A Playbook for Diversity Analytics and Strategy Development
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Diversity and Inclusion is an increasingly important topic for organizations; however, these initiatives are often misaligned across HR functions and not designed to address specific gaps. This presentation makes the case that organizations should view the workforce as an integrated systems, use analytics to identify gaps in diversity, and create holistic strategies to address those gaps.
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A Playbook for Diversity Analytics and Strategy Development
- 1. A Playbook for Diversity Analytics and Strategy Development William Gaker People Analytics & Future of Work September 2017 The views expressed during this presentation are my own and are not necessarily the views of the D. E. Shaw group
- 2. Topics for Discussion Today 1. Building a diversity strategy is dependent on being able to measure gaps across the employee lifecycle. 2. Increasing diversity requires being able to analyze the workforce as an integrated system; not just within specific HR functions. 3. The techniques to analyze diversity gaps are relatively simple. 4. Leverage the outputs of employee lifecycle analysis and root cause analysis of any gaps you discover to build a diversity strategy. 5. Your strategy will inform actions to increase diversity and implementing measures to assess impact will ensure goals are achieved. 2
- 3. Before we get started… Minority Group Definition • A population of employees that you want to increase in your organization. • Can be defined in terms of background, experience, or skills. Majority Group Definition • A population of employees that are the dominant group within an organization. • Can be defined in terms of background, experience, or skills. Legal Disclaimer • If your diversity goals involve legally protected groups (e.g. gender, race, age), consult with your legal department to determine the best way to proceed in accordance with applicable laws and regulations. 3
- 4. It is critical to measure the gaps between current and future state to create a diversity strategy 4 noun noun: strategy; plural noun: strategies a plan of action or policy designed to achieve a major or overall aim.
- 5. A workforce is a complex, interdependent system Organizations must analyze the whole system to increase diversity 5 Selection Onboarding PerformanceEngagement Retention Attraction Diversity should be more than a recruiting initiative Use analytics to identify gaps and create a strategy to close them • Develop a holistic strategy to address gaps. • Implement measures of success (leading and lagging) to assess impact. • Conduct deep dives to understand the root cause(s) of gaps discovered. • Analyze the key decision- making stages of the employee lifecycle and identify gaps. 1. Employee Life-Cycle Analysis 2. Root Cause Analysis 3. Strategy Development 4. Evaluation
- 6. A few simple techniques to measure diversity gaps 6 4 / 5 The 4/5ths Rule A key metric used by the OFCCP to compare the selection rate of a minority group to the selection rate of the majority group. It is what is used to define the legal term “adverse impact.” 2 Fisher’ s Exact Test A corrected 2 test that is useful for assessing differences in selection between minority and majority groups when sample sizes are small. A/B A/B Testin g A family of statistical tests (ANOVA, t-test, etc.) designed to compare the average scores between groups to determine if there is a statistically significant difference.
- 7. The 4/5ths rule can help you create a heat map measuring how candidates flow through your recruiting process 7 Application Recruiter Phone Screen Recruiter Phone Screen Technical Phone Screen Technical Phone Screen Onsite Interview Onsite Interview Offer Recruiting Stage Minority Selection Rate Majority Selection Rate 4/5ths Rule X% X% X% X% Y% Y% Y% Y% Note: Materials above are an Illustrative example and are not based on actual data from the D. E. Shaw Group.
- 8. The 4/5ths Rule can also help you diagnose gaps in other lifecycle stages 8 Lifecycle Decision Minority Selection Rate Majority Selection Rate 4/5ths Rule Rated as a High Performer X% Y% X% Y%Promoted X% Y%Involuntary Terminations X% Y%Identified as a Successor Note: Materials above are an Illustrative example and are not based on actual data from the D. E. Shaw Group.
- 9. A/B testing will identify gaps in engagement, satisfaction, or measures of inclusion 9 Engagement Inclusion Index Onboarding Satisfaction AverageScore Minority Group Majority Group +X%* -X%* -X% Note: Materials above are an Illustrative example and are not based on actual data from the D. E. Shaw Group. * Refers to hypothetical statistical significance.
- 10. Use the output of your lifecycle analysis to identify the root cause of gaps discovered 10 Roadblock between Technical Phone Screen and Onsite Interview Candidates presented to hiring managers are not qualified Unconscious bias in interview process Candidates withdrawing from process Gap Potential Root Causes Develop more specific selection criteria for open positions and align between hiring managers and recruiters. Potential Actions Create training materials to help interviewers be aware of how biases impact hiring decisions or refine selection process to interrupt bias. Collect feedback from candidates regarding their experience in the hiring process and refine recruiting and marketing strategies accordingly. Note: Materials above are an Illustrative example and are not based on actual data from the D. E. Shaw Group.
