RSS

Category Archives: Diversity Strategy Techniques

This category contains specific information to assist Diversity & Inclusion professionals with strategic implementation concepts, ideas, tools, and techniques to demonstrate Diversity’s ROI impact on the organization’s bottom-line.

Diversity Training Pros Must Get to Know ADDIE

de_diversitybythenumbers_blogDEC_680x300Why should we evaluate diversity training? One primary reason is to determine if the benefits derived from the training program justify the costs. Some other reasons could be:
  • To determine how well the diversity training initiative met participants’ needs and to what extent the participants mastered the content.
  • To assess how much of the diversity training content, including newly acquired knowledge and skills, transferred to on-the-job behaviors.
  • To determine whether the results of the diversity training contributed to the achievement of organization’s goals.
  • To determine the initiative’s Diversity Return on Investment.
The ISD Process
ISD is a systems approach to analyze, design, develop, implement and evaluate any type of training. Each phase of the ISD process provides information that feeds directly into the next, as each phase must be completed before moving on to the next. If a phase is skipped, the process is not ISD.
Professionally created diversity training follows this five phased process: analysis, design, development, implementation and evaluation — commonly referred to as the “ADDIE model.” In ADDIE, analysis is the input for the instructional system; design, development and evaluation are the process; implementation is the output. These elements overlap somewhat, depending on the project, and because the instructional system is dynamic, there will be some sharing of duties.
Phase 1: Analysis
The analytical phase is sometimes referred to as a “front-end analysis,” “needs assessment” or “needs analysis.” An effective needs analysis answers the following questions:
  • What is the problem?
  • Is diversity training the answer to the problem?
  • What knowledge and skills should be included in the diversity training course?
  • Who needs to be trained?
Analysis is the data-gathering element of diversity training design. Here diversity instructional designers assemble all the information they can possibly gather about the strategic business problem or opportunity before they consider anything else.
Phase 2: Design
After the problems have been defined and trainees and course outcomes have been determined, it is time to begin the design phase. This phase develops a training blueprint that includes:
  • Learning objectives
  • Content outlines
  • Course structure
  • Training methods and media
Design is the blueprinting stage of instructional systems during which diversity instructional designers create the project blueprint with all the specifications necessary to complete it. During this stage, diversity instructional designers write the objectives, construct course content, and complete the design plan.
Phase 3: Development
The next phase of the ISD process is development of the diversity training course. The steps of this phase are:
  • Develop a draft set of training materials.
  • Pilot test the training materials with the target audience, and make necessary revisions.
  • Finalize training materials.
Materials production and pilot testing are the hallmarks of development. Everything from lecture notes to virtual reality is brought from design to deliverable. Before diversity instructional designers move from development to implementation, it is wise for them to do pilot testing to ensure deliverables do not need revision. The pilot testing process allows organizations to implement any necessary changes before expenses associated with materials development are realized. Pilot testing also helps designers feel confident what they have designed works.
Phase 4: Implementation
The implementation phase involves conducting the diversity training program and completing any related follow-up activities to ensure learning transfer on the job. At implementation, the design plan meets the leaner, and content is delivered. The evaluation process most diversity designers and learners are familiar with takes place in this element. Diversity training evaluation is used to gauge the degree to which learners meet objectives and facilitators or technologies deliver expected outcomes.
Phase 5: Evaluation
The final phase of the ISD process is to determine whether diversity training was successful. It will answer the following questions:
  • What is diversity training evaluation?
  • Why evaluate diversity training?
  • What are diversity training evaluation levels?
  • How is the diversity training analysis and diversity evaluation linked?
  • How is an effective diversity training evaluation conducted?
Evaluation doesn’t deserve to be listed last in the ADDIE model because it takes place in every element and surrounds the diversity instructional design process. Evaluation is a constant guard at the gate of failure.
The advantages of using an instructional system are numerous, the most important being the ability to design diversity projects quickly and efficiently. Nothing is left to chance or ignored when a diversity instructional designer stays within the ADDIE framework or other ISD models. It is my contention that an effective ROI-based diversity training evaluation cannot be completed unless the training design was built using ADDIE and a behaviorally specific competency model built on correctly structured objectives.
Do you know and use ADDIE?
Advertisements
 

“Evaluation, Reliability, and Validity: How Credible are Your Diversity Initiative Assessments of Progress and Results?”

Performance MeasurementEvaluation is a task that every Diversity Practitioner will face at one time or another. No matter what your role such as Trainer, Consultant, Chief Diversity Officer (CDO), Council Member, ERG/BRG Leader, etc., conducting an evaluation to assess key aspects of your Diversity and Inclusion initiatives is inevitable.

Two Definitions of Evaluation

People do not always agree on one definition of evaluation. Following are statements that reflect two different definitions:

  • “Evaluation is the systematic process of collecting and analyzing data in order to determine whether and to what degree objectives have been or are being achieved.”
  • “Evaluation is the systematic process of collecting and analyzing data in order to make a decision.”

Notice that the first ten words in each of the definitions are the same. However, the reasons-the “Why!”-for collecting and analyzing the data reflect a notable difference in the philosophies behind each definition. The first reflects a philosophy that as an evaluator, you are interested in knowing only if something worked, if it was effective in doing what it was supposed to do. The second statement reflects the philosophy that evaluation makes claims on the value of something in relation to the overall operation of a Diversity intervention, project, or event. Many experts agree that an evaluation should not only assess program results but also identify ways to improve the program being evaluated. A Diversity program or initiative may be effective but of limited value to the client or sponsor. You can imagine, however, using an evaluation to make a decision (the second definition) even if a program has reached its objectives (the first definition).

For some, endorsing Diversity Evaluation is a lot like endorsing regular visits to the dentist. People are quick to endorse both activities, but when it comes to doing either one, many Diversity Practitioners are very uncomfortable.

Evaluation: An Essential Element of Success

Evaluation is an absolutely essential ingredient when you are attempting to close performance gaps or improve performance. It is the only way to determine the connections between performance gaps, improvement programs, and cost-effectiveness. Evaluation is one of the most cost-effective activities in diversity performance improvement, because it is the one activity that, if applied correctly, can ensure success. It is often resisted, however, because of the fear that it could document failure. Evaluation is the process that helps us make decisions about the value of all the activities we have been engaged in and whether they are a worthwhile investment for the organization. Without systematic evaluation we are left with “wishful thinking” or self-service impressions that are often wrong and sometimes dangerous.

All evaluation studies must satisfy two criteria: reliability and validity. Establishing these criteria up front will help you communicate your expectations to the C-Suite and any vendors who deliver programs and assist in your Diversity initiatives. Reliability, the simpler of the two, requires all evaluation methods give the same results each time we measure. This protects you against measures that change constantly and produce different results every time they are used, because of the measuring instrument. Reliability is relatively easy to achieve, yet its importance is often overlooked. To overcome this you must utilize specific Diversity science procedures and instruments for measuring the aspects of Diversity performance and goal achievement that are reflected in the initiative’s objectives, strategies and the organization’s performance gaps. Next, you have to standardize these procedures such that they measure in the same way every time. These activities can be perfectly compatible with the way correctly designed Diversity initiatives are structured and administered.

The second criterion, validity, requires that all evaluations measure exactly and only what it is supposed to be measuring. This criterion is one of the requirements most often violated in Diversity performance and other assessments. For example, if we attempt to measure the amount of knowledge employees gained in a Diversity Competency Training program using a “Reaction” form that asks them how much they learned, the results will indicate how much employees “think” they learned, not how much they “actually” learned. Reaction forms too often report high amounts of learning when little occurred and vice versa (Clark, 1982). Consequently, training reaction evaluation could be reliable but not valid in these cases, because the actual results were the opposite of what the invalid instrument reliably reported! If the instrument reported the same invalid result each time it was used, it is still reliable—which is why we need both reliability and validity for all evaluation activities.

An example of a valid measurement of learning would be a Diversity competency problem-solving exercise or memory test (provided they represented the knowledge and skills the participants learned during the training. The more you make use of Diversity sciences and research evidence about the event being measured, the better your chances of for validity. Performance evaluation systems such as the Hubbard 7-Level Evaluation Methodology, integrates these approaches in the process.

Conducting a comprehensive Diversity Evaluation is the only true way to know if Diversity and inclusion programs or initiatives are delivering the outcome results expected by key stakeholders. It is essential that Diversity Practitioners master critical Diversity and Inclusion evaluation methods using technologies that are rooted in Diversity ROI® science. Why? Because the perceived value and credibility of what we do to be seen as a true Business Partner and Professional depends on it!

 

Tags: , , , , , , ,

Diversity ROI Measurement Skills in Small Doses: Moving beyond Excuses

CEOs Want to Know the Impact of Diversity ROI on Initiatives but Aren’t Getting It!

A recent study of CEOs analyzing what CEOs want from their Diversity organizations concluded that CEOs want to see the impact and ROI of their Diversity investments but instead receive only activity and satisfaction data. So, why aren’t Diversity & Inclusion Executives, Managers, Practitioners, etc. measuring their impact and sharing with their CEOs? After all, this is not exactly a revelation. Some of the leading reasons are lack of resources, lack of support from the CEO, lack of funding, lack of skills, etc. My take: these are all just excuses since there are a huge number of resources, books, workshops, etc., available. This strongly suggests that many Diversity Practitioners need a serious skill update or should excuse themselves out of the job. If they remain without these skills, at some point, they may face elimination and/or extinction.

