Focus Area ResourcesDisaster ServicesThis online network provides a place to share what works at the intersection of disaster services and national service. This is our most requested online section! Here we post reliable training tools (or activities/exercises). All training tools are based on our direct education approach, rooted in popular education. For even more tools check. Connecting and advancing the Asian community at Google Asian Google Network (AGN), one of the largest employee resource groups at Google, aims to educate about Asian culture and support. The Social and Behavioral Sciences programs are designed for people with a passion for making a difference in the lives of others. Diversity vs Affirmative Action Affirmative action and diversity are both measures that are taken with the aim of encouraging corporations to hire and promote.
Diversity in the Workplace - Leading Association for Diversity Conferences and Collaboration. Article. Diversity Metrics, Measurement, and Evaluationby Marc Brenman.
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Introduction. Quantitative indicators are important. Use metrics to evaluate how well the organization is doing on its diversity and inclusion program. Use data as an indicator of the effectiveness over time of ongoing diversity programs. Data collection “is the most crucial step of the evaluation process because without data, there is no evidence of the diversity initiative’s impact and therefore no need for an evaluation.” (Hubbard, Edward, The Diversity Scorecard: Evaluating the Impact of Diversity on Organizational Performance, San Francisco: Elsevier, 2. Benefits from diversity training are perennially difficult to measure, but such measurement is possible. These measures could include better relationships among diverse staff members, fewer grievances and complaints, improved labor relations; reduction of noose, graffiti, and hate incidents; and more diverse hiring. Traditional or foundational metrics include numbers related to success in workforce representation, dollars spent with women and minority businesses, and the documentation of diversity activities and training.
Employment and Training. Easter Seals Employment and Training Services Team establishes a partnership between job seekers and employers. Held each October, National Disability Employment Awareness Month (NDEAM) is a time to. In our more than 30 years, countless children have benefited from our school and outreach programs, becoming engaged and successful citizens. Students enjoy small classes with deaf and hard of hearing. Introduction 9 Diversity makes your business stronger 10 Why diversity alone is not enough 14 Bridging generations and more: The experience of Davco Solutions Inc. 16.Creating.a.Culture.
Metrics are the attributes or factors that are important for you to understand. They key is not creating a separate report card for multicultural, but making your current report card inclusive. If you report monthly sales – which everyone does – make your sales report inclusive by reporting contributions by consumer group. The same applies to other key metrics like marketing mix analysis, campaign return on investment, media planning, employee goals & objectives and compensation models in order to properly track and reward cultural inclusiveness and results.”(Liliana Gil, co- founder and Managing Partner of AG and former Worldwide Director of Marketing Services at Johnson & Johnson)DI programs should be able to show real statistical increases in numbers and percents of recruitment, applications, hiring, retention, training, and promotion of people from traditionally discriminated and underrepresented groups. These increases should be greater than natural demographic growth in the organization's usual service and hiring geographic area. In terms of qualitative measures, employee climate surveys with questions about perceptions of diversity, welcomeness, trust, fairness, etc. Employee focus groups should show the same improvement.
On a more psychological level, various social distancing scales should show decreased social distance and prejudiced thinking. This is perhaps not the place to go into any detail about performance measurement in general, but suffice it to say a little- - outcomes (results) and outputs (widgets you make) are two different things; and performance should generally be measured by social equity and opportunity, quantity, quality, timeliness, cost, effectiveness, efficiency, return on investment, and customer service. Most of these are measured using ratio measures (one factor over another, something by something else). The impact of diversity can be measured. Firstly, there is research done by Prof Frank Dobbin, Harvard Business School, 'Assessing the Efficacy of Corporate Affirmative Action and Diversity Policies'.
Secondly, the Apr 2. HBR has an article in it demonstrating how IBM obtained a big revenue return from targeting medium sized women and minority ethnic owned businesses.
It's possible, also, to measure the savings in recruitment costs from achieving higher retention rates for 'minority' employees through building a more inclusive culture. Another measure is the reductions in absenteeism for underrrepresented affinity groups when effort is put into fostering an inclusive culture for everyone. It's also possible to measure the engagement ratings for employees from different affinity groups in annual engagement surveys. As well as these measures, my business also uses Human Synergistics Organizational Cultural Inventory to measure the extent to which a client's culture shifts from Aggressive or Passive/ Defensive to Constructive/Satisfaction for the different affinity groups during a change programme to build a more inclusive culture.
