Presentation on theme: "Developing Diverse Senior Management National Human Services Assembly Presented by Karen Key, VP for Programs June 10, 2011 Consulting team: Adam Drucker."— Presentation transcript:
Developing Diverse Senior Management National Human Services Assembly Presented by Karen Key, VP for Programs June 10, 2011 Consulting team: Adam Drucker Beth Gonzales Selena Juneau-Vogel Monisha Makhijani Michael Turi
Project Objective To identify practices that increase the ethnic and racial diversity of senior management within Assembly member organizations.
37% 29% 21% All Staff Senior Management Board Average % professionals of color Racial & Ethnic Diversity in Member Organizations As reported by HR survey respondents. N = 25.
Research Process CEO = 25 partial +19 complete = 44 HR = 18 partial + 25 complete = 43 Responding Orgs = 40 Interviews = 25 Surveys CEO & HR Literature Review Interviews Themes Criteria Recommendations
1. What practices effectively increase workplace diversity overall? 2. What practices increase senior management diversity specifically? 3. What practices are feasible for Assembly member organizations to implement? 4. What needs to happen first ? 5. Are the recommendations complementary ? Recommendation Criteria
Strategic Diversity 63% said their organization defines diversity 43% said their organization links diversity to their strategic plan HR survey respondents: Members value & use strategic diversity.
What does diversity do for your organization and your mission? What type of diversity do you want? How do your initiatives & policies support your strategy? Develop an Organization- Specific Business Case for Diversity Strategic Diversity A solid start…taking it to the next level.
Organizational Culture Members encourage employee input in many forms. HR survey respondents: An open and inclusive environment is key….
Make space for many cultural heritages Diverse staff attracts diverse candidates Inhibit potential bias Survey reveals a good starting point, but this is still a major reason for turnover across sectors in the U.S. Organizational Culture Promote Transparent & Inclusive Culture Recommendations for taking it to the next level
62% said their Board does NOT hold them accountable 60% do NOT hold managers accountable for diversity CEO survey respondents: Members see a lack of accountability for diversity. Executive Commitment
Demonstrate your commitment Actively participate in diversity initiatives Financially support diversity initiatives Continually reinforce strategic value of diversity Make yourself accountable Make your senior managers accountable Executive Commitment Create Wide-Spread Accountability Recommendations for taking it to the next level
Members feel measurement is effective. Metrics & Evaluation
Establish Thoughtful Goals Benchmark to Sector Benchmark to Geographic Area Assess Climate & Performance Metrics & Evaluation Measure Diversity Program Achievement Recommendations for taking it to the next level
Members feel diversity recruiting is most effective. Diversity Recruitment Efforts Are rated as the 1 st or 2 nd Most Effective Practices for Senior Management Level Attract & Recruit
Seek Out New Pools of Talent Involve Diverse Employees in Recruiting Engage Search Firms Consider Pipelines Attract & Recruit Use Targeted Recruitment Strategies Recommendations for taking it to the next level
Members lack strong development & retention practices. 69% do NOT have formal mentoring 50% do NOT do succession planning HR survey respondents: Develop & Retain
Consider Diversity in Leadership Transition Planning Conduct Thorough Onboarding Create Mentoring & Sponsorship Opportunities Develop & Retain Invest in Growth & Success of Current Employees Recommendations for taking it to the next level
Facilitate sharing around: business cases for diversity accountability practices onboarding practices mentoring programs Promote the benefits of human service sector Recommendations for the Assembly