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how to measure inclusion

how to measure inclusion

It is continuously created and reinforced—or undermined— through everyday conversations, meetings, leadership behaviors, managerial practices, and corporate policies. We must become conscious of the unconscious in order to help make an environment which is inclusive for all employees. Based on our research with companies and inclusion experts in North America, Europe and Asia-Pacific, here is a comprehensive definition that goes farther than being asked to dance: In an inclusive workplace, everyone feels respected and valued for being who they are; people trust that they can speak up and be fairly treated; and they share a sense of belonging. Which groups are under-represented in th… What specific actions would make it better? Inclusion is being asked to dance.” – Verna Myers ®. But that is not inclusion. Women’s networks, on the other hand, included more people at their own or lower levels. “It’s like a Fitbit for your career,” says Waber. How to Harness Technology’s Effect on the Workplace, Why You Should Apply Zen Principles to Workplace Design, How to Establish Better Guidelines for Remote Workers, Six Ways the Pandemic is Changing Flexible Workspace, Industry News: The Death Of The Office Desk Is Upon Us, Creating Hybrid Communities Post-COVID-19, Work Better: Expanded Expectations for Wellbeing at Work, Supporting Physical and Mental Health Through Design. *Editor’s note: Download our full Diversity and Inclusion Handbook for more than 70 pages of tangible strategies to help you cultivate diversity and inclusion on your team, including diversity goals and objectives. If inclusion is an outcome, employee feeling, bias and sentiment are all inputs that we must measure to assess the level and depth of inclusion within organizations. Don’t just measure diversity, measure inclusion too. Measurement is important to establish the extent and depth of exclusion and to monitor progress toward inclusion. Caveat: Because diversity is much easier to measure than inclusion, companies sometimes think they are doing the latter when, in fact, they are not. Diversity and inclusion are often treated as synonyms or strung together like a hyphenated last name. An organization may establish quantitative measures based on: Representation: What is the workforce profileof the organization? They just need to be transparent and scrupulous about how they do it. #peopleanalytics #hranalytics #diversity #inclusion. Companies have access to an increasingly sophisticated tool kit. What the company is actually measuring, however, is diversity―in this case, the increase in gender representation. But inclusion isn’t totally unquantifiable. Caveat: Doing this well requires reaching out to many different types of employees—not just members of employee resource groups. Start with gathering and listening to employee feedback, and exploring baseline demographic data to see where inequalities might exist. Measuring What Matters. The Future of Measuring Inclusion. Conventional Measurements Conventional measurements rely on counting the number of people within an organization who belong to each of several ethnic and racial categories; … Diversity and inclusion is a challenging subject to tackle and even tougher to measure and report on. Your email address will not be published. It is continuously created through the ways people and the organization operate. If it turns out that male employees have different communication patterns than females, for example, then the company may need to consider whether those differences play a role in the unequal advancement rates of men and women. Caveat: The more sophisticated the technology becomes for collecting and analyzing employee data, the greater the imperative for companies to be completely transparent about their practices: what data they are collecting, along with how and why they are collecting it, how it will be managed, how it will protect individuals, and so on. Comment document.getElementById("comment").setAttribute( "id", "a04b9e38cd45ac220a07c7a70dd5fc60" );document.getElementById("j0f7bc6ff7").setAttribute( "id", "comment" ); Save my name, email, and website in this browser for the next time I comment. How can we measure if inclusion strategies are working, and when we reach an optimal level of full inclusion? As companies continue to work on better their diversity and inclusion efforts, they're often turning to data as a means to drive improvement. Trump to leave office with the worst jobs record since Herbert Hoover For example: What does your direct manager say or do that makes you feel valued and respected? As a result, they designed one with wheels and moved it around strategically, based on which teams had the greatest need for collaboration. Measuring inclusion and diversity Decisions about inclusion interventions should be based on evidence. Diversity is about numerical representation―the percentage of people with one attribute versus another. Measuring Inclusion. Combining traditional HR data and performance metrics with these newer data sources reveals workplace dynamics that were invisible to them even just a few years ago. Do introverts contribute more when their desks are located at the fringes of the agile-team’s space? Inclusion means having an environment where all employees have equal access to resources and opportunities. However, it is not as easy to tell if your organization is inclusive. It seems like examples of inequality pop up in every corner of our society, and businesses are trying to get ahead of the problem. By comparing the responses of specific groups of employees—men versus women, managers versus non-managers, newcomers versus veteran employees—companies can identify highly inclusive teams or business units as well as trouble spots. Now, more sophisticated tools, like Slack-based chatbots, are available that allow real-time feedback to raise issues that might otherwise go undetected, provide tips on how to modify behavior, and aggregate data to monitor company performance. Employees who opt-in (and, again, that is an essential pre-condition before an employer uses these tools) can receive a confidential report on their interactions over the past week, based on their e-mail headers and online calendar. This webinar discusses data and approaches that can be used for measuring social inclusion. Some have gone a step farther: They are using a variety of tools and methods to measure both inclusiveness and the factors that will continue moving the needle in the right direction. Required fields are marked *. If, indeed, inclusion is a root-level need, why are organizations not measuring it, or at least not measuring it well? Many of the inclusion