This is the 21st Century, with its emphasis on cutting edge as well as “State of the Practice” technological and analytical advances, yet Diversity Practitioners are using old-fashion measurement skills where the wheels immediately come off of their measurement system wagons. We haven’t been in the “Old West” of Diversity measurement for quite a few decades. State of the Art Diversity ROI processes have been here for quite some time.

 

Accountability Trends

Many enlightened business managers often take a professional business approach to Diversity, with ROI being part of the strategy. Top executives who watched their diversity budgets continue to grow without appropriate accountability measures have become frustrated with this approach. In an attempt to respond to the situation, they have turned to Diversity Return on Investment (DROI®). Top executives are now demanding DROI® calculations from Diversity departments where they were not required previously.
So, what factors prevent us from mastering Diversity ROI measurement? Here are a few excuses I hear that Diversity Practitioners say are consistently challenging and “Small Doses” to begin to address them:

Issue-1: Lack of Skills and Orientation
Many Diversity staff members neither understand ROI nor do they have the basic skills necessary to apply the process within their scope of responsibilities. Diversity ROI Measurement and evaluation is not usually part of the preparation for the Diversity job or taught as part of a university education focused on diversity. Also, the typical Diversity training program or intervention does not focus on results, but more on diversity awareness concepts, activities, or other issues. Staff members attempt to measure results by measuring learning only instead of the full range of Diversity performance intervention outcomes (at all 7 levels) that drive business. Consequently, this is a tremendous barrier to implementation that must be changed such that the overall orientation, attitude, and skills of the Diversity staff member are focused on business results, impact, and/or outcomes.

Small Dose-1: Build DROI® Skills and Measurement Orientation
Don’t wait until you are asked about the DROI® of your Diversity intervention to gain competency and business acumen in this area, start learning about DROI® today! Attend a Diversity ROI Webinar, Workshop, Read books on Diversity ROI, Use DROI® Tools, etc.

Issue-2: Faulty Needs Assessment
Many existing Diversity interventions are not based on an adequate needs assessment. Some diversity interventions have been implemented for the wrong reasons based on requests to chase a popular fad or trend in the industry. Even worse, they schedule training for everyone in the organization costing thousands or millions of dollars with NO measurable DROI®. If the intervention is not needed, the benefits from the program will be minimal or wasted. A DROI® calculation for an unnecessary program will likely yield a negative value. This barrier can be eliminated by training and certifying Diversity Executives and Practitioner in programs such as the Hubbard Diversity ROI technologies, training measurement workshops, etc.

Small Dose-2: Learn the Detailed Steps to Conduct a Comprehensive Needs Assessment
Needs analysis is the cornerstone of any Diversity performance analysis effort. It provides you with appropriate justification for either developing or not developing your Diversity intervention. You must conduct a needs analysis, no matter how abbreviated, before any Diversity intervention takes place.
The objectives of a needs analysis are to:
• Describe the exact nature of a performance discrepancy
• Determine the cause(s) of the discrepancy
• Recommend the appropriate solution(s)
• Describe the target population

Issue-3: FEAR
Some Diversity departments do not pursue DROI® measurement implementation due to fear of failure or fear of the unknown. Fear of failure appears in many ways. Designers, developers, facilitators, and program owners may be concerned about the consequences of a negative DROI®. They fear that the DROI® measurement process will be a performance evaluation tool instead of a process improvement tool. Also, the DROI® process will stir up the traditional fear of change. This fear is often based on unrealistic assumptions and a lack of knowledge of the process.

Small Dose-3: Overcome FEAR by Taking Action
The best way to overcome FEAR is by (a) taking action, (b) generating results, (c) evaluating the outcome, and (d) implementing improvements. FEAR is often based on a lack of knowledge so the antidote is to “learn” and “master” the DROI® skills and processes.

Issue-4: Discipline and Planning
A successful DROI® evaluation implementation requires much planning and a disciplined approach to keep the process on track. Implementation schedules, evaluation targets, DROI® analysis plans, measurement and evaluation policies, and follow-up schedules are required. The Diversity Change Management team may not have enough discipline and determination to stay on course. This becomes a barrier, particularly if there are no immediate pressures to measure the return. If the current senior management group is not requiring a DROI® evaluation, the Diversity Change Management team may not allocate time for planning and coordination. Also, other pressures and priorities often eat into the time necessary for an effective DROI® evaluation implementation. Only carefully planned implementation efforts succeed.

