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academydr online

Diversity's Business Case Doesn't Add Up | workforce.com - 0 views

www.workforce.com/...index.php

diversity diversity_business_case diversity_intiatives diversity_metrics

shared by academydr online on 19 Mar 08 - Cached
    • academydr online
      academydr online on 19 Mar 08
       
      The sampling for this study was problematic in that they had difficulty recruiting for the study. Another problems was that there were few outcome measures data AVAILABLE. That does not mean that there was no impact of diverisity intiatives. They just could not jet the data. Also, Ely and Thomas did find a relationship between diversity and performance measures for "learning and integration"'cultures. I don't hink this point is brough up in this article.
  • The investigation involved a detailed examination of large firms with well-deserved reputations for their long-standing commitment to building a diverse workforce and managing diversity effectively.
  • At a time when charges of racial harassment are way up, and racial discrimination class-action lawsuits are enjoying a renaissance, diversity programs are flourishing. Organizations appoint diversity officers. They hire diversity consultants, coaches, and trainers. They adopt diversity scorecards, benchmarks, and best practices, and send executives to diversity conferences and leadership academies. But despite the astonishing number of products and services--ranging from the worthy to the banal--one item is in very short supply: hard metrics for measuring performance results or the return on diversity spending.
  • ...27 more annotations...
  • 20 large corporations wit
    • academydr online
      academydr online on 19 Mar 08
       
      Compare sample size of 20 in this study to 200 or more in DiversityInc's Diversity Top 50 survey.
  • the number of job-discrimination charges filed with the Equal Employment Opportunity Commission, including race-based charges, hit a seven-year high in 2002.
  • The recent increase in charges can be linked to the recession--work-related lawsuits typically rise during economic downturns--but there was no evidence of improved compliance before the recession hit.
  • Wal-Mart, ranked number one on Fortune’s prestigious "America’s Most Admired Companies" list for 2003, is facing the largest sex-discrimination lawsuit in U.S. history, with as many as 500,000 plaintiffs.
  • Xerox launched its first workplace equality efforts almost 40 years ago. The company draws 30 percent of its workforce from racial minorities and wins numerous awards for its diversity program. Yet it still faces multiple discrimination lawsuits. The number of racial-harassment cases involving hangman’s nooses has exploded in recent years, according to the EEOC, with incidents reported at dozens of leading companies, including Home Depot, Lockheed Martin, Boeing, Texaco, and Northwest Airlines.
  • "Meaningful discussions and analyses do not occur because companies are concerned about legal issues and because people simply want to believe that diversity works," Kochan says.
  • struggled to find companies willing to participate in its diversity study. "
  • "There are estimates that companies spend $8 billion on diversity training annually," he adds. "Much of this is wasted because it is spent on programs for awareness and valuing diversity that do not give people the skills they need."
  • Instead, group members and leaders must be trained to deal with group process issues, with a focus on communicating and problem-solving in diverse teams.
  • Human resources executives often don’t demand documented results from outside consultants or in-house diversity staff because "it’s easier to create activities and get credit for doing something than it is to create metrics and measures and hold people accountable," he says.
  • Some companies measure diversity results with recruitment, promotion, or turnover rates, but few look beyond simple head counts to measure the full financial or performance impact of their programs.
  • "There is a connection between diversity and financial success, but typical profit-and-loss systems don’t capture the benefits that diversity creates," says Laura Liswood, senior adviser to Goldman Sachs on diversity issues and a senior scholar at the University of Maryland’s Academy of Leadership. "A lot of the benefits are not quantifiable, but it’s also true that we have not devoted the same level of resources to attempts to quantify diversity results."
  • "The needed data cannot, in most cases, be culled from existing human resources data," he says. "To create the needed data and analysis, human resources executives must run experiments within their organizations. They must invest in efforts to train departments in group processes, and then follow their performance over time, comparing the performance of groups that have been trained with that of groups that have not, using hard performance measurements based on the goals of the unit." These measurements might be time-to-market, error rates, sales growth, or any number of other productivity measures.
  • "Human resources metrics in general don’t have the same analytical power as other business metrics,"
  • The business case for diversity that dominates industry claims and corporate goals focuses on three related objectives: to allow organizations to tap talent pools and incorporate new ideas and perspectives from employees of different backgrounds; to expand market share; and to ensure legal compliance.
  • Trivialization also occurs as the number of groups covered by diversity initiatives expands to include every conceivable cultural minority, far beyond historically underrepresented or oppressed groups. "There are practitioners in this business who push a very broad definition of diversity because they are trying to appeal to a larger audience to secure their own fate," Hyter says.
  • Patricia Pope, CEO of Pope & Associates, a diversity-management firm in Cincinnati, adds that "there’s been this desire to get away from race and gender issues because they are so uncomfortable. It’s often easier for companies to tackle other differences, such as diversity of thought or diversity of birth order."
  • Several studies, including Kochan’s, have found that companies generally are more successful in managing diversity with respect to gender issues than racial and ethnic issues. The empirical studies indicate that racial and ethnic diversity may, in fact, have a negative impact on business performance unless specific forms of analysis, training, and monitoring are in place. If left unattended or mismanaged, diversity is likely to produce miscommunication, unresolved conflict, higher turnover, and lower performance.
  • Hyter says that some of his clients are "becoming much more aggressive about measuring the return on their investment in diversity training and consulting." He also believes that in-house staffing for corporate diversity programs is changing. "You can tell by the number of people with P&L responsibilities who are being tapped to manage diversity efforts, as opposed to people with just human resources backgrounds."
  • Kochan says. "Diversity can enhance business performance, but only if the proper training is in place and the climate and culture support it. If companies can’t do this, they will lose the opportunity that diversity represents. There could be backward movement, and the negative consequences of diversity could predominate."
  • The industry’s singular focus on success stories, and corporate reluctance to track and report results, makes it difficult to determine if diversity programs have fulfilled their objectives.
  • may succeed in "building a pipeline of people with all kinds of demographic characteristics" but then fail at dealing with different behaviors.
  • Building diversity programs on bedrock instead of sand begins with recognizing "that there is virtually no evidence to support the simple assertion that diversity is inevitably good or bad for business," Kochan says.
    • academydr online
      academydr online on 19 Mar 08
       
