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Demystifying D&I Metrics

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1 Demystifying D&I Metrics
Presented by Mary L. Martinéz At the SHRM Diversity & Inclusion Conference & Exposition  APTMetrics

2 To access these slides, please go to presentations. shrm
To access these slides, please go to presentations.shrm.org and log in using your member/customer ID and last name.

3 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. 3 3

4 Our Areas of Expertise Leader Assessment Employee Selection
Litigation Support Diversity Strategy & Measurement Competency Modeling & Job Analysis Performance Management Staffing for Mergers & Acquisitions Organizational Surveys Global Strategies for Talent Management 4 4

5 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 5

6 APTMetrics’ U.S. Offices

7 The Foundation for Our Measurement Capabilities
Led by the APTMetrics’ D&I practice leader and supported by industrial-organizational psychologists with expertise in the design of: Competency models Knowledge and behavioral assessments Performance and talent management processes Disparate impact and barrier analysis Based on experience developing world class talent solutions and nationally recognized employment litigation support services Ensures assessments are inclusive, fair, valid and legally defensible

8 Learning Objectives Identify the components of a balanced scorecard approach to D&I measurement Differentiate between process/outcomes measures and determine which is appropriate Explain two new approaches to measuring the extent to which D&I is embedded in HR and business processes and its impact Suggest new measures for your own organization

9 The Current State of D&I Metrics

10 The Evolution of Diversity & Inclusion
SAY: The model APTMetrics uses to depict the evolution of thinking and action around dealing with difference is representative of 1) how the concept has matured since, starting in the US in the 1960s, and, 2) with some variations, the story of each organization’s progress through a series of phases in how they view and respond to D&I. Let’s walk through the phases: Compliance focuses on the organization’s legal obligations to avoid discrimination in treatment of protected groups: the object is to stay out of trouble Recognition acknowledges a somewhat broader range of differences, but continues to regard them as a problem or issue to be managed: it’s a reality that we have different kinds of people working for us, but let’s focus on avoid ing conflicts that this may create in interpersonal interactions Inclusion fully opens up the definition of “diversity” to include all the ways that people are alike and similar, including how they think, communicate, and prefer to work. In this phase the organization strives to fully integrate all employees because diversity is a good thing for organization effectiveness. Activation , then, is the full realization of inclusion – when the benefits of diversity are directly applied to achieving business results. Also, we see two parallel trends : An increase in cultural competence, which must and does increase as you move from thinking of D&I as compliance with external laws or internal policies, to thinking of differences as value-add, and A corresponding increase in the degree to which differences are leveraged to achieve the organization’s business objectives.

11 Stage of D&I Evolution Should Impact What Is Measured
Activation

12 Your Thoughts? Where is your organization in its own evolution from Compliance to Activation? Do you think its D&I Metrics are in synch with other aspects of maturity? Why or why not?

13 The Current State of D&I Measurement
A view that “one size fits all” Generally, focus remains on representation, regardless of strategy or maturity Little measurement of impact of training or awareness/ learning events (training not competency based) Few attempts at the company level to relate D&I interventions to business outcomes Lack of a comprehensive dashboard telling the story of D&I progress across workforce, workplace, and marketplace/communities Poorly designed approaches to managerial accountability, driving undesirable behaviors

14 Simple Rules for Demystifying Metrics
Metrics should be: Company, unit, and program-specific “Organic” – grow out of goals, with stakeholder input Diagnostic AND evaluative The responsibility of the stakeholders most able to affect change Reasonably easy to collect (not burdensome) Evolving over time A way to tell the story you want to tell about D&I

15 Improving Measurement of D&I
Identify and focus on the most meaningful and useful measures, based on a D&I strategy and goals that support the organization’s particular vision of business success Engage leaders at all levels in determining what success looks like and how to measure it Improve measurement of processes and outcomes from both internal and external D&I efforts More tailored and targeted metrics Demonstrate the relationship between D&I actions and HR and business results Present a meaningful and cohesive picture of progress through an integrated dashboard of D&I measures