- 11. Create a holistic, integrated diversity strategy to address gaps across your employee lifecycle 11 Talent Acquisition 1. Increase job postings at universities to increase awareness of openings 2. Develop explicit hiring profiles so hiring managers and recruiters are aligned on selection criteria before interviews begin Learning & Development 1. Develop e-learning content to provide tools for interviewing effectively and avoiding bias 2. Build inclusion awareness into onboarding best practices Talent Management 1. Monitor diversity of successors and align with leadership on strategy to increase leadership representation 2. Implement clear definitions of performance to reduce unconscious bias Total Rewards 1. Create compensation review process to ensure there are no gaps in compensation 2. Align pay for performance philosophy with objective guidelines from talent management to prevent bias from creating compensation gaps Note: Materials above are an Illustrative example and are not based on actual data from the D. E. Shaw Group.
- 12. Identify key metrics to measure the impact of your diversity strategy and inform next steps 12 2015 2016 2017 PercentofHires Hires 2015 2016 2017 PercentofHeadcount Headcount 2015 2016 2017 PercentofTerms Retention Note: Materials above are an Illustrative example and are not based on actual data from the D. E. Shaw Group.
- 13. In conclusion 1. A successful diversity strategy is dependent on measuring gaps across the employee lifecycle. 2. Measuring the gap is relatively simple, but organizations need to analyze the workforce as an integrated system. 3. Aligning diversity actions to your strategy will enable you to avoid siloes and misalignment across HR teams. 4. Implementing your strategy with metrics to assess impact will enable you to achieve your goals. 13
Hinweis der Redaktion
- The techniques discussed here can be used to modify the mix of your workforce across a plethora of demographics, skills, backgrounds, attributes, or experiences. They will work regardless of the dimension by which you desire to diversity your organization.
- Any strategy needs an understanding of current state, an explicit goal (desired future state), and an evaluation of potential solutions that will enable the organization to achieve the goal. Some key challenge with diversity strategy development are that organizations are often unable or hesitant to 1) measure gaps in their workforce, 2) articulate a desired future state, and 3) create a holistic diversity roadmap across the entire employee lifecycle. As a result, many initiatives are implemented that are misaligned and do not ultimately achieve the organization’s end goal. Analytics can help organizations identify the gaps they need to close in order to achieve a more diverse workforce. Use the output from analytics to create your “yellow brick road” for increasing diversity.
- Diversity efforts are often limited to talent acquisition only, but this approach will be limited in its impact due to the complexity of an organization’s workforce. Limiting diversity efforts to one stage of the employee life cycle is akin to playing golf with only one club. Organizations need to view their workforce as an interdependent system so they can identify how actions will impact the whole system. To accomplish this, follow a process of 1) analyzing key decisions points across your employee lifecycle, 2) conducting root cause analysis to identify what is creating gaps, 3) creating a strategic plan to address those gaps, and 4) tracking key performance indicators to ensure that you are on track to achieve your strategy.
- The analytical techniques to identify gaps in your employee lifecycle are not complex. Your analytics team are likely already equipped to conduct these analyses. If you do not have an analytics team yet, these techniques are very learnable.
- Your action planning for diversity recruiting strategy should be aligned to gaps you are seeing in the recruiting funnel. Roadblocks at different stages of the process will require different actions. Using the 4/5ths Rule provides a common metric that integrates each decision point in your recruiting process so that you can view it from the same lens. Displaying results as a heat map can help a lay person understand how discovered gaps without having to understand the analytics at a deep level.
- There are key decision points in your post-recruiting cycle as well. The 4/5ths can help you unite recruiting and talent management decisions using the same metric. Displaying results as a heat map can help a lay person understand how discovered gaps without having to understand the analytics at a deep level.
- A/B testing can help you compare minority and majority groups on a continuous outcome variable (like engagement or satisfaction). These techniques are important because you will need them to evaluate the “inclusion” elements of your diversity strategy. Using the 4/5ths rule alone creates a risk that your diversity strategy will be focused only on input, output, and throughput across your lifecycle. In order for your diversity strategy to success, it is crucial that inclusion/belonging are measured and incorporated as these can be leading indicators of team performance and talent retention.
- Conducting employee life cycle analysis to uncover gaps is only a first step. Gaps can have multiple root causes, and actions need to be formulated to address the root cause. You will need to use a variety of approaches to identifying the root cause (advanced analytics, survey analysis, interviews, focus groups, etc.) Partner with your analytics team and help them prioritize the questions that need to be answered to identify the root cause.
- After you have uncovered the gaps in your employee lifecycle and understand the root cause(s) of those gaps, you are ready to think about a diversity strategy. Each team in your HR organization has an impact on one or more stages of the employee lifecycle and are equipped to address the root cause(s) of any gaps you find. Your HR leadership team can help you determine actions to take to achieve your strategy. Focusing your HR functions to address the root cause of diversity gaps will ensure that your actions plans across HR teams are aligned to the same goal.
- After you have identified the actions you will need to take to address diversity gaps, you should think about how to measure progress and impact along the way. Without key performance indicators, you will not be able to manage your programs to achieve your intended goal. Putting key measures in place to assess impact prior to launching programs, will equip your teams to write their own impact story and achieve it. If you only look at metrics after a program has concluded, there is a real possibility you have missed the opportunity for impact, and there is no ROI.