how to overcome the challenges of measuring, benchmarking, and improving your diversity program

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How to Overcome the Challenges of Measuring, Benchmarking, and

Improving Your Diversity Program

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Speakers: Jeffery D. Lewis Senior Vice President of Professional Services, Workforce Compliance and Diversity Solutions Division Peoplefluent

Lisa Harpe Principal Consultant Peoplefluent Research Institute

Moderator: Ladan Nikravan

Senior Editor Talent Management magazine



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Ladan Nikravan Senior Editor Talent Management magazine



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Jeffery D. Lewis Senior Vice President of Professional Services, Workforce Compliance and Diversity Solutions Division Peoplefluent

Lisa Harpe Principal Consultant Peoplefluent Research Institute



© PeopleFluent 2015

How to overcome the Challenges of Measuring, Benchmarking, and Improving your Diversity Program

Jeffery D. Lewis

Dr. Lisa Harpe

11 © 2015 PeopleFluent | ConfidenMal Diversity Management Benchmark SoluMons

§  A process that aligns with your employment decisions and pracMces

§  A process that provides Management with results that are ACTIONABLE

§  A process that provides PREDICTIVE Measurement

§  A process methodology that is Consistent, Repeatable, & ObjecMve

§  A process that can be used to inform stakeholders

§  A process that provides Management progress dashboards to promote accountability

Industry ExpectaMons


•  QuesMons we are looking to answer: •  Do we have a gap between where we are and where we want to be with

Diversity RepresentaMon? •  If we have a gap, is it significant? •  How do we look compared to each source we use to fill posiMons (both

internal & external)?

•  Who to include in the dashboard: •  Look at all classes, not just Females and Total People of Color (MinoriMes)

•  Include African American, Asian, Hispanic, & White

•  Look at all levels of the organizaMon, not just the Sr. ExecuMves •  Look at all levels of the business (Business Unit, Division), not just at the

overall Company

Diversity Benchmarks


• 

Benchmark Dashboards



Compare the current makeup to the sources where you find talent.


Measures that address the larger HR Community; the full aspect of Human Capital Management. Where you are and how you got there; the Why?

•  RepresentaMon •  Talent AcquisiMon •  Talent Management & Development •  Talent RetenMon

A holisMc view into the organizaMon

Diversity Metrics


The Complete Talent Lifecycle View


The Complete Talent Lifecycle View

•  2A -‐ RecruiMng doing well, Hiring Process not as expected

•  2B – PromoMng into doing well, PromoMng up to 2A not as expected

Look at each step of the Talent Process to help answer the quesMon, Why we have a gap?


Determining how to invesMgate why gaps exist

Next Steps


Example: Technicians •  Goal is 27% females.

•  Actual workforce is 20% female

•  Goal = 27% •  Examples are race and gender but the same analysis could be conducted for race, veteran status or disabiliMes

•  Availability for veterans using different esMmates •  7% availability esMmate for persons with disabiliMes

•  Could use other benchmarks such as industry benchmark, census data, etc.?


Applicant pool compared to goal by recruiMng source


•  Company Job Board •  Create a review comminee, made up of high performing female

professionals, to review the company job board and make suggesMons to make it more appealing and easier to use.

•  Hire diversity consultant to take part in the review •  Revise the job board based on suggesMons

•  Job Fair and Colleges •  Increase recruiMng and predominantly female universiMes, including

graduate programs •  Develop job fair for females only

RecruiMng Source Analysis (cont.)


•  Third Party •  Look for third party recruiters that specialize in diversity sourcing for female Technicians with the skills required in the jobs that you are trying to fill

•  EffecMve Source of Females •  Premium Post Sites •  Professional OrganizaMons



•  Sourcing Analysis •  What are the best sources of applicants? Hires?

•  What are the best sources of female and minority applicants? Hires?

•  How can we use this informaMon to improve our good faith efforts?

Sourcing Analysis


Sourcing Analysis (cont.)


•  Target colleges and third party recruiters since you get a large percentage of hires from these sources but fewer than expected females from these sources.

•  You get a greater than expected percentage of females from premium posMngs and professional organizaMons but few hires from these sources. Why is that? Are you targeMng the RIGHT job boards and professional organizaMons?



•  Why are females not gepng hired?

•  Can this informaMon help you with targeted recruiMng?

•  Based on this informaMon, can you make any changes to the posiMon or hiring process?

•  Based on this informaMon, can you do a bener job of disposiMoning candidates?

DisposiMon Analysis


DisposiMon Analysis (cont.)


•  Withdrawals •  Do you have any flexibility on the hours? •  Can you change the hours to decrease withdrawals?

•  Job QualificaMons •  Where can you find females with more experience? •  Target recruiMng to these sources

•  Passive Withdrawal •  Can you make extra effort to get contact informaMon? •  Can you try more Mmes than required to contact females?



•  TerminaMons •  Why are members of a protected group leaving? •  From what groups are members of protected group leaving?

•  Jobs •  Departments •  Business units •  LocaMons (city, state, AAP, region)

•  PromoMons •  What is the racial and gender composiMon of the feeder jobs? •  What are the characterisMcs of employees most likely to be promoted

and what is the distribuMon of these characterisMcs by race and gender?

Could conduct similar studies on other employment decisions


Find PeopleFluent on… Twi<er: twiner.com/peoplefluent LinkedIn: linkedin.com/company/peoplefluent Facebook: facebook.com/peoplefluent Blog: peoplefluent.com/resources/peoplefluent-‐blog

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