1. 2014 Talent Management Alliance BENCHMARKING FOR SUCCESS
Global Diversity and Inclusion Benchmarks: Standards for Organizations Around the World
Presented by: Pamela W. Arnold
Director, Member Services, Kaiser Permanente
General Purpose slides for:
Global Diversity and Inclusion Benchmarks: Standards for Organizations Around the World By Julie O’Mara, Alan Richter and 80 Expert Panelists
Note to users of this slide deck: These slides and notes have been created to help you describe the important elements of the GDIB. You are welcome to add, delete, alter, and re-order the slides based on the goals of your presentation and the needs of your audience. There are no activities built into this presentation. It is simply information giving. Additional slides and notes may be available at
The notes for these slides are either instructions of what to cover or key points to make when discussing each slide. Of course, it is best if your presentation is delivered in your own words. And also it is best if you are familiar with the entire GDIB before making a presentation on it.
With this first slide on the screen, you may want to:
• Describe the goals and agenda of your presentation.
• Say “The GDIB is a tool for helping organizations of all types and sizes in all sectors / industries, world regions, cultures, and approaches to D&I – determine strategy and measure progress in managing diversity and fostering inclusion.” It is universal in scope and not limited to multinational organizations or any one sector or approach to diversity.
• Say “It is based on work done by TVA, Tennessee Valley Authority in the US in the 1990s. Julie O’Mara and Alan Richter working with Expert Panelists (more about them later) used that work as a base and in 2006 published GDIB. Then it was updated in 2011 and 2014.”
By Julie O’Mara, Alan Richter, and 80 Expert Panelists
© O’Mara and Richter, 2014

2. Diversity and Inclusion
Benchmarking Goal
Helping to ensure that diversity and inclusion work is done at the highest quality level possible
• The goal for publishing these Benchmarks is to encourage high-quality work in the D&I field, regardless of type of organization or where located.
• Sometimes people in organizations think that diversity and inclusion refers only to how well people get along and/or how much people know about customs and cultures and holidays.
• But high-quality diversity and inclusion can deliver organizational results:
that spark the development of innovative products and services and give the organization a competitive advantage,
that strengthen collaboration which results in smoother operations,
that literally saves lives in some healthcare instances where differences in beliefs can have negative consequences,
that inspire peace building in communities, and
that foster environments where people are retained and able to work at their full capacity.

3. Angels of Mercy or Barbarians at the Gate
Diversity Management and Organizational Performance
“…cultivating a diverse workforce and developing relationships with diverse stakeholders leads to
improved decision making, problem solving, innovation, and creativity, which provides organizations with a strategic and competitive advantage.”
Key Points: You have to ensure that the organization is on the correct path to the highest level possible – Strategic and competitive advantage
Diversity Managers:
Angels of Mercy or Barbarians at the Gate
Dr. Shelton J. Goode

4. Global Diversity and Inclusion
Benchmarks 2014

5. A Comprehensive Tool
“The Diversity Collegium is particularly pleased to sponsor the GDIB because it is one of the first comprehensive tools to explain what creating inclusive systems and managing diversity entails. We appreciate that the tool represents the best thinking of 80 experts around the world.” “Extremely significant is that it is free for anyone to use.”
• The Collegium was especially pleased to sponsor the Benchmarks, not only because it helps meet the Collegium mission, but because it is one of the first comprehensive tools to explain what creating inclusive systems and managing diversity entails, but also because it is free and available to be used by anyone in the world. Permission to use is required, though – more about that later.

6. Research / Expert Panelists
GDIB represents the collective viewpoints of 80 Expert Panelists.
Selected by the authors from recommendations based on criteria of breadth and depth in D&I.
Practitioners, scholars, authors from a variety of diversity dimensions, backgrounds, and areas of expertise.
Research process involved several rounds of review and analysis.
• The Expert Panelists (EP) were carefully selected by the authors based on their collective experience – many being well-known practitioners, authors, and researchers in the field. Most of the EP are doing comprehensive D&I work in aspects of their environment around the world. A few were added because of their special expertise in compensation, measurement or supplier diversity for example.
• The research is based on the collective opinions of the EP. The research process involved several rounds of review, discussion, editing, and reaching consensus. The authors take responsibility for final decisions made.
• The diversity in background and experience of the EP greatly enhances this collective viewpoint. Some are practitioners, some are scholars, and some are both. They represent a significant array of diversity dimensions as listed earlier in the definition of diversity.
• The next round of research is planned for 2015 with a new version to be published in 2016.
Note to presenter: Be prepared to name a few EP. They are listed in the GDIB. We suggest naming EP that you believe your audience would know and respect most. At times you may be presenting to an audience where one of the EP might be present. Try to determine that in advance and notify the EP that you plan to acknowledge that they are present.