In part, the challenge is determining what measures will yield useful information. For others, this task is difficult because they do not yet collect the necessary data required to measure diversity. Diversity programs, for example, are often considered to have “intangible” results, such as improved communication or improved teamwork. Although those responsible for diversity training in the workplace agree that behavioral change is key, awareness building and associated attitude change remain the focus of most diversity training in the workplace.” (Curtis EF, Dreachslin JL, Sinioris M, Diversity and cultural competence training in health care organizations: hallmarks of success, Health Care Manag (Frederick). Jul- Sep; 2. 6(3): 2. We do not want to imply that finding and using good metrics to show the success of diversity programs is an impossible task.
Signs of negative financial and productivity implications are increasingly common, with higher absenteeism rates, ill health and early retirement, high staff turnover and increased insurance premiums. Cost estimates reveal considerable financial gains in reducing workplace violence. Evidence shows that both physical and psychological violence have serious implications for health and well- being. Improvements in productivity. More innovation and creativity. Use of bridge positions for lower level employees to bridge to professional positions. Better retention.
Decrease in pay disparities. More positive responses on exit interviews. Higher ranking of the organization in terms of best places to work. Becoming an employer of choice. Awards from special interest and advocacy groups. Inclusion of diversity in corporate social responsibility efforts.
Independence and professionalism of the diversity officer. Real statistical increases in numbers and percents of recruitment, applications, hiring, retention, training, and promotion of people from traditionally discriminated and underrepresented groups, disaggregated by race, national origin, gender, disability, and other protected statuses in the organization's areas of operation and interest. Employee focus groups should show the same improvement. On a more psychological level, social distancing scales should show decreased social distance and less prejudiced thinking and unconscious bias. Performance in diversity and inclusion should generally be measured by social equity and opportunity, quantity, quality, timeliness, cost, effectiveness, efficiency, return on investment, and customer service.
Most of these are measured using ratio measures (one factor over another, something by something else). Savings in recruitment costs from achieving higher retention rates for 'minority' employees through building a more inclusive culture. Reductions in absenteeism for underrrepresented affinity groups when effort is put into fostering an inclusive culture for everyone.
Engagement ratings for employees from different affinity groups in annual engagement surveys. Fulfillment of an affirmative action plan, if any. Change in minority representation Representation of minorities at different levels of organization. Return on Investment (ROI) for diversity initiatives. Employee satisfaction surveys that include diversity proxy measures such as trust, fairness, and transparency. Diversity metrics include better relationships among diverse staff members.
Fewer findings of discrimination by adjudicators and government agencies. Employee climate surveys with questions about perceptions of diversity, welcomeness, trust, fairness, etc.
Interviews with employee focus groups and affinity groups should show the same improvement. It's possible to measure the savings in recruitment costs from achieving higher retention rates for 'minority' employees through building a more inclusive culture. Another measure is the reductions in absenteeism for underrrepresented affinity groups when effort is put into fostering an inclusive culture for everyone. It's also possible to measure the engagement ratings for employees from different affinity groups in annual engagement surveys. Presentation metrics = A way of measuring success in diversity employment, compared to . Select A Practical And Strategic Approach To Measurement Evaluation design typically refers to the wide range of choices related to data collection.
Answers to these types of questions provide the platform for determining the frequency of data collection, the intensity of data collection, the sample(s) from whom data will be collected, the quantitative or qualitative nature of data, the data collection tools needed and the specific information that is systematically gathered. Select an appropriate mix of process, outcome and feedback measures. Choose both short- term and long- term measures. Evaluate the cost/benefit of proposed measures. Integrate selected measures into existing measurement systems. Create baseline measurement. Implement desired policies and practices.
Review the process, outcome and feedback measures. Despite this, many top- notch organizations fail to attach metrics to competencies at all, while other organizations create complex systems of measurement that can quickly become unwieldy, and are often inaccurate. Duncan Jackson, who teaches in the Department of Management and International Business at Massey University Albany (New Zealand), points out “. To assess the potential partner on these dimensions, HFHE conducts extensive interviews with local leaders, beneficiaries, and NGOs.” (Jane Wei- Skillern and Sonia Marciano, The Networked Nonprofit, Stanford Social Innovation Review, Spring 2.
When such interviews are held, what questions should be asked, what data should be requested? A copy of the organization’s policies and practices.