APTMetrics, Inc.

Making Sense of

D&I Strategy: How to Create Plans

That Engage, Motivate and Get Results

Mary L. MartinézD&I Practice Leader

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About APTMetrics

Global Talent Management Solutions Provider Comprised of:

• Ph.D. industrial/organizational psychologists• Human resource consultants • Information technology specialists

What Sets APTMetrics Apart:• Professional integrity• Evidence-based approach• Technical expertise• Customer service

Diversity Supplier • Certified as a women-owned business

by WBENC• Certified as a women-owned small

business by the US SBA

Global Strategies for Talent Management.

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Our Areas of Expertise

• Leader Assessment• Employee Selection• Litigation Support• Diversity Strategy &

Measurement• Job Analysis• Competency Modeling• Performance Management• Staffing for Mergers &

Acquisitions• Organizational Surveys• Public Sector Services

Global Strategies for Talent Management.

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Our Web-Based Solutions Platform

APTMetrics®

SelectionMetrics®

Employee Selection System

LeadINsm

Leadership Assessment Suite

JobMetrics®

Job Analysis System

360Metrics®

360-Degree Feedback System

SurveyMetrics®

Organizational Survey System

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APTMetrics’ U.S. Offices

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“The essence of strategy is choosing what not to do.” 

― Michael E. Porter

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D&I STRATEGY…

• Where does strategy creation go wrong?

• Who should create D&I strategy, own it and execute it?

• How do you develop one without getting lost in the weeds?

• Can this process work for your company? (Let’s try it…)

• Your questions?

Agenda for Today’s Session

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What Challenges Have You Faced in Developing

D&I Strategy in Your Organization?

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Missteps in D&I Strategy Development

Contributing Factor Impact

D&I/HR or non-executive Council drafts strategy without business leadership participation

• Wrong messages re: roles• Lack of business leader ownership or

understanding of the issues

Insufficient definition of the goals and strategies – too high level

• Organization has difficulty translating into concrete actions for implementation

Strategy not built from business objectives • D&I actions not seen as priority or related to achieving business goals

Strategy is tactical • Failure to leverage resources

• People don’t “connect the dots”

Lack of flexibility for adaptation to local needs

• Disengagement of stakeholder groups• Lack of action at local level

Inappropriate or inadequate metrics • Measurement doesn’t drive progress on strategic objectives -- may drive undesirable behaviors

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What’s Required

• Vision and definition for the desired future state• Clear roles for business leaders v. HR/D&I

• Create the structure • Identify champions in the business

• Raw material for the business case (drivers; linkages)

• D&I status quo against the backdrop of the business and HR strategies; gaps

• Workforce• Workplace• Marketplace (customers/suppliers/communities)

• Specific plans, accountabilities, and milestones derived directly from business strategy

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Most Effective Roles for Key D&I Stakeholders

• Provide expertise, direction, guidance, coaching and support to the business units

• Ensure partnerships between business and HR, ERGs, Procurement, Community Relations, etc.

Business Unit Leadership

and Their Teams

D&I Center of Excellence

(COE)

• Set strategy and goals

• Communicate importance of D&I for business outcomes

• Own responsibility for implementation and outcomes

Chief Diversity Officer

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Why Direct, Ongoing Participation by Leadership in Strategy and Metrics Works

• Requires interaction with the data, issues and reality of D&I in the organization and the marketplace

• Fosters accountability being pushed down through the organization

• Sends a message that D&I is part of the business landscape – increasing sustainability of impact

• Enables senior leaders to speak more knowledgeably and confidently about D&I

• Ensures implementation resources

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Helps Leaders Achieve Business Goals Not Possible

Without the Added Value of D&I

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Executive and BU-Level Councils Make D&I Real for Each Business Unit

Business Head

Chairperson

Exec

Team MemberExec Team

MemberExec Team

MemberExec Team

Member Exec Team

Member

D&I or HR Facilitator

D&I Influencer D&I Influencer D&I Influencer D&I InfluencerA template that can be used for the Executive

Council and then within each BU

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A Metrics-Driven Approach that Accelerates D&I

by Starting from the Business Strategy

A Metrics-Driven Approach that Accelerates D&I

by Starting from the Business Strategy

Business Goals

Talent and Business

Strategies to Achieve the Goals

D&I Linkages

(Workforce, Workplace, Marketplace

)

Strategy and

Actions to Optimize

D&I Contributi

on

Talent and Business Metrics

and Accountabili

ty

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Strategy Development Example: Workforce & Workplace

