Issue
What gets measured gets done. This
widely used adage addresses part of the diversity measurement
issue. The emphasis on doing things and achieving results
leads to the corollary, “do the right things.”
The core diversity and inclusion measurements
challenge is deciding what to do and then designing appropriate
metrics and scorecards to measure progress.
This seems simple. In many instances, though, diversity metrics
are defined before a strategy and set of long-term goals are
known. What does it look like when this is done? Frequently,
a mess:
- The CEO may not care about
or focus on the entire diversity initiative.
- Results may be achieved
although they do not impact the business.
- In difficult economic
or business times, diversity and inclusion get put on
the back burner.
- Diversity and inclusion
stay a human resources issue funded and managed from the
sideline.
Periodic (e.g. annual) updates are also
important. If progress has been made, the metrics must change
to “raise the bar.” If progress has not been
made, the metrics must change so that different things are
tried.
Business needs also change based on the evolving marketplace,
so the diversity initiative must adapt to this new environment.
Thus, it is essential to periodically update the metric and
scorecard plan.
Solution
There are hundreds of potential metrics to use in a diversity
scorecard or measuring strategy for diversity and inclusion.
General areas include: |