#WFwebinar The presentation will begin at the top of the hour. A dial in number will not be provided. Listen to today’s webinar using your computer’s speakers or headphones. The Four Maturity Stages of Diversity and Inclusion Programs
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The Four Maturity Stages of Diversity and Inclusion Programs
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Lauren Dixon Associate Editor Workforce magazine
The Four Maturity Stages of Diversity and Inclusion Programs
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Alex Gonzalez Product Manager PeopleFluent
The Four Maturity Stages of Diversity and Inclusion Programs
Roy Zambonino Senior Solu>ons Consultant PeopleFluent
© PeopleFluent 2015
The Four Maturity Stages of a Diversity Program Roy Zambonino, Sr. Solu1ons Consultant Alex Gonzalez, Director, Product Management
10 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
Agenda
• Defini>on of each stage • Primary goals of each stage
and how those change over >me
• How challenges develop and can be overcome
• How measurement techniques can help support communica>on and ROI calcula>ons
11 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
Quick Summary of Survey Setup and Parameters • May 2015 (survey date) • 420 respondents • 24% have an advanced diversity func>on
• 23% have an undeveloped diversity func>on
12 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
• Challenges are consistent across organiza>ons
• HR is oWen responsible for D&I ini>a>ves
• Vendor usage depends on D&I maturity
• Measurement is key to a successful diversity strategy
• Effec>ve organiza>ons track more, measure more and reward more
Key Findings of Survey
13 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
• D&I strategic goals must align with organiza>on outcomes » Crea>ng an inclusive company culture (74%) » Increasing employee engagement (64%) » Helping the company become an employer of choice (61%)
• Iden>fy challenges to your D&I plan » Lack of budget » Difficulty working cross -‐func>onally » Lack of accepted benchmarks for D&I (difficulty in iden>fying) » Alignment of benchmarks by industry
Where do we begin?
14 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
1 2 3 4 5
Beginning Advanced
Undeveloped Intermediate Vanguard
Maturity Stages of a Diversity Program
One Year
3 years
10+ Years
Coun6ng together
15 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
Stage 1: Undeveloped
Entirely unfamiliar with progress monitoring and program measurement and not able to connect D&I to overall organizational goals
• Do not know what to measure and do not have measurement expertise available Has
not crafted a strategic measurement plan • Is not tracking basic workforce diversity metrics – gender, ethnicity • Is not tracking ancillary workforce diversity metrics - veterans, disability status, LGBT • May not be analyzing legal and compliance risk or may have been doing it for years
23%
77%
D&I Market
Undeveloped All others Less than 1,000 employees (51%) 10,000+ employees (18%)
Program is less than a year old (73%)
Located in one country (40%) or located in one country with mul>ple loca>ons (26%)
16 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
Undeveloped Cont’d • Not connected to business outcomes (Note: as D&I programs mature, this remains a
key challenge) • Does not define desired results • Does not analyze the impact of D&I investments • Does not identify areas for improvement/opportunity • Does not create strategic D&I programs/campaigns
Top 5 Goals 1. Reducing legal risk 2. Ensuring compliance 3. Increasing employee
engagement 4. Creating an inclusive company
culture 5. Helping organiza>on become an
employer of choice
Top 5 Challenges 1. Lack of resources – skill/
capabili>es 2. Leadership buy-‐in 3. Lack of budget 4. Lack of accepted benchmarks 5. Difficulty communica>ng goals
17 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
Stage 2: Beginning
23%
77%
D&I Market
Undeveloped All others Less than 1,000 employees (43%) 10,000+ employees (21%)
Located in one country (30%) or located in one country with mul>ple loca>ons (38%)
Program is one to three years old
(48%)
Slightly more involved in how and what they measure for D&I compared to the “Undeveloped” group
• Making some progress toward measuring impact of D&I, though some don’t know why/
what to measure • Typically do not have measurement expertise available, some have in-house
measurement expertise • Has not crafted a strategic measurement plan, though some may have begun the
process • Has been tracking basic workforce diversity metrics for years – gender, ethnicity • Is not tracking ancillary workforce diversity metrics - veterans, disability status, LGBT,
though some have begun this process
18 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
Beginning Cont’d • Tracking of legal and compliance risk varies with the majority having done it for years, some not
doing it at all, and others just beginning • Not connected to business outcomes (Note: as D&I programs mature, this remains a key challenge) • Does not define desired results, though a notable portion may have begun this process • Does not analyze the impact of D&I investments, though a notable portion may have begun this
process • Has started to identify areas for improvement/opportunity • Has started to create strategic D&I programs/campaigns, though a large portion still do not do this
Top 5 Goals 1. Crea>ng an inclusive company
culture 2. Increasing employee
engagement 3. Helping organiza>on become an
employer of choice 4. Fostering Collabora>on in the
workplace 5. Ensuring compliance