experts we interviewed are optimistic. By taking their own emotional pulse on a regular basis—there are apps for that, too—they can see if these changes affect their sense of belonging, trust, or psychological safety. As employers get better at using technology, data, and analytics to understand the workplace, designers may play an increasingly important role in helping it become more inclusive. Your Human Resources Information Systems (HRIS) likely has gender identification and racial identification data from the hiring process. So, how do we know if a company is succeeding? It includes the many elements of the workplace that serve to acknowledge and value individual differences and encourage people to express their unique views. What the badges don’t capture is anything people say. You are invited to participate in a 3-minute survey that we are conducting about screens in the workplace. For example, tools can now measure how opportunities differ by gender or ethnic background by examining the pattern of interactions among employees, such as collaborations on project documents, electronic communications, and scheduled calendar meeting. They might then choose to experiment doing things differently—say, reaching across organizational levels more often or starting up at least one conversation a week with people they do not know. Over the past decade, many organizations have developed expertise in human capital analytics, enabling them to correlate different variables related to their workforce, leadership, human resource practices, organizational structure, and business outcomes. Not unlike the sensors that capture real-time data about a physical space such as an office, sociometric badges, for example, collect data about people (with their full knowledge and consent). Here’s another business case for inclusion: Teams and companies that are inclusive also innovate better, according to research. ONA produces a visual map, like the one in Figure 2, showing not only the number of connections in a network but also their strength. In other cases, leaders say that inclusion’s simply too soft, or subjective, to be measured—let alone to be held accountable for. That is just one example of the way design can bolster inclusiveness. First developed at MIT and since commercialized by a company called Humanyze, these matchbox-sized devices record information about people’s movements and interactions: who they speak to, where, and for how long; who speaks first, who speaks longest, and whether they interrupt each other. Figure 1 (below) shows a more comprehensive picture of where inclusion “lives” in the workplace. More than three-quarters of the innovation leaders and D&I leaders who participated in a recent survey by The Conference Board agreed that an organization’s level of inclusion is related to its ability to innovate. … A company could also compare the networks of their most successful teams with those of average ones, to tease out the connection patterns that are most strongly associated with high performance. Are patterns of behavior consistent with the perceptions of inclusion, or is there hidden bias? A national conversation about inclusion is happening. Inclusion, not so much. Better workplace data and analytics, they believe, will eventually provide keener insights. Caveat: In its most limited form, ONA can be just another way to measure diversity. But this tells us nothing about inclusion in any of its manifestations: inside people (their perceptions and feelings); between them (their behavior and relationships); or outside them (the organization or team’s culture, policies, and practices). Find out more about specific initiatives you should implement in your workplace to focus on measuring D&I. Here are some examples of tools that can help companies track inclusion and direct their efforts in a more targeted way: Organizational network analysis (ONA) enables companies to understand the web of connections between one or more individuals, between one or more groups, or between the organization and its external environment. Do they feel safe speaking up to disagree? One way to measure and adjust your D&I initiatives is to ask employees about their experience directly. You should be able to easily tell if your organization is diverse, and this is more than an eye test. For each individual to bring their best self forward, a … Digital technologies can provide more robust ways to understand and measure inclusion. It also means engaging with, for example, individuals who work in offshore locations, or in support or back-office functions, or who are contingent workers rather than employees. Companies see diversity and inclusion as a priority, and take pains to improve their brand by showcasing the steps they take. Rather than relying on an off-the-shelf or top-down explanation of what makes for an inclusive workplace, companies can ask representative groups within their workforce to speak from their personal experience. A company culture that doesn't value and reinforce empathy is at high risk of bias - intentional or not - against groups of its employees. Tell me about a time when “being different” from others at work affected your willingness to share an opinion or idea. For example, surveys are basic but useful approaches to gauge employee experience by including targeted questions. Inclusion, diversity, and belonging are essentially about organizational change. In an inclusive workplace, people can do their best work and organizations can gain the full benefit of a diverse workforce. Are their voices heard when they come up with a new idea? Without a way to measure inclusion, executives and HR teams have to rely on their own subjective perceptions of the culture at their organization—with varied level of accuracy. Many organizations conduct company-wide engagement surveys every one or two years. Because it is driven by an endless series of actions, “it’s more of a verb than a noun,” says one corporate D&I leader. Digital technology is transforming how companies can use data and analytics to optimize environmental factors such as light and temperature levels, traffic flow, and floorplans. People need to feel safe and trust that they can express themselves without fear of negative consequences to their status or career. What is Digital Transformation and What Does it Mean for Workplace Design? In what ways does his/her behavior make you feel the opposite? At another company, ONA revealed that women who had a strong relationship with a senior-level leader were the most likely to be promoted. While this pop definition is memorable, it falls short in telling us what inclusion looks and feels like, or where it comes from. Workplace diversity not only expands your talent pool, but allows each