Amid 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.
Are you acting with bias? You could find out by taking the Implicit Association Test1, a social psychology method of measuring the strength of associations that people have between concepts as well as evaluations and stereotypes.2 Many people have used this test to identify their natural tendencies of bias.
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?
Continue reading “5 lessons to launch inclusion”
Posted by Juliet Bourke on February 15, 2017.
As public scrutiny of top teams (boards of directors and C-suite leaders) increases, the question arises: How well are top teams set up for success? Shareholders, employees, and the broader community need to be confident that top teams are making the best possible decisions.