Skip to content Skip to footer
Search

Loading Results

Tying diversity and inclusion to business goals

Using data to get results

Using data to get results

While organizations base operational and financial strategies on metrics and data, when promoting diversity and inclusion (D&I), they often adopt “best practices”. Many organizations feel that despite investing time, budget and energy in D&I initiatives, they aren’t seeing any progress.

Compared with a best-practices approach, a data-driven one helps organizations develop D&I strategies and make decisions informed by facts. Using existing human resource information systems, organizations can collect and analyze data on employee demographics, in high-potential candidate pools as well as on promotions and pay increases.

With this understanding of the current state, organizations can apply people analytics (using existing data) to develop their D&I strategy and programs that address challenges specific to their organization. With the right levels of leadership commitment, accountability and education, they can make progress on their D&I goals.

 

Sharing our diversity journey

Despite implementing various D&I programs, we weren’t seeing much progress. So we decided to take a step back and go through a data analysis exercise. For example, there was a perception that we needed to fix the female leadership pipeline by driving programs focused on the retention and support for new mothers. This was based on the assumption that the reason equal gender representation was not reflected at the top was because women were leaving to have families during their career.

When we applied rigorous data analytics, the data revealed the following:

  • Across the network, more women left than men only at the most junior level—and at this point, very few of these women were at the stage of starting a family.
  • At all other levels, more men left than women. But we were replacing both our male and female leavers with predominately male experienced hires.

In response to this insight, we switched our focus to identify diverse experienced hires as a critical key performance indicator (KPI) for global D&I acceleration.

 

Sharing our diversity journey

Key actions to take now

Develop, assess and measure diversity and inclusion KPIs throughout the hire-to-retire career life cycle.

Cast the net wider for recruitment and strip out bias in selection.

Train interviewers about unconscious biases.

Embrace a self-advocacy culture for all.

Contact us

Jean McClellan

Jean McClellan

National Consulting People and Organization Leader, PwC Canada

Tel: +1 403 509 7578

Baya  Benouniche

Baya Benouniche

Partner, People and Organization, PwC Canada

Tel: +1 514 205 5409

Matt Pittman

Matt Pittman

Partner, HR Transformation, PwC Canada

Tel: +1 416 815 5008

Kim Vander Aerschot

Kim Vander Aerschot

Partner, PwC Canada

Tel: +1 416 814 5893

Sofia Theodorou

Sofia Theodorou

Chief People Officer, PwC Canada

Tel: +1 416 687 9233

Ellen Corkery Dooher

Ellen Corkery Dooher

Federal Government & Public Sector Leader, PwC Canada

Tel: +1 613 755 5901

Follow PwC Canada