How Data Can Be A DE&I Leaders New Best Friend

As someone who has worked in inclusion management for over 20 years, what continues to drive me is passion to reduce social inequity and workplace discrimination. In my workshops with global executives I often talk to them about the science of empathy, and how by tuning into our own emotions and the feelings of others, we can build empathetic and authentic relationships that foster equitable and inclusive work relationships. This is a key principle of inclusive leadership.?

However, what’s also critically important is that we ensure that our efforts to mitigate personal and institutional bias is driven by robust and meaningful data. Data can empower DE&I professionals by focusing our attention on the institutional trends and patterns that highlight both areas of good practice and organisational hotspots.

I recently hosted a webinar on this very topic in partnership with D&I Leaders. I was joined by Rachel Osikoya, Global Head of Diversity & Inclusion at A.P. M?ller-Maersk, and Mark Lomas, Head of Culture at Lloyds of London.?

Here’s my 3 tips following our conversation:?

Know what you are capturing and why

It’s important to ensure that as a DE&I professional you have insight into both diversity and inclusion data. Of course diversity data captures information about employees based on a range of their social and cultural characteristics, such as gender, ethnicity, sexual orientation, disability and other factors such as social background. Capturing diversity data will be dependent on a number of factors, specifically law and culture. Those working in global organisations will have to balance the need for global benchmarking with local regulations. It’s important also that organisations have HR systems capable of capturing and analysing data by group and through an intersectional lens. This was a critical point made by Rachel Osikoya.?

In addition to capturing diversity data DE&I professionals should seek to measure the culture of their business through cultural analysis, an approach taken by Mark Lomas at Lloyds of London. Surveys offer depth and reach of such an approach. Organisations such as Microsoft and LinkedIn use this approach. Questions of many organisations include:?

I can be myself here?

I am respected as an equal member of the team

My opinions are heard and ideas considered by team members

I have opportunities to shine?

I am rewarded fairly?

People care about me

Tracking trends and patterns from data assessments by factors such as group identity, job role, location and department helps ED&I professionals to drive prioritised actions.

Use data to set organisational priorities

Use data analysis to set both diversity and inclusion priorities. This could include for instance the activities covering the employee life cycle from hiring more diverse candidates, or focusing down on development and promotional opportunities.?

It’s critical that we balance empathy-based approaches to inclusion management with organisational specific data insights. Use your data to set smart DE&I goals and targets, working under the principle of ‘what gets measured, gets done’. Targets may include:

1. The number of new hires from an under-represented groups

2. Increasing promotion opportunities for under-represented groups in a specific business department or location

3. Increasing perceptions of belonging and psychological safety?

4. Reducing perceived levels of micro-aggressions?

Use your data analytics to influence key business stakeholders?

Data often tells a story. Use your mix of quantitative and qualitative data (support this with information gathered through other means such as focus groups and engagement with Chairs of Affinity networks) to engage with key business stakeholders to influence change. This may include:?

? Hiring managers to help them to mitigate bias in the recruitment process?

? L&D colleagues to help them to prioritise development support?

? Procurement teams to ensure they are embedding supplier diversity in decision-making?

? Senior leaders and Board members to help them with strategic talent planning

Lack of data leaves DE&I professions either guessing on organisational priorities or prioritising interest-based actions, as opposed to evidence lead requirements.