When “Who” and “How” Trump “What”:

Developing a Diversity Strategy That Sticks Mary L. Martinéz D&I Practice Leader  APT

Metrics

• A global human resource consultancy building world class, customized talent management solutions, AND • Nationally recognized for its employment class-action litigation support services • Diverse provider (certified by the Women’s Business Enterprise National Council) • What sets our D&I approach apart: • Starts with the organization’s specific business mission/strategy • Leverages our knowledge of talent management, research, analysis and measurement • Integrated, legally sound and sustainable

Global Strategies for Talent Management.

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Areas of Expertise

Job Analysis & Competency Modeling 360° Feedback & Org Surveys Business Metrics Diversity Strategy & Measurement Process/Data Integration High Volume Selection High Value Assessment Litigation Support

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Agenda for Today’s Discussion

• Your challenges?

• APTMetrics’ approach to sustainable D&I change • Common strategy development missteps • Steps to effective strategy • Strategy development example • Application • Your comments and questions

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What challenges have you faced in developing D&I strategy in your organization?

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Underlying Principles

• • • • • • • An organization’s D&I definition, focus and measures reflect its stage of diversity and inclusion maturity Every successful intervention begins with accurate assessment and diagnosis of issues and opportunities in the business context Stakeholders must play an active role if change is to occur Assessment results need to tell a compelling story in order to motivate action D&I must be embedded in every aspect of how the organization does its work Strategy is not static: sustainability requires review, redirection and raising the bar

Ongoing measurement that is meaningful and drives desired behaviors is the key to accelerating change 5

The D&I Journey 6

Building the Infrastructure to Support D&I Change

  

Assessment, Gap Analysis, Identification of D&I Drivers

Critical Business Goals/ Talent and Operational Strategies

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Cultural Competence is Essential for Sustainable D&I

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Missteps in D&I Strategy Development

Contributing Factor Impact

D&I/HR or non-executive Council drafts strategy without business leadership participation • Wrong messages sent about roles • Lack of business leader ownership or understanding of the issues Strategy is too generic or high-level • Organization has difficulty translating into concrete actions for implementation Strategy not built from business objectives • D&I actions not seen as priority or related to achieving business goals Strategy designed around discrete activities and programs rather than an integrated vision for the desired end state • Failure to leverage resources • People don’t “connect the dots” Lack of flexibility for adaptation to local needs (function, site, region, country) Inappropriate or inadequate metrics • Disengagement of stakeholder groups • Lack of action at local level • Measurement doesn’t drive progress on strategic objectives -- may drive undesirable behaviors

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Steps to Effective Strategy

• Be clear on the roles of business leaders v. HR/D&I • Actively engage leadership in the strategy dialogue and decision making • Assess the D&I status quo thoroughly, against the backdrop of the business and HR strategies to determine gaps for the • Workforce • Workplace • Marketplace (customers/suppliers) • Communities • Ensure clear goals in alignment with HR and business needs and build specific plans, accountabilities, and milestones

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Most Effective Roles for Key D&I Stakeholders

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Executive and BU-level Councils Drive Action

Business Head Chairperson D&I or HR Facilitator Exec Team Member Exec Team Member Exec Team Member Exec Team Member Exec Team Member D&I Influencer D&I Influencer D&I Influencer D&I Influencer

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Engaging Senior Leaders in Meaningful Dialogue about Strategy

• Why it’s important • Personal engagement requires interaction with the data, issues and reality of D&I in the organization and the marketplace • Ownership at the top fosters accountability being pushed down through the organization • Sends a message to the organization that D&I is part of the business landscape, not a separate endeavor • Enables senior leaders to speak knowledgeably about D&I because they have struggled with what it means for their organization • Ensures implementation resources

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Engaging Senior Leaders in Meaningful Dialogue about Strategy

• Your role and key tasks as D&I expert • Be well-versed in the business • Do your homework on status quo and potential “burning platform” factors • If possible, work through an Executive-level D&I Council or Task Force • Enlist individual champions at the senior leadership level • Educate and engage through the strategy development process • Know the questions to ask that point to connections between D&I and business success

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A Metrics-Driven Approach that Accelerates D&I by Starting from the Business Strategy HR/talent strategy to support the goal

Business Goal

Product/ Market strategy to support the goal The Process: D&I Workforce and Workplace Linkages?

(Issues + Opportunities) D&I Marketplace and Community Linkages?

(Issues + Opportunities) Status Quo v.

What’s Required to Optimize Leverage = D&I Strategy Status Quo v. What’s Required to Optimize Leverage = D&I Strategy Workforce and Workplace Actions and Account abilities Marketplace & Community Actions and Account abilities Relevant D&I People Metrics Relevant D&I Business Metrics Assess & Diagnose Engage & Embed Measure & Revise 15

Strategy Development Example: Workforce & Workplace

Business Goal

Leverage Social Media to Increase On-line Sales to younger buyers

HR & Strategies

• •

Hire additional IT staff with social media expertise Provide work environment, challenges, and rewards for IT staff with required skills D&I Linkages

• •

Many of those in target IT workforce are Gen Y, from diverse backgrounds Have different career goals/ expectations Gap Analysis

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Don’t have strength in recruiting or retaining targeted workforce; need new sources/ approaches to recruitment and retention D&I Strategies D&I Metrics

• • •

Improve brand image with targeted workforce Increase workplace flexibility and openness Implement new career paths for IT function

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Perception of company brand by potential hires

• •

Completion of changes to flex options by __ Hire and retention stats 16

Strategy Development Example: Marketplace & Community

Business Goal

Leverage Social Media to Increase On-line Sales to younger buyers

Business Strategies D&I Linkages

• •

Update online brand image to appeal to 25-35 market Pilot crowdsourcing for product enhancement

•

Target market has significant racial/ethnic diversity – will need to assess impact on product branding and marketing vehicles Gap Analysis D&I Strategies

• •

Do not currently have adequate market segment data Few linkages to on-line communities attracting targeted segments

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Conduct further research, starting with tapping Young Professionals ERG, who can also provide links to virtual (and actual communities) D&I Metrics 17

Areas for Measurement

• Workforce Profile • How many? What trends? What patterns?

• Programs/Processes • How many? How well? What impact?

• Diversity Climate • How fair, flexible, engaging, and open to differing perspectives?

• Business Impact • How much more (productivity, sales/market share, cost savings)?

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Example of a Multi-Dimensional D&I Scorecard

Workforce Profile

• Current picture of representation • Trends in hires, advancements, departures

Programs/Processes

• Participation in activities/programs (eg, training, mentoring) • Evaluations of participant experience with programs • Program impact (eg, on advancement, retention) Qualitative Quantitative

Diversity Climate

• Employee perceptions • Complaints; charges • 360-degree feedback • HR process audits

Business Impact

• ROI (cost/benefit) of internal process changes • Increased innovation, productivity, quality • Market growth • Customer satisfaction Processes Outcomes

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Small Group Application

• In your small group • Select an HR or Market strategy that is critical to one of the companies represented in your group • Identify the potential D&I implications for this strategy • Suggest 1-2 strategies for D&I that would support the business/HR strategy?

• How might progress be measured?

• Be prepared to report out on your discussion

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Your questions and comments?

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Contact Information

APTMetrics, Inc.

One Thorndal Circle Second Floor Darien, CT 06820 203.655.7779 TalentSolutions@APTMetrics.com

www.APTMetrics.com

Global Strategies for Talent Management.

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