In this article, we will delve into the final step in implementing a strong diversity, equity, inclusion and belonging organizational strategy.
Putting DEIB into action may seem daunting. To make this happen, make DEIB a part of every business goal, focus on building a culture of belonging and acceptance, make sure there are safe places for conversation and feedback, put money into ongoing learning and improvement, and set up ways for openness and responsibility.
Step 5: Measurement, iteration and feedback1
Organizations must routinely review and report on their DEIB initiatives and update or create additional DEIB policies and guidelines in response. Integrating a transparent, continuous measurement process for any business initiative is a fundamental practice for successful organizations. DEIB initiatives are no different.
DEIB reporting: Quantitative measures
An analytics dashboard that tracks key DEIB metrics in real-time is very helpful for keeping an eye on things and communicating easily with the people who need to know. The success of the DEIB transformation can be measured by setting benchmarks and KPIs, and then keeping an eye on them in a planned way. Further, this allows the organization to remain nimble by making process changes to address stagnation, celebrate successes, or even advance a goal once the initial metric is achieved. As an illustration, an organization aiming to enhance gender diversity within its predominantly male-dominated leadership team may monitor and transparently disclose the number of women promoted to senior leadership positions. Additionally, this organization may do an analysis of the fundamental measures that contributed to the realization of this accomplishment (e.g., leading metrics). Adding a quantitative measure to track the number of women in leadership development programs compared to men would help figure out what causes the differences and which factors are the most important.
DEIB reporting: Qualitative feedback
In addition to the quantitative measures described above, qualitative measures can provide valuable insights into the DEIB transformation. The acquisition of reporting data through the implementation of surveys, interviews, and reviews can be employed to gather information regarding DEIB initiatives and their effects. This data, in concert with quantitative metrics, enables organizations to fine-tune DEIB initiatives and adapt over time. Below are examples of mechanisms that can be used to acquire qualitative data on DEIB initiatives.
Employee feedback: Multiple methods for collecting employee feedback on DEIB initiatives exist. One common method is through employee surveys. These surveys serve as a means to measure the impact and success of DEIB efforts and get valuable insights into employee perspectives on the DEIB transformation. Surveys that allow for comments will also provide context that enables further actionable change.
While surveys can be a time-effective way to solicit feedback, multiple other methods exist and should be incorporated into the DEIB data acquisition process. For example, suggestion boxes, whether in physical or digital form, allow individuals to offer anonymous comments about DEIB initiatives. Another option is implementing open-door policies to facilitate direct communication channels with organizational leaders that can frequently result in acquiring candid and practical input. Also, including questions related to DEIB in employee-leader updates can serve as an additional mechanism for feedback.
Learning and development programs, particularly those focused on DEIB initiatives, can also be useful places to collect feedback on DEIB progress. Using learning circles or communities as dedicated spaces for discourse on matters related to DEIB can be avenues for soliciting valuable input and feedback. Additionally, having leaders regularly conduct “stay” or retention interviews of their departmental employees is another way to glean information about successful DEIB practices and persisting challenges to employees. Stay interviews provide a valuable occasion to ascertain the underlying factors that drive an employee’s motivation while simultaneously fostering a sense of trust between the employee and their boss. Finally, candid contextual information can be gleaned through employee exit interviews. These interviews, conducted when an employee is leaving the organization and is therefore less beholden to organizational strictures, can provide valuable input regarding the perception of DEIB initiatives and identify potential areas for improvement.
Large-scale communication channels: Using town halls, webinars or public platforms can facilitate direct contact between employees and organizational leadership regarding DEIB initiatives. Utilizing intranet platforms and newsletters can also effectively maintain the visibility of DEIB efforts among all employees. Slack channels, Google Groups and Spaces or the use of other specialized channels can assist in facilitating expeditious and informal dissemination of information and providing feedback.
ERGs: A lot of the time, employee resource groups are not used for DEIB feedback and insight or included in larger DEIB efforts, which makes them much less useful. Regular meetings between ERGs and leadership can be a valuable platform for ERGs to provide insights on ongoing projects. ERGs can be a means to assess the viability and effectiveness of new initiatives prior to their broader implementation.
Additional stakeholder data: Organizations can also consider gathering data from stakeholders beyond their employee base. For example, customer feedback via the collection of customer perception surveys can provide an external perspective on the effectiveness of the organization’s DEIB initiatives. In another example, board updates can help foster the Board’s awareness and provide additional viewpoints and feedback for attaining DEIB objectives.
Third-party assessment: In addition to these internal ways of gathering information on DEIB initiatives, third-party assessments offer a fair look at an organization’s DEIB initiatives, checking in detail to see how well they match up with current industry standards. These assessments examine an organization’s financial records and processes to assess transparency, accountability, and overall success. Routinely, this includes peer organizational benchmarking, which allows an organization to gain insights into its comparative standing with similar organizations and foster insights for improvement.
Utilizing the techniques shown in Figure 2 in a planned way can help you create a complete feedback loop that makes it easier to keep evaluating and improving your DEIB projects.
Figure 2: Qualitative feedback techniques
Progress through iteration
The work of DEIB will have an iterative nature. It is advisable to conduct testing of initiatives before embarking on large-scale undertakings. Perform the first experiments on a smaller scale and gather feedback. Continuously evaluate DEIB strategies and measures in order to identify potential areas for improvement. Creating a standard way to include feedback in DEIB projects means that training programs, policies and practices are always being updated based on new research on DEIB and findings from within the organization. Promote the development of a culture that recognizes accomplishments and derives lessons from setbacks, fostering a consistent habit of celebrating little victories while gleaning useful ideas from failures to continually improve one’s approach.
By integrating these components, a business may ensure that its DEIB initiatives are adaptable and receptive, instead of being inflexible and stagnant. This strategy promotes a heightened sense of inclusivity and equity, resulting in advantageous outcomes for all parties involved.
Final conclusion
Embarking on a DEIB transformation can be daunting, but business growth and success opportunities cannot be ignored. If further evidence is needed on why DEIB is essential for a world-class organization, consider the following 2030 statistics: The largest mid-level consumer market will be in China, and women will own fifty-five percent of the world’s wealth. Sixty percent of the world’s population will be urban consumers. Organizations that do not adapt to the growing diversity of consumers may find themselves struggling for success in less than a decade.
In summary, putting DEIB into practice in organizations might not be easy. But it is possible.By adopting these playbook strategies, leaders can overcome challenges and unlock the immense potential that DEIB holds for organizational success and societal impact. So, putting DEIB into action is not just the right thing to do or the law, it is also a strong strategic imperative that needs careful and proactive attention.