7. Global Diversity and Inclusion Benchmarks (GDIB) Model
Each category has 5 levels
of benchmarks from 0%,
where no D&I work is
done, through 25%, 50%
and 75%, to 100% which is
current best practice
• 13 categories in 4 groups
(see model)
• Permission to use in your
organization is required
and will be granted at no
charge
• Can be customized
• Covers a variety of D&I
frameworks, including
social justice, diversity
management, and
cultural competence
• For all organizations
around the world; not
limited to multinationals
or organizations doing
business internationally
• For all sizes, sectors, and
types of organizations
• We selected the equilateral triangle to depict the GDIB for the following reasons:
-- It demonstrates approaching D&I systemically—many parts working together.
-- It symbolizes equality and strength – two tenets of diversity and inclusion.
-- It shows the relationship among the four groups of the Benchmarks and their 13 categories.
-- The lines separating the four groups are dashes symbolizing permeability emphasizing that all four groups operate as a system interacting with each other.
• Most organizations will need to determine priorities based on the importance of each category to its mission.

8. The Elephant & Giraffe: A Story About Diversity
Building a House for Diversity
Dr. R Roosevelt Thomas, Jr.
“Giraffe and Elephant – A Diversity Fable”
Ask for key learning and comments. Get 5 or 6.
Reinforce main learning:
-- D&I is a systems intervention. Can’t just change one thing such as the individual – the elephant can’t lose weight.
-- The house can’t just be repaired here and there – it really does need to be rebuilt with consideration for everyone. So some of the systems – like the recruiting system or the performance management system or the product development system, marketing system and so forth may need overhaul. You can’t just change one thing and hope that everything falls into place.
Pass around Roosevelt’s Little Golden Book story.

9. Learning Objectives for Today
Describe and demonstrate how D&I initiatives can be strategic and integrated into a system to support the organization vision and goals.
Discover how you can have positive individual impact on D&I in your organization regardless of your role.
Learn how to use the Global Diversity and Inclusion Benchmarks (GDIB) to set D&I goals and measure activities and results.
Review learning objectives. #2 is not prescriptive. I ask you to be constantly thinking about what you can do as an individual throughout the session.
One copy of the GDIB is on the table.

10. Definition of Benchmark
A Benchmark is an organizational standard of performance, usually stated as an end result or outcome.
A Benchmark is an organizational standard of performance, usually stated as an end result or outcome.

11. Definition of Benchmarking
Benchmarking is the process of comparing your organization with organizations known to be high performing in the areas you want to benchmark.
You may benchmark with one specific organization in your industry or outside your industry, with a group of organizations all in your industry or in a variety of industries, or study a set of performance standards compiled in a report.
The purpose of benchmarking is to learn about and replicate the activities, performance outcomes, and goal accomplishments of high-performing organizations. After that learning, the organization may choose to make improvements based on the benchmarked organizations.
Benchmarking is the process of comparing your organization with organizations known to be high performing in the areas you want to benchmark. You may benchmark with one specific organization in your industry or outside your industry, with a group of organizations all in your industry or in a variety of industries, or study a set of performance standards compiled in a report. The purpose of benchmarking is to learn about and replicate the activities, performance outcomes, and goal accomplishments of high-performing organizations. After that learning, the organization may choose to make improvements based on the benchmarked organizations.

