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Metrics, Analytics, Dashboards to Engage Leaders and Tell the D&I Story

Presenter: Alan Richter, Ph. D., QED Consulting


Agenda

• Definitions & Deconstruction

• Metrics, Analytics & Dashboards

• Benchmarking: The GDIB

• D&I Leadership Stories

• Q&A s


Definitions

Metrics, Analytics and Dashboards…

• Metrics: data/information – the what – from past to present, and trends into the future

• Analytics: knowledge/insight -- the why – explains metrics; root causes; provides systemic and strategic perspective

• Dashboards: prioritization of data needing focus; KPIs


Generational Lens Example

Think about feedback, from a generational perspective…

Veterans: no thanks – just do the job

Boomers: yes, the annual performance review (we invented it)

Gen-X: once a year? C’mon – gimme regular feedback

Gen-Y: I just texted you, where’s your response?


21st Century Analytics

BLUR (Davis and Meyer, 1999) – the future of business:

S x C x I = BLUR


Let’s Begin Globally

Global Metrics: The SDGs:


Internal Measures Cover all stakeholders:

• Employees at all levels, including leadership, across diversity factors

• Customers/clients

• Vendors

• Products & services

• Community involvement

Another way to think about this is measuring capital:

financial, people, organizational and customer capital.


Goodw

ill

$112b Tangible Assets/Equity

Owned by the Company

Assessing the Assets of Google

Intangible

Assets

Current Market Value = $506 billion

Current Assets Cash & Cash

Equivalents, etc.

Fixed Assets Real Property, Plant,

Equipment, etc.

$394b

Organizational/Internal Capital Systems, Tools, Processes, Patents, Copyrights,

Trademarks, Management & Leadership

Practices, Culture, Values, Business Models.

People Assets/Capital Know-how, Skills, Diversity, Talent, Relationships,

Productivity, Creativity, Passion, Commitment,

Engagement, Attitude, etc.

Customer Capital/Assets Image, Brand, Customer & Supplier

Relationships, Customer Loyalty, Ideas

from Customers, etc.

? External

assessment of

the value

creating

potential

April, 2016


Trends in Analytics…

Data Explosion

Hard analytics becoming more prevalent in D&I organizations, going well beyond perceptual data

Detailed modeling and assessments of actual talent dynamics getting at the root causes of disparities

Examples: predictors of growth and assessments of pay equity.


Mercer Study on Best Diversity Predictors

Best predictors of revenue growth, using longitudinal data:

• Lines of business (functional diversity; diversity of thought)

• Tenure variance (generational diversity)

• Ethnic diversity

Predictors vary from client to client, across industries and geographies.

Source: Mercer Workforce Sciences Institute


Pay Equity and Accountability

Analytics can get at root causes of pay inequity (metrics: e.g., today in the US women earn 79c to men’s $1) – tied to tenure, role, level, etc.

Formal accountability turns out to be insignificant in increasing gender diversity when divorced from true leadership engagement. But organizations where leaders are actively involved in diversity programs have more women at the top and throughout the organization as well as more equitable talent flows between women and men. Source: Mercer, WHEN WOMEN THRIVE, BUSINESSES THRIVE


External Measures / Dashboards

GGGI -- Global Gender Gap

CPI – Corruption Perception

HDI – Human Development

Edelman Trust Barometer

Pew Research

Metrics from your industry/sector/function… growing data everywhere


Benchmarking: One Answer – the GDIB

• Free, downloadable, user-friendly document

• Well-researched, definitive picture of quality D&I work

• Assess the current state of D&I in your organization

• Determine short-term and long-term goals

• Measure progress over time.

Diversity Best Practices Follow @DBP_News and use #DBPMember to join the game-changing diversity and inclusion conversation! The Global D&I Benchmarks Model

From Global Diversity & Inclusion Benchmarks: Standards for Organizations Around the World © 2016 Julie O’Mara and Alan Richter. Used with permission. All Rights Reserved.

• BEST PRACTICE • Demonstrating current best practices in D&I; exemplary for other organizations globally

• PROGRESSIVE • Implementing D&I systemically; showing improved results and outcomes

• PROACTIVE • A clear awareness of the value of D&I; starting to implement D&I systemically

• REACTIVE • A compliance mindset; actions are only taken in compliance with relevant laws and social pressures

• INACTIVE • No D&I work has begun; diversity and a culture of inclusion are not part of organizational goals.

5

4

3

2

1

FIVE LEVELS of PROGRESS From Global Diversity & Inclusion Benchmarks: Standards for Organizations Around the World © 2016 Julie O’Mara and Alan Richter. Used with permission. All Rights Reserved.


Category 8: Assessment, Measurement & Research

From Global Diversity & Inclusion Benchmarks: Standards for Organizations Around the World © 2016 Julie O’Mara and Alan Richter. Used with permission. All Rights Reserved.

☐ 8.1 In-depth D&I assessments covering behavior, attitude, and

perception are regularly conducted for the overall organization and

within organizational units and feed into strategy and implementation.

☐ 8.2 D&I measurements are included as part of the organization’s

overall performance, linked to the organizational strategy, and tied to

compensation, and publically shared.

☐ 8.3 The organization has demonstrated significant annual

improvements in meeting D&I goals consistently over several years.

☐ 8.4 The organization is known for its investment in D&I research

and in sharing the findings publicly.


Telling Your D&I Story…

GDIB HELPING ROLLS ROYCE ACHIEVE THE CULTURE IT WANTS TO HAVE

Andy Parsons, Early Career Recruitment Manager Americas, Roll-Royce North America, reports that Rolls-Royce recognizes the strategic importance of creating a diverse and inclusive workforce. He says, “However, achieving the environment we want will require a cultural change. The GDIB tool has been very useful in helping us understand our current state, as well as providing benchmarks for the culture we want to develop. Our working groups and executive team used the tool to determine our desired D&I state and identify our scope of activities. We then assigned a different area of the GDIB to individual working teams, who evaluated where we are today and where we could be in 1, 3, and 5 years. The leadership team also completed its own GDIB assessment. We used these assessments to prioritize our D&I areas of focus and develop action plans, with each tactic aligned to a specific GDIB category. We hope this method allows us to stay focused on the areas that will deliver the most impact along our diversity and inclusion journey.”

Source: GDIB Newsletter


The Mandela Factor

Country Faults Time

South Africa 68 14 Days

Germany 14 6 Days

Mandela’s Car ? ? Days

Source: “Diversity in

South Africa” by Alan

Richter and Heather

Price, Cultural Diversity at

Work, Sept. 1996


Q & A

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