16 A Systematic Approach to Defining Metrics

17 A Metrics-Driven Approach that Accelerates D&I by Starting from the Business Strategy
Business Goals Talent and Business Strategies to Achieve the Goals D&I Linkages (Workforce, Workplace, Marketplace) Strategy and Actions to Optimize D&I Contribution Talent and Business Metrics and Accountability The key is starting with the business strategy. Once we know this, we can proceed with a series of questions that will lead us, ultimately, to D&I actions and measurements. So, the first question is: What is the required HR/talent Strategy to support the goal? [Skills, number of people, in what locations – needs for recruitment, training, development, mobility, increased engagement and productivity, etc.] At the same time, we want to know: What is the required market strategy? [Market segmentation and targeting of new types of customers in new locations; need for different, innovative products and services; doing business in other countries, cultures] Then, the critical questions : In what ways can D&I contribute to achieving the workforce and workplace strategy? [e.g., Offering a wider candidate pool and new sources of candidates; addressing cultural competencies required of managers in a more diverse workplace; identifying the employee value proposition for diverse employees] AND In what ways can D&I contribute to achieving the marketplace and community strategy? [e.g., Using insights from a diverse workforce to understand and sell/service new targeted markets and increase brand awareness in diverse communities; new supplier sources that reduce costs/increase quality] Workforce/Workplace Metrics Examples: Measures of diverse talent acquisition and advancement Assessment of cross cultural competency 360 feedback for managers Engagement survey results by population subgroup Marketplace/Community Metrics Examples: Market penetration Brand identification in targeted markets Customer satisfaction % increase in spend with diverse suppliers; savings or other benefits

18 Leverage social media to increase on-line sales to younger buyers
Strategy Development Example: Workforce & Workplace Business Goal HR & Strategies D&I Linkages Measure Current State D&I Strategies Measure Progress Hire additional IT staff with social media expertise Provide work environment, challenges, and rewards for IT staff with required skills Many of those in target IT workforce are Gen Y, from diverse backgrounds Have different career goals/ expectations Improve brand image with targeted workforce Increase workplace flexibility and openness Implement new career paths for IT function Perception of company brand by potential hires measured via survey Increased usage of Flex options; feedback from employees Hire and retention stats for targeted groups Leverage social media to increase on-line sales to younger buyers Gap Analysis Don’t have strength in recruiting or retaining targeted workforce; need new sources/ approaches to recruitment and retention Here is an example of how to move through the process using this model. To make it easier to show, we first look at the Workforce and Workplace implications, and then at the implications for business processes and relationships with external stakeholders. READ THROUGH THE BOXES. Then go to next slide. ALTERNATE HR Example: A company is expanding rapidly in Asia. It needs to ensure identification of culturally competent talent to lead operations in this part of the world. One of their actions will be to build a review of diversity and cultural competence of individuals in the organization’s pipeline into the Talent Review process, and require developmental plans for which leadership will have ultimate responsibility. This might include greater attention to identifying non-HQ talent in existing Asian operations, pinpointing those in other regions who are “culturally fluent” in working in Asia, and determining viable external recruitment sources and how to successfully recruit in the Asian market. This might include, as it did for one company, implementing a broader relocation policy that enabled a promising female Asian leader to move not only her immediate family but also her parents, to a new location in the region, in order to take advantage of a career opportunity.

19 Leverage social media to increase on-line sales to younger buyers
Strategy Development Example: Marketplace & Community Business Goal Business Strategies D&I Linkages Measure Current State D&I Strategies Measure Progress Gap Analysis Don’t currently have adequate market segment data Few linkages to on-line communities attracting targeted segments Leverage social media to increase on-line sales to younger buyers Update online brand image to appeal to market Pilot crowdsourcing for product enhancement Target market has significant racial/ethnic diversity – will need to assess impact on product branding and marketing vehicles Conduct further research, starting with tapping Young Professionals ERG, who can also provide links to virtual (and actual) communities Market share increases Response rates to social media marketing # of ideas implemented from ERG suggestions So in this second half of our example, we trace through to find the D&I strategy related to the Marketplace and Community based on the same business goal. ALTERNATE Market Example: Using the same example, the company’s marketing and sales functions recognize that they need much more in the way of customer insights and knowledge in the Asia region. By tapping into existing Asian Employee Resource Groups within the company, they are able to gain a better initial understanding of the cultural landscape and get tapped into external resources that can help them with further research and positioning of the company’s products and services. On the market side, growth of business in the Asian region will be one indicator, but to assess the contribution of the ERG, the company may want to establish some more qualitative measures to determine the kinds of value-add that have resulted from engaging this group.