      This is true, simple diversity = performance does not work and in fact makes no sense. Testing of decatergorization via expose to difference over time fails without certain conditions (that can be linked to cultural factors) in place. The fact is we need to find out what diversity interventions work and under what conditions and contexts. The only way to do this is to find links to observable/percievable/measurable aspects of the organization.
  • "Unable to link HR practices to business performance, HR practitioners will be limited in what they can learn about how to manage diversity effectively, and their claims for diversity as a strategic imperative warranting financial investment will be weakened accordingly," Kochan says.
    • academydr online
      academydr online on 19 Mar 08
       
      I disagree with the narrow focus on business performance. Not even IT, plant and equipment investments can be justified in this way. I prefer a look at effectiveness and all the factors that contribute to how well objectives are met. There are affective indicators as well (See Toyata story). Plus, I think we will need to take an other look at indicators of culture change and its effects on effectiveness. Let's see more research linking all the different over and under forms of executive conpensation to performance! Last, I saw there was no direct link there either! The issue is likely the emphasis on training and training is useless unless the person will use it and has the opportunity/ need to use it. Also 8 billion looks big but how does that compare to other spending on training, development, office furniture. Are we making a mountain out of a mole hill? I know 600 milliion a year in consulting fees is probably not much compared to what Mckinney etc draw for expert consulting...
  • academydr online on 19 Mar 08
     
    Trade article on Korchan study
academydr online

Toyota: Driving Diversity | workforce.com - 0 views

www.workforce.com/...index.php

diverity effectiveness equality inclusion

shared by academydr online on 19 Mar 08 - Cached
  • Though Toyota is still in the process of developing metrics to measure business results, Requiro attributes higher sales in some locations directly to improved team development, and points to the company’s unprecedented low turnover of 3 percent as the best measure of employee satisfaction.
  • "We will also use the principle of genchi genbutsu, or ‘going to the source’ to evaluate our strengths and weaknesses."
  • "Diversity champions work on culture, which is important on the business side," Morrison says. "We want to represent changing demographics and to create an equitable playing field. We do it because it’s good business. And it is the right thing to do."
  • ...1 more annotation...
  • Still, he notes, "Just because specific measures don’t exist does not mean that the programs aren’t good. But the emotional ‘positives’ behind the effort have to be evident to the employees and leaders."
  • academydr online on 19 Mar 08
     
    Describes a "diversity champions" at Toyota.  Uses broad definition of diversity.  No metrics yet, but cites "emotiona: positives, satisfaction ratings and low turnover (3%)
academydr online