Small Dose-4: Build DROI® Discipline and Planning Focus
There is really no substitute for implementing a thorough approach to a DROI® evaluation process. It must be implemented using effective project planning and management skills as well as following the DROI® methodology according to each step in its design.

Issue-5: False Assumptions
Many Diversity staff members have false assumptions about the DROI® process that keep them from attempting DROI®. Typical assumptions include: (a) The impact of intervention cannot be accurately calculated, (b) Operating managers do not want to see the results of Diversity expressed in monetary values. They won’t believe it, (c) If the CEO does not ask for the DROI®, he or she is not expecting it, (d) CDO denial – “I have a professional, competent staff. Therefore, I do not have to justify the effectiveness of our programs”, (e) Learning or this type of intervention is a complex but necessary activity. Therefore, it should not be subjected to an accountability process, etc. These false assumptions form perceptible barriers that impede the progress of a DROI® evaluation implementation.

Small Dose-5: Eliminate Any False Assumptions
Let’s face it, the DROI® evaluation process and its associated analytics are here to stay. It’s only realistic that Diversity practitioners eliminate any false assumptions, wishful thinking and/or outdated measurement paradigms. In the future, there is likely to be even more demands for DROI® analysis feedback, demonstrated credibility and intervention performance value that tie to the organization’s bottom line.

Using these processes has the added benefit of improving the effectiveness of all Diversity interventions we conduct. Only those Diversity Practitioners who can operate as full strategic business partners will have what’s needed to survive for the long term. Do You Have What It Takes To “Survive”, “Thrive”, and “Drive” Real Business Performance using Diversity & Inclusion?

 

Tags: , , , , , ,

Diversity Process Consulting or Intervention Consulting: How Do We Demonstrate Our Unique Value?

Building an Effective Diversity Measurement System

The creation of an effective Diversity measurement system and “best” practices cannot be a mechanical modeling exercise. It must be preceded by an inspection and utilization of basic business principles. It must focus on organizational and departmental strategic thinking as well as an assessment of the desired quality of work-life. Developing the actual measures is easy compared to the amount of time that should be spent thinking about what is important to the organization’s strategic business objectives and the expectations of the diversity measurement process.

Key steps to building an effective measurement system

Creating an effective Diversity measurement system and process that embodies these concepts involves at least five critical steps:

  • Review the Strategic Business Plan for Needs
  • Formulate Research Questions
  • Design the Study Methodology
  • Collect and Analyze Data
  • Implement Solutions and Communicate Results

Each step in the process logically builds on the previous step which generates an evidenced-based framework that creates a “Best Practice” method for proving Diversity’s link to performance.

With proper training and skill/competency development, one of the more critical roles a Diversity Practitioner and Professional can perform is that of a Diversity Performance Consultant/Technologisttm. This role in the Hubbard & Hubbard, Inc. Diversity Discipline Framework requires the Practitioner to design, develop and deliver or evaluate diversity performance solutions; maintain and apply an in-depth working knowledge in any one or more of the diversity performance improvement areas of expertise; take a disciplined approach to assessing individual and organizational effectiveness in the midst of collective mixtures of differences and similarities, diagnose causes of diversity tensions from differences, similarities and complexities, and recommend a set of interventions; as well as design solutions to improve diverse workforce performance and/or solutions to improve the organization’s performance.

I have always viewed Diversity ROI & Inclusion methods as “performance improvement technologies”. I am also a strong supporter of participatory approaches to performance improvement, from involving stakeholders in the identification of needs and their causal factors to determining solution alternatives, selecting the solution, planning and managing the change, and monitoring and evaluating the change. This active stakeholder participation is critical to the sustainable success of any Diversity & Inclusion (D&I) intervention, not only because we gain real buy-in from stakeholders, but also because part of what we do as rigorous Practitioners ultimately, is to change the way people think about and approach D&I performance solutions in organizations.

Diversity Intervention Consulting is primarily focused on a specific transaction, the provision of an intervention (e.g., Cultural Competency Skills for Leaders training), whether it is a specific process or product. In this case, the performance consultant, as “expert,” carries the bulk of the responsibility for delivering the intervention, but does not typically stick around for the consequences of such interventions. Partially rooted in the sociological tradition in new systems theory which views organizations as self-organizing social systems, Performance/Process Consulting provides a different approach. With a Performance/Process Consulting approach, however, the Diversity Performance Consultant/Technologisttm and the client are equal partners who share the responsibility for the desired change. There is a reduced chance of falling into fads or trendy solutions that may be insufficient or not fully applicable to the organizational realities, because both the Diversity Performance Consultant/Technologisttm and the client are partners in the change and its consequences. Both have a stake in the success of the intervention, and both learn lessons along the way. Moreover, they involve others in the organization, so that these lessons learned benefit more than just a few.

