Measuring the Success of D&I (beyond quotas)

The mantra persists that the success of D&I cannot be measured – or only with a few key personnel figures. In fact, measurements of corporate culture and involvement are already taking place. D&I success measurements make sense – and are important – from various perspectives.

Whether as SWOT analyses of the initial situation, for reporting or as a control instrument for project or process management. Success measurements are core elements of effective change approaches.

“Considering a robust business case and twenty years of professionalisation, it is surprising how underdeveloped D&I success measurement still is.” Michael Stuber

For your company, our differentiated D&I success measurement approaches offer the best opportunities to drive the topic in a fact-based way.

Which D&I targets to measure? KPIs for diversity, openness and inclusion

Defining diversity as a goal seems obvious at first, but questionable in view of D&I’s value chain. In addition, strict objectives trigger the perception of reverse discrimination. Our approach to measuring the success of D&I is therefore based on the Propelling Performance Principle and, in addition to diversity, also covers the perceived openness (belonging) in the corporate culture and the experienced inclusion in teams, by managers and in processes.

Measure D&I progress: Implementation and effectiveness

Like other change topics, D&I also suggests evaluating the progress of implementation and the effectiveness of the measures. We usually measure the success of programs and initiatives by the achievement of the communication or action goals set in each case. For trainings or events, we often apply a gain of knowledge and transfer of implementation. For mentoring or networks, we use increased visibility or development of the participants.

Measure added values of D&I: Financially quantifiable cost-benefit analysis

In both success measurements, the final building block is the quantification of the added values achieved. Your company designs diversity, openness and involvement with the aim of using potential in the best possible way and implements D&I measures to realise improvements. The increases in individual productivity, team effectiveness or market success can be related to the costs of the D&I programmes. The results of the calculations show that D&I initiatives typically have a significantly higher ROI than comparable mass or mainstream programs.

What is directly related to sucess measurement:

What are the measurable benefits of D&I
The Success Factors for D&I: Culture & Leadership
The value-chain of D&I ‘The Propelling Performance Principle’

Related topics

Michael Stuber identified key business priorities in each of our operating companies and proposed relevant linkages with future D&I initiatives. He also showed the need to tie D&I more closely to our identity and embed it in our shared culture as well as HR processes and tools. Going further, Michael's expertise guides us to additional key considerations by uncovering and subsequently addressing hidden biases and dynamics through focus group interviews.

BayWa r.e. | Céline Tran, MD France & Global DEI Sponsor, 12/2021

Michael has been a key enabler to organise our DEI journey. His experience and expertise combined with a very clear way of expressing his thoughts and recommendations have been highly valuable to define our DEI strategy and action plans as well as to prepare for senior management meetings. His investment in getting to know our organization and our HR processes allowed him to leverage the existing processes as ground foundations for further actions and define additional tailormade DEI initiatives. His interactions with senior management, through interviews, individual coaching or management trainings, were very relevant and impactful. It has been a pleasure working alongside with Michael over several months on diversity, equity and inclusion topics.

Swisscom | Elena Folini, Head of HR P&M and Diversity, 08/2019

After a few years of internal work and insight, Michael Stuber's external professional perspective, profound expertise and long-standing experience have significantly helped us to analyse our Diversity & Inclusion situation holistically and with all dependencies and to redesign our approach focused on vision, strategy, processes and culture in a change-oriented way. With targeted interventions at various levels, we achieved a new quality of positive reactions in just over six months. In addition, the partnership was a great enrichment for my development and always a real pleasure.

Commerzbank | Barbara David, Head of Diversity, 2016

European Diversity Consulting accompany us with comprehensive Diversity knowledge in different Diversity questions since a couple of years. The personal consulting support us by the continuous advancement of our work.

RWE | Alison Chappell, Chief Diversity Officer, 2008

European Diversity brought many important strengths to our programme of Diversity focus groups and workshops. Particularly important to us were their depth of experience in the German market; their ability to offer seamless service across Germany, the UK and Central Europe; the thought leadership offered by Michael Stuber as programme leader, and the fact that all aspects of the programme were closely managed by Michael himself, ensuring quality and consistency.

Johnson & Johnson | Mieke Smet, Director Global Talent Management, 2008

Working with European Diversity, Research&Consulting was a great experience for me. It was the first time that I felt that an external organization understands very clearly the challenges of the business, finds the right approach to introduce the topic of diversity and inclusion and makes it clear and tangible. They speak the right business language and they are flexible enough to adapt to global frameworks and make sure that all regional initiatives are aligned to that. It is also clear that this organization has the right background to support companies in their journey towards diversity and inclusion, they can relate to other companies and best practices.

Bosch Engineering | Juanita Jordan, Head of HR, 2010

Mr. Stuber supported us very well with his extensive experience in Diversity. His "Propelling Principle" helps us to move the topic of Diversity forward within our organization. We thank European Diversity Research & Consulting for the good cooperation.

HP | Eva Faenger, Diversity Manager HP Germany, 06/2010

Michael Stuber is often referred to as the “Diversity Guru”. I definitely agree with regard to his profound diversity expertise and knowledge, huge network and ample experiences in implementing diversity concepts in global companies. He is very pragmatic, focused and straight-forward in his consulting. His concept of the Propelling Potential Principle is very effective as it combines a clear sense of what is needed to make progress and to create change.

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