more
and better innovations and
19% higher revenue
Increasing female partner
hires, by 10% saw a 1.5%
increase in fund returns and
9.7% more profitable exits

7. Research: ROI of cultivating a
culture of diversity and inclusion
More women mean better
problem solving, more trust,
more collaboration, and
better mentoring. Young
women are better educated.
Being around people who
are different from us makes
us more creative, more
diligent and harder-working.
Female managers
outperform their male
counterparts when it comes
to driving employee
engagement.

8. Diversity 1.0 Inclusion 2.0 Diversity and Inclusion 3.0
Content:
● Focused on compliance and
affirmative action programs
● Based on hitting headcount
targets
Role of Analytics (Primarily Reporting):
● % of women and POC in workplace
● % of women and POC on candidate slates/hired
● Benchmark comparisons
● Government surveys (OFCCP and EEOC)
What we got done:
● Elevated the conversation around hiring, retaining, and promoting “protected populations” against
stated goals
● Scratched the surface around awareness regarding diversity
● Began to shine a light on the importance of numbers

9. Sample Diversity 1.0 Dashboard
‘The beauty of Visier is that it gives you information easily and it makes people stop and think’ - Head of HRIS, Anglo American

10. Diversity without Inclusion is Worth Less than
When the Two are Combined

11. Diversity 1.0 Inclusion 2.0 Diversity and Inclusion 3.0
Content:
● Accelerated awareness that
numbers alone creates limited
value
● Inclusion begins to mean that
diverse populations have
opportunities to participate
beyond “being in the room”
Role of Analytics (Measuring Program Results):
● Adequacy in sourcing/hiring diverse candidates
● % Diversity at executive level
● Parity in pay awareness
● Measuring/protecting against performance score bias
● Drivers of resignation among diverse groups
What we got done:
● Established affinity programs for various groups
● Introduced mentorship and leadership programs focused on development and promotion of
individuals in the diverse populations

12. D&I 2.0 - Adequacy Hiring/Sourcing Diverse Candidates
What is the % of women vs
men applying for jobs?
Are women falling out of the
hiring process? If so, where?
What is the % of women hired
each year?
Increase % women hired annually
as compared to total hires

13. D&I 2.0 - Promotion of Female and POC into Exec Level
How diverse is the
executive level?
Is there a promotion gap
between men vs women vs
minority employees?
0% promotion gap

14. D&I 2.0 - Gender Pay Parity by Level
Are women and men being
compensated equally?

15. D&I 2.0 - Turnover among High Performing Females
What is the % of women vs men
leaving the organization? Is this the
same at all career levels? What risks
may this introduce?
Do we understand the drivers of
voluntary resignation among higher
turnover groups?
>0% Attrition Gap

16. Diversity 1.0 Inclusion 2.0 Diversity and Inclusion 3.0
Content:
● D&I programs measure, monitor
and manage the positive impact
of diversity
● Measures impact of inclusion
initiatives and how different
populations contribute and are
included
● Creates programs to promote
further inclusion
Role of Analytics (Measuring Program Results):
● Diversity analytics and Employee Engagement
● Progression of diverse employees within an organization
● Impact on business results
● Diversity analytics and ONA
What we got done:
● While inclusion has been a worthwhile goal training and affinity groups have not been enough to
create business outcomes
● However, we now have the ability to measure diverse inclusion through people analytics, changing
the way that D&I functions create and manage inclusion programs

17. D&I 3.0 - ONA examples

18. Inclusive integration of diverse talent

19. Recommendations
1. Do analysis on what is driving/impeding diversity
2. Do ONA to understand/measure inclusion
3. Take actions on 1 & 2
4. Get Affinity Groups to talk about things that drive
change/make impact
5. Make D&I a business priority
‘If it is to be, it is up to me’
1. Do analysis on what is driving/impeding diversity
2. Do ONA to understand/measure inclusion
3. Combine ONA with Talent and Rewards
4. Re-establish ‘Affinity Groups’ to talk about things that drive
change and solutions based on the data
5. Make the ‘D’ & the ‘I’ Real/Measurable business priorities
‘If it is to be, it is up to me’ - Jocelyn Caldwell, TIAA

20. Diversity is about being invited to
the party. Inclusion is more than
being asked to dance—it’s dancing;
it’s choosing the music; it’s being
part of the party planning.
Upcoming Visier Value report on Female Leadership Retention

21. Visier Value Report
0
5
10
15
20
25
30
35
40
Before Visier 2 years after Visier
Finding 1: The ratio of female to male leaders at the L-3
level has increased for adopting organizations.
What we show here:
Female ratio for Managers
in L3 increased by 4%
Before Visier
After Visier
0
1
2
3
4
5
6
Before Visier 2 years after Visier
Finding 2: Female leadership retention at the L-3 level
across customers has improved.
What we show here:
Resignation rate
decreased by 3.7%
Before Visier
After Visier
Upcoming Visier Value report on Female Leadership Retention

22. Questions?