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.
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: