0. When “Who” and “How” Trump “What”:
Developing a Diversity Strategy That Sticks
Mary L. Martinéz
D&I Practice Leader

1. About APTMetrics
Global Talent Management Solutions Provider Comprised of:
Ph.D. industrial/organizational psychologists
Human resource consultants
Information technology specialists
What Sets APTMetrics Apart:
Professional integrity
Evidence-based approach
Technical expertise
Customer service
Diversity Supplier
Certified as a women-owned business by WBENC
Certified as a women-owned small business by the US SBA
Global Strategies
for Talent
Management.
APTMetrics, Inc. is the only human resource consultancy that builds world-class talent solutions and is nationally recognized for its employment litigation support services. This combination ensures that the talent management programs we deliver to our clients are fair, valid and legally defensible. 1 1

2. Our Areas of Expertise Leader Assessment Employee Selection
Litigation Support
Diversity Strategy & Measurement
Job Analysis
Competency Modeling
Performance Management
Staffing for Mergers & Acquisitions
Organizational Surveys
Global Strategies
for Talent
Management. 2 2

3. Our Web-Based Solutions Platform
APTMetrics®
SelectionMetrics®
Employee Selection System
LeadINsm Leadership Assessment Suite
JobMetrics® Job Analysis System
360Metrics® 360-Degree Feedback System
SurveyMetrics® Organizational Survey System 3

4. APTMetrics’ U.S. Offices

5. Agenda for Today’s Discussion
Your challenges?
APTMetrics’ approach to sustainable D&I change
Common strategy development missteps
Steps to effective strategy
Strategy development example
Application
Your comments and questions

6. What challenges have you faced in developing D&I strategy in your organization?

7. Underlying Principles for Our Work
An organization’s D&I definition, focus and measures reflect its stage of diversity and inclusion maturity
Every successful intervention begins with accurate assessment and diagnosis of issues and opportunities in the business context
Stakeholders must play an active role if change is to occur
Assessment results need to tell a compelling story in order to motivate action
D&I must be embedded in every aspect of how the organization does its work
Strategy is not static: sustainability requires review, redirection and raising the bar
Ongoing measurement that is meaningful and drives desired behaviors is the key to accelerating change

8. The D&I Journey Activation Inclusion Recognition Compliance
Increasing Cultural Competence
Utilizing
differences to achieve the organization’s competitive success
Activation
Seeking the positive value of differences through engagement
Inclusion
Acknowledging differences as a challenge to be managed
Recognition
Avoidance of legal issues relative to treatment of protected classes
Compliance
Increasing Linkage of D&I to the Business Strategy

9. Cultural Competence is Essential for Sustainable D&I

10. Missteps in D&I Strategy Development
Contributing Factor
Impact
D&I/HR or non-executive Council drafts strategy without business leadership participation
Wrong messages sent about roles
Lack of business leader ownership or understanding of the issues
Strategy is too generic or high-level
Organization has difficulty translating into concrete actions for implementation
Strategy not built from business objectives
D&I actions not seen as priority or related to achieving business goals
Strategy designed around discrete activities and programs rather than an integrated vision for the desired end state
Failure to leverage resources
People don’t “connect the dots”
Lack of flexibility for adaptation to local needs (function, site, region, country)
Disengagement of stakeholder groups
Lack of action at local level
Inappropriate or inadequate metrics
Measurement doesn’t drive progress on strategic objectives -- may drive undesirable behaviors

11. Steps to Effective Strategy
Be clear on the roles of business leaders v. HR/D&I
Actively engage leadership in the strategy dialogue and decision making
Assess the D&I status quo thoroughly, against the backdrop of the business and HR strategies to determine gaps for the
Workforce
Workplace
Marketplace (customers/suppliers)
Communities
Ensure clear goals in alignment with HR and business needs and build specific plans, accountabilities, and milestones

12. Most Effective Roles for Key D&I Stakeholders

13. Executive and BU-level Councils Drive Action
Business Head
Chairperson
Exec
Team Member
Exec Team Member
D&I or HR Facilitator
D&I Influencer