I am convinced that the real value of our work is much more than a roster of interventions (no matter how evidenced-based); rather, it is the paradigm shift that we contribute to in the course of our involvement with our stakeholders. Our ultimate value is in the sustainable and positive change of the organization’s performance system that is now able to operate at its goal or outcome level. While neither resource was utilized exclusively, it is certainly worthwhile for us to reflect on our own approach and determine whether we consciously or subconsciously assessed the situation to determine what balance or blend would be of most value for the given situation.

It is always helpful to review our Performance Consulting approach because of the wide range of relevant topics and ROI-based metrics that fit under the performance improvement umbrella. I am fond of saying that “focusing on tactics without a strategic framework is like learning to run faster in the wrong direction”. You cannot make a strategic contribution without a tight alignment and linkage to the business objectives and success metrics of the organization. If you want to have your interventions resonate with the C-suite and line managers of the organization, they must be based in the real bottom-line needs that drive organizational performance. Whether the organizational initiative is diversity training to teach cultural competency skills, selling products to emerging market clientele, innovating new products and services for a global market, delivering healthcare services, serving governmental constituents, meeting a wide range of student needs, improving the customer service experience, etc., “strategically aligned” diversity performance strategies have the best chance at success and sustainability.

Let’s take a look at an example that helps to clarify this relationship. First, among the organization’s strategic objectives, you find a series of crucial performance areas. One of these areas focuses on an objective of improved customer service. Based upon the importance of this area to the business, the diversity organization has created a corresponding strategic objective to analyze and improve service across all demographic market segments. In the second step, you determine that for service to be improved in these targeted markets, the critical success factor areas must include “improved communication”, “culturally appropriate interactions”, quick access, increased satisfaction, and accurate information. Finally, these critical success factor areas lead you to select diversity performance measures and indicators that support each critical success factor area such as the “percentage of multilingual service transactions delivered”, “number of rings to answer” when a customer calls the organization, “percentage of favorable response on your diverse customer satisfaction survey”, etc. This type of alignment drives improved performance and gains top management support.

Both Diversity Process Consulting and Diversity Intervention Consulting can offer strategic value to the organization. The key is how well each Performance Consulting method meets critical needs of the business to drive its goals, outcomes and success. At what value level would stakeholders rate your internal Performance Consulting methods today? What do you need to do differently to enhance your role as a value-added business partner?

Dr. Hubbard is an expert in Organizational Behavior, Organizational Analysis, Applied Performance Improvement and Measurement Strategies, Strategic Planning, Diversity Measurement, and Organizational Change Methodologies. He holds a Practitioner Certification and Master Practitioner Certification in Neurolinguistic Programming (NLP), a Neuro-science discipline. Dr. Hubbard earned Bachelors and Masters Degrees from Ohio State University and earned a Ph.D. with Honors in Business Administration.

 

Tags: , , , , , , , , , , , , , , , , , , , ,

Three Critical Dimensions and Seven Levels that Turn Diversity & Inclusion Evaluation into Results

“Three Critical Dimensions and Seven Levels that Turn Diversity & Inclusion Evaluation into Results”

Evaluation is a task that every Diversity Practitioner will face at one time or another. No matter what your role such as Trainer, Consultant, Chief Diversity Officer (CDO), Council Member, ERG/BRG Leader, etc., conducting an evaluation to assess key aspects of your Diversity and Inclusion initiatives is inevitable.

Two Definitions of Evaluation

 

People do not always agree on one definition of evaluation. Following are statements that reflect two different definitions:

  • “Evaluation is the systematic process of collecting and analyzing data in order to determine whether and to what degree objectives have been or are being achieved.”
  • “Evaluation is the systematic process of collecting and analyzing data in order to make a decision.”

Notice that the first ten words in each of the definitions are the same. However, the reasons-the “Why!”-for collecting and analyzing the data reflect a notable difference in the philosophies behind each definition. The first reflects a philosophy that as an evaluator, you are interested in knowing only if something worked, if it was effective in doing what it was supposed to do. The second statement reflects the philosophy that evaluation makes claims on the value of something in relation to the overall operation of a Diversity program, project, or event. Many experts agree that an evaluation should not only assess program results but also identify ways to improve the program being evaluated. A Diversity program or initiative may be effective but of limited value to the client or sponsor. You can imagine, however, using an evaluation to make a decision (the second definition) even if a program has reached its objectives (the first definition). For example, for Non-Profits, Federal grants are based on the first statement, that is, whether the program has achieved its objectives, but the harder decision to downsize or change may be a consequence of the second definition of evaluation.

