A Bridge to Tomorrow
75th Annual NHRMA
Conference & Tradeshow
Presented by
 2012 APTMetrics, Inc.
Putting the
"Diversity Lens" on
Talent Management
NHRMA
October 2013
 2012 APTMetrics, Inc.
Learning objectives for the session
• Recognize why checklists and benchmarks are not powerful
approaches to managing diversity.
• Identify how a “diversity lens” can be applied to the
company’s talent management challenges.
• Leverage current talent management processes to yield
data that facilitates inclusion.
• Apply the key principles of diversity measurement to
identify more meaningful metrics that will drive effective
talent development and staffing.
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Setting the Context
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Evolution to maturity: The D&I journey
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D&I and TM: Where we are today
• Many, individual, effective programs and initiatives
• In some organizations, leadership involvement and accountability
• Mentoring, sponsorship recognized as effective
• Examples of leveraging employee networks for talent identification
and development
• Progress in some companies, for some under-represented
groups, in advancement to leadership roles; retention
remains a challenge
• Focus shifting from diversity to “inclusion” and “cultural
competence”
• Greater awareness of the talent management  diversity
connection
• Few innovations in measurement of progress
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Question
Where are you on your
diversity and inclusion
path?
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Convergence of TM and D&I
Globalization of
Talent
Management
Necessity for
Organizational
and Individual
Cultural
Competence
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Changing
Workforce
Profile and
Employee
Expectations
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Result: A requirement for
talent management processes
that leverage the power of all
types of diversity and develop
leaders capable of creating an
inclusive environment that will
engage, nurture and reward a
multi-cultural, multi-national,
and multi-generational
workforce.
Where to go next?
We’ll consider the common talent management processes
most organizations execute:
• Recruiting
• Selection
• Development
• Performance management
And identify how a “diversity lens” applied to each can yield
insights about an organization’s D&I posture.
Talent Management
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Diversity & Inclusion
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Recruiting
• The D&I challenge: Finding pools of talent; engaging in
outreach that generates a qualified and diverse applicant
pool.
• Talent management process: development of job
specifications and descriptions/job postings
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Recruiting challenges
• Jobs demands are misspecified.
• Job descriptions and postings are one-offs, subject to the
influence of a single manager.
• Assumptions regarding the skills needed are not challenged
or vetted, often resulting in an overqualified and
demotivated workforce.
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Job analysis as a D&I intervention
• Client is a national fine dining restaurant chain.
• Interested in benchmarking skill requirements and finding
new sources of talent.
• Job analysis determined and validated skill and experience
requirements.
• These were then compared to DOL labor estimates in major
metropolitan areas (counties) by SOC codes.
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Improved diversity measurement
Table 5. Estimated fine dining workforce assuming staffing levels 40% higher than restaurants in general.
Geography
Baltimore (county), MD
Baltimore (county), MD
Multnomah, OR
Multnomah, OR
Cook, IL
Cook, IL
San Francisco, CA
San Francisco, CA
Los Angeles, CA
Los Angeles, CA
King, WA
King, WA
Occupation
Waiters and Waitresses (411) SOC 35-3031
Waiters and Waitresses (411) SOC 35-3031
Waiters and Waitresses (411) SOC 35-3031
Waiters and Waitresses (411) SOC 35-3031
Waiters and Waitresses (411) SOC 35-3031
Waiters and Waitresses (411) SOC 35-3031
Waiters and Waitresses (411) SOC 35-3031
Waiters and Waitresses (411) SOC 35-3031
Waiters and Waitresses (411) SOC 35-3031
Waiters and Waitresses (411) SOC 35-3031
Waiters and Waitresses (411) SOC 35-3031
Waiters and Waitresses (411) SOC 35-3031
Sex
Male
Female
Male
Female
Male
Female
Male
Female
Male
Female
Male
Female
Black & Asian & AIAN &
Balance
White
Asian
NHOPI
White
White
White
AIAN & 2+ Races,
nonBlack non- nonnonAIAN non- nonnonnonBlack non- nonTotal
