Diversity and Inclusion Management Plans and D&I Metrics to Improve Workforce Diversity

Situation:
A Fortune 100 company wanted to determine the most effective approach to further increase workforce diversity and to manage workforce diversity moving forward.

Solution:
Analysis of workforce movement (hires, promotions, losses), employee survey, and exit survey data indicated that the primary issue was loss of people due to an unsupportive or unwelcoming work environment and insufficient access to key assignments.

A multi-pronged approach to the work environment was taken. This included highlighting the new objectives in the company’s diversity strategy, upward communications to senior executives from employee network group leaders, redesign of some human capital management processes, and a multimedia toolkit that focused teams on inclusive work methods.

Outcome:
Company-wide communications and use of the toolkit improved the work environment. Representation continued to improve in the presence of acquisitions, spin-offs, outsourcing, and force reductions. Future steps include focusing on executive decision making and using the toolkit to develop Business-Aligned® diversity and inclusion team action plans.

Situation:
A Fortune 100 company wanted to know how well it was doing at improving workforce representation of Women and People of Color at all levels.

Solution:
Analysis of representation trend data and external benchmarks indicated that in particular representation of Women of Color was improving although at a relatively slow rate. New metrics were designed that highlighted movement of Women of Color and the decisions being made by executives as they filled positions through hiring and promotion.

Outcome:
The new metrics were accepted and incorporated into the overall scorecard. Further results pending.

Situation:
A Fortune 500 company needed to further increase representation of Women and People of Color in its workforce, especially at middle and senior management.

Solution:
The company is a Federal contractor with Affirmative Action Plans (AAPs). The job groups were redesigned to better align with the way hiring managers think about jobs and the hiring managers were given tools that made AAP underutilization goals more actionable.

Outcome:
Anecdotal evidence indicated that this was helping; further results pending.

See more about how MDB Group can build the diversity of your workforce.