Think Twice: Cost Per Hire - Don't Even Bother | workforce.com - 1 views

www.workforce.com/...index.php

metrics

shared by academydr online on 19 Mar 08 - Cached
  • academydr online on 19 Mar 08
     
    Think revenue or contribution per employee not hiring costs. Particularly, for top performers, will find that the hiring costs are small compared to what they contribute.
academydr online

Step by step on how to calculate productivity - 0 views

understandinglean.com/...CalculateProductivity201.aspx

diversity metrics

shared by academydr online on 19 Mar 08 - Cached
  • academydr online on 19 Mar 08
     
    Calculating productivity for a standard timed task
academydr online

The True Value of Hiring and Retaining Top Performers | workforce.com - 0 views

www.workforce.com/...12.php

metrics

shared by academydr online on 19 Mar 08 - Cached
  • academydr online on 19 Mar 08
     
    True value of retaining / losing a top performer.  Calculation can be adjusted to look at contrbution for "average" employee.  Also includes areas to look at in calculating contribution
academydr online

Dear Workforce: How Do We Measure Our Hiring Costs? | workforce.com - 0 views

www.workforce.com/...64.php

metrics

shared by academydr online on 19 Mar 08 - Cached
  • academydr online on 19 Mar 08
     
    Process for analysing recruiting costs
academydr online

Employee Turnover Cost Studies - 0 views

www.sashacorp.com/turnframe.html

diversity_metrics metrics

shared by academydr online on 19 Mar 08 - Cached
  • academydr online on 19 Mar 08
     
    Turnover costs for various jobs using organization specific numbers.   Rule of thumb looks like 25-30% of annual salary
academydr online

KeyBank: Diversity Awareness - 0 views

www.key.com/A-3.6.1.html

diversity diversity_intiatives

shared by academydr online on 18 Mar 08 - No Cached
  • need for a diverse set of tal
  • academydr online on 18 Mar 08
     
    Using Diversity Top 50 as main reported
  • academydr online on 18 Mar 08
     
    Notice the types of interventions listed.  Metrics on effectiveness?
academydr online

Coca-Cola - Corporate Responsibility - Workplace - Diversity - Our Progress - 0 views

www.thecoca-colacompany.com/...our_progress.html

diversity diversity_metrics diversity_statements

shared by academydr online on 18 Mar 08 - Cached
  • 96 percent of associates agreed that the Company has established diversity as an important component of its business strategy.
  • No. 4 on The 2007 DiversityInc Top 50 Companies for Diversity® list
  • op 10 Companies for Recruitment & Retention (No. 5)
  • ...6 more annotations...
  • op 10 Companies for Asian-Americans (No. 6)
  • comprehensive survey of diversity management that measures CEO commitment, human capital, corporate communications and supplier diversity.
  • The Human Rights Campaign (HRC), has given The Coca-Cola Company a 100 percent rating for its workplace policies for gay, lesbian, bisexual and transgender (GLBT) associates.
  • Company also ranked No. 17 on Hispanic Business magazine's "Diversity Elite 60."
  • Essence magazine's 2007 list of the top 25 employers for African-American women. Essence compiled this year's list by asking more than 60 business insiders -- headhunters, human resources representatives, research firms and nonprofit organizations -- to nominate companies with solid reputations for hiring, retaining, supporting and promoting African-American women.
  • since the discrimination lawsuit settlement with the U.S. District Court for the Northern District of Georgia in November 2000.
  • academydr online on 18 Mar 08
     
    Coca Cola provides some performance metrics
  • academydr online on 18 Mar 08
     
    Notice 2000 lawsuit
academydr online

Goldman Sachs Careers | Diversity - 0 views

www2.goldmansachs.com/...index.all.html

diversity diversity_statements service_clients

shared by academydr online on 18 Mar 08 - Cached
  • Goldman Sachs is constantly striving towards a more diverse workplace, both for the benefit of the firm and in order to more successfully meet the needs of our clients. Our extensive diversity efforts include: Partnering with numerous organizations to promote diversity beyond the boundaries of the firm Increasing our commitment to recruiting women, students from historically under-represented groups and those with disabilities Seeking candidates from a broad array of academic disciplines and concentrations, such as liberal arts, applied math, sciences and engineering Initiating and managing programs, internships and scholarships designed to increase awareness of the firm and our industry
  • academydr online on 18 Mar 08
     
    Goldman Sachs - Example of business case focused approach to diversity.  Yet, no metrics...
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