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Speaker: Mary L. MartinézDirector, Diversity & Inclusion PracticeAPTMetrics, Inc.

Moderator: Deanna HartleySenior EditorDiversity Executive Magazine

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Deanna HartleySenior EditorDiversity Executive Magazine

Mary L. MartinézDirector, Diversity & Inclusion PracticeAPTMetrics, Inc.

© 2013 APTMetrics, Inc.

Taking Your Leaders from “Buy‐In” to “Bottom line”

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Agenda for Today’s Session

• Senior leader behaviors with greatest impact on D&I 

• What cultural competence is and why it’s important for leaders

• A model for more fully engaging leaders in creating and implementing D&I strategy

• Approaches to measuring progress in increasing top management’s D&I leadership

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About APTMetrics

• Full‐service human resource process consulting firm comprised of:• Ph.D. industrial/organizational psychologists• Human resource professionals • IT specialists

• Diversity provider (certified by the Women’s Business Enterprise National Council)

• What sets our D&I approach apart:

• Starts with the organization’s specific business mission/strategy

• Metrics driven

• Integrated, legally sound and sustainable

Global Strategies for 

Talent Management

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“DiversityInc Top 50 data shows a direct correlation between a CEO’s visible support of diversity – and emphasis on accountability – and 

results, measured in human‐capital demographics and marketplace gains.”

From “Diversity Is a Leadership Expectation: Case Studies of CEOs of Ameren, Rockwell Collins,” Diversity Inc. at http://diversityincbestpractices.com/ceo-commitment/2-case-studies-how-rockwell-collins-ameren-ceos-demonstrate-commitment-to-diversity-and-inclusion/

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D&I Objectives of Leaders in High‐Performing D&I Companies Reflect Key Behaviors

From Senior Leader Impact on Diversity: What Really Works? Industrial Relations Counselors, Inc., study conducted by ORC Worldwide, Global Equality, Diversity and Inclusion Practice, August 2008.

0 20 40 60 80 100

Develop W/M/NHQs

Mentor W/M/NHQs

Visible Assignments for W/M/NHQs

Increase supplier diversity

Improve global team effectiveness

High-performing D&I companies Other companies

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More of which one of these behaviors would have the greatest impact on your organization’s D&I progress?  (Please select one answer.)

a. Adding diversity to their own teams

b. Personal involvement in deciding D&I strategy and metrics 

c. Holding directs accountable for D&I actions

d. Communicating personal insights about the value of D&I 

e. Mentoring/sponsorship

f. Aggressively championing D&I in talent reviews and succession planning

Poll #1: What Could Leaders Do More Of?

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Most Impactful Leader Behaviors

The 2008 IRC study showed that senior leadership behaviors with the greatest impact relate to:

• Two‐way communication

• Accountability

• Recognition

From Senior Leader Impact on Diversity: What Really Works? Industrial Relations Counselors, Inc., study conducted by ORC Worldwide, Global Equality, Diversity and Inclusion Practice, August 2008.

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Most Impactful Leader Behaviors

Diversity Inc. research  indicates best practices  for Senior leaders are:

• Holding direct reports accountable

• Being a role model of visible, personal support

• Upholding values at all times

• Chief diversity officer has frequent access [to leadership]

• CEO leads executive diversity council

• Succession planning and continuous support for diversity

From “Diversity Is a Leadership Expectation: Case Studies of CEOs of Ameren, Rockwell Collins,” Diversity Inc. at http://diversityincbestpractices.com/ceo-commitment/2-case-studies-how-rockwell-collins-ameren-ceos-demonstrate-commitment-to-diversity-and-inclusion/

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50%

83%

75%

88%

100%

100%

0% 20% 40% 60% 80% 100%120%

Personal Behavior Rated in Performance Review

Directs Must have D&I Objectives

Leader Holds Direct Reports Accountable

High diversity performers Other companies

Aspects of Direct Report Accountability

From Senior Leader Impact on Diversity: What Really Works? Industrial Relations Counselors, Inc., study conducted by ORC Worldwide, Global Equality, Diversity and Inclusion Practice, August 2008.

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Which of the following are used as measures in holding leaders accountable?  (Please select all that apply)

a. Increasing the diversity of the organization (measures related to increasing the % of individuals from under‐represented groups)

b. Success of diverse high‐potential talent (could be in terms of career advancement, financial contribution, or other measure)

c. Engagement survey results reflecting inclusion

d. Personal behaviors that support a culture of inclusion

e. Utilization of diverse suppliers

f. Financial outcomes linked to D&I actions (e.g., revenues from targeted marketing to a particular demographic having a unique diversity characteristic)

g. Other

Poll #2: What do you evaluate?

