Diversity Best Practices Conference · True behavior change occurs when tracked and monitored ... CASE STUDY The CEO from a large ... Deloitte refers to one or more of Deloitte Touche

Diversity Best Practices ConferenceBuilding Inclusive Leaders through AccountabilityFebruary 2017

Copyright © 2017 Deloitte Development LLC. All rights reserved. 2

True behavioral change happens when you measure it, showing

the link between inclusive behavior and impact.

Building inclusive leaders within your organization is tough…

3Copyright © 2017 Deloitte Development LLC. All rights reserved.

Let’s find out what it takes…

What does it mean to be an inclusive leader?


A NEW DEFINITION1

Our workforce is demanding leaders who inspire confidence and recognize the individual’s unique value to build a powerful sense of belonging

Inclusive Leadershipin·clu·sive lead·er·ship

nounleading from the center, not the top; characterized by the ability to adapt personal behaviors, systems, processes and practices, to ensure that all feel respected, valued for individual uniqueness, connected, confident to speak up, and inspired.

Becoming an inclusive leader who harnesses the benefits of diversity takes deliberate effort and a strong understanding of yourself and your people.

1 Bourke, Juliet and Dillon, Bernadette (2016), “The six signature traits of inclusive leadership: Thriving in a diverse new world.” Deloitte University Press.


ANALYTICS AS A KEY DIFFERENTIATOR

Leaders drive inclusion across many activators in an organization to unleash human potential and drive business outcomes.

Thoughtful use of data and analytics allows leaders to derive deep insights about their current state practices and recognize opportunities for strategic

value creation, moving the dial through accountability and awareness.

Ignite leaders’ inner transformational activist and sponsor self expression,

driving authentic connection and innovation

Decentralize the approach for cultivating culture, relying on natural influencers to

activate a culture that sparks diversity of thought and invites complex identities to

work together and spur innovation

Drive organizational accountability using analytics that paint a picture of the organization’s inclusion practices

that maximize human potential

Unite with purpose – aligning values to partnerships and community action to maximize mutual benefit and support broader goals

Match insides to outsides by engaging customers in the conversation and building a workforce that truly reflects customer insights and values

Look inside out – and outside in – to define an aspirational brand rooted in D&I values, touting inclusion consistently and widely

Customer

Brand

Partnerships & Community

Leadership

Culture

Analytics

I N C L S I O N

VALUES

Deloitte’s Strategic Inclusion Model


How can you drive accountability around inclusive leadership?

We’ve got it down to a science...


UNDERSTANDING YOUR LEADERS

I. II. III. IV.

ALIGNHow does your

organization define

inclusive leadership?

ANALYZEHow can you link your

inclusion goals to

business KPIs and

value?

ACTIONHow can you make

this data accessible

and actionable?

ASSESSWhat do you

currently measure

and what are your

analytics capabilities

today?

MEASURING INCLUSIVE LEADERSHIP

True behavior change occurs when tracked and monitored –analytics is a critical component of the value chain that is woven throughout to drive accountability.


Getting started…

What does it mean to be an inclusive leader within yourorganization?

I. II. III. IV.

ALIGN ANALYZE ACTIONASSESS


DEFINING YOUR INCLUSIVE BEHAVIORS

It’s not punitive, its about enabling your leaders to become emboldened, culturally aware leaders, harnessing potential to achieve business outcomes.

How does your organization incorporate inclusive behaviors into its leadership framework?1

CONSIDER THE FOLLOWING:

Leadership frameworks must be value-centric, embodying behaviors that relate directly back to an organization’s values and culture to bring it all together.

Commitment: Do leaders publically demonstrate a commitment to D&I, organizational values, and culture?

Cognizance: Are leaders aware of their own behaviors and bias?

Curiosity: Do leaders bring an open mindset and a true desire to know their people?

Courage: Do leaders speak up against entrenched organizational challenges to transform the status quo?

Cultural Intelligence: Are leaders respectful of cultural differences and flex their style to drive team performance?

Collaboration: Do leaders create and empower diverse teams for better collaboration and innovation?

1 Bourke, Juliet and Dillon, Bernadette (2016), “The six signature traits of inclusive leadership: Thriving in a diverse new world.” Deloitte University Press.


Know what you’re working with…

What do you currently measure and what are your analytics capabilities today?

I. II. III. IV.



EmbracingEmergentCompliant Collaborative Inclusive

Tactical Focus Strategic Focus

INCLUSION ANALYTICS MATURITY MODEL

Building analytics capabilities is a journey, beginning with early stage compliance and culminating in predictive models to drive business strategy.

