0. National Diversity Council Tristate Chapter
Leveraging the Intersection of Talent and Diversity to Grow Your Leadership Pipeline
National Diversity Council Tristate Chapter
Mary L. Martinéz
D&I Practice Leader

1. About APTMetrics
Global Talent Management Solutions Provider Comprised of:
Ph.D. industrial/organizational psychologists
Human resource consultants
Information technology specialists
What Sets APTMetrics Apart:
Professional integrity
Evidence-based approach
Technical expertise
Customer service
Diversity Supplier
Certified as a women-owned business by WBENC
Certified as a women-owned small business by the US SBA
Global Strategies
for Talent
Management.
APTMetrics, Inc. is the only human resource consultancy that builds world-class talent solutions and is nationally recognized for its employment litigation support services. This combination ensures that the talent management programs we deliver to our clients are fair, valid and legally defensible. 1 1

2. Our Areas of Expertise Leader Assessment Employee Selection
Litigation Support
Diversity Strategy & Measurement
Job Analysis
Competency Modeling
Performance Management
Staffing for Mergers & Acquisitions
Organizational Surveys
Public Sector Services
Global Strategies
for Talent
Management. 2 2

3. Our Web-Based Solutions Platform
APTMetrics®
SelectionMetrics®
Employee Selection System
LeadINsm Leadership Assessment Suite
JobMetrics® Job Analysis System
360Metrics® 360-Degree Feedback System
SurveyMetrics® Organizational Survey System 3

4. APTMetrics’ U.S. Offices

5. Topics for Our Discussion
Forces driving greater integration of D&I and talent management
What cultural competence is and why it’s important for leaders and organizations
How diversity and inclusion (D&I) maturity is reflected in talent management approaches and processes
Ways to incorporate a diversity lens into key talent processes and how to measure progress

6. Convergence of Talent Management and D&I in a Global Environment
Globalization of talent management
Necessity for organizational and individual cultural competence
Recognition of the value of diversity inclusion to the bottom line
Changing workforce profile and employee expectations
Requires talent management processes that leverage the power of all types of diversity and develops leaders capable of creating an inclusive environment that will engage, nurture and reward a multi-cultural, multi-national, and multi-generational workforce

7. The Business Case for a Diverse and Culturally Competent Leadership Pipeline
Expands the talent pool – internally and externally
Encourages inclusion and thus increased engagement and productivity of all employees
Provides the skills required to bridge businesses, functions, and countries to create effective partnerships and teams
Powers an innovative culture
Leads to sustainable success

8. Progress in D&I Depends on Cultural Competence

9. (Organizational & Individual)
AND Cultural Competence is an Essential Building Block for Leadership Effectiveness
Cultural Competence
(Organizational & Individual)
Respects diverse perspectives that may arise from background, culture, ethnicity, race, gender, age, generation, values, and other individual characteristics.
Operates effectively in different cultural contexts and alters behaviors to reach different cultural groups.
Recognizes when diverse views are not being leveraged and confronts this situation.
Drives action through the organization to capitalize on diversity as a business asset.

10. Integration of D&I in TM Processes Reflects Stage of D&I Maturity
Reward and
Recognition
Workforce
Planning
Leadership and
Employee
Development
Compliance
Recognition
Inclusion
Activation
Staffing
Performance
Management
Talent
Identification,
Review and
Succession

11. Imperatives to Leverage D&I in Developing Diverse Leadership Talent
Achieve deeper understanding of root causes of barriers to diversity and inclusion in leadership ranks
Ensure consistent, and consistently applied, talent processes that are inclusive, fair, valid and legally defensible
Establish broader criteria for assessing potential for leadership
Coach and develop of talent decision makers to overcome biases and increase risk taking
Create targeted development initiatives for particular groups where barriers exist
Implement meaningful metrics and means of accountability for fostering inclusive, culturally competent leadership
Make diverse, culturally competent, talent a business priority

12. D&I and the Identification and Development of Critical Talent: Early Identification Plays a Role
Percent of organizations taking enterprise-wide actions on emerging talent
Source: Talent Management Practices for a Diverse Leadership Team, study conducted by ORC Worldwide for Industrial Relations Counselors, Inc., 2009

13. The Starting Point: Identification of Potential
“The risk of introducing gender bias into talent management systems is nowhere more obvious than in what leadership competencies are valued and expected.”
Cascading gender biases, compounding effects: An Assessment of Talent Management Systems, Catalyst, 2009

14. Leadership Profile Still Stresses Stereotypically Male Characteristics
Catalyst study found that stereotypically male characteristics also appeared more frequently in formal job descriptions of senior executive roles
From Cascading gender biases, compounding effects: An Assessment of Talent Management Systems, Catalyst, 2009.

15. Greater Diversity Tied to Broader Criteria
2009 IRC Study found that companies with more senior leadership diversity included:
Learning agility
Emotional intelligence
Mastery of key competencies (versus experience in particular jobs or a specific career progression)
Source: Talent Management Practices for a Diverse Leadership Team, study conducted by ORC Worldwide for Industrial Relations Counselors, Inc., 2009

16. Uncovering Potential Bias in Assessment
African American employees were rated significantly lower by White raters than by African American raters (d = -.30, p < .05), whereas, White employees were not rated differently by White and African American raters (d = .04, ns).
White raters rated White employees significantly higher than African American employees (d = .36, p < .01), whereas, African American raters did not rate White and African American employees differently (d = .06, ns).