20 Application Business Goals Talent and Business Strategies to Achieve the Goals D&I Linkages (Workforce, Workplace, Marketplace) Strategy and Actions to Optimize D&I Contribution Talent and Business Metrics and Accountability In groups of 3 or 4, apply this model to an actual business goal of one of the companies represented. Based on the business goal you choose to work on, select one talent or business strategy that is critical to reaching the goal and identify: What the D&I linkages are, and For one of the linkages, determine one strategy, one action related to the strategy, and suggest how it could best be measured

21 Incorporate Metrics Into a Comprehensive D&I Dashboard
) To ensure a balanced scorecard, we use this 4 box template. Bulleted items in each box are simply examples of the types of measures that could be used to describe progress in this dimensions of D&I. The ovals to the right and left remind us that we want to include qualitative and quantitative types of measures, and those that address processes (how was a particular initiative implemented?) and outcomes measures (what were the results of implementing the initiative?) Tailored to reflect the organization’s goals, strategy and priorities for change…

22 Example of A “Live” Dashboard
for Tracking and Decision Making

23 Examples and Ideas to Take Your D&I Metrics to the Next Level

24 Explore Specific Barriers to Inclusion and Which Groups Are Most Affected
Use focus groups to dig deeper into root causes Add more in-depth questions to existing employee engagement surveys Collect and mine meaningful demographics for the company, culture, location (provide global flexibility) Track to see longitudinal change of a D&I index or specific items This slide shows a sample survey question aimed at one of the factors that has been shown to make a difference in advancement – key, visible assignments, and shows how data might look for various subgroups. Results can help identify which groups may not be receiving the opportunities for stretch assignments that prepare them for leadership roles. This question could be used in a general engagement survey, in a D&I focused survey, or as a discussion starter in a focus group environment.

25 Improve Measurement of D&I Learning Aimed at Behavior Change
Augment existing behavioral competencies to take into account cultural competence Require pre- and post- testing of knowledge Implement post-post testing of behavior change through 180- degree (self and manager) or 360-degree (add peer, customer) assessments Track as a measure of workplace inclusion Many companies use some sort of assessment center for development and or selection of leaders at certain levels of the organization. These tools incorporate the leadership competencies and the values of the organization and thus serve to shape who is viewed as having the potential to lead and succeed. As we noted earlier, how these competencies are defined is makes a difference. For example, Delivers Results is a common leadership competency, but how this looks in any particular organization can vary. Does it allow for taking risk and experiencing some setbacks along the way to those results? Is it more important to move quickly than carefully? Because of the way genders are acculturated, certain styles occur more frequently for males than females and vice versa. If the organization does not take this into consideration, numerous good candidates may be elminated from the pipeline. Another consideration related to competency assessment is how to factor in today’s need for leaders to be culturally competent. APT Metrics, which has an online Leadership Assessment that includes the competencies you see here, has been trying out several approaches – creating a separate “cultural competence” competency and weaving cultural aspects into the management decisions that are portrayed in online scenarios to which participants are asked to respond. Some companies use separate cultural competence assessments as part of leadership development. It is our premise that individuals who have had life experiences in which they were part of the subordinate, rather than the dominant, group within an organization system actually bring greater cultural competence to their roles. Making cultural competence a sought-after skill, therefore, may shine a light on the value of women, minorities, and those who bring other different cultural perspectives.

