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?
Moving from $100k to $500k is a plausible financial action to back up your increased commitment to diversity, but what do you do if that type of budget is unavailable? What’s more, a dramatic increase in budget doesn’t necessarily align with the multi-year, even multi-decade process of DEI evolution.
Women hit their peak earning years in their 40s: What does that mean for millennials sidetracked by the pandemic?
The key to strategy-setting post-pandemic is building resilience; managing the D&I impacts of COVID-19 means understanding its multi-dimensional effects.
While today’s data is more limited to demographics, it is clear that successful execution of diversity strategies has a huge ROI.
Oftentimes DEI Leaders miss the most obviously useful data (e.g., EEO-1 Surveys) to establish their baseline and, instead, hurriedly create robust data collection plans that are often unsuccessful.
Walking the Talk: Company Disclosure of EEO-1 Data is Key to Demonstrating a Commitment to Race and Gender Equity
A whole discussion could be dedicated to the pros and cons of making this document public, including the potential legal ramifications of making something like this a “discoverable artifact.” However, we’d rather speak to you directly about this.
Capital One demonstrates multiple ways we can engage diverse talent, both before they arrive in our doors and then throughout their time with the organization.
Clearly, there are jobs requiring someone to be in person; however, a large majority of white-collar work doesn’t.
“[Disability] is predominantly framed as a biomedical issue or a technical one in terms of legal compliance. That framing forecloses any other discussion or experience or identity or social power.”
As we speak to a variety of DEI teams, oftentimes the pressure to act immediately (validate their value) outweighs the ability to strategically evaluate what can and will move the needle in certain pockets or across the organization. This gap hasn’t dissipated, rather it is wider now with weight of external organizational forces.