ROI of D&I - Presentation for CIRG 2013 Symposium
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The document summarizes research conducted by the Canadian Institute of Diversity and Inclusion (CIDI) on measuring the return on investment of diversity and inclusion programs. It highlights that CIDI conducted a literature review, online survey, interviews, and developed a toolkit. The research found that few organizations measure diversity beyond legal requirements, but those that do see benefits such as increased profile for initiatives among leadership. Successful measurement involves leadership accountability, relevant metrics, and communication of results. The toolkit provides tips for implementing measurement such as starting small, tracking leading indicators, and regularly reviewing metrics.
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ROI of D&I - Presentation for CIRG 2013 Symposium
- 1. WHAT GETS MEASURED GETS DONE Measuring the Return on Investment of Diversity and Inclusion April 25, 2013 Cathy Gallagher-Louisy Director, Community Partnerships and Knowledge Services cathy.gallagherlouisy@cidi-icdi.ca
- 2. Agenda for Today’s Session • About the Canadian Institute of Diversity and Inclusion • Highlights of Research Findings • Tool Kit for Measurement • Activities to Assess Your Measurement Practices
- 3. WHAT IS THE CIDI?
- 4. The CIDI Mandate Education Consultancy Community Connector Think Tank Legislative Support Knowledge Repository Member Association
- 7. WHAT GETS MEASURED GETS DONE Highlights from the Research
- 8. Stages of Research 1. Preliminary research and literature review 2. Online Survey 3. Interviews 4. Writing
- 10. Literature Review • Diversity Best Practices research reports • “Leadership, Governance, and Accountability – A Pathway to a Diverse and Inclusive Organizations”, The Conference Board • “The Costs and Benefits of Diversity – A Study on Methods and Indicators to Measure the Cost-Effectiveness of Diversity Policies in Enterprises”, European Commission Centre for Strategy and Evaluation Services • “The Balanced Scorecard”, by Robert S. Kaplan and David P. Norton • “Global Diversity and Inclusion Benchmarks,” by Julie O’Mara and Alan Richter
- 13. Global D&I Benchmarks http://www.omaraassoc.com/pdf/GDIB_2011.pdf 25% Level • Some feedback collected • Representation of women and other groups tracked, if required by law. • Measurements are primarily based on lagging indicators
- 14. Global D&I Benchmarks http://www.omaraassoc.com/pdf/GDIB_2011.pdf 50% Level • Diversity-specific instruments, i.e. Scorecard • Input from employees & customers shapes initiatives • Leadership accountability • Best practice and benchmarks studies
- 15. Global D&I Benchmarks http://www.omaraassoc.com/pdf/GDIB_2011.pdf 75% Level • Integrated, multi-technique approaches to measurement • D&I return-on-investment studies • Cultural Audits • Leading indicators • Ongoing internal and external research • Employee accountability • Regular benchmark review
- 16. Global D&I Benchmarks http://www.omaraassoc.com/pdf/GDIB_2011.pdf 100% Level • In-depth D&I assessments • D&I part of organization’s overall scorecard. • Linked to the organizational strategy • Tied to incentive compensation. • Many D&I-related research projects. • Employees provide input to all facets of managing the D&I process.
- 17. Website Review
- 18. WHAT GETS MEASURED GETS DONE Online Survey Results
- 19. Sector of Survey Respondents
- 20. Job Function of Survey Respondents
- 25. D&I is a Strategic Priority 79.6%
- 26. Measuring Impact of D&I Programs 18.8%
- 27. Using a Diversity Scorecard 12.5%
- 28. Results of Using Diversity Scorecard Raised profile of D&I initiatives among organizations’ leadership. Diversity Scorecard has become part of the organization’s overall strategic reporting.
- 29. Results of Using Diversity Scorecard Raised profile of D&I initiatives among organizations’ leadership. Diversity Scorecard has become part of the organization’s overall strategic reporting.
- 30. WHAT GETS MEASURED GETS DONE Insights from the Interviews
- 31. Standard Measures of Inclusion: 1. Representation 2. Recruitment, promotion, and turnover 3. Employee engagement 4. Inclusiveness questions 5. Human rights, harassment, or discrimination complaints 6. Participation in training 7. Participation in Employee Resource/Networking Groups
- 32. Going Beyond Basic Measures Leading vs. Lagging Indicators
- 33. Accountability
- 35. Accountability Senior Leaders All People Managers
- 36. Accountability Senior Leaders All People Managers All Employees
- 37. Barriers and Roadblocks • Resources • Legal Objections • Personal / private info • Privacy / confidentiality
- 38. Successful Diversity Scorecards • Owned by the most senior leaders. • Top leader is accountable. • Top leader holds leadership teams accountable. • Leaders are involved in developing the scorecard. • Results are relevant to organization’s strategic goals. • Organization is ready.
- 39. Successful Diversity Scorecards • Wide range data available. • Leadership teams regularly review and understand the scorecard. • Leadership and managers understand their impact. • Communicated effectively and consistently. • Measures demonstrate efficacy and impact.
- 40. TOOLKIT Tips for Implementing or Improving Diversity Measures
- 41. Implementing Measurement • Strategize. • Leadership Support. • Make the Case.
- 42. Conduct a Census
- 43. Speak the Same Language
- 44. Speak the Same Language
- 45. Start Small Request or start tracking the following data points: • Representation • Recruitment, promotion, and turnover • Employee engagement • Inclusiveness questions • Human rights, harassment, or discrimination complaints • Participation in training • Participation in Employee Resource/Networking Groups
- 46. Something Borrowed… Expand your diversity team without expanding your diversity team.
- 47. Improving Measurement • Review and Reassess. • Hold Your Leaders Accountable. • Measure More.
- 48. Track Leading Indicators • Employee participation in ERGs or mentoring programs. • Employees who have executive sponsors. • Employees who work on high-profile clients or projects.
- 49. Ask Lots of Questions • Focus groups • Surveys • Individual interviews • Exit interviews
- 51. Communicate
- 52. Review and Repeat • How are we doing? • What have we achieved to date? • What worked, what didn’t work, and why? • What needs to be adjusted? • What do we still need to know? • Where do we go from here?
- 53. Cathy Gallagher-Louisy Director, Community Partnerships and Knowledge Services cathy@cidi-icdi.ca www.cidi-icdi.ca
- 55. Considerations To ask or not to ask…. … for a unique identifier.
- 56. Cons of Asking for Unique Identifier • Political / practical realities. • Resistance to collection. • Reluctance may lead to lower response rate. • More work in communications.
- 57. Pros of Asking for Unique Identifier • First year is baseline; subsequent years’ results are comparable. • Compare and correlate with other HR and organizational data. • Track individual development over time. • Track changes in individual and organizational cultural competence over time. • Track changes in employees’ perception of organizational inclusivity.
- 58. Pros of Asking for Unique Identifier • Track individual career progression – retention, promotion, turnover, etc. • Correlate demographics with employee experience factors such as engagement, retention, or promotion. • Greater ability to assess ROI on programs.
- 59. The last word What gets measured gets done!
- 60. THANK YOU Cathy Gallagher-Louisy Director, Community Partnerships and Knowledge Services cathy.gallagherlouisy@cidi-icdi.ca www.cidi-icdi.caca.linkedin.com/in/cathygl @CatGL