member of your organization to draw from the backgrounds, viewpoints, and experiences of fellow team members – but you already knew that.The question isn’t whether diversity is important, but “How can my company measure diversi… But is that inclusion? A company’s demographic makeup has never been more relevant. Digital platforms will enable employers to mine real-time data from Slack, TeamRoom, Yammer, and other communication and collaboration platforms to identify strengths and diagnose issues before they manifest into bigger problems. We asked a panel of experts who brought together multiple perspectives on the topic of what inclusion means, and here's what they had to say: Together, these capture key elements of inclusion in the workplace, and the panel raised some important themes, like empathy and psychological safety. Research shows that diverse teams are more innovative and contribute to better business outcomes. It quantifies and visually depicts the representation of easily measured aspects of diversity within a network. Sometimes the answer surprises them: increasing diversity should not be your goal. They have also educated their workforce, from top to bottom, about what makes for an inclusive workplace and why that matters. Our panel offered a broad consensus that there is a typical hierarchy of analyses: The best analyses tie the results to financial and business outcomes to underscore the value of devoting time and resources to creating a more inclusive workplace. We believe that measuring inclusion should be the next big area of focus for D&I teams. Companies can also develop original survey questions based on the qualitative data they glean from focus groups. Armed with these kinds of insights, companies can provide coaching and create projects that better level the playing field for men and women. The good news is that the future looks promising. But what about inclusion? But because Humanyze can match each person’s badge data with his or her demographics, it can look at subpopulations within the workforce. In the longer term, that could put the company at a competitive disadvantage. How do we know if there is a problem around workplace inclusion? With all the talk about diversity and inclusion, we decided to devote our recent New York Strategic HR Analytics Meetup to explore the topic and focus especially on inclusion because of all the apparent confusion over what, exactly, 'inclusion' means. The paper also highlights that diversity management, a common practice to quantify or measure (employee perception of) inclusion, is not an appropriate method to capture organizational inclusion. Engagement and Measurable Results: One of the things that we're finding in the research is when you do employee engagement surveys, or employee satisfaction surveys, they’re actually measuring inclusion after the fact. It will show them how their own patterns compare to those of top performers. There are few more vocal advocates for data protection than the CEO of Humanyze, Ben Waber. Let’s say an organization’s 2015 headcount shows that the percentage of women shrinks significantly as they progress up the ranks. Measuring inclusion can also provide new insights about the role of work design in fostering inclusiveness. To combat this trend, leaders decide to increase their efforts to hire and promote female leaders. How can we measure if inclusion strategies are working, and when we reach an optimal level of full inclusion? They tell you that you either have a problem or you don't. The idea of “belonging” and metrics to measure the success of any people initiative are becoming increasingly important to a strong diversity and inclusion (D&I) strategy. Using a combination of approaches seems to work best. Better workplace data and analytics, they believe, will eventually provide keener insights. Sometimes it is because they have a simplistic definition, so it remains a fluffy aspiration on the company’s website. To meet these growing demands, creative and sophisticated new solutions are being developed to measure how included employees feel, and measure actual behavior to assess levels of inclusion throughout the workplace, and train employees to be more empathetic and inclusive. That would tell us which network factors were most strongly related to inclusion (although it still would not show causality–that is, which factor drove the other). Do they have to suppress or “cover” certain aspects of their identities to fit in, or do they feel seen, heard, and valued for bringing a unique perspective? Measuring Inclusion Business leaders often ask us for specific suggestions on what they can do to increase diversity. We must become conscious of the unconscious in order to help make an environment which is inclusive for all employees. People on social media are beginning to demand it, now. What actions to take to create a more inclusive workplace depend on the issues that are uncovered. You might correlate, for example, the number, composition, and strength of people’s network ties with their feelings of inclusion, as measured by selective survey questions. This enables companies to identify the right targets and goals—and the right metrics to track. Building a company without workplace diversity is like weaving a tapestry with only one thread: ineffective and probably a little boring. But the best business advantages of diversity cannot be realized without inclusion. How can a company be inclusive if its people do not try to imagine what it might be like in someone else's shoes? Are the percentages and numbers of the workforce aligned with the general workforce of the local area, state, or nation? Inclusion is more subtle and complex. Some call it psychological safety. The main types of indicators to consider when measuring financial inclusion are: Humanzye protects the identity of individual employees; client companies receive reports based on anonymized, aggregated data. Return to Work: A Leader’s Guide To Avoiding The Mental Health Crisis. How can one know when social inclusion is achieved? If inclusiveness has such a positive business impact, why aren’t companies doing more or doing better at it? Governments are beginning to require transparency and reporting on diversity, inclusion, and inequity in the workplace. The bad news is that lack of inclusion is a real problem in the workplace. The paper is aimed at D&I professionals, however, anyone interested about workplace inclusion may find it handy. Is everyone ‘all in’? Inclusiveness spawns diversity of thought. That did not hold true for men, however; their career advancement was tied to having a broad network at all levels. In exchange you’ll be the first to get the results! Inclusion, belonging and being held in significance are longings that