Hispanic Hispanic Hispanic Hispanic Hispanic Hispanic Hispanic Hispanic Hispanic Hispanic Hispanic
104.3623 72.3135 6.4505 11.543
8.827
0
0.679 1.0185 0.2716 0.2716 0.2716
2.716
197.7927 173.824 4.4135 12.5615 5.7715
0
0.679
0
0 0.2716
0 0.2716
116.4485 91.3255 11.543
2.037 5.7715 1.0185
1.358
0.679
0 1.0185
0 1.6975
268.1371 214.564 15.9565
4.753 17.3145 1.0185
0.679 0.2716
2.037
4.074
0
7.469
727.888 309.9635 251.23 85.2145 53.641
0
2.037
2.037 3.0555
0.679
0 20.0305
1248.545 800.8805 210.8295 147.343 65.184 0.2716
2.716
1.358
3.395
4.074 0.2716 12.222
244.44 109.6585 34.629 7.1295 83.517
2.037 1.0185
0.679
2.037
0.679
0 3.0555
229.7736 99.813 25.802
4.753 89.9675 1.0185 1.6975 0.2716 1.0185
0
0
5.432
1267.014 456.6275 534.7125 45.493 185.0275 1.0185 3.7345 2.3765 7.8085 1.6975
0.679 27.839
2061.105 877.268 696.3145 70.9555 335.426
2.037 8.4875
6.111 16.296
9.506 1.0185 37.6845
267.4581 171.108 33.6105
7.469 38.3635 2.3765 0.2716 3.0555 5.0925 1.6975
0 4.4135
501.102 347.3085 39.382 10.5245 67.5605 1.0185 8.4875 3.7345
6.79
6.111
0 10.185
• Allowed us to model for the client the impact of various
skill demands on diversity metrics.
• Gave the client a more insight into their true diversity
posture.
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Job analysis for internal talent mobility
• Jobs that previously were considered very different were found to have the
same underlying skills sets; markedly opened an internal talent pool,
increased career options, and improved diversity representation.
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Selection
• The D&I challenge: using valid selection tools that don’t
product adverse impact while casting as wide a net as
possible.
• Talent management process: implement interviews and
assessment tools to facilitate hiring.
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Selection challenges
• Selection processes are often unvalidated and prone to
subjective biases.
• The most predictive tools also produce adverse impact.
• There is a good deal of misinformation regarding proper
selection tools; bad money drives out good money.
• Good assessment tools have traditionally been expensive.
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PepsiCo’s response
Enterprise and regional HR/OMD will collaborate to identify talent to be assessed as well as target
development activities post-assessment; program participants will have a suite of development
options available to them
Participant
Identification
• Enterprise &
Regional
HR/OMD
identifies
participant
• Communicate
to key
stakeholders
Orientation &
Prework
• Explanation of
process and
expectations
• Arrangements of
schedule/logistics
• Prework provided
Assessment
• Components
vary with level:
•Simulations
•Interviews
•Psychometrics
Evaluation &
Integration
• Vendor
evaluates
components
and
integrates
findings
Strategic Talent
Review
Facilitated talent
review session with
senior leaders to
review bench
Participant
Feedback
• One-on-one
session with
participant,
coach, and
internal sponsor
• Initial action plan
established
Coaching
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Stretch
Assignments
Online
Learning
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Executive
MBA
Programs
PepsiCo
University
Programs
Online, realistic assessment
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True to life cognitive challenges
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Development
• The D&I challenge: Fielding development interventions
that prepare diverse talent for future roles and improve the
inclusion climate in the organization.
• Talent management process: design courses based on
competencies; get butts in seats
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Development challenges
• As it is typically implemented, development often doesn’t
work. Measurement is generally poor.
• Little attention paid to the ROI of development or
measurement of its affect on diversity and inclusion goals.
• Training is the primary mode of delivery; getting butts in
seats is expensive.
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What works; What doesn’t
From Frank Dobbin, Evidence-Based Diversity Management: What works in Corporations, Military Leadership
Diversity
2010
From Commission,
Frank Dobbin,June
Evidence-Based
Diversity Management: What works in Corporations, Military Leadership Diversity Commission, June 2010
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Mentoring Does Make a Difference
Relationship
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Leadership Development Programs: A source
of disadvantage?