For some, endorsing Diversity Evaluation is a lot like endorsing regular visits to the dentist. People are quick to endorse both activities, but when it comes to doing either one, many Diversity Practitioners are very uncomfortable. In this blog, I want to reduce your discomfort by demystifying some important aspects of designing and conducting a Diversity ROI evaluation by helping you get to know a few Diversity metrics processes that matter in evaluation design.

In both for-profit and nonprofit organizations, organizations possess data (and information) that could help to evaluate a Diversity program or project. These data are the one thing that all evaluations have in common regardless of the particular definition of evaluation you embrace: “evaluation is the systematic process of collecting data that help identify the strengths and weaknesses of a program or project. The data may be as simple as records of attendance at training sessions” or, as complex as “showing test scores showing the impact of a new educational program on increasing students’ knowledge across an entire school system”.

Evaluating Efficiency, Effectiveness, and Impact

We can define Diversity evaluation even more closely as a process. The process is guided by the reason for doing the evaluation in the first place. An evaluation might be a process of examining a Diversity training program, in light of values or standards, for the purpose of making certain decisions about the efficiency, effectiveness, or impact of the program. To carry out this task, you need to understand the concepts of efficiency, effectiveness, and impact. Think of these three terms as the levels of a program evaluation.

“Efficiency” relates to an analysis of the costs (dollars, people, time, facilities, materials, and so forth) that are expended as part of a program in comparison to either their benefits or effectiveness. How is efficiency, or the competence with which a program is carried out, measured in a program? The term itself gives clues to what this is about. Diversity Practitioners would look at the efficiency with which details are carried out in a program. Diversity programs and initiatives often begin with recruiting, gathering materials, providing for space, setting up fiscal procedures, and so forth. In other words, the relationship between the costs and end products becomes the focus of an efficiency evaluation. Although very important, these aspects of efficiency have no bearing on the program’s effectiveness. If the investment in the program or project exceeds the returns, there may be little or no efficiency.

For example, let’s consider an assembly line facility that houses a rather substantial training and staff development department. As part of this department, ten instructors are responsible for ensuring that five hundred employees are cycled through some type of Diversity training every six months, for a minimum of twenty hours of training each cycle. The training revisits the employees’ basic knowledge of their job and introduces new concepts of Diversity that build additional competencies since the last training. The staff development department might work very efficiently by making sure that all employees cycle through in a timely fashion, in small enough groups to utilize the best of what we know about how adults learn. The students’ time on task is often not enough, however, and many of them do not retain much of what was covered in the training. Thus the program is not effective.

The department may be efficient in that it fully utilized the time of each of the available trainers, it stayed within the parameters of the staff development budget, it kept employee “down time” to a minimum, it used materials and equipment that were available, and it completed the Diversity and Inclusion training agenda for the company. Yet there may be an increase in cultural miscommunication incidents and generational conflict across levels because employees make simple, basic mistakes and assumptions about others who are different than themselves. The department’s training was efficient but not necessarily effective.

When you examine the “effectiveness” of your Diversity and Inclusion initiatives, you are asking this question: “Did the activities do what they were supposed to do?” Simply put, an initiative’s effectiveness is measured in terms of substantive changes in knowledge, attitudes, or skills on the part of a program’s or initiative’s participants. Although the right number of participants may have been recruited and the best possible site may have been secured, the effectiveness test is this: Did the activities provide the skills to effectively handle Diversity and Inclusion-related situations! Did the participants gain the knowledge they need to work across generational differences? In another example, the same Diversity and Inclusion department staff may conduct a training session on a new approach to deescalate cultural conflict situations. The trainer may pretest all the employees as they begin their training session. Upon completion, the employees are post-tested and the results compared to determine whether their knowledge increased, decreased, or stayed the same. An increase in their knowledge would be an indication that the training was effective-it did what it was supposed to do. Yet two weeks after the training, when one of the employees was back at her job location, a situation arose in which she engaged in a serious altercation with another employee and failed to use the skills taught. She used her older, more comfortable procedure for addressing communication differences across cultures and caused a problem that put her and her coworkers at the risk of suspension. Here is an example of training that was effective-the worker passed all the posttests-but had little impact on changing the behavior of the employee.

Thus the impact that the program has had on the people or organization for which it was planned becomes an important evaluation consideration. “Impact” evaluation examines whether and to what extent there are long-term and sustained changes in a target population. Has the program or initiative brought about the desired changes: Are employees using the new procedures? Do your employees have more job satisfaction?