26 Monitor Potential Bias in Performance and Talent Assessments
Audit talent processes for patterns that may suggest a need for greater objectivity; educate managers on unconscious bias; use multiple raters In this example from an actual company: 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). (d = -.30) (d =.36) The data shown here is from an actual study done for an APTMetrics client, but it likely resembles results that might be found in other companies. A number of organizations, such as E&Y have discovered patterns in assignment of performance ratings that favored a particular group. By including information on unconscious bias in training for subsequent manager training on conducting PM, they were able to reduce what appeared to be patterns of bias based on gender. Independent research studies have also uncovered natural tendencies to prefer the familiar – people who seem to be “like” us. One such study in the recruitment arena found selection bias related to the applicants name, which was randomly assigned to sound white or African-American. Applicants with white names received 50% more call backs for interviews that those with African-American sounding names. What can we do to address these potential natural or even conscious preferences as they come into play in making talent management decisions? One way by increasing the number and diversity of inputs we solicit in assessments of talent [next slide]. ______________________________________________________ Bertrand, Marianne, and Sendhil Mullainathan "Are Emily and Greg More Employable Than Lakisha and Jamal? A Field Experiment on Labor Market Discrimination." American Economic Review, 94(4): We study race in the labor market by sending fictitious resumes to help-wanted ads in Boston and Chicago newspapers. To manipulate perceived race, resumes are randomly assigned African-American- or White-sounding names. White names receive 50 percent more callbacks for interviews. Callbacks are also more responsive to resume quality for White names than for African-American ones. The racial gap is uniform across occupation, industry, and employer size. We also find little evidence that employers are inferring social class from the names. Differential treatment by race still appears to still be prominent in the U. S. labor market.

27 Correct These Talent Management Metrics Deficiencies
Data reported are at too macro a level (EEO-1 categories) Diversity discussion not a formal part of the Talent Review process, e.g.: Diversity data for the talent pool not integrated with other reporting Slower career progress for certain groups not challenged Only results measures used, not process measures, e.g.: Look at number/percent of diverse candidates selected for internal positions, but not at applicants, slates at various points in the selection process Targets for hiring, promotion, etc. are unrealistic and drive behaviors that work against selecting best candidates and supporting their success Results not tied to rewards Continuing to explore the issue of how women, people of color, and others who may not fit the current leadership mold seem to get lost in the pipeline on the way to advancement in technical or leadership roles, let’s look at the weaknesses in mechanisms that are used to track talent. Then we’ll consider how these might be remedied. First, there is the problem of examining the employee profile data at too macro a level. EEO-1 categories don’t tell the story of where there may be bottlenecks, ceilings or “sticky floors” for certain groups. Second, in some organizations, diversity of the pipeline, including the patterns that data may reveal and the causes for these patterns, are not built into the talent review process – or a Talent Review process may not even be formalized. In a Talent Review exercise, leaders, ideally at successive levels working from the bottom to the top of the organization, review the talent in their organizations, identify high-potential and other categories of talent, and look at the pipeline against the organization’s needs. Succession planning, which generally focuses on the top tier of leadership positions, is sometimes combined with these discussions at the upper levels of the organization. Consideration of diversity has to be a part of these proceesses, with development responsibility for talent then placed clearly on the management team. This helps to avoid another weakness – certain candidates may be seen to be lacking, but nothing is done to alter this – so the same discussion takes place over and over, without any change in progress for groups that may be lagging. Another mistake is to only focus on the final representation data: changes in hires or how may individuals from a particular group are promoted. If this picture is not changing, you need to find out where the barriers are, which requires collecting and tracking data that portray the inputs and outputs of the key processes that are contributing to the representation results. We also see instances where companies, with good intent, set very aggressive targets for the outcomes measures – sometimes without considering their feasibility, pushing the managers who are being held responsible to hire or promote women or people of color at all costs. When hiring or promoting becomes the end all and be all, choices may not always be optimal, and supporting and developing those who are selected is forgotten, resulting in a lack of success for many who face the challenge of being one among many in their new roles. Finally, tying performance to compensation or other rewards, while it can help drive change, has to be done under the right circumstances. In my experience, it is better to first establish managerial responsibility, ensure understanding of what is expected and HOW the desired results can be achieved (managers are properly trained), and then, as a second stage, to implement a tie to compensation. The other thing to keep in mind is that the amount at risk has to be significant if it is to serve as an effective driver of behavior. (This was found to be true in a study conducted for IRC in 2008 by what was then ORC Worldwide). So what are some ways to use tracking and accountability to move the needle on the diversity of talent in the pipeline?