Top 5 Challenges 1. Lack of resources – skill/
capabili>es 2. Difficulty working across
func>ons to achieve goals 3. Lack of budget 4. Difficulty aligning on steps to
aiain goals 5. Lack of accepted benchmarks
19 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
Strategic Ac6vity Management • Enable greater collabora>on by allowing managers to access and document relevant informa>on on their own
• Easily enter and record internal and external outreach Efforts by establishment
• Quickly check on levels of outreach ac>vity with yellow, green, or red indicators
• Convenient alerts when ac>vi>es are coming up or past due
• Load any documents or files that are proof or ar>facts suppor>ng your outreach
• Maintain unlimited number of years worth of informa>on
• Quickly export your outreach documenta>on to a PDF file for quick audit prepara>on
• Accommoda>ons tracker • Single Sign On • Audit Tracking
Collabora6on Across the Organiza6on
20 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
Stage 3: Intermediate
30% 70%
D&I Market
Beginning All others 10,000+ employees (38%) Less than 1,000 employees (27%)
Program is one to three years old
(36%)*
Have developed a “medium” confident level with measurement and clearly see the importance of data.
• Making some progress toward measuring impact of D&I, and only a small group
is still having trouble with this issue • Equally likely to not have measurement expertise available or to have in-house
measurement expertise • Have begun to craft a strategic measurement plan, though a notable portion still
does not do this • Has been tracking basic workforce diversity metrics for years – gender, ethnicity
Located in one country with mul>ple loca>ons (38%) or Located in one country (30%)
21 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
Intermediate Cont’d • Still working on tracking ancillary workforce diversity metrics - veterans, disability status,
LGBT with the majority having done it for years, some still beginning this process, and
the same amount still not doing this
• Most are tracking legal and compliance risk, with a smaller group just getting started
• Most are still not connected to business outcomes though a smaller group is just getting
started, and some have even doing this for the past year
• Has begun to define desired results with some even doing it for the past year, though a
notable portion is still not doing this
• Does not analyze the impact of D&I investments, though a notable portion may have
begun this process
• Has either started to identify areas for improvement/opportunity, been doing this for a
year or been doing this for years
• Has started to create strategic D&I programs/campaigns, and a large portion has been
doing this for the past year with even more doing it for years
22 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
Intermediate Cont’d
Top 5 Goals 1. Crea>ng an inclusive company
culture 2. Increasing employee
engagement 3. Helping organiza>on become an
employer of choice 4. Fostering Collabora>on in the
workplace 5. Ensuring compliance
Top 5 Challenges 1. Lack of resources – skill/
capabili>es 2. Difficulty working across
func>ons to achieve goals 3. Lack of budget 4. Difficulty aligning on steps to
aiain goals 5. Lack of accepted benchmarks
23 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
Stage 4 & 5: Advanced/Vanguard
24% 76%
D&I Market
Beginning All others 10,000+ employees (37%) Less than 1,000 employees (33%)
Located in one country with mul>ple loca>ons (36%) or Located in one country (31%)
Program is more than 10 years old
(48%)
Slightly ahead of the curve in D&I measurement, though they still have work to do.
• Making some progress toward measuring impact of D&I (49%), with a small group ahead of the strategic measurement curve (24%)
• Most have measurement expertise in-house (64%) • Have been crafting a strategic measurement plan for years (47%) • Has been tracking basic workforce diversity metrics for years – gender, ethnicity (75%) • Has been tracking ancillary workforce diversity metrics - veterans, disability status,
LGBT for years (52%)
24 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
Advanced/Vanguard Cont’d • Most have been are tracking legal and compliance risk for years (60%)
• Most likely to be able to connect D&I investments to business outcomes
(34%), though some still do this at all (27%), and others have only been
doing it for the past years (22%)
• Has begun to define desired results (41%) with some even doing it for the
past year (15%), though a notable portion is still not doing this (35%)
• Still having trouble with defining desired results of D&I investments, as only
a little more than a third have been doing this for years (37%), and a large
portion still not doing this at all (24%)
• Has started to identify areas for improvement/opportunity (56%)
• Has started to create strategic D&I programs/campaigns (48%)
25 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
Top 5 Challenges 1. Difficulty working across
func>ons to achieve goals 2. Difficulty demonstra>ng impact
of previous efforts 3. Lack of accepted benchmarks 4. Difficulty collec>ng data from
employees 5. Lack of budget 6. Difficulty aligning on steps to
aiain goals
Top 5 Goals 1. Crea>ng an inclusive company
culture 2. Increasing employee
engagement 3. Helping organiza>on become an
employer of choice 4. Ensuring compliance 5. Fostering Collabora>on in the
workplace 6. Fostering Innova>on
Advanced/Vanguard Cont’d
26 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
#
At what stage of development is the diversity and inclusion func6on within your organiza6on?
