From Abstract to Action: HR Leaders Embrace Data-Driven DE&I

Worldwide ERC®’s latest research on diversity, equity, and inclusion (DE&I) shows that organizations are committed to implementing data-driven DE&I initiatives and goals.

When it comes to diversity, equity, and inclusion (DE&I) efforts in the world of work, leaders understand that simply saying the company is committed to DE&I without taking tangible steps to put DE&I efforts into place is insufficient in moving the needle forward. Worldwide ERC®’s latest DE&I research agrees, finding that HR leaders are taking DE&I from the abstract to action with data-driven DE&I initiatives.

Worldwide ERC® recently reached out to more than 600 senior HR leaders, as well as a subset of corporate mobility and mobility service provider leaders—representing a wide variety of industries, world regions, and company size. We found that more than 88% of respondents report direct funding and resources committed to specific activities supporting a larger data-driven DE&I strategy, and that the vast majority of organizations have specific policies to promote implementation at every level of their HR functions.

Implementing DE&I through Data-Driven Metrics and Goals

Implementation of data-driven DE&I efforts can help a company determine its success (or failure) as well as set goals. To help, metrics and established KPIs can help organizations get clear answers, rather than relying on guestimates, once again taking DE&I from the abstract and into actionable insight. Our survey found that when it comes to DE&I, the vast majority of organizations (92%) had measurable goals in place to achieve their strategy, demonstrating leadership’s clear commitment to DE&I initiatives. Further, three-quarters (74%) of participants had specific goals by priority groups.

Our survey participants also implemented a variety of methods to measure the success of their DE&I efforts across the HR board. The functional leaders for each method were the following:

  • Compensation ranked highest in the use of HRIS data to track the progress of key initiative methods (for example, compensation by gender, applications and hiring for certain roles by veteran status, job performance success by ethnicity, and career advancement by age).
  • Development led in using employee feedback through surveys or focus groups (for example, employees’ perception of the organization’s dedication to a diverse workforce).
  • Benefits and Recognition shared the top rank through the use of benefits and or resources (such as employee uptake of wellness benefits).

Whether using surveys, focus groups, or using HRIS data to track DE&I’s progress across the HR function, these methods can ensure that organizations are getting the most out of their DE&I initiatives with data that can inform KPIs, set goals, and determine future success. As organizations implement DE&I into their overall strategy, such data-driven insight takes DE&I from the abstract into action, ultimately impacting the diverse workforce in a positive way.

To learn more about what senior HR leaders are doing, click here to read The Road to Diversity, Equity, and Inclusion: What Companies Are Doing and Why report.

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