28 Key Metrics Used in Tracking Talent and How to Apply the D&I Lens
Embedding D&I in the TM Tracking Process Key Metrics Used in Tracking Talent and How to Apply the D&I Lens 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? Does it reflect the pipeline? 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 yes, why, and how change? Development plans executed Are diverse candidates receiving the same development and progressing at same rate as others? 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? If yes, why, and how change? Pipeline Succession Plans Talent Development APTMetrics has worked with numerous companies to sharpen their ability to measure progress in D&I. This example of a tracking approach for ensuring D&I considerations are part of key TM processes expands on an idea originally built by one of our clients. As you can see, there are D&I-related questions that should be asked about each standard TM measure. RN = Ready now; RNT = Ready near term. I once worked with a client who said there seemed to be an unwritten category to which women and minorities often were relegated. She called it, “Ready Never.” It applied to people who were always on the succession plan lists but were never deemed to have what it would take to be the successor. The question asked in this chart related to Development Plans tries to get at this issue by looking at whether actions are being taken as aggressively for women and minority development as they are for white males. RN = Ready Now; RNT = Ready Near Term Adapted from one client’s approach to linking TM and D&I.

29 for the Full Career Life Cycle
Career Progression Entry Director and Above Develop Measures for the Full Career Life Cycle Level of formal, systematic focus on D&I in managing the talent pool Low High What are the best indicators for ensuring a continuous flow of diverse talent for each career cohort? We tend to be very aware of, and provide for ways to incorporate, diversity and inclusion in recruitment – particularly recruitment of entry level employees, and when we are seeking high level executives to speed up the process of diversifying the leadership ranks. However, this attention and available programs, processes, etc. for tracking and retaining the diversity we are able to attract tends of fall off to a large extent in the middle career years – leaving us faced with a much smaller pool of diverse candidates by the time we are looking for Directors and above. This in turn leads to external recruitment, which tends to be discouraging for those left in the pipeline, potentially aggravating the already existing trend to depart.

30 Examine and Measure Patterns in Key Relationships Critical to Advancement
As we discussed earlier, lack of ongoing attention to diversity as talent moves through the pipeline is a typical scenario in many organizations. Knowing the importance of mentoring relationships. one organization with which I have worked decided to study how the relationships of those in a particular group – in this case African Americans in a key technical role – changed over time. Plotting the number, level and nature of mentoring/coaching/and sponsor relationships at various career points yielded an interesting picture. What is illustrated in this sample finding is actually the kind of pattern we would hope to see. As the individual moves through his/her career, there are fewer technical mentors and more advocates or sponsors. Note that in early in career, there is a greater difference in organization level between the individual and his/her mentors than later in career, which makes sense. The individual also becomes a mentor of others as he/she reaches a tenure of about 10 years with the company and reaches down to the level at which he/she began mentoring relationships to partner with an early career individual. The composite of results from a study of a group of individuals can reveal where mentoring and sponsorship are missing along the career life cycle.

31 Assess pre-intervention status quo through a survey methodology
Use the Tools of I/O Psychology Research to Measure the Impact of Specific Interventions Assess pre-intervention status quo through a survey methodology Implement diversity and inclusion actions or programs (new strategy, structure, training, business integration, etc.) Re-assess status quo and analyze inter-relationships between and among various measures As I mentioned in my introduction, I am fortunate to work with a very talented staff of I/O psychologists, who spend a good deal of their time creating, and testing, assessments. I’ve been working with them to apply the techniques they use to validate the assessments they design to develop an approach to linking D&I interventions to various organization outcomes. The premise is simple: assess the pre-intervention status quo; implement an intervention you believe will affect the root causes of the problem; then reassess, looking at the results of the particular intervention – for example, has the training led to higher levels of competency as evaluated by self others, over time. And, in addition, determining the relationship between these direct results and some of the other organization indicators that you hypothesize will be affected by the direct results. This will become clearer when we take a specific example. (next slide)