all human beings have. The data can come from the company’s communication and collaboration systems, or from other sources. These surveys dive deeper into employee opinions which can help you with your D&I efforts. Take Starbucks for example: they recently closed all of their 8,000 company-owned stores nationwide to give 175,000 employees racial-bias education in response to a shocking incident at a Philadelphia store in April. Many quantitative measures focus on the amount or number of persons in an organization based on traditional affirmative action definitions. breakthroughs. By 2019, the company employs twice as many female executives. A Common Sense Guide for Returning to the Post…, Navigating Your Future Workplace Post COVID-19: A Roadmap, The COVID-19 World And Its Impact On The Future Of Work, A New Normal: Touchless Offices in the Post-Pandemic World, 5 Ways To Achieve A Healthier Work Space Now And…, Enriching the Workplace with Biophilic Design, A Look into The Workplace Post-COVID-19: The “Anti-Office”. Using BCG’s Diversity and Inclusion Assessment for Leadership tool, we are able to benchmark data against industry and geography, leveraging our existing database of more than 25,000 responses from across the globe. But organizations are not the only potential beneficiaries. Build on employee experience and baseline demographic information with data on workplace behavior to see where people are getting the same opportunities to thrive, and where they are not. To gather more information about a topic, like diversity and inclusion, you can use a pulse survey. Humanyze, the sociometric badge company, used its own data to learn that innovation and relationship-building flourished around the company’s coffee pot. For example, the current backlash against open offices and their presumptive benefits. To me, if a single school was like a toybox, then a consortium of schools was Toys “R” Us—and we would have to innovate as a group in order to survive. Clearly, it has become more inclusive! monitor and measure policy impact; Country-level data and diagnostic assessments inform the design and help sequence reforms. The same data also helps the private sector improve the design and delivery of financial services. The answer: There are a variety of … Review data policies. From a financial point of view, inclusion is important because it can help organizations recoup their investments in building a more diverse workforce. They can do the same with survey data about inclusion. If inclusion is an outcome, employee feeling, bias and sentiment are all inputs that we must measure to assess the level and depth of inclusion within organisations. Are employees who look and think differently more comfortable speaking up in a secluded meeting room than in the wide-open prairies that some companies refer to as “the dorm” or “the pit”? One of the most promising applications is in measuring inclusion and tracking its progress over time. Prioritize data that truly drives diversity and inclusion You might be thinking, “I have no idea where to start measuring diversity.” Just as with any data in business, start with what you have. These themes might seem obvious - but if they were obvious to everyone, inclusion would not be such a widespread problem, would it? While diversity is relatively easy to measure, inclusion is often described in subjective terms and anecdotes. The best results come from creating a diversity and inclusion initiative and continually making … Establish a sense of belonging for everyone. Companies must first spend substantial time in advance answering employee questions and allaying their fears. They are unlikely to retain that talent or maximize its contributions if the workplace is not one that values differences. These insights can then shape future priorities for further research, training, and intervention. One company, for example, found that the networks of men and women looked quite different: Men built more connections with senior leaders than did their female peers. In fact, the analysis reveals a spike in women who leave between Levels 5 and 6. Here, too, tools are available to train employees, ranging from traditional training sessions to virtual reality-based empathy training. Many of the inclusion experts we interviewed are optimistic. Launch a pulse survey about diversity and inclusion. “Diversity is being invited to the party. On the upside, many companies have developed a clear understanding of what inclusiveness means in their culture. Starbucks is not alone. While there is broad consensus that diversity and inclusion are good for business, accurately measuring inclusion in conjunction with diversity is a common obstacle for business leaders. Diversity is easier to tally. Technology has really opened the door to measuring behavior and employee interactions that can detect whether patterns of behavior are inclusive. Where does it fall short? A common pitfall is to focus on measuring levels of diversity (and this itself is a broad church and a topic for a different time) without combining this with measurements around levels of inclusion. If you want to know whether your employees’ experience aligns with your company’s ideals—at scale—you can just ask. Inclusion, on the other hand, is relative to how everyone else is treated. This book considers both the issues associated with measuring inclusion and provides examples of evidence-based good practices and models of effective measures. The actual diversity of employee statistics will inform you if there is a high or low level of women in your company. In fact, they are quite different. Many of these analytics, including ONA, sociometric badges, and even e-mail headers, can also provide real-time feedback to individuals. Quantitative measurements are aligned with basic principles of affirmative action. Similar technologies can help them optimize another critical resource: the people who work there―both how they feel and perform. Companies that want to create a scorecard for inclusion, or use those measures to assess and reward leaders, must be extremely careful not to conflate inclusion with diversity—that is, the dancing with the party. No single set of numbers is best for everyone, but here are some examples of metrics that companies are using to increase diversity and create a more inclusive workforce culture. Diversity is absolute; you can measure the percent of diverse employees in your organization and set target goals for improvement. The technology for analyzing workplace behavior is getting more powerful all the time. And diversity of thought sparks new ideas, creative thinking, and why-didn’t-I-think-of-that? The UK now requires any company with more than 250 employees to report data on their gender pay gaps.

