Using adaptable organization network analysis to reveal patterns that drive inclusion

Posted by Tiffany McDowell, Maya Bodan, India Mullady, and Devon Dickau on April 21, 2020

CX516P_loAmid efforts to emphasize inclusion in addition to diversity, many corporations have struggled to accurately track and measure the sometimes-ambiguous concept of “inclusion.” Diversity—often measured via individuals’ self-reported identities and shared via pie charts and bar graphs—has for decades served as a straightforward metric for companies to assess what they have called “D&I” (or diversity and inclusion) efforts. In reality, point-in-time or longitudinal demographic data are largely only indications of diversity, not inclusion—not to mention that such data typically only includes percentages of a workforce who identify as a specific gender identity (male, female, or nonbinary) and race or ethnicity (for example, Latinx or Black/African American), let alone everyone else. However, assessing progress around inclusion has shown to be more difficult.

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5 lessons to launch inclusion

Posted by Kathi Enderes and Nehal Nangia on December 17, 2019.

Deloitte research shows that in the last five years, urgency around diversity and inclusion (D&I) has increased by 53 percent.1 The workforce is becoming increasingly diverse, and the business case for the impact of D&I on critical business and talent outcomes (e.g., higher productivity, profitability, and customer satisfaction) has been established.2 But despite several decades of having D&I initiatives in place, close to 40 percent of organizations reported that they don’t attain the anticipated value from their efforts in this area.3 What can organizations do to address this?
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