32 Pre-mentoring program baseline competency assessment
Example of Measures for an Employee-Focused Intervention: Sales Representatives Example: Peer Mentoring Across Differences (Gender/Race-Ethnicity) for Sales Representatives D&I Goals: Increase cultural competency of all sales representatives, retain “diverse” reps, improve customer satisfaction for targeted diverse groups, and increase company’s % of share in diverse markets D&I Intervention = Mentoring Engagement ↑ Retention ↑ Customer Satisfaction ↑ Customer Diversity ↑ Testable ‘model’ Methodology Outcome Measures Cultural Competence Retention Customer Sat Customer Diversity Input Measure: Assessment of cultural competency of program participants Pre-mentoring program baseline competency assessment Re-assessment Time 1 2 3 APTMetrics is has developed the approach shown here to look at the relationship between a hypothetical mentoring intervention and other variables the organization believes are related to increased cultural competence of its sales force. This mentoring program has multiple objectives – for the sales reps involved and customers. The methodology is to track the increase in cultural competence of the sales representatives against the engagement and retention of this group, and then against the satisfaction and diversity of the company’s customers. So, a baseline of competency is established; participation in the mentoring begins and its impact on behavior is measured at intervals over time, and compared to changes in the other variables we are interested in: retention, engagement of the participants AND satisfaction and diversity of the customers. Let’s take one more example. Hypothetical results

33 Example of Measures for a Training Intervention: Training Intervention at Healthcare Institution
Example: Training Intervention at Healthcare Institution D&I Goals: Increase cultural competence of caregivers; increase engagement of staff and decrease absenteeism; increase patient satisfaction across all cultural subgroups served by the institution. D&I Intervention = Employee Training Engagement ↑ Absenteeism ↓ Patient Satisfaction↑ Testable ‘model’ Methodology Outcome Measures Engagement Absenteeism Patient Satisfaction Input Measure: Program participation Pre-training (percent of unit trained = 0) Percent of unit trained Percent of unit trained Time 1 2 3 This is a training-based intervention planned by a healthcare institution. As you may know, cultural competence is a major focus for this industry as requirements for translation and sensitivity to cultural differences has become required by the healthcare standards organizations. Again, a baseline of competency is established. Then training is administered and measured at intervals (we recommend a self evaluation and a manager evaluation; if possible adding a colleague or customer dimension). Then, through a regression-type analysis, these results are compared to the other variables of interest: here, absenteeism and patient satisfaction – two key indicators of the health care providers “business” bottomline. Hypothetical results

34 TM Metrics Case Example: Financial Services
Premises Underlying Metrics and Rewards Strategy: 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 – plus or minus impact What about linking the metrics to rewards. One client that we have worked with recently in the financial services sector provides a good example of choosing metrics that make sense for the business. Their reality told them that… 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 So, they responded by…. Create metrics that drive the desired underlying managerial behaviors related to productivity from diverse teams, AND Tie results directly to financial rewards – plus or minus impact

35 Case Example (continued)
Goals and means for achievement: Establish clear direction for managers Ensure managers focused 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 Here is a bit more information on how the metrics for this financial services firm were derived – the actual template is quite complex, but very much in keeping with the cultural of the organization. Here, we show the foundational aspects of the process that has been designed. 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

36 Steps for Improving D&I Metrics
Take a step back Are your actions based on a thorough understanding of issues and opportunities – against the backdrop of business goals? Rethink your choice of measures Given your objectives, are there other approaches to measuring progress that would be more meaningful? Do you have a comprehensive dashboard? Engage stakeholders in determining measures and targets Have you involved those who can impact change in determining what’s reasonable to measure? Make the business connection Have you explored ways to use metrics to tie D&I interventions back to business outcomes? Shore up accountability Are your metrics “owned” by those who control the decision-making that affects the outcomes and are there consequences for achieving or not achieving progress?

37 Your Questions And Comments?

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


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