1
2
3
4
Undeveloped
Beginning
Intermediate
Advanced/Vanguard
Polling Ques6on #1
5 No D&I Func>on
27 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
How long has diversity and inclusion been a focus for your organiza6on?
21%
28%
19%
12%
20%
Age of Diversity Program
Less than 1 year 1-‐3 years 4-‐7 years 7-‐10 years 10 years +
28 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
73.58%
64.20%
60.51%
51.42%
51.14%
CREATING AN INCLUSIVE COMPANY CULTURE
INCREASING EMPLOYEE ENGAGEMENT
BECOMING AN EMPLOYER OF CHOICE
FOSTERING COLLABORATION IN THE WORKPLACE
ENSURING COMPLIANCE WITH LABOR POLICIES/REGULATIONS
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00%
Strategic Goals of D&I -‐ Top 5 (All Maturity Stages)
29 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
41.79%
40.92%
39.19%
38.90%
35.73%
LACK OF ACCEPTED BENCHMARKS FOR D&I
LACK OF BUDGET
DIFFICULTY DEMONSTRATING IMPACT OF PREVIOUS EFFORTS
LACK OF RESOURCES (SKILLS/CAPABILITIES)
DIFFICULTY ALIGNING ON STEPS TO ATTAIN GOALS
32.00% 34.00% 36.00% 38.00% 40.00% 42.00% 44.00%
Challenges in Accomplishing Goals Top 5 (All Maturity Stages)
30 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
What are the Barriers to Increasing the Effec6veness of Strategic Diversity in Your Organiza6on?
31 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
What are the Barriers to Increasing the Effec6veness of Strategic Diversity in Your Organiza6on?
32 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
#
How does your organiza6on track workforce demographics?
1
2
3
4
Integrated HR system
Specialized talent management soWware
Manual process
We do not track workforce demographics
Polling Ques6on #2
33 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
How do you track your workforce demographics?
65% 12%
14%
9%
Tracking Workforce Demographics
Integrated HR system
Specialized TM soWware
Manual Process
We do not track workforce demographics
34 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
What do I track?
35 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
What do I track? Cont’d
36 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
To Who and How are Metrics Reported?
37 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
To Who and How are Metrics Reported? Cont’d
38 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
Effec6vely Manage Diversity Metrics
39 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
Effec6vely Manage Diversity Metrics
40 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
How do you show business impact?
41 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
How do you show business impact? Cont’d
42 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
Can I really create culture change with D&I?
Undeveloped Beginning
43 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
Can I really create culture change with D&I? Cont’d
Intermediate Advanced/Vanguard
44 © 2015 PeopleFluent | Confiden>al Four Maturity Stages of Diversity Program| November 2015
Does your organiza6on offer incen6ves for managers/execu6ves/department heads to meet diversity and inclusion goals? 1. Increased opera>onal budgets and talent/merit bonus 2. Part of monetary bonus program – when goals are reached 3. Educa>on and other 4. Recogni>on awards 5. It is part of their scorecard for annual evalua>on. 6. Goal aiainment on diversity recruitment/reten>on metrics is >ed to execu>ve
compensa>on incen>ve bonuses 7. Part of performance evalua>on 8. Crea>ve control
TM © 2015 PeopleFluent | Confiden>al
Thank You
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Roy Zambonino, Sr. Solu6ons Consultant [email protected] Alex Gonzalez, Director, Product Management [email protected] DISCLAIMER: The informa/on provided in this presenta/on is for educa/onal and informa/onal purposes only. It does
not cons/tute legal advice or legal opinions. PeopleFluent makes no claims, promises or guarantees about the accuracy, completeness or adequacy of the informa/on contained herein. Nothing that is provided in this presenta/on should be used as a subs/tute for the advice of legal counsel.