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how to measure inclusion
It is continuously created and reinforced—or undermined— through everyday conversations, meetings, leadership behaviors, managerial practices, and corporate policies. We must become conscious of the unconscious in order to help make an environment which is inclusive for all employees. Based on our research with companies and inclusion experts in North America, Europe and Asia-Pacific, here is a comprehensive definition that goes farther than being asked to dance: In an inclusive workplace, everyone feels respected and valued for being who they are; people trust that they can speak up and be fairly treated; and they share a sense of belonging. Which groups are under-represented in th… What specific actions would make it better? Inclusion is being asked to dance.” – Verna Myers ®. But that is not inclusion. Women’s networks, on the other hand, included more people at their own or lower levels. “It’s like a Fitbit for your career,” says Waber. How to Harness Technology’s Effect on the Workplace, Why You Should Apply Zen Principles to Workplace Design, How to Establish Better Guidelines for Remote Workers, Six Ways the Pandemic is Changing Flexible Workspace, Industry News: The Death Of The Office Desk Is Upon Us, Creating Hybrid Communities Post-COVID-19, Work Better: Expanded Expectations for Wellbeing at Work, Supporting Physical and Mental Health Through Design. *Editor’s note: Download our full Diversity and Inclusion Handbook for more than 70 pages of tangible strategies to help you cultivate diversity and inclusion on your team, including diversity goals and objectives. If inclusion is an outcome, employee feeling, bias and sentiment are all inputs that we must measure to assess the level and depth of inclusion within organizations. Don’t just measure diversity, measure inclusion too. Measurement is important to establish the extent and depth of exclusion and to monitor progress toward inclusion. Caveat: Because diversity is much easier to measure than inclusion, companies sometimes think they are doing the latter when, in fact, they are not. Diversity and inclusion are often treated as synonyms or strung together like a hyphenated last name. An organization may establish quantitative measures based on: Representation: What is the workforce profileof the organization? They just need to be transparent and scrupulous about how they do it. #peopleanalytics #hranalytics #diversity #inclusion. Companies have access to an increasingly sophisticated tool kit. What the company is actually measuring, however, is diversity―in this case, the increase in gender representation. But inclusion isn’t totally unquantifiable. Caveat: Doing this well requires reaching out to many different types of employees—not just members of employee resource groups. Start with gathering and listening to employee feedback, and exploring baseline demographic data to see where inequalities might exist. Measuring What Matters. The Future of Measuring Inclusion. Conventional Measurements Conventional measurements rely on counting the number of people within an organization who belong to each of several ethnic and racial categories; … Diversity and inclusion is a challenging subject to tackle and even tougher to measure and report on. Your email address will not be published. It is continuously created through the ways people and the organization operate. If it turns out that male employees have different communication patterns than females, for example, then the company may need to consider whether those differences play a role in the unequal advancement rates of men and women. Caveat: The more sophisticated the technology becomes for collecting and analyzing employee data, the greater the imperative for companies to be completely transparent about their practices: what data they are collecting, along with how and why they are collecting it, how it will be managed, how it will protect individuals, and so on. Comment document.getElementById("comment").setAttribute( "id", "a04b9e38cd45ac220a07c7a70dd5fc60" );document.getElementById("j0f7bc6ff7").setAttribute( "id", "comment" ); Save my name, email, and website in this browser for the next time I comment. How can we measure if inclusion strategies are working, and when we reach an optimal level of full inclusion? As companies continue to work on better their diversity and inclusion efforts, they're often turning to data as a means to drive improvement. Trump to leave office with the worst jobs record since Herbert Hoover For example: What does your direct manager say or do that makes you feel valued and respected? As a result, they designed one with wheels and moved it around strategically, based on which teams had the greatest need for collaboration. Measuring inclusion and diversity Decisions about inclusion interventions should be based on evidence. Diversity is about numerical representation―the percentage of people with one attribute versus another. Measuring Inclusion. Combining traditional HR data and performance metrics with these newer data sources reveals workplace dynamics that were invisible to them even just a few years ago. Do introverts contribute more when their desks are located at the fringes of the agile-team’s space? Inclusion means having an environment where all employees have equal access to resources and opportunities. However, it is not as easy to tell if your organization is inclusive. It seems like examples of inequality pop up in every corner of our society, and businesses are trying to get ahead of the problem. By comparing the responses of specific groups of employees—men versus women, managers versus non-managers, newcomers versus veteran employees—companies can identify highly inclusive teams or business units as well as trouble spots. Now, more sophisticated tools, like Slack-based chatbots, are available that allow real-time feedback to raise issues that might otherwise go undetected, provide tips on how to modify behavior, and aggregate data to monitor company performance. Employees who opt-in (and, again, that is an essential pre-condition before an employer uses these tools) can receive a confidential report on their interactions over the past week, based on their e-mail headers and online calendar. This webinar discusses data and approaches that can be used for measuring social inclusion. Some have gone a step farther: They are using a variety of tools and methods to measure both inclusiveness and the factors that will continue moving the needle in the right direction. Required fields are marked *. If, indeed, inclusion is a root-level need, why are organizations not measuring it, or at least not measuring it well? Many of the inclusion experts we interviewed are optimistic. By taking their own emotional pulse on a regular basis—there are apps for that, too—they can see if these changes affect their sense of belonging, trust, or psychological safety. As employers get better at using technology, data, and analytics to understand the workplace, designers may play an increasingly important role in helping it become more inclusive. Your Human Resources Information Systems (HRIS) likely has gender identification and racial identification data from the hiring process. So, how do we know if a company is succeeding? It includes the many elements of the workplace that serve to acknowledge and value individual differences and encourage people to express their unique views. What the badges don’t capture is anything people say. You are invited to participate in a 3-minute survey that we are conducting about screens in the workplace. For example, tools can now measure how opportunities differ by gender or ethnic background by examining the pattern of interactions among employees, such as collaborations on project documents, electronic communications, and scheduled calendar meeting. They might then choose to experiment doing things differently—say, reaching across organizational levels more often or starting up at least one conversation a week with people they do not know. Over the past decade, many organizations have developed expertise in human capital analytics, enabling them to correlate different variables related to their workforce, leadership, human resource practices, organizational structure, and business outcomes. Not unlike the sensors that capture real-time data about a physical space such as an office, sociometric badges, for example, collect data about people (with their full knowledge and consent). Here’s another business case for inclusion: Teams and companies that are inclusive also innovate better, according to research. ONA produces a visual map, like the one in Figure 2, showing not only the number of connections in a network but also their strength. In other cases, leaders say that inclusion’s simply too soft, or subjective, to be measured—let alone to be held accountable for. That is just one example of the way design can bolster inclusiveness. First developed at MIT and since commercialized by a company called Humanyze, these matchbox-sized devices record information about people’s movements and interactions: who they speak to, where, and for how long; who speaks first, who speaks longest, and whether they interrupt each other. Figure 1 (below) shows a more comprehensive picture of where inclusion “lives” in the workplace. More than three-quarters of the innovation leaders and D&I leaders who participated in a recent survey by The Conference Board agreed that an organization’s level of inclusion is related to its ability to innovate. … A company could also compare the networks of their most successful teams with those of average ones, to tease out the connection patterns that are most strongly associated with high performance. Are patterns of behavior consistent with the perceptions of inclusion, or is there hidden bias? A national conversation about inclusion is happening. Inclusion, not so much. Better workplace data and analytics, they believe, will eventually provide keener insights. Caveat: In its most limited form, ONA can be just another way to measure diversity. But this tells us nothing about inclusion in any of its manifestations: inside people (their perceptions and feelings); between them (their behavior and relationships); or outside them (the organization or team’s culture, policies, and practices). Find out more about specific initiatives you should implement in your workplace to focus on measuring D&I. Here are some examples of tools that can help companies track inclusion and direct their efforts in a more targeted way: Organizational network analysis (ONA) enables companies to understand the web of connections between one or more individuals, between one or more groups, or between the organization and its external environment. Do they feel safe speaking up to disagree? One way to measure and adjust your D&I initiatives is to ask employees about their experience directly. You should be able to easily tell if your organization is diverse, and this is more than an eye test. For each individual to bring their best self forward, a … Digital technologies can provide more robust ways to understand and measure inclusion. It also means engaging with, for example, individuals who work in offshore locations, or in support or back-office functions, or who are contingent workers rather than employees. Companies see diversity and inclusion as a priority, and take pains to improve their brand by showcasing the steps they take. Rather than relying on an off-the-shelf or top-down explanation of what makes for an inclusive workplace, companies can ask representative groups within their workforce to speak from their personal experience. A company culture that doesn't value and reinforce empathy is at high risk of bias - intentional or not - against groups of its employees. Tell me about a time when “being different” from others at work affected your willingness to share an opinion or idea. For example, surveys are basic but useful approaches to gauge employee experience by including targeted questions. Inclusion, diversity, and belonging are essentially about organizational change. In an inclusive workplace, people can do their best work and organizations can gain the full benefit of a diverse workforce. Are their voices heard when they come up with a new idea? Without a way to measure inclusion, executives and HR teams have to rely on their own subjective perceptions of the culture at their organization—with varied level of accuracy. Many organizations conduct company-wide engagement surveys every one or two years. Because it is driven by an endless series of actions, “it’s more of a verb than a noun,” says one corporate D&I leader. Digital technology is transforming how companies can use data and analytics to optimize environmental factors such as light and temperature levels, traffic flow, and floorplans. People need to feel safe and trust that they can express themselves without fear of negative consequences to their status or career. What is Digital Transformation and What Does it Mean for Workplace Design? In what ways does his/her behavior make you feel the opposite? At another company, ONA revealed that women who had a strong relationship with a senior-level leader were the most likely to be promoted. While this pop definition is memorable, it falls short in telling us what inclusion looks and feels like, or where it comes from. Workplace diversity not only expands your talent pool, but allows each member of your organization to draw from the backgrounds, viewpoints, and experiences of fellow team members – but you already knew that.The question isn’t whether diversity is important, but “How can my company measure diversi… But is that inclusion? A company’s demographic makeup has never been more relevant. Digital platforms will enable employers to mine real-time data from Slack, TeamRoom, Yammer, and other communication and collaboration platforms to identify strengths and diagnose issues before they manifest into bigger problems. We asked a panel of experts who brought together multiple perspectives on the topic of what inclusion means, and here's what they had to say: Together, these capture key elements of inclusion in the workplace, and the panel raised some important themes, like empathy and psychological safety. Research shows that diverse teams are more innovative and contribute to better business outcomes. It quantifies and visually depicts the representation of easily measured aspects of diversity within a network. Sometimes the answer surprises them: increasing diversity should not be your goal. They have also educated their workforce, from top to bottom, about what makes for an inclusive workplace and why that matters. Our panel offered a broad consensus that there is a typical hierarchy of analyses: The best analyses tie the results to financial and business outcomes to underscore the value of devoting time and resources to creating a more inclusive workplace. We believe that measuring inclusion should be the next big area of focus for D&I teams. Companies can also develop original survey questions based on the qualitative data they glean from focus groups. Armed with these kinds of insights, companies can provide coaching and create projects that better level the playing field for men and women. The good news is that the future looks promising. But what about inclusion? But because Humanyze can match each person’s badge data with his or her demographics, it can look at subpopulations within the workforce. In the longer term, that could put the company at a competitive disadvantage. How do we know if there is a problem around workplace inclusion? With all the talk about diversity and inclusion, we decided to devote our recent New York Strategic HR Analytics Meetup to explore the topic and focus especially on inclusion because of all the apparent confusion over what, exactly, 'inclusion' means. The paper also highlights that diversity management, a common practice to quantify or measure (employee perception of) inclusion, is not an appropriate method to capture organizational inclusion. Engagement and Measurable Results: One of the things that we're finding in the research is when you do employee engagement surveys, or employee satisfaction surveys, they’re actually measuring inclusion after the fact. It will show them how their own patterns compare to those of top performers. There are few more vocal advocates for data protection than the CEO of Humanyze, Ben Waber. Let’s say an organization’s 2015 headcount shows that the percentage of women shrinks significantly as they progress up the ranks. Measuring inclusion can also provide new insights about the role of work design in fostering inclusiveness. To combat this trend, leaders decide to increase their efforts to hire and promote female leaders. How can we measure if inclusion strategies are working, and when we reach an optimal level of full inclusion? They tell you that you either have a problem or you don't. The idea of “belonging” and metrics to measure the success of any people initiative are becoming increasingly important to a strong diversity and inclusion (D&I) strategy. Using a combination of approaches seems to work best. Better workplace data and analytics, they believe, will eventually provide keener insights. Sometimes it is because they have a simplistic definition, so it remains a fluffy aspiration on the company’s website. To meet these growing demands, creative and sophisticated new solutions are being developed to measure how included employees feel, and measure actual behavior to assess levels of inclusion throughout the workplace, and train employees to be more empathetic and inclusive. That would tell us which network factors were most strongly related to inclusion (although it still would not show causality–that is, which factor drove the other). Do they have to suppress or “cover” certain aspects of their identities to fit in, or do they feel seen, heard, and valued for bringing a unique perspective? Measuring Inclusion Business leaders often ask us for specific suggestions on what they can do to increase diversity. We must become conscious of the unconscious in order to help make an environment which is inclusive for all employees. People on social media are beginning to demand it, now. What actions to take to create a more inclusive workplace depend on the issues that are uncovered. You might correlate, for example, the number, composition, and strength of people’s network ties with their feelings of inclusion, as measured by selective survey questions. This enables companies to identify the right targets and goals—and the right metrics to track. Building a company without workplace diversity is like weaving a tapestry with only one thread: ineffective and probably a little boring. But the best business advantages of diversity cannot be realized without inclusion. How can a company be inclusive if its people do not try to imagine what it might be like in someone else's shoes? Are the percentages and numbers of the workforce aligned with the general workforce of the local area, state, or nation? Inclusion is more subtle and complex. Some call it psychological safety. The main types of indicators to consider when measuring financial inclusion are: Humanzye protects the identity of individual employees; client companies receive reports based on anonymized, aggregated data. Return to Work: A Leader’s Guide To Avoiding The Mental Health Crisis. How can one know when social inclusion is achieved? If inclusiveness has such a positive business impact, why aren’t companies doing more or doing better at it? Governments are beginning to require transparency and reporting on diversity, inclusion, and inequity in the workplace. The bad news is that lack of inclusion is a real problem in the workplace. The paper is aimed at D&I professionals, however, anyone interested about workplace inclusion may find it handy. Is everyone ‘all in’? Inclusiveness spawns diversity of thought. That did not hold true for men, however; their career advancement was tied to having a broad network at all levels. In exchange you’ll be the first to get the results! Inclusion, belonging and being held in significance are longings that all human beings have. The data can come from the company’s communication and collaboration systems, or from other sources. These surveys dive deeper into employee opinions which can help you with your D&I efforts. Take Starbucks for example: they recently closed all of their 8,000 company-owned stores nationwide to give 175,000 employees racial-bias education in response to a shocking incident at a Philadelphia store in April. Many quantitative measures focus on the amount or number of persons in an organization based on traditional affirmative action definitions. breakthroughs. By 2019, the company employs twice as many female executives. A Common Sense Guide for Returning to the Post…, Navigating Your Future Workplace Post COVID-19: A Roadmap, The COVID-19 World And Its Impact On The Future Of Work, A New Normal: Touchless Offices in the Post-Pandemic World, 5 Ways To Achieve A Healthier Work Space Now And…, Enriching the Workplace with Biophilic Design, A Look into The Workplace Post-COVID-19: The “Anti-Office”. Using BCG’s Diversity and Inclusion Assessment for Leadership tool, we are able to benchmark data against industry and geography, leveraging our existing database of more than 25,000 responses from across the globe. But organizations are not the only potential beneficiaries. Build on employee experience and baseline demographic information with data on workplace behavior to see where people are getting the same opportunities to thrive, and where they are not. To gather more information about a topic, like diversity and inclusion, you can use a pulse survey. Humanyze, the sociometric badge company, used its own data to learn that innovation and relationship-building flourished around the company’s coffee pot. For example, the current backlash against open offices and their presumptive benefits. To me, if a single school was like a toybox, then a consortium of schools was Toys “R” Us—and we would have to innovate as a group in order to survive. Clearly, it has become more inclusive! monitor and measure policy impact; Country-level data and diagnostic assessments inform the design and help sequence reforms. The same data also helps the private sector improve the design and delivery of financial services. The answer: There are a variety of … Review data policies. From a financial point of view, inclusion is important because it can help organizations recoup their investments in building a more diverse workforce. They can do the same with survey data about inclusion. If inclusion is an outcome, employee feeling, bias and sentiment are all inputs that we must measure to assess the level and depth of inclusion within organisations. Are employees who look and think differently more comfortable speaking up in a secluded meeting room than in the wide-open prairies that some companies refer to as “the dorm” or “the pit”? One of the most promising applications is in measuring inclusion and tracking its progress over time. Prioritize data that truly drives diversity and inclusion You might be thinking, “I have no idea where to start measuring diversity.” Just as with any data in business, start with what you have. These themes might seem obvious - but if they were obvious to everyone, inclusion would not be such a widespread problem, would it? While diversity is relatively easy to measure, inclusion is often described in subjective terms and anecdotes. The best results come from creating a diversity and inclusion initiative and continually making … Establish a sense of belonging for everyone. Companies must first spend substantial time in advance answering employee questions and allaying their fears. They are unlikely to retain that talent or maximize its contributions if the workplace is not one that values differences. These insights can then shape future priorities for further research, training, and intervention. One company, for example, found that the networks of men and women looked quite different: Men built more connections with senior leaders than did their female peers. In fact, the analysis reveals a spike in women who leave between Levels 5 and 6. Here, too, tools are available to train employees, ranging from traditional training sessions to virtual reality-based empathy training. Many of the inclusion experts we interviewed are optimistic. Launch a pulse survey about diversity and inclusion. “Diversity is being invited to the party. On the upside, many companies have developed a clear understanding of what inclusiveness means in their culture. Starbucks is not alone. While there is broad consensus that diversity and inclusion are good for business, accurately measuring inclusion in conjunction with diversity is a common obstacle for business leaders. Diversity is easier to tally. Technology has really opened the door to measuring behavior and employee interactions that can detect whether patterns of behavior are inclusive. Where does it fall short? A common pitfall is to focus on measuring levels of diversity (and this itself is a broad church and a topic for a different time) without combining this with measurements around levels of inclusion. If you want to know whether your employees’ experience aligns with your company’s ideals—at scale—you can just ask. Inclusion, on the other hand, is relative to how everyone else is treated. This book considers both the issues associated with measuring inclusion and provides examples of evidence-based good practices and models of effective measures. The actual diversity of employee statistics will inform you if there is a high or low level of women in your company. In fact, they are quite different. Many of these analytics, including ONA, sociometric badges, and even e-mail headers, can also provide real-time feedback to individuals. Quantitative measurements are aligned with basic principles of affirmative action. Similar technologies can help them optimize another critical resource: the people who work there―both how they feel and perform. Companies that want to create a scorecard for inclusion, or use those measures to assess and reward leaders, must be extremely careful not to conflate inclusion with diversity—that is, the dancing with the party. No single set of numbers is best for everyone, but here are some examples of metrics that companies are using to increase diversity and create a more inclusive workforce culture. Diversity is absolute; you can measure the percent of diverse employees in your organization and set target goals for improvement. The technology for analyzing workplace behavior is getting more powerful all the time. And diversity of thought sparks new ideas, creative thinking, and why-didn’t-I-think-of-that? The UK now requires any company with more than 250 employees to report data on their gender pay gaps. 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