Studies indicate that when companies commit to diverse leadership, they more easily attract top talent, outperform their peers, and can enter and succeed in previously untapped markets. To gain these advantages, business and HR leaders have been seeking insight into best practices for fostering and measuring diversity and inclusivity for several years. But as workforce demographics change, those practices are also evolving. By comparing results from the 2015 and 2019 Strategic Diversity Measurement surveys, we can see where the needle has moved and pinpoint what organizations need to do to advance their D&I goals. In this webinar, we’ll cover Strategic measurement as a tool to advance D&I initiatives Research on the impact of organizational maturity in relation to strategic tasks Improvements and best practices implemented by advanced organizations.

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Frequently Asked Questions

5. Moving the Needle on Strategic Diversity

6. 6
Sarah Kimmel
Vice-President, Research
Human Capital Media
Pamela Pujo
Diversity Advocate
Affirmity
Introducing...

7. Key Findings
● Most respondents feel their organizations have a lot of work to do regarding
assessing and measuring the impact of their D&I programs.
● Some organizations are far out in front of the pack regarding D&I. Function
maturity makes for dramatic differences in measurement practices and outcomes.
● The needle has moved on what constitutes an advanced D&I practice, with 2019
advanced organizations doing even more than advanced organizations from
2015.
● Organizations that are struggling with D&I have plenty of examples to follow to
get there.

8. Methodology
● 2019 Strategic Diversity Measurement survey
● N=506
● Survey fielded to Workforce and CLO subscribers with
responsibility for D&I in April/May 2019.
● Good representation from organization sizes, with
17.4% from organizations with 2,500-9,999 employees
and 15% from organizations with 10,000 or more
employees.
● 26.7% of respondents were from multinational or
global organizations.

9. Research Results
9

10. Polling Question
How advanced is your organization’s measurement of the
impact of D&I on organizational goals?
❏ We don’t know what to measure
❏ We’re making some progress identifying what to measure
❏ We’re ahead of the curve in diversity measurement
10

11. Stage of Organizational Measurement for D&I
11

12. 87.9% of Organizations Track Workforce Demographics
12

13. D&I Measurement Maturity
13

14. Polling Question
Does your organization use metrics to create
strategic D&I goals?
❏ Yes
❏ No
14

15. Strategic Goals Tasked by D&I Function
15

16. Metrics Used to Measure the Impact of D&I
16

17. External Benchmarks Used to Measure Success of
D&I Goals
17

18. To Whom D&I Metrics are Reported
18

19. Key Stakeholders for Accomplishing Diversity Goals
19

20. Integration of D&I Function With Talent Management
or Corporate Functions
20

21. Barriers to Increasing the Effectiveness of Strategic
D&I Measurement
21

22. 2015 vs. 2019: Moving the Needle
22

23. Leading Edge Diversity & Inclusion Practice
● Is now more highly integrated with
other HR functions.
● Is now tasked with more strategic
goals, and performs more strategic
tasks. This is particularly true of
fostering innovation and
collaboration.
● Is now significantly more likely to
report D&I metrics to a wide variety
of executives.
23

24. Integration of D&I Function with Other Functions
(2019 vs. 2015)
24

25. Fostering Innovation and Collaboration
(2019 vs. 2015)
25

26. Strategic Tasks D&I Function Performs (2019
vs. 2015)
26

27. To Whom D&I Metrics are Reported
(2019 vs. 2015)
27

28. Big Picture
28

29. “Diversity and
inclusion
work is never
finished.”
29
Track
Assess
Design
Measure
Report
Repeat

30. Track an Expanded View of Diversity
Organizational
Role, Tenure, Division,
Management Status, Job Title
Secondary
Religion, Education,
Marital Status, Parental Status,
Language, Veteran Status
Primary
Race, Age, Gender,
Sexual Orientation,
Disability
30

31. Assess the Data
Example Report Takeaways
• Focus on red and yellow areas, which
indicate performance is below
expectations.
• Investigate if sourcing and recruiting
efforts are fully utilizing the available
external pool.
• Understand if the available internal talent
is being closely explored or if women and
people of color are being filtered out of
the promotion process.
31

32. Design the D&I Strategy
● Align the D&I framework and
strategy based on organizational
goals and needs
● Integrate D&I strategic tasks
beyond the scope of workforce
demographics with other talent
management and corporate
functions
● Use analytics to address bias and
disparities in recruiting and
succession planning
32

33. Measure and Benchmark
● Measure the impact of D&I on
other business strategic tasks
such as recruiting outcomes,
employee retention
● Benchmark to record progress or
lack of progress to increase
accountability
● Benchmark data externally and
internally
33

34. Share vital
information
with managers
in easy-to-read
reports
Report to Key Stakeholders
34

35. Repeat - Move the Needle Forward
● Track your workforce demographics
● Assess the data
● Design your D&I strategy and framework
● Measure your results
● Report to key stakeholders
35

36. Polling Question
Would you like an Affirmity representative to reach
out to you with more information on strategic
diversity measurement?
❏ Yes
❏ No
36

37. ?
QUESTIONS & ANSWERS
37

38. Upcoming Trade Shows:
Date Title Location
10/28-30 SHRM Inclusion 2019 New Orleans, LA
11/12-13 Conference Board, D&I West Coast
Conference
San Francisco, CA

39. Thank You
Affirmity.com or info@affirmity.com
Twitter: @Affirmity_DI
LinkedIn: linked.com/company/Affirmity

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