12. Examples of Benchmarking
Organizational functions, locations, and market areas have a business case and annual goals based on their specific D&I-related needs and issues.
In surveys, a large majority of employees across a range of diversity dimensions rate their leaders as treating them fairly and including them in various aspects of the organization.
Talent management focuses on competencies, potential, and qualifications. Leaders are aware of potential bias and integrate D&I goals into talent management.
Annual reports objectively cover progress on reaching D&I vision and goals.
Challenging and sometimes controversial issues such as racism, sexism, ageism, classism, homophobia, religious bias, and unconscious bias are addressed with sensitivity, conviction, and compassion
Here are several examples:
Organizational functions, locations, and market areas have a business case and annual goals based on their specific D&I-related needs and issues.
Senior leaders are seen as change agents and role models and inspire others to take individual responsibility and become role models themselves. They routinely discuss the importance of D&I as a core organizational strategy, and provide consistent, visible leadership.
In surveys, a large majority of employees across a range of diversity dimensions rate their leaders as treating them fairly and including them in various aspects of the organization.
Talent management focuses on competencies, potential, and qualifications. Leaders are aware of potential bias and integrate D&I goals into talent management.
Classification and compensation systems have been modified to address hidden biases and assumptions, and to ensure equity.
Many D&I-related research projects are conducted to address specific concerns and challenges, including broad issues like corporate social responsibility, marketability, sustainability, human rights, and labor rights.
Annual reports objectively cover progress on reaching D&I vision and goals.
D&I is integrated into all training and education and advances the organization’s strategy. Leaders have knowledge and skills needed to demonstrate D&I behaviors and competencies.
Challenging and sometimes controversial issues such as racism, sexism, ageism, classism, homophobia, religious bias, and unconscious bias are addressed with sensitivity, conviction, and compassion.

13. Several Ways to Benchmark
On-Site Visits
Participate in a Benchmarking Study
Review the Credible Literature
Attend Workshop and Conference Presentations
Study the GDIB
On-Site Visits. Hold an on-site visit with a best practice organization. First identify an organization or several organizations you view as a best practice organization(s) in the areas you want to learn more about. One way to identify these organizations is to network with professionals in your field. Or see #3 and #4 below as a first step for on-site visits. Work with the best practice organization to determine your goals and objective, manage expectations, determine confidentiality agreements, and set appointments and tours. Select the team of people from your organization to conduct the visit. This method can be very effective. It can also be very expensive.
Participate in a Benchmarking Study. Participate in a benchmarking survey / study. Academics and consultants are available to conduct these studies. Sometimes a professional association will commission a study. The studies involve a research design; which includes identification of the best practice organizations; questions/topics to include in the study; confidentiality agreements and so forth. Often those who pay for the study are the only ones who have access to it. Costs vary and are often collectively funded. For example if the cost of the study is $100,000 and it involves 10 organizations, the cost would be $10,000 each. At other times the report may be sold to those not involved in the study. Those fees may vary.
Review the credible Literature including articles in magazines, information in blogs, books and so forth. You will need skill is ascertaining whether the organization featured is indeed operating at a best practice level. If that organization hasn’t compared themselves to other best practice organizations they may be viewing their practices as “best” when they aren’t.
Attend Workshop and Conference Presentations where stories of best practice organizations are included. As in #3 above, you will need skill in ascertaining whether the organization featured is indeed operating at a best practice level.
Study the GDIB. For benchmarking in Diversity & Inclusion: Review the GDIB’s two top levels of benchmarks at the 100 percent and the 75 percent level in each of the 13 categories. There are a total of 151 benchmarks considered to be best practices. These benchmarks were created by 80 Expert Panelists representing a variety of approaches to D&I, sectors, world regions, industries, and sizes of organizations. GDIB is free, however you must complete the permissions agreement to use it.

14. Steps Involved in a Benchmarking Process
The Steps Involved in a Benchmarking Process Followed by Implementation of Agreed-Upon Changes:
Step 1: Comparison Against Standards using one of the Ways to Benchmark above.
Step 2: Objective Analysis of the Organization’s Current State
Step 3: Setting a Vision for a Desired Future State
Step 4: Commitment to Realistic Goals and Action Plans to Achieve the Desired Future State
Step 5: Implementation of the Action Plans
Step 6: Measurement, Accountability, and Celebration of Achievement

15. 13 Categories in Four Groups
Foundation
Bridging
D&I Vision, Strategy, and Business Case
Leadership and Accountability
Infrastructure and Implementation
Assessment, Measurement, and Research
D&I Communications
Internal
External
• Foundation Benchmarks are those used initially and throughout to build and sustain a D&I initiative.
• Internal Benchmarks focus on systems and processes that strengthen how the organization operates and how the effectiveness of people is increased.
• Bridging Benchmarks are critical linkages that bridge foundational work with the internal and external focus of D&I in the organization.
• External Benchmarks relate to how the organization offers its products and services and interacts with its customers and other stakeholders.
Let me give you two examples of what we mean by D&I working as a comprehensive system.
Example 1 of operating as a system: For recruitment (Internal) to be successful, the organization must have excellent relationships with the community (External), and communications efforts (bridging) both inside and outside the organization need to strong.
Example 2 of operating as a system: Customer Service (External) will be enhanced with excellent D&I education and training (Internal) that is reinforced when leaders are held accountable (Foundation) for the relevance and effectiveness of the training.
For most organizations work will need to be done in all categories simultaneously as activities must reinforce each other. The groups and categories are not sequential – you don’t start with one, then go to two and three and so forth. The benchmarks in various categories interact to support or reinforce each other.
Recruitment, Development, and Advancement
Benefits, Work-Life, and Flexibility
Job Design, Classification, and Compensation
D&I Education and Training
Community, Government Relations, and Social Responsibility
Products and Services Development
Marketing, Sales, Distribution, and Customer Service
Supplier Diversity