Focus on adhering to legal standards regarding EEO and operational reporting

Inclusion analytics are predictive, automated, and are used intentionally by leaders to drive strategy and communicate trends internally and externally

Employee data is used to uncover workforce characteristics and gain insight into the employee experience

Leaders utilize analytics, including visualization techniques, and trend data over time in order to make decisions and identify problems

Advanced methods are used to forecast, identify root causes, and continuously track employee perception, and communicate trends internally


ACTIVITY:

Using the worksheet at your table, find out where you fall along the maturity model.


PULSE CHECK:

Based on the worksheet activity, where do you believe your organization falls on the Inclusion Analytics Maturity Model?


Analyze your data…

Build the linkage between your inclusion goals and business outcomes

I. II. III. IV.



Mission DrivenFIND THE DATA

Using a set of qualitative and quantitative measures in the data ecosystem, leaders can gather a baseline understanding of challenge areas to act on and monitor.

Systemic change and behavioral shifts occur when tracked and measured over time, impacting an organization’s ability to achieve

business outcomes.

External New DataInternal

Internal data sources already exist in the organization’s ecosystem of HR and Talent data and may include workforce composition data, existing culture and engagement survey data, talent program usage data or qualitative employee sentiment data.

External data sources include publicly available data such as Census and Bureau of Labor Statistics data, as well as existing data collected by the organization such as customer satisfaction data and brand sentiment data.

New data may be collected via employee surveys to measure inclusion, unconscious bias, covering behaviors, inclusive leadership or talent impacts, as well as new sources of customer satisfaction and brand sentiment data.


Leadership Inclusion Culture & Engagement

Business Strategy

Brand + Social Responsibility

Business Outcomes

Inclusion starts at the top, modelled

and driven by leadership

behaviors and actions

Building inclusion at all levels

so that diversityof thought and experience are fully utilized

Inclusion fosters engagement and an organizational culture aligned

with strategy and brand

Inclusion measures drive a

strategy responsive to internal and

external stakeholder needs

Inclusion is embedded in the

organizational brand and social

responsibility

Business/mission outcomes are

achieved due to successful

inclusion strategy and practices

LEVERAGE THE DATA TO CREATE VALUE

The inclusion value chain highlights how inclusion is at the heart of the organization, driving culture & engagement, business strategy, brand, and social responsibility - all which are key drivers of business outcomes.

Measurement, Accountability & Analytics


Explore the art of the possible…

Bringing it all to life through interactive dashboard

I. II. III. IV.

ALIGN ASPIRE ACTIONASSESS












We’ve seen it work…

Let’s see how others have used analytics to drive inclusive leadership in an organization


CASE STUDY

The CEO from a large hospital chain with locations across Texas does not believe that the hospital’s workforce is representative of the population they serve.

Of the 5,000 person workforce, 78% are white and the average employee age is 50. Meanwhile the populations the hospitals serve are primarily Hispanic, with over a quarter speaking English as a second language and over a quarter under the age of 25. The head of Recruiting tells the CEO there simply aren’t enough qualified diverse candidates in local areas.

The CEO is concerned that patients and families may not be getting the best possible care and the organization loses opportunities to innovate because the workforce does not truly reflect their customers.

When a company’s insides do not match it’s outsides.

What is leadership’s role in driving a change in how recruiting is done in the organization? How might data enable the HR team and leaders to shift

behavior?


Geospatial Analytics

Creating Opportunities: How do I recruit and allocate positions better within a diverse labor market?

Understanding the Available Workforce:What is the Labor Force Participation Rate?

Understanding the Available Workforce:What is the composition of the labor force?

The Art of Anticipation:How will the available talent change over time?

You can bring together multiple sources – whether census data, historical workforce data, or large-scale public datasets – to make data-based decisions and develop a diverse candidate pipeline.

1 2

3 4


ACTIVITY:

In small groups, discuss the following: 1. Biggest takeaway from today’s session

2. Commitment to action in the next 7 days to begin driving accountability in your organization


Inclusive leadership takes time, commitment, and a shift from simply having emotional intelligence to having emotional maturity.

Drive long-term, systemic change within your organization by measuring and tracking inclusive leadership, linking key behaviors to business outcomes.

About DeloitteDeloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. In the United States, Deloitte refers to one or more of the US member firms of DTTL, their related entities that operate using the “Deloitte” name in the United States and their respective affiliates. Certain services may not be available to attest clients under the rules and regulations of public accounting. Please see www.deloitte.com/about to learn more about our global network of member firms.

Copyright © 2017 Deloitte Development LLC. All rights reserved.

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Diversity Best Practices Conference · True behavior change occurs when tracked and monitored ... CASE STUDY The CEO from a large ... Deloitte refers to one or more of Deloitte Touche

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