Making Change: Exploring the Intersection of OD and Diversity and Inclusion

OD Network

Mary L. Martinéz D&I Practice Leader  APT

Metrics

, Inc.

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About APTMetrics

Global Talent Management Solutions Provider Comprised of:

• Ph.D. industrial/organizational psychologists • Human resource consultants • Information technology specialists

What Sets APTMetrics Apart:

• Professional integrity • Evidence-based approach • Technical expertise • Customer service

Diversity Supplier

• Certified as a women-owned business by WBENC • Certified as a women-owned small business by the US SBA

Global Strategies for Talent Management.

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Our Areas of Expertise

• • • • • • • • • • Leader Assessment Employee Selection Litigation Support Diversity Strategy & Measurement Job Analysis Competency Modeling Performance Management Staffing for Mergers & Acquisitions Organizational Surveys Public Sector Services

Global Strategies for Talent Management.

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Our Web-Based Solutions Platform

APTMetrics ® SelectionMetrics ® Employee Selection System LeadIN

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Leadership Assessment Suite JobMetrics ® Job Analysis System 360Metrics ® 360-Degree Feedback System SurveyMetrics ® Organizational Survey System

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APTMetrics’ U.S. Offices

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Goals for Our Dialogue This Evening

• Review the evolution of diversity and inclusion (D&I) as a concept and practice area for HR/OD specialists • Provide an update on trends in the area of diversity and inclusion • Explore the areas of focus for D&I change moving forward • Discuss your ideas on how to further integrate OD principles and practices into D&I work

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What’s the Connection?

• Organization Development:

“[A]n effort, planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization's processes, using behavioral-science knowledge" (Beckhard 1969)

• Diversity and Inclusion Management:

A systematic and integrated change in organization culture and behavior designed to leverage individual and group differences and similarities in support of the entity’s strategic goals and objectives by improving talent development and utilization, engagement, innovation, teamwork, and stakeholder satisfaction.

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The D&I Journey

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Cultural Competence is Essential for Sustainable D&I Cultural Competence

(Organizational & Individual)

1. Respects diverse perspectives that may arise from background, culture, ethnicity, race, gender, age, generation, values and other individual characteristics 2. Operates effectively in different cultural contexts and alters behaviors to reach different cultural groups 3. Recognizes when diverse views are not being leveraged and confronts this situation 4. Drives action through the organization to capitalize on diversity as a business asset

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Diversity and Inclusion: Where We Are Today?

• D&I a legitimate function in Fortune ® companies 500 and many smaller • Stronger tie in to business objectives; progress toward “embedding” D&I in organization processes • Many individual, effective programs and initiatives • Proven infrastructure for change • Progress in some companies, for some under-represented groups, in advancement to leadership roles

Some examples…

What Works; What Doesn’t

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From Frank Dobbin,

Evidence-Based Diversity Management: What works in Corporations

, Military Leadership Diversity Commission, June 2010

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Mentoring Does Make a Difference

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A Proven Infrastructure to Support D&I Change

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Diversity and Inclusion: Where we are Today?

(cont’d)

• Focus shifting from diversity to “inclusion” and “cultural competence” • Increased effort to understand on root causes of exclusion • Interest in “unconscious bias” • In part, reflects global roll-out of D&I • Greater awareness of the talent management  connection diversity • More consistent and broader strategy, goal-setting and measurement

Some examples…

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What is Unconscious Bias?

…an implicit, learned, positive or negative belief about a particular category of people that results in thoughts or actions that may disadvantage or exclude an individual from that group.

…a “tape” that automatically plays in one’s mind that affects one’s behavior towards an individual based on one’s association of that person with a particular category or group of people.

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2.3

2.25

2.2

2.15

2.5

2.45

2.4

2.35

2.1

Example of Root Cause Analysis Underlying Performance Appraisal Disparities: Rater-by-Ratee Interactions

African American

Ratee Ethnicity

African American Rater White Rater White

African American employees

were rated significantly lower by White raters than by African American raters (

d

= -.30, p < .05), whereas, White employees were not rated differently by White and African American raters (

d

= .04, ns ).

White raters

rated White employees significantly higher than African American employees (

d

= .36, p < .01), whereas, African American raters did not rate White and African American employees differently (

d

= .06, ns) .

16 Example of Leadership Assessment that Includes Cultural Competency Cultural Competence

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What Do We Need for the Next Leg of the Journey?

• “Deeper” involvement by executives • An integrated model based on change management principles • Continued expansion of the stakeholder base through partnership AND accountability • Fuller integration and greater “cross-leveraging” of individual programs or initiatives within a company • Greater ability to define and measure outcomes that are meaningful to the particular organization and its members • Better understanding of diversity/inclusion issues in various regions/countries

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Role of Leadership

• Personal behavior • Explicit statement of values • Frequent messages to executives, employees, Board • Direct, visible involvement (e.g. championing employee networks, sitting on or chairing councils) • Holding direct reports accountable for developing, promoting, mentoring (clear accountability vs. actual tangible rewards is key) • Pushing for diversity of high potential pools and succession slates – the sooner the better • Discussing diverse talent (high potentials, successors) with the Board • Public recognition of diversity achievement (as or more effective than compensation-based rewards)

From 2008 Mercer study, “The Impact of Senior Leader Commitment on Diversity and Inclusion”

A Metrics-Driven Approach that Accelerates D&I by Starting from the Business Strategy 19 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 vs.

What’s Required to Optimize Leverage = D&I Strategy Status Quo vs. 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

Example of a Multi-Dimensional D&I Scorecard

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

Diversity Climate

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

Programs/Processes

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

Business Impact

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

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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.