APTMetrics, Inc.

When “Who” and “How” Trump “What”:

Developing a Diversity Strategy That Sticks

Mary L. MartinézD&I Practice Leader

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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

LeadINsm

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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• 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

Agenda for Today’s Discussion

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What challenges have you faced in developing D&I

strategy in your organization?

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Underlying Principles for Our Work

• 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

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The D&I Journey

Increasing Cultural Competence

Avoidance of legal issues relative to

treatment of protected

classes

Compliance

Acknowledging differences as a challenge to be

managed

Recognition Seeking the

positive value of differences

through engagement

InclusionUtilizing

differences to achieve the

organization’s competitive

success

Activation

Increasing Linkage of D&I to the Business Strategy

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Cultural Competence is Essential for Sustainable D&I

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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)

• Disengagement of stakeholder groups• Lack of action at local level

Inappropriate or inadequate metrics • Measurement doesn’t drive progress on strategic objectives -- may drive undesirable behaviors

Missteps in D&I Strategy Development

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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

Exec

Team MemberExec Team

MemberExec Team

MemberExec Team

Member Exec Team

Member

D&I or HR Facilitator

D&I Influencer D&I Influencer D&I Influencer D&I Influencer

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• 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

Engaging Senior Leaders in Meaningful Dialogue about Strategy

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• 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

Engaging Senior Leaders in Meaningful Dialogue about Strategy

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

Business Goal

HR/talent

strategy to

support the goal

Product/ Market

strategy to

support the goal

D&I Workforce

and Workplace Linkages?(Issues +

Opportunities)

D&I Marketpla

ce and Communit

y 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

RelevantD&I People Metric

s

Relevant D&I Busine

ss Metric

s

The Process:

Assess & DiagnoseEngage & Embed Measure &

Revise

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Strategy Development Example: Workforce & Workplace

Leverage Social

Media to Increase On-line Sales to younger buyers

• Hire additional IT staff with social media expertise

• Provide work environment, challenges, and rewards for IT staff with required skills

• Many of those in target IT workforce are Gen Y, from diverse backgrounds

• Have different career goals/ expectations

• Don’t have strength in recruiting or retaining targeted workforce; need new sources/ approaches to recruitment and retention

• Improve brand image with targeted workforce

• Increase workplace flexibility and openness

• Implement new career paths for IT function

• Perception of company brand by potential hires

• Completion of changes to flex options by __

• Hire and retention stats

Business Goal

HR & Strategies D&I Linkages Gap Analysis D&I Strategies D&I Metrics

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Strategy Development Example: Marketplace & Community

Business Goal

Leverage Social

Media to Increase On-line Sales to younger buyers

Business Strategies

• Update online brand image to appeal to 25-35 market

• Pilot crowdsourcing for product enhancement

D&I Linkages

• Target market has significant racial/ethnic diversity – will need to assess impact on product branding and marketing vehicles

Gap Analysis

• Do not currently have adequate market segment data

• Few linkages to on-line communities attracting targeted segments

D&I Strategies

• Conduct further research, starting with tapping Young Professionals ERG, who can also provide links to virtual (and actual communities)

D&I Metrics

• Market share increases

• Response rates to social media marketing

• # of ideas implemented from ERGs

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• 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)?

Areas for Measurement

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Example of a Multi-Dimensional D&I Scorecard

Qualitative

Quantitative

Workforce Profile• Current picture of

representation • Trends in hires,

advancements, departures

Diversity Climate• Employee

perceptions• Complaints;

charges• 360-degree

feedback• HR process audits

Programs/Process

es • 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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• 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

Small Group Application

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Your questions and comments?

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APTMetrics, Inc.One Thorndal CircleSecond FloorDarien, CT 06820

203.655.7779 TalentSolutions@APTMetrics.comwww.APTMetrics.com

Contact Information

Global Strategies for Talent Management.