When we began the journey of writing Inclusalytics: How DEI Leaders Use Data to Drive Their Work, we realized that so many organizations were still early on in their DEI journeys and needed support determining what DEI is at its core, how to measure it, and how to turn that data into action. With those questions from our clients in mind, our research background in human behavior in the workplace, and through copious interviews with DEI leaders, Inclusalytics was born. The reception for the book over the last three years has been more than we could have ever imagined!
And while the book is an easy read, sometimes you need something even shorter to digest or perhaps a quick refresher on key points.
Never fear! Over the course of the next few months, we’ll be releasing “Inclusalytics Snapshot” blogs for each of the chapters of our book Inclusalytics. These recaps (or sneak peeks!) provide a glimpse of some of what we covered in our best-selling book. Up next: Chapter Four!
Chapter 4: Start with What You Have: Diversity Data
This chapter provides some insights into what is typically the first step in an organization’s DEI data journey: evaluating diversity data. Every organization collects at least basic demographic data from those who apply, interview, onboard, and leave the organization, and this is an excellent starting point for data collection.
The exact data available is dependent on a number of factors, including country and organization, but typically in the US at least race, gender, and age are collected at certain points throughout the employee lifecycle. Other attributes can be collected through self-report methods such as surveys.
Often this information is contained in an organization’s human resource information system (HRIS). Unfortunately, this data can come with a unique set of challenges when it comes to using it for DEI initiatives.
Primarily, DEI practitioners, both internal and external, can face a struggle to gain access to this data as they need permission, transparency, and cooperation with those who own the data, often the HR department. This data tends to be kept under lock and key due to fear and risk mitigation for how it will appear if there are negative findings.
The challenges associated with accessing HRIS data often reflect that DEI is not measured in the same way as other business priorities.
“Until [DEI] is measured as rigorously as revenue and other business-critical performance metrics, executives will continue to write it off as a 'feel-good' initiative unrelated to the core functioning, and therefore success, of the organization."
How do you get started?
One way to avoid challenges around the fear of sharing data is to present a communications plan as well as an approach to anonymity, confidentiality, and data protection. This ensures that both individuals in the organization and the data owners (HR) feel comfortable sharing their information for the purposes of advancing DEI.
DEI champions can also use other sources of data beyond demographic data, including:
Role-specific data, including level, department, tenure, time in position
Subgroup differences across application rates, selection, performance evaluation scores, promotion data, voluntary/involuntary turnover
Industry-specific data, such as diversity of consumers or patients
Want to read more? Buy your own copy of Inclusalytics here.
Looking to get started on your DEI measurement journey in your organization? Contact us today.
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