Business Goal

HR & Strategie

s

D&I Linkages

Measure Current State

D&I Strategi

es

MeasureProgress

Leverage social media to increase

on-line sales to younger

buyers

• Hire additional IT staff with social media expertise

• Provide work environment, challenges, and rewards for IT staff with required skills

• Many of those in target IT workforce are Gen Y, from diverse backgrounds

• Have different career goals/ expectations

Gap Analysis

• Don’t have strength in recruiting or retaining targeted workforce; need new sources/ approaches to recruitment and retention

• Improve brand image with targeted workforce

• Increase workplace flexibility and openness

• Implement new career paths for IT function

• Perception of company brand by potential hires measured via survey

• Increased usage of Flex options; feedback from employees

• Hire and retention stats for targeted groups

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Strategy Development Example: Marketplace & Community

Business Goal

Business Strategie

s

D&I Linkage

s

Measure Current State

D&I Strategie

s

MeasureProgress

Leverage social

media to increase on-line sales to younger buyers

• Update online brand image to appeal to 25-35 market

• Pilot crowdsourcing for product enhancement

• Target market has significant racial/ethnic diversity – will need to assess impact on product branding and marketing vehicles

Gap Analysis

• Don’t currently have adequate market segment data

• Few linkages to on-line communities attracting targeted segments

• Conduct further research, starting with tapping Young Professionals ERG, who can also provide links to virtual (and actual) communities

• Market share increases

• Response rates to social media marketing

• # of ideas implemented from ERG suggestions

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Diversity Councils/ER

Gs

D&I Goals/Action Plan

Diversity Council

Evaluation

Individual Leader

Key Behavior Objective

set in individual PM plan

Performance Appraisal

Business Unit

D&I Goals/ Action Plan

BU and Corporate Scorecards

Strategy Should Be Integrated Across the Organization

Corporate D&I

Strategic Plan

(3 year)

YEARLY

Goals Set Through:

Goals Measured In:

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Worksheet for Development of BU D&I Strategy

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Examples of Business-Led D&I Initiatives• Medical devices company enhanced its brand in

the Hispanic community by hiring a Spanish-speaking community liaison to educate on healthy living for those with diabetes

• B-B organization in business services desiring to expand market share in mid-sized companies built diversity-targeted marketing into its strategy with significant results

• Operations business unit in a utility provides language cards to its field staff so they can inform customers of onsite work being done – even if they don’t speak their language

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• Workforce Profile• How many? What trends? What patterns?

• Programs/Processes • How many? How well? What impact?

• Diversity Climate • How fair, flexible, engaging, and open to differing

perspectives?• Business Impact

• How much more (productivity, sales/market share, cost savings)?

Areas for Measurement

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Incorporate Metrics Into a Comprehensive D&I Dashboard

)

Tailored to reflect the organization’s goals, strategy and priorities for change…

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Metrics and Accountability Example:Financial Services Company

• Goals and means for achievement:

Establish clear direction for managers

Ensure managers focused on:

· Growing headcount

· Driving revenue growth

· Supporting trainee development

· Encouraging teaming opportunities

Promote metrics based results

· Develop specific measures based on historic performance and desired outcomes

· Supply detailed reporting to managers to enable regular tracking and identification of opportunities

Enhance accountability

· Utilize a carrot and stick methodology to encourage desired results

· Reward those who reach significant, objective measures of success

• Four key measures:• Changes to representation of women and minorities • Changes to team representation• Growth in $ results of diverse employees• Results of diverse employees versus results of unit overall

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Let’s Try It Out…

Business Goals

Talent and Business

Strategies to Achieve the Goals

D&I Linkages (Workforce, Workplace,

Marketplace)

Strategy and Actions to Optimize

D&I Contribution

Talent and Business

Metrics and Accountabili

ty

In groups of three or four, try applying this model to an actual business goal of one of the companies represented in your group.

Based on the business goal you choose to work on, select one talent or business strategy that is critical to reaching the goal and identify:• What the D&I linkages are, and• For one of the linkages, determine one strategy, one action related to the

strategy, and suggest how it could best be measured

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Your Comments? Questions?

Ideas?

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APTMetrics, Inc.One Thorndal CircleSecond FloorDarien, CT 06820

203.655.7779 TalentSolutions@APTMetrics.comwww.APTMetrics.com

Contact Information

Global Strategies for Talent Management.