What I learned from talking to 20 diversity, equity, and inclusion experts

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.

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Today, we’re covering the “Metrics” dynamic that Albrey Brown discusses:

– Today’s focus is about defining success metrics vs. a business case; with a renewed emphasis on outcomes
– Updated metrics – referral pipeline diversity, total talent market availability and ERG engagement are now being used
– Continuous data collection is a goal, from repeat candidate identification to routine demographic surveys – while expanding the focus to the intersections of identity and tracking quantifiable goals and metrics that cover said intersections

ideascape view: We hit on this in last week’s post; but, in this rush for data, 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. Additionally, the pitfalls that many find in using surface level employee survey details becomes a dead end for creating valuable programs and activities.

Instead, we’ve found successes with companies that embed DEI within their Corporate Goal Setting processes, putting rigor behind tangible outcomes and then distributing out via the various teams to manage. Again, the role of the DEI Leader is Change Manager – and, we’ve got the tools to help upskill you.

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“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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