4 Feb 2020

MEASURING THE IMPACT OF YOUR D&I STRATEGY

Dawn Moore – Group People Director

▪ A bit about Murphy

▪ Diversity and Inclusion Strategy

▪ Measuring the Strategic Impact

▪ Results and Practical

Suggestions

In the next 30mins…

One Murphy. One team. One family

Our purpose is to improve lives by delivering world-class infrastructure. We do this by achieving operational

excellence through our strategic drivers and focus on project delivery

Together, we work as ‘One Murphy’ by directly delivering the people,

plant and expertise needed to make projects a success

FAMILY OWNED

PURPOSE & FOCUS

ONE MURPHYJ. Murphy & Sons Limited is a

leading global, specialist engineering and construction company founded in 1951 and still 100% family owned

Statistics

Our sectors

TRANSPORTATION POWER WATER NATURAL RESOURCES CONSTRUCTION & PROPERTY

YOU NEED A STRATEGY TO MEASURE!

Operating in a sector where challenges around diversity have existed for a number of years

Many projects in difficult locations/conditions, recruitment challenges, access, working patterns

Industry not always attractive to under represented groups

Industry historically traditional in its thinking –e.g. around recruitment

Where to start

Where to start

• Sector skills shortage for foreseeable future

• Employee not necessarily happy: 1 in 2 did not feel respected by their line manager, 24% churn rate

• Many companies setting targets and/or running various initiatives – need to find solutions to make D&I part of business as usual

• SOLUTIONS ARE MORE SUSTAINABLE – INITIATIVES TEND TO HAVE A LIFESPAN

• THIS IS ABOUT CHANGING CULTURE

It’s all about culture and behaviours……

It’s all about culture and behaviours……

The strategy

▪ Challenge traditional thinking and behaviours

▪ Commitment from senior leaders

▪ Have a clear strategy based on facts

▪ Start simple - introducing or updating existing policies e.g. inclusive language, family-friendly job adverts

▪ Be more innovative e.g. in recruitment (returnship programme)

▪ Remove cultural barriers e.g. flexible working

▪ No targets but regular monitoring of progress

▪ This can’t be an HR initiative – other ambassadors e.g. FIR

▪ Think wider than just your current employees : current, potential, communities you work in

Long term culture change

The strategy

The different strands of diversity

▪ New partnerships to access untapped talent pools e.g. Business Disability Forum, Crisis, Women into Construction

▪ Specialised regional and national opportunities –Moving on up (London), Buildforce

▪ Specific campaigns for better inclusion and retention – e.g. autism awareness, women into construction, becoming more family friendly

▪ Creation of social enterprises – leaving a long term legacy

▪ Get employees involved in sharing their stories

MEASURING YOUR D&I STRATEGY

The legal and objective perspective

Equal Opportunities Monitoring

The Equality Act 2010

9 protected characteristics:

1. Age

2. Disability

3. Gender

4. Marriage or Civil Partnership

5. Pregnancy and maternity

6. Race

7. Religion or Belief

8. Sex

9. Sexual Orientation

Measuring diversity and inclusion

“Diversity is not a programme to complete. It is a process of systemic organisational change.

It’s not about counting heads, but about making heads count, not about representation but about utilisation. It’s not something to be

finished. It’s an on-going aspect of organisational behaviour. The real value from diversity is using differences to the company’s advantage. It’s not about having the company look different but having it work

better.”

(Hubbard 2004)

Measuring diversity and inclusion

Measuring diversity and inclusion

Food for thought

There’s only a skills shortage if you choose to make one

It’s inclusion that drives diversity, not the other way around. It’s culture that determines the diversity numbers. You can’t fix culture, you have to build it

What is your ‘formal’ people data telling you Applicant profiles from key recruitment sources

Info and trends from your equal opportunities monitoring

Candidate feedback

Are there internal areas of good practice?

Are your policies and programmes inclusive and easily understood by all?

How many people have a flexible/agile working arrangement (and is it encouraged?)

Issues raised? Proactive resolutions?

What targeted support do you have for key employee groups and what is the feedback?

Do people see senior management commitment?

Measurements of your D&I Strategy

Understand the power of the ‘informal’ measures

Progression: how are people ‘like me’ doing

How many women and other groups are represented at all levels?

Do you ask in your employee survey if people feel included and respected?

Power of role models: women, transgender, non-white ethnic groups in senior roles? Working flexibly?

Have there been any innovative ideas raised to improve D&I in the workplace with encouragement?

External perception of your business on D&I

Measurements of your D&I Strategy

The measurements

• 200 applications

• 74% of applications BAME

• Application gender split 50/50 male and female

LMJV

90 ex offenders

13 homeless

47% female

16% BAME

10% disabled

International DI standard

62%Had flexible/agile working arrangements

38%Increase in applications for roles with flexibility(over the last twoyears)

EDI embedded in the strategic business plans for the next 5 years: a huge shift culturally

A returnshipprogramme

The measurements

FIR Commitments

Behaviours measured

Reward links

All recruitment agencies required to undertake Murphy FIR training

Community & Supply Chain- Sign up to our values- Social inclusion- Local employment- Reflect where we work

Huge focus on

mental health –

support and

inclusivity in the

workplaceTrained mental

health first aiders

250

90%

of employees believed

Health, Safety and

Wellbeing was priority

recommended as an

employer95%

99%

felt respected by

their line manager

Innovation is a big part of the journey

Burka/Hijab Friendly PPE and faith appropriate maternity wear

Feminine Hygiene Packs

Measuring the impact of your D&I strategy depends on strategy you have

Are you aiming for particular targets or a culture change?

Will just setting targets drive the right behaviours?

Is there a mechanism in place to monitor continuous improvement?

This can’t be an HR initiative or rely on HR measures

Think internal and external impact

Strongest measures are your cultural indicators

SUMMARY MESSAGES

BEST MEASURE IS WHAT YOUR EMPLOYEES THINK

Questions?