How to measure gender diversity success?

Question

Although it easier said than done, gender diversity needs to be a business priority — not just something a company says they stand for. And measuring that success should include both long and short-term business priorities that hold clear accountability especially in fields for recruitment, retention, and rate of progression. Do you see any of these initiatives happening with your employer? Do you see the opposite? Please share!

MichelleS · Answer

I see more companies focusing on the 'Inclusion' part of 'Diversity and Inclusion' by having Employee Resource Groups and the like. What I see less often is an actual commitment to  Diversity. Many companies say they are committed but when you ask 'what are you doing?' they give ERGs as an answer.

If you're reading this - it's because you're interested. So here are some things you can do to commit to Diversity:
Take a hard look and reword your job descriptions
Require a diverse interview panel
Set an actual goal that would make your department diverse...then create a plan to attain that goal.
Create a mentorship program in your company
...to name a few

Ruzana Glaeser · Answer

I see a lot of companies just doing lip service, and not actually implementing programs that are successful. Sure, you can have women in leadership programs, but how are women given the same opportunities and how do companies ensure implicit bias is eliminated as much as possible? It takes a lot of work, not just setting up a group, and those efforts I don't witness nearly as often as I'd like to.

schoenlegal · Answer

How gender, racial and the whole diversity issue is 'addressed' is really an industry specific and/or a level of experience in industry issue.  What do I mean by that...

Well, at both the high end of legal and business (which both have high level diversity efforts of their own underway -- a subject for another post), and their interactions with their clients (we are talking about the top 500 companies in the world) and even smaller but significant companies, diversity is a HUGE issue.

First, most law firms have adopted something called the Mansfield Rule: this is a  pullover from football world where whenever there is a search to be conducted for a coach or higher,  When the Diversity Lab first launched its version of the Mansfield Rule two years ago, it required at least 30 percent of participating law firms' candidate pools for any leadership or governance role—equity partnership promotions and lateral positions—to be comprised of women or minorities.  This has spread to a great number of companies.

Now, companies have taken it a step further and are demanding that any law firm that wants to get their business must pitch for that business with a diverse team that will actually be working on the project.  No diversity on your team, no business.  AND they are cutting long-time firms who do not meet the requirements!

So that is how the professional set is attempting to deal with diversity.  At least one aspect.

Maggie B · Answer

I'd call it successful when it's no longer needed.  If you're working at a company where women, people of color, and LGBT+ folks don't feel they are getting the same opportunities for advancement, pay, or treatment as cis het white males, then there's more work to be done.  But the minute everyone comes in to the office and they're comfortable in their own skin?  You're SET.

Brianna Thompson · Answer

I feel that most companies I have worked at try to say they are gender diverse, but in actuality they are not. 
My current retail job has an equal number of male and female employees, but as far as leadership goes, I'm the only female out of 7. One of our assistant managers is being promoted and he definitely deserves it, however I only saw men candidates being interviewed for his replacement. When I mentioned it, I was told that only men applied so that's all they could interview.
This shows the larger problem of recruiting practices in my opinion.

As a female manager, I have also often found that I was used as the 'token' female when a company tried to prove they are diverse...

Jeannette Sanchez · Answer

Here are my acquired (from personal experiences & outside resources) Top 15 Best Practices for DEI. Maybe these will help to develop, build on, and/or keep accountable for your company's/organization's DEI plan, initiatives, and events.

1.	Strong support from top management and Board (written statement of commitment)
2.	Diversity linked to the strategic business planning process, mission, vision, values
3.	'Diversity' “Equity” and 'Inclusion' identified as core values for the organization in all appropriate documents (also see the first item on this list)
4.	Management reporting systems that track, and allow leadership to set goals, on 'representation' for Board membership plus at the senior level: Managers, Supervisors, Directors, VPs, etc., and across business units so that the organization's employees and volunteers (especially in leadership positions) 'look like' the membership, (desired) customer base, and/or general population
5.	A diversity orientation is provided for new employees and follow-up sessions are offered for all staff to address (and have input in) the organization's policies and procedures related to valuing and leveraging DEI to accomplish the organization's mission and achieve its vision (ALL employees are expected to attend and participate; leaders model this expectation by attending meetings too)
6.	DEI awareness updates and education for Board members, any volunteers, Suppliers/business partners, etc. (if applicable)
7.	A diverse group of speakers at meetings/presentations/special events
8.	Meetings are accessible (physically, online, telephone, smart phone) AND inclusive (all participants are called upon)
9.	Encouraging speakers to address aspects of diversity in all presentations 
10.	Tracking various employee demographics (in addition to the ‘traditional’ demographics/basic minimum), at all levels, in order to understand the makeup of these groups and define 'representation' 
11.	Mentoring, Sponsorship or other programs that encourage greater access, participation, and success to historically under-represented societal groups
12.	Advertise employment opportunities to a diverse group of potential employees; include directed or focused locations.
13.	Scan all job postings, recruitment materials, and websites for outdated language; ensuring any offending wording and/or images are removed and replaced by inclusive pictures of culturally diverse groups of people with neutral language.
14.	Promote your trade, profession, industry to under-represented groups through career days at educational institutions, career fairs, a local Chamber of Commerce or offer professional internship programs to these students.
15.	Provide all employees with a (continually updated) Resource List for exploring diversity topics and current trends.

Bobbie Carlton · Answer

I work for gender-equity at conferences and events - specifically getting more women on stage at conferences and events.  (#NoMoreManels) As part of this conversation, I wanted to suggest that people look externally as well as internally when measuring the success of diversity efforts.  If you are putting your women on stage, you are demonstrating that you are a female-friendly organization and that you support your women executives. If you always show a male and pale face to the world, you are telling them that's what your company looks like inside.

How to measure gender diversity success?

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