Evaluators frequently pay too little attention to assessing impact. One reason is that “impacts” often manifest themselves over time, and Diversity Practitioners have already turned their attention elsewhere before computing this aspect of the evaluation. The actual impact that training in new procedures might have in people’s everyday life often needs time to percolate and evolve. An attempt to collect impact data after allowing for this delay may run into a number of roadblocks such as learner turnover (you cannot find them), job or circumstance change (they no longer are in situations that demand heavy use of the skill taught), or lack of time or resources for the evaluator to conduct these follow-up activities.

Still, program and project sponsors are most interested in impacts. Whether a learner feels satisfied with the training or the training results in knowledge gain means little to a sponsor or employer if the learning doesn’t help the organization.

Evaluating Alternatives

The second philosophical statement that defines evaluation presents it as the process of delineating, obtaining, and providing useful information for the purpose of selecting among alternatives. Thus, it may not matter whether the program was efficiently conducted, effective, or had an impact on behavior or functions, Instead, the value of the evaluation is in its being able to compare one activity to another, one initiative or program to another, or one employee to another so that decisions can be made in the presence of empirically collected data. Diversity Search Committees perform this kind of evaluation. In the course of their work, they describe job candidates’ strengths, outline previous experiences, and acquire other useful information that makes it possible to choose among a number of candidates. A company planning to adopt and purchase a computer system will perform this kind of evaluation on all the systems it is considering. It will select the one that performs the best given the needs and resources of the company.

 

Identifying Areas to Improve

Finally, there is a third way of defining evaluation: Evaluation is the identification of discrepancies between where a program or initiative is currently and where it would like to be. For example, an organization’s multicultural marketing department may have as one of its goals at least one face-to-face focus group with emerging market customers per year. Currently, its Sales force sees fewer than half of the multicultural customers in a year. Records of face-to-face calls indicate the discrepancy between where XYZ Corporation is currently as opposed to where the organization wants to be.

Personnel evaluations often take on this definition as well. A new employee’s first evaluation may be an example of the first definition, that is, an evaluation against some minimal standard of performance. After this initial evaluation, certain performance goals are set for the employee (either mutually or by the supervisor or team. The next and all subsequent evaluations of the employee are compared with those performance goals or standards. The discrepancies are identified and remediation strategies are developed.

The Critical 7 Levels — Don’t Perform Your Diversity Initiative or Diversity Program Evaluation without Them!

Other levels of evaluation as defined by the Hubbard Diversity ROI Methodology refer to the eventual us of the evaluation data and who might make use of the results

Diversity Return on Expectations (DROEx®), for example, must be based on evidence and impact results. I have found it useful to first to distinguish the “evidence-based, outcome-focused” measures from other types of “activity only” measures. Anyone responsible for implementing Diversity initiatives is also responsible for evaluation. Whether you calculate the impact or not, from management’s and/or the stakeholder’s point of view, “you will always own the ROI of the initiatives you implement”. So, the amount of evaluation that you provide to meet expectations depends on the types of decisions that your organization must make and the information needed to make those decisions. There are 7 levels you can use in the Hubbard Diversity Return-on-Investment DROI® evaluation methodology to effectively demonstrate your ROI impact and show a “chain of impact” to meet customer and stakeholder expectations that is evidence-based and credible:

  • Level 0: Business and Performer Needs Analysis
  • Level 1: Reaction, Satisfaction, and Planned Actions
  • Level 2: Learning
  • Level 3: Application and Behavioral Transfer
  • Level 4: Business Impact
  • Level 5: Diversity Return-on-Investment (DROI®), Benefit-to-Cost Ratio (BCR)
  • Level 6: Intangibles

For example, if your only requirement is to ensure that participants have positive attitudes toward the initiative, then a Level 1 evaluation is sufficient. But, if your goal is to determine whether your diversity initiative is having a positive effect on job performance, then you will have to perform a Level 3 evaluation. This means you will also have to conduct Level 1 and 2 evaluations in order to assess the learning performance applications and Job impact at Level 3 (an example of the “DROI® Chain of Impact”). They provide the basis for determining whether participants demonstrated that they learned by putting these skills and attitudes to use (verified by a Level 3 evaluation).

There’s no doubt that we must communicate effectively and demonstrate our value to the bottom-line. Diversity ROI metrics and performance improvement processes help us focus first on tangible outcomes, then on interventions to meet expectations. When Diversity Practitioners focus primarily on the intervention, such as the Diversity content, the method, or the technology, it’s easy to be led astray by current fads, thus wasting valuable time and money. Instead, focus first on the desired outcomes and DROI® analytics to determine what kind of measurable diversity intervention, if any, is necessary to meet customer and key stakeholder expectations.