16. The Levels 0% D&I work not done
Each Category has Benchmarks in 5 levels:
0% D&I work not done
25% Compliance mindset
50% Beginning programs
75% Seeing D&I systemically / a robust approach
100% Current best practices
• Identifying the level the organization has attained in each category can help the organization determine how fully it is leveraging D&I to make it a more successful organization.
• The levels indicate progress toward the best practices in that category.
• Through either an intuitive or statistical scoring process (Note to presenter: This is described in the GDIB. If you make this statement be sure you understand the mechanics of the scoring process in case someone asks a question.) you are able to indicate which level the organization falls into on each of the categories. Then a decision as to which level – for each category – the organization desires to be within in a specific period of time can be made and then actions selected to make progress.
• We suggest avoiding making a general statement that the organization is at a certain level overall. This probably isn’t accurate as most organizations will be a different level in different categories. It is also highly likely that in medium and large organizations there will be differences between divisions, regions, and other organization groups.
• There are a total of 280 Benchmarks. Each of the 13 categories contain from 18 to 27 Benchmarks in five levels. The levels indicate progress toward the best practices – 100 percent – in each category. The 13 categories are in 4 groups: Foundation, Bridging, Internal and External as shown on the GDIB model. In total there are 74 best practices – benchmarks at the 100 percent level -- among the 13 categories.

17. An Example Category 2: LEADERSHIP AND ACCOUNTABILITY 100% level
___ Management performance, pay, bonuses, and promotions are tied to a variety of D&I indicators. Leaders are accountable for implementing the D&I strategy.
___ Senior leaders are seen as change agents and role models and inspire others to take individual responsibility and become role models themselves. They routinely discuss the importance of D&I as a core organizational strategy, and provide consistent, visible leadership.
___ Leaders and board members publicly support diversity-related initiatives, even if they are perceived to be controversial.
___Leaders and board members understand that the work of D&I is systemic and designed to strengthen the organization’s culture. They are owners, not just sponsors, of the organization’s D&I work.
___ In surveys, a large majority of employees across a range of diversity dimensions rate their leaders as treating them fairly and inclusively.
On the next slide we show 5 examples of Benchmarks. They are from Category 2: Leadership and Accountability and are at the 100 percent level.
These five benchmarks describe the end result or outcome of the highest quality leadership and accountability in an organization or community.
We’ll cover more of the benchmarks and categories, but hopefully this quick look gives you an idea of what we are talking about.

18. An Example (continued)
Category 2: LEADERSHIP AND ACCOUNTABILITY
50% Level
___Leaders view D&I as one of their responsibilities
___ Sr. Leaders willingly make speeches and public statements, but these are usually limited to diversity specific functions, projects or events.
___ Sr. Leaders sponsor diversity networks
___ Leaders understand that D&I is about treating people fairly rather than the same (equally) and strive to accommodate differences, tolerance is understood as both not giving and not taking offense on the part of self and others.
0% Level
___There is little or no Leadership involvement or accountability regarding D&I
___ Leaders consistently see differences as potential for problems, rather than opportunities for enrichment.
Review the benchmarks.
In this category there are 5 Benchmarks at the highest level considered best practices.
Before we go further, let’s paint a picture of the entire scope of Global Diversity and Inclusion Benchmarks.

19. Where Are We? Category 4: Recruitment, Development, and Advancement
 100%
1___The organization’s talent development processes have resulted in equitable recruitment, retention, advancement, and a pervasive feeling of inclusion. It is embedded within all parts of the organization.
2.___The overall workforce crossing all levels and functions is generally representative of the organization’s labor markets; it manifests the perspectives and behaviors needed to serve diverse markets.
3.___The organization’s reputation for quality D&I efforts makes it an employer of choice, enhancing its ability to attract and retain employees who contribute to outstanding organizational results.
4.___Talent is developed and advanced based on competencies most needed for the organization. Doing so usually results in diverse senior leadership.
5.___High potential diverse talent is provided with internal coaches, mentors and external coaching opportunities to maximize performance and careers within the organization.

