Boards, investors, execs: Take heed. ESG reporting matters.

Increasing your data quality requires a commitment to both accuracy and validity in how you measure it. We see lots of emphasis on accuracy and transparency when it comes to diversity data, but this is a moot point unless your tools actually measure what they are supposed to. Human capital is not the same as financial data– do you know how to account for this?

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Keeping it short and sweet for Friday, let’s talk about this video, “Boards, investors, execs: Take Heed. ESG Reporting Matters”

We agreed on several of the points they raised:

– Increasing your data quality requires a commitment to both accuracy and validity in how you measure it. We see lots of emphasis on accuracy and transparency when it comes to diversity data, but this is a moot point unless your tools actually measure what they are supposed to. Human capital is not the same as financial data– do you know how to account for this?

– Frameworks and standards allow you to benchmark, which, in turn, allows your management teams to contextualize DEI within organizational decisions. 

But we also took note of the fact that DEI was completely absent from the discussion on centralizing and organizing your data. We talk a lot about the issues that arise when you silo your DEI functions away from central decisions and action– the impact of the team is siloed as well. We think it’s time to expand the governance of your information to your diversity management team, and we have the tools to help you do so. Talk to Deon Gaines and Jonathan Dyke for more details.

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Boards Need Real Diversity, Not Tokenism

“Too often, we limit our understanding of diversity to identity-based differences. When we do this, we overlook diversity’s true force: the unique and varied expertise and experiences that, when integrated, drive problem-solving, improve decision-making, and expand our creative potential.

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