Conducting glitzy Diversity training or other Diversity activities and implementing fad-based interventions can distract decision makers from what truly counts. The glitz may make things fun, louder and interactive, not necessarily better. Without a clear, data-based front-end analysis of organizational performance gaps, any intervention, including Diversity training and the like, is a guess. Add in sophisticated Diversity intervention technologies without an adequate front-end analysis, including metrics, and it becomes an expensive and often complex guess. Systematic Diversity training design procedures, for example, must include DROI® analytics and metrics, needs assessments, objectives, targeted competency-based design, and multi-level evaluation processes. That framework provides a method to get the coveted seat at the C-Suite table. Why? Because when used properly, that knowledge base can help companies increase revenue and decrease costs using Diversity and Inclusion practices that impact organizational performance outcomes. In other words, you can earn your seat at the executive table by applying what you already know as a Diversity ROI-focused professional. It’s successful because the DROI® metrics and processes you use are solidly based on the behavioral science research results which provide strategies detailing how diverse people interact and what drives their behavior to produce successful organizational outcomes.

If we examine any other professional discipline or field of study, like Medicine, Engineering, Accountancy, Science, etc., we expect that they are able to prove the efficiency, effectiveness, and impact of the solutions, programs and initiatives they what us to support. Why should Diversity and Inclusion be any different if we want our processes to have credibility and support?

Conducting a comprehensive Diversity Evaluation is the only true way to know if your Diversity and inclusion programs or initiatives are delivering the outcome results expected by key stakeholders to meet the needs of the organization. It is essential that Diversity Practitioners master critical Diversity and Inclusion evaluation methods using technologies that are rooted in Diversity ROI science. Why? Because the perceived value and credibility of what we do to be seen as a true Business Partner and Professional depends on it! Are you evaluating your Diversity and Inclusion initiatives and programs at this level?? What’s your department’s Brand and Credibility Image in your organization??

 

Tags: , , , , , , ,

Opportunity to Join the International Association of Diversity and Inclusion ROI Professionals !!

International Association of Diversity and Inclusion ROI Professionals

As a result of an increasing need to focus on Diversity Measurement and Diversity ROI practices, this Hubbard Diversity ROI Institute affiliate organization was established to create a Professional Community of Practice for Practitioners, Executives and other professionals. These individuals are dedicated to implementing the Hubbard Diversity ROI Institute Methodology Standards for Diversity ROI Measurement and Analytics. Activities of the Association include building Diversity ROI skills, developing competency strategies and insights, sharing resources, and best practices, and much more.

Membership Levels include Individual and Organizational options. Association Members receive the following services:

  • Diversity ROI Forum Access for Members Only
  • 2- Free Online Classes
  • 1- Hubbard Diversity ROI Stat Pak (Automated Calculator Tool)
  • 20% Discount on all DiversitySuperStore Products
  • 2-Free Books for the Year
  • 40% Discount on ERG/BRG/Diversity Council Survey Assessments
  • Free Diversity Baseline Audit
  • 30% Off – Hubbard Diversity ROI Certification Foundation Level Training
  • 30% Off – Discount the Diversity Training ROI Measurement Service –Level-I/II Evaluation for 1 Company-sponsored Diversity Workshop or Diversity Initiative
  • 30% Off – Diversity ROI Case Development Service.
  • 30% Off – Discount on H&H Mastering Personal Success Strategies Online Workshop
  • 30% Off – Registration for the Hubbard Diversity ROI Masterclass Conference and Awards Event
  • Free “Diversity Professionals Profile with an ROI Competency Focus” – This profile will help you assess yourself by rating your current performance in each Hubbard Diversity Discipline Frameworktm competency model area. For competencies rated as “Needs Development,” you can decide which are most important for your growth objectives then decide on appropriate developmental activities. The Diversity-focused professional and manager must also consider the competencies rated as strengths and agree on how best to leverage them for the most profound impact on the department’s and business unit’s goals. By developing your skills, you will help push yourself and the diversity profession to higher levels of expertise, credibility, and respect, enabling practitioners to make a measurable difference in helping their customers, clients, and colleagues in the years ahead.

Don’t Miss Out on this tremendous value. Become a Member Today!!

Membership Levels and Pricing (Paid yearly):

Individual Government, Education and Non-Profit – $195 Click Here to Pay

Individual – $ 295   Click Here to Pay

Organizational – $ 7000 (for 25 Memberships)   Click Here to Pay

Diversity ROI Certification information is available by clicking the following link: http://www.hubbardnhubbardinc.com/certification-workshps.html

 

Have Questions ???? Leave a message by Entering the Required Information in the fields below as well as you Comments in the Comments Box below. Thank You:

 

 

Using a Diversity ROI Analytics Business Case to Show Diversity & Inclusion’s Payoff in Big $$$

Organizations depