Qualitative data analysis also is useful for getting to the root cause. Key themes emerging from interviews, focus groups or comments from surveys can be insightful.
By Alina Polonskaia and Brian Levine, Financial Post
Developing successful diversity and inclusion strategies at times can be vexing to talent leaders. Many organizations have diversity initiatives that are led by dedicated teams and councils, involve employee-resource groups and offer diversity-training and mentoring programs. Yet, there is little improvement in the representation of women and/or minorities in their ranks.
Many of these efforts stagnate because they simply mimic the practices of others. Diversity and inclusion leaders need the right data and analysis to reveal what needs to be done to effectively build representation and they need to look broadly at talent-management practices.
Lack of evidence specific to the organization makes it that much more challenging to galvanize business leaders to take action. And the absence of a holistic focus and partnership with human resources also severely limits a company’s options. Analytics and a company-wide approach to identifying areas of risk and opportunity have been effective in helping companies achieve what have been elusive objectives.
Mercer’s research shows that the following steps will lead to a more diverse and inclusive workforce.