20. Where Are We? (Cont’d)
75%
6.___Recruitment sources are diverse, including advertising on diversity-focused career websites, using social media, and networking with internal and external diversity groups.
7.___Recruitment and selection panels are representative of the diverse population the organization wants to attract and advance.
8.___Employees are in jobs based on meeting job requirements, rather than based on stereotypes, preferences or traditions.
9.___Special efforts are made to place members of underutilized or underprivileged groups in positions that serve as “feeder systems” or pipelines for advancement.
10. ___The talent management process including succession planning, focuses on competencies, potential, and qualifications. Leaders are aware of potential bias and integrate D&I goals into talent management.
11.___Employees are able to consider development opportunities and positions outside their current functional, technical or professional area.
12.___Development through self-assessment, coaching, mentoring, serving on task forces, participating in significant and visible projects, and receiving special and relief assignments, is encouraged, facilitated, and open to most levels and functions.
13.___Design and delivery of development programs ensure employees are exposed to a variety of cultures, markets, values, and practices.

21. Where Are We? (Cont’d)
50%
14.___The workforce is beginning to reflect the diversity found in the organization’s labor market, but there is still underutilization of certain groups in senior positions and some concentration of similar groups within certain functions.
15.___Hiring managers are educated in understanding cultural differences and the impact their biases may have on talent management decisions.
16.___External search firms are selected based in part on their expertise in presenting diverse slates of candidates.
17.___The organization offers a variety of training and development programs including job rotation, cross-training, and apprenticeship, and encourages employees to take advantage of them.
18.___Performance improvement and training and development professionals are knowledgeable about D&I issues.

22. Where Are We? (Cont’d)
25%
19.___The hiring focus is based on representation and meeting equal employment opportunity goals or targets.
20.___Firms contracted with for recruiting are not knowledgeable about diversity recruitment and do not provide diverse slates.
21.___Advertising states that the organization is an equal opportunity employer, but in actuality that may not be the case.
22.____The majority of talent management decisions are made without consulting employees or considering employee preferences.
23. ___Recruiting and access to training and development is not equitable. 0%
24.___There is no special effort to recruit, select, advance, or retain employees from disadvantaged or underprivileged groups.
25.___There is a culture of assimilation that requires employees to fit into the existing culture.

23. Uses of Benchmarks in Your Organization:
To set and stretch standards
To assess the current state of D&I
To engage employees
To determine short-term and long-term goals
To measure progress
To assist in hiring D&I staff & consultants
There are at least six ways to use the Benchmarks.
(Read the six ways.)
These uses include strategic assessments and planning for your organization to enable you to do quality D&I work and thereby improve the overall performance of your organization.
Another important aspect of the GDIB is that the authors allow organizations to customize it to adjust to language that the organization uses – such as replacing the word “employees” with “associates” or changing terms or statement so they contain more “corporate” language or “community” language or specific industry language. However changes such as moving a benchmark that is currently in the 50 percent level into the 100 percent level would change the integrity of GDIB. If you have questions about customizing, please contact the authors.

24. Diversity and Inclusion
Benchmarking Goal
Helping to ensure that diversity and inclusion work is done at the highest quality level possible
• SO to tie it all together and back to where we started an hour ago, The GDIB can be used to help the organization ensure that diversity and inclusion wrk is done at the highest quality level possible!!!!!
that spark the development of innovative products and services and give the organization a competitive advantage,
that strengthen collaboration which results in smoother operations,
that literally saves lives in some healthcare instances where differences in beliefs can have negative consequences,
that inspire peace building in communities, and
that foster environments where people are retained and able to work at their full capacity.

25. GDIB is available in alternate formats.
Global Diversity and Inclusion Benchmarks is distributed at no cost as a PDF document.
Go to Permission to use at no cost will be granted if a request is submitted in writing or on line to:
Julie O’Mara Alan Richter
GDIB is available in alternate formats.
The goal of the authors is to see the Benchmarks used as a tool to increase the quality of diversity and inclusion work.
Global Diversity and Inclusion Benchmarks: Standards for Organizations Around the World is meant to be shared. Please distribute widely.

26. QUESTIONS