• Development models assumed to be gender neutral, but
• Most LD programs and informal coaching reinforce skills women are
already good at (e.g., Engage Others) when…
• 50% of criteria used in evaluating C-level candidates are in areas of
business, strategic and financial acumen (Outcomes)– areas in which
bosses rate men as outperforming women
From Talent Development and Women’s Advancement: 4 Ways Gender Bias Constricts Your Talent Pipeline, a study led by
Susan L. Colantuono, CEO, Leading Women.
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Challenge: Barriers to Advancement Vary for
Different Groups -- and in Each Organization
Non HQNs
Minorities
Women
20%
40%
Exclusion from informal networks
Different leadership style
Lack of visibility to senior leaders
Lack of HQ or other language capability
Org. unsupportive of work/life balance
Managers unwilling to take risk on…
Bias on part of managers
Difficulty finding powerful mentors
Unwillingness to promote themselves
Lack of formal devel prgs at local level
Unwillingness to request development
Lack of credibility with clients
0%
% of companies reporting
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Source: Talent Management Practices for a Diverse Leadership Team, study conducted by Mercer (ORC Worldwide)
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for Industrial Relations Counselors, Inc., 2009
60%
Measuring the impact of D&I talent interventions
Example: Peer Mentoring Across Differences (Gender/Race-Ethnicity) for Sales Representatives
D&I Goals: Increase cultural competency of all sales representatives, retain “diverse” reps, improve customer satisfaction for
targeted diverse groups, and increase company’s % of share in diverse markets
Testable ‘model’
•
•
D&I Intervention =
Mentoring
Engagement ↑
Retention ↑
•
•
Customer Satisfaction ↑
Customer Diversity ↑
Methodology
Outcome Measures
Input Measure:
Assessment of cultural
competency of program
participants
Time
•
•
•
•
Cultural Competence
Retention
Customer Sat
Customer Diversity
Pre-mentoring
program baseline
competency
assessment
Re-assessment
Re-assessment
Re-assessment
0
1
2
3
Results
Cul Competence
Retention
Customer Sat
Time 0
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Time 1
Time 2
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Time 3
Customer Diversity
Performance management
• The D&I challenge: Ensure that performance ratings are job
related and fair.
• Talent management process: deliver the forms and
training, ensure administrative compliance, collate the
results and coordinate with Compensation.
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Performance management challenges
• Performance dimensions are often not validated.
• Ratings are generally dependent on one manager;
inconsistent calibration.
• Subject to biases: leniency, strictness, halo.
• Data are not analyzed from a diversity perspective.
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Bias in performance assessments
2.5
2.45
2.4
Mean Rating
2.35
2.3
(d = -.30)
(d =.36)
African American Rater
White Rater
2.25
2.2
2.15
2.1
African American
White
Ratee Ethnicity
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African American employees
were rated significantly lower
by White raters than by African
American raters (d = -.30, p <
.05), whereas, White employees
were not rated differently by
White and African American
raters (d = .04, ns).
White raters rated White
employees significantly higher
than African American
employees (d = .36, p < .01),
whereas, African American
raters did not rate White and
African American employees
differently (d = .06, ns).
Sodexo
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Summary
• Applying a “diversity lens” to existing TM processes can
improve diversity and inclusion metrics without burdening
the organization with another program.
• Data are available on what works and what doesn’t; can be
gathered internally or can be found in the research
literature.
• A little insight and data go a long way; with forethought,
the value of D&I interventions can be readily demonstrated.
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For more information, contact:
Robert E. (Bob) Lewis, Ph.D.
Vice President
APTMetrics, Inc.
704 228th Ave. NE #502
Sammamish, WA 98074
[email protected]
Mary L. Martinéz
Diversity & Inclusion Practice Leader
APTMetrics, Inc.
4625 Highway A1A, Suite 3A
Vero Beach, FL 32963
[email protected]
www.APTMetrics.com
Global Strategies for Talent Management
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