14. Engaging Senior Leaders in Meaningful Dialogue about Strategy
Why it’s important
Personal engagement requires interaction with the data, issues and reality of D&I in the organization and the marketplace
Ownership at the top fosters accountability being pushed down through the organization
Sends a message to the organization that D&I is part of the business landscape, not a separate endeavor
Enables senior leaders to speak knowledgeably about D&I because they have struggled with what it means for their organization
Ensures implementation resources

15. Engaging Senior Leaders in Meaningful Dialogue about Strategy
Your role and key tasks as D&I expert
Be well-versed in the business
Do your homework on status quo and potential “burning platform” factors
If possible, work through an Executive-level D&I Council or Task Force
Enlist individual champions at the senior leadership level
Educate and engage through the strategy development process
Know the questions to ask that point to connections between D&I and business success

16. A Metrics-Driven Approach that Accelerates D&I by Starting from the Business Strategy
HR/talent strategy to support the goal
Product/ Market strategy to support the goal
D&I Workforce and Workplace Linkages?
(Issues + Opportunities)
D&I Marketplace and Community Linkages? (Issues + Opportunities)
Status Quo v.
What’s Required to Optimize Leverage = D&I Strategy
Workforce and Workplace Actions and Account-
abilities
Marketplace & Community Actions and Account-abilities
RelevantD&I People Metrics
Relevant D&I Business
Metrics
Business Goal
Assess & Diagnose
Engage & Embed
The Process:
Measure & Revise

17. Strategy Development Example: Workforce & Workplace
HR & Strategies
D&I Linkages
Gap Analysis
D&I Strategies
D&I Metrics
Hire additional IT staff with social media expertise
Provide work environment, challenges, and rewards for IT staff with required skills
Many of those in target IT workforce are Gen Y, from diverse backgrounds
Have different career goals/ expectations
Don’t have strength in recruiting or retaining targeted workforce; need new sources/ approaches to recruitment and retention
Improve brand image with targeted workforce
Increase workplace flexibility and openness
Implement new career paths for IT function
Perception of company brand by potential hires
Completion of changes to flex options by __
Hire and retention stats
Business Goal
Leverage Social Media to Increase On-line Sales to younger buyers

18. Strategy Development Example: Marketplace & Community
Business Goal
Leverage Social Media to Increase On-line Sales to younger buyers
Business Strategies
D&I Linkages
Gap Analysis
D&I Strategies
D&I Metrics
Update online brand image to appeal to market
Pilot crowdsourcing for product enhancement
Target market has significant racial/ethnic diversity – will need to assess impact on product branding and marketing vehicles
Do not currently have adequate market segment data
Few linkages to on-line communities attracting targeted segments
Conduct further research, starting with tapping Young Professionals ERG, who can also provide links to virtual (and actual communities)
Market share increases
Response rates to social media marketing
# of ideas implemented from ERGs

19. Areas for Measurement Workforce Profile Programs/Processes
How many? What trends? What patterns?
Programs/Processes
How many? How well? What impact?
Diversity Climate
How fair, flexible, engaging, and open to differing perspectives?
Business Impact
How much more (productivity, sales/market share, cost savings)?

20. Example of a Multi-Dimensional D&I Scorecard
Workforce Profile
Current picture of representation
Trends in hires, advancements, departures
Programs/Processes
Participation in activities/programs (eg, training, mentoring)
Evaluations of participant experience with programs
Program impact (eg, on advancement, retention)
Qualitative
Processes
Diversity Climate
Employee perceptions
Complaints; charges
360-degree feedback
HR process audits
Business Impact
ROI (cost/benefit) of internal process changes
Increased innovation, productivity, quality
Market growth
Customer satisfaction
Quantitative
Outcomes

21. Small Group Application
In your small group
Select an HR or Market strategy that is critical to one of the companies represented in your group
Identify the potential D&I implications for this strategy
Suggest 1-2 strategies for D&I that would support the business/HR strategy?
How might progress be measured?
Be prepared to report out on your discussion

22. Your questions and comments?

23. Contact Information
APTMetrics, Inc.
One Thorndal Circle
Second Floor
Darien, CT 06820
Global Strategies
for Talent
Management.