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Diversity Metrics: A Guide to Constructing an Inclusiveness Audit

By: Calvin B. Ball, III



When it comes to diversity, gender equity and other inclusive workplace initiatives, the conversation of assessment arises early, as well it should. Whenever such an initiative is implemented, there should be a system of evaluation in place to measure the effectiveness of the organization’s efforts.
Some of the questions, which invariably arise when an organization is considering an inclusiveness audit, revolve around the "whys", "whos", "whens", and "hows", of the process. All of these are valid and important questions, which should be carefully considered before moving forward.


Why should an audit be conducted?

  • Baseline vitals are paramount to future success
  • Business cases can be persuasively constructed based on assessment data
  • Feedback gathered aids in recognizing and preventing any future issues
  • Generating commitment through employee input gives an organization-wide sense of ownership
  • Identifying staff development needs adds value to the entire organization
  • Light is shed on previously unaddressed issues facilitating awareness and improvement

Who should conduct it?

The individual or group coordinating and implementing the audit will vary from organization to organization. However, whoever is in charge needs to be dedicated and committed, and have a power base from which they can draw when data gathering.

When should it happen?

When should an audit be conducted? Each organization will need to assess this for themselves, however certain criteria are necessary before an audit can be successful. Without buy-in from the top, with out a perceived need from someone in power, without any commitment from someone in the dominant culture, without allocation of any necessary resources, effectiveness of this audit will be hindered. An organization should only move forward on an audit once these critical supports are in place. Also one should construct realistic timetables with enough elasticity for any eventualities not previously considered.

How should it be constructed?
When constructing an audit, make sure to utilize both quantitative and qualitative measures. As you review, plan and implement these two data structures, you will find that within each there are some objective and some subjective, gray areas.

Quantitative
  • Absenteeism – Are certain groups more prevalent?
  • Accidents and safety violations – per affiliation and group



  • Benefits – Who is using them and how?
  • Buyer and contractor diversity
  • CareerDevelopment
  • What’s offered?
  • Who is active and where?
  • Demographic representation
  • Do your organization’s numbers mirror your customer base (current and prospective)?
  • Are all of your levels and departments generally numerically representative of your organization?
  • EEO / AA Statistics - An assessment of grievances
  • Lawsuits & Settlements - Are certain affiliations or groups more prevalent?
  • Leave – Who, when, how long, return
  • Market share – Who is here? Who is even aware?

  • Overtime – Are there irregularities among groups?
  • Pay equity – Are people in the same job getting the same compensation?
  • Productivity measures – Are they objective and the same across the board?
  • Promotions – What percentage of each group is represented?
  • Recruiting – costs, who is interviewing, who gets hired
  • Response times – Are they varying among groups?
  • Retention – What does your turnover rate look like?
  • Sales figures – Are certain groups being more successful?
  • Training costs – Are you spending more with minimal results?


Qualitative
  • Anonymous input systems – suggestion boxes, hotlines, WebPages or outside mail receptacle to deal with issues

  • Benefits – are you flexible and accommodating
  • Best practices and benchmarking
  • Acquiring executive level buy-in
  • Climate and culture measures
  • Diversity initiative objectives
  • Mistakes can be prevented through vicarious learning
  • Training
  • Focus groups
  • With specific groups and
  • With mixed groups
  • Interviews – 1:1
  • Dominant group
  • Non-dominant group
  • Leaders / policy makers
  • On-the-job observations – Who is saying what outside of official meetings?
  • Performance data – evaluations and discipline
  • Frequency
  • Severity
  • Philanthropy / community ties / networking – are you connected to diverse groups and organizations?
  • Programs
  • Is there a successful mentoring program?
  • What are you training on?
  • What are you celebrating?
  • Reputation – are you externally recognized for your diversity policies and procedures? How do your peers and the community at large view you?
  • Rewards
  • Do you give awards appropriately?
  • Do you give your people what they want?
  • Do you even know what your people want?
  • Do you reward equally and objectively?
  • Surveys
  • Climate assessment
  • Morale
  • Internal and external customer satisfaction
  • Testimonials and complaints– are you appropriately addressing complaints when they are still informal as well as rewarding the proper behavior?
  • Work group cohesiveness
  • Are people working for the organization, themselves or each other?
  • Is it a team-oriented atmosphere?
  • How often do conflict and friction arise and how is it dealt with?



Caution!
  • Your organization must be ready and willing to deal with both positive and negative data.
  • Ignorance is bliss, as long as you can afford it.
  • Consider confidentiality issues and prepare for them.
  • Know and acclimate to your time constraints.
  • Create an intervention plan. Once you have the data be prepared to act on it.
  • What does it look like when you are finished?
  • Active mentoring is available to each and every part of the leadership structure
  • Contributions are given and utilized from a broad group
  • The organization generally views diversity as an asset
  • There is diversity in leadership, and qualified individuals are sought, found and retained
  • There are no barriers; perceived or otherwise
  • Diversity is a corporate initiative incorporated into the management system
  • Promotions are reflective of the value of different perspectives and styles
  • Safe and effective communication and conflict resolution mechanisms exist across similarities and differences
  • The organization is recognized externally as a desirable place for anyone to work
  • Employees feel valued, trust the system and know what is expected from them
  • No one resigns because of exclusion
  • You are never finished



For further reading:


Gardenswartz and Roe, Managing Diversity: A Complete Desk Reference





Gardenswartz and Roe, The Diversity Tool Kit.





Calvin is a Senior Principal with The Diversity Training Group and is dedicated to improvement.

For more info go to the information source: The Diversity Training Group



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