17. Example of Leadership Assessment that Includes Cultural Competency
Cultural Competence

18. Feedback: Individual Developmental Actions

19. Impact of Multi-Rater Feedback on Potential Identification
Source: Talent Management Practices for a Diverse Leadership Team, study conducted by ORC Worldwide for Industrial Relations Counselors, Inc., 2009

20. Tailoring Interventions to Root Causes of Gaps in Talent Diversity: Barriers to Advancement Vary for Different Groups (…Ask Them)
Source: Talent Management Practices for a Diverse Leadership Team, study conducted by ORC Worldwide for Industrial Relations Counselors, Inc., 2009

21. Interventions are not “one size fits all”
Targeted Practices Related to More Diverse Pipeline [example: Minorities]
Interventions are not “one size fits all”
Source: Talent Management Practices for a Diverse Leadership Team, study conducted by ORC Worldwide for Industrial Relations Counselors, Inc., 2009

22. Leadership Development Programs: A source of disadvantage?
Study postulates a three-part leadership definition in which women are “missing 33 percent”
Development models assumed to be gender neutral, but
Most LD programs and informal coaching reinforce skills women are already good at (Engage Others) when…
50% of criteria used in evaluating C-level candidates are in areas of business, strategic and financial acumen (Outcomes) – areas in which bosses rate men as outperforming women
From Talent Development and Women’s Advancement: 4 Ways Gender Bias Constricts Your Talent Pipeline, a study led by Susan L. Colantuono, CEO, Leading Women.

23. Applying the Diversity
Embedding D&I in Talent Management Process: Adding a D&I Lens to Talent Metrics
Applying the Diversity
Lens
2012
2013
Target
Overall Profile
Diversity of the talent
What does the snapshot of talent tell us about diversity of the pool and how it is distributed?
Bench strength
Number of RN/RNT per position
What is the make up of the RN, RNT populations by diversity profile; is it appropriate given availability in the talent pool?
Duplication
Successors on multiple slates
Are we double counting diverse candidates and masking actual presence of diversity on slates?
Key positions filled Use of succession pool vs. external hires
Have used available diverse candidates when possible or sought from outside?
Performance when selected What is elapsed time to full performance?
Are there differential ramp-up times for different groups based on diversity? If so, why and what can we do?
Participation in LD programs; development plans executed
Are diverse candidates receiving the same development as others? Are gaps for them being closed at same rate?
Movement trends Promotion, demotions and lateral moves
What is impact on diversity from staffing decisions? Are there any patterns that should be investigated?
Retention and engagement
How many terms are regrettable losses?
Is percent of attrition for diverse talent higher than that for others? Do we know why? What can we do?
Pipeline
Succession Plans
Talent Development
Adapted from one client’s approach to linking TM and D&I.

24. Objectives of Leaders in High-Performing D&I Companies Stress TM Responsibilities
Other companies High performing D&I companies
Source: Senior Leader Impact on Diversity: What Really Works? Study conducted by ORC Worldwide for Industrial Relations Counselors, Inc., 2008

25. Accountability Case Example 1: Financial Services
Premises:
Increasing sales of financial services offerings is the desired outcome – the numbers are what matter in our environment
We hire the best of the best, but they are not all producing at the same level
We are wasting money, time and talent by not managing all employees to maximize productivity and success (theirs and the organization’s)
We evaluate and reward managers based on financial outcomes
Solution:
Create metrics that drive the desired underlying managerial behaviors related to productivity from diverse teams, AND
Tie results directly to financial rewards

26. Accountability Case Example #1 (continued)
Goals and means for achievement:
Establish clear direction
for managers
Ensures manager focus on:
Growing headcount
Driving revenue growth
Supporting trainee development
Encouraging teaming opportunities
Promote metrics-based results
Develop specific measures based on historic performance and desired outcomes
Supply detailed reporting to managers to enable regular tracking and identification of opportunities
Enhance accountability
Utilize a carrot and stick methodology to encourage desired results
Reward those who reach significant, objective measures of success
Four key measures:
Changes to representation of women and targeted minority groups
Changes to team representation
Growth in $ results of diverse employees
Results of diverse employees versus results of unit overall

27. Metrics Case Example 2: Sodexo

28. Building the Talent Management Foundation for Diverse Leadership
Hold senior leaders accountable
Retain senior women and minorities
Use formal processes to diversify succession slates
Support development and alternative career paths
Identify a diverse pool of future leaders
Audit and enhance TM processes to embed D&I; build awareness and skills in decision makers
Analyze data and explore root causes of gaps in pipeline
Track
Assess
Implement

29. Contact Information
APTMetrics, Inc.
One Thorndal Circle
Second Floor
Darien, CT 06820
Global Strategies
for Talent
Management.