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.
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:
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.
Kim Vander Aerschot
Partner, PwC Canada
Tel: +1 416 814 5893