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The Necessary Foundation for All Leadership Behaviors: Cultural Competence

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Poll #3:  Cultural Competence

Does your organization currently evaluate cultural competence in the assessment of leaders?

a. Yesb. No c. Considering it

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Example of Leadership Assessment that Includes Cultural Competency

Cultural Competence

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• Takes leaders from being actors in, to authors of, the D&I playbook

• Enables honest dialogue on what aspects of D&I matter for the success of the business

• Avenue for  leaders to learn more about

• The bigger (external) picture

• The root causes of internal status quo/progress or lack of it

• What the numbers mean

• Their own biases and assumptions (developing cultural competence)

• Opportunity to personally “connect the dots” from their own vision and business goals to D&I

• Chance to determine and own the expectations and metrics

Strategy and Metrics ‐‐ The Perfect Vehicle for Equipping and Engaging Leaders

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• Clear roles for business leaders v. HR/D&I• Create the structure • Identify champions in the business

• Raw material for the business case• 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

What’s Required

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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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Business HeadChairperson

Exec Team Member

Exec Team Member

Exec Team Member

Exec Team Member

Exec Team Member

D&I or HR Facilitator

D&I Influencer D&I Influencer D&I Influencer D&I Influencer

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

A template that can be used for the Executive Council and then within each BU

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• 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

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

27

Helps leaders achieve business goals not possible without the

added-value of D&I

28

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 Contribution

Talent and Business

Metrics and Accountability

The Essential Dialogue: What Are the Unique Links Between the Business Bottom Line and D&I?

29

Leverage social

media to increase on-line

Sales to younger buyers

• Perception of company brand by potential hires

• Employee feedback on workplace flexibility/other aspects of culture

• Hire and retention stats

• Hire additional IT and Marketing staff with social media expertise

Strategy Development Example: Workforce & Workplace

• Improve brand image with targeted workforce

• Increase workplace flexibility and openness 

• Implement new career paths for some functions

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

• Have different career goals/ expectations 

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

Business Goal

HR & Strategies

D&I Linkages

Gap Analysis

D&I Strategies

D&I Metrics

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Leverage Social

Media to Increase On-line Sales to younger buyers

• Market share increases

• Response rates to social media marketing

• # of ideas implemented from ERGs

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

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

• Do not currently have adequate market segment data

• Few linkages to on‐line communities attracting targeted segments

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

Business Strategies D&I Linkages Gap Analysis D&I Strategies

Business Goal

D&I Metrics

Strategy Development Example: Marketplace & Community

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• Business case workshop  for medical devices company that produced action list for business and functional leaders

• 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

Examples of Business‐Led D&I Initiatives

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• Premises:• Increasing sales of financial services offerings is the desired 

outcome – the numbers are what matter in our environment• We hire the best of the best, but they are not all producing at the 

same level • We are wasting money, time and talent by not managing all 

employees to maximize productivity and success (theirs and the organization’s)

• We evaluate and reward managers based on financial outcomes 

• Solution: • Create metrics that drive the desired underlying managerial 

behaviors  related to productivity from diverse teams, AND • Tie results directly to financial rewards – plus or minus impact

Accountability Case Example 1: Financial Services

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Accountability Case Example #1 (continued)

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

• Goals and means for achievement:

• 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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Metrics Case Example 2: Sodexo

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Poll #4:  Linkage between D&I and rewards

Does D&I performance by managers in your organization currently have compensation‐based consequences?

a. Yesb. No c. Considering it

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Recognition Mechanisms Tied to Higher Diversity Performance

0 50 100 150

Recognition in mgt meetings

Diversity awards

E-mails/publications to ees

Linking >5% of bonus to diversity

High-performing companies Other Companies

From Senior Leader Impact on Diversity: What Really Works? Industrial Relations Counselors, Inc., study conducted by ORC Worldwide, Global Equality, Diversity and Inclusion Practice, August 2008.

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Stop• Shifting responsibility for 

D&I over to HR• Leading from a distance• Failing to connect D&I to 

products, customers, suppliers, innovation and process improvement

• Delegating D&I to subordinates withoutholding them accountable

• Focusing solely on workforce demographics as measure of success

Let’s Encourage Leaders to:

Start• Digging deeper to 

understand the D&I status quo

• Being primary drivers in making the specific linkages between D&I and the business

• Looking for examples of D&I’s contribution to the business – and publicly recognizing those who make it happen

• Holding directs accountable for D&I behaviors and results that are tied to THEIR business outcomes 

Continue• Asking for evidence of 

D&I contribution and progress

• Affirming D&I as an organization value in public statements and through participation in external initiatives that focus on diversity and inclusion

• Expanding their role as active agents of D&I change

38

Your Comments? Questions? 

Ideas?

39

For more information, contact:

Mary L. MartinézDirector, Diversity & Inclusion PracticeAPTMetrics, Inc.4625 Highway A1A, Suite 3AVero Beach, FL 32963mmartinez@aptmetrics.com

Office: 1-203-202-2400 Ext 1011Mobile: 1-203-295-1581

www.APTMetrics.com

Global Strategies for Talent Management.

Mary L. MartinézDirector, Diversity & Inclusion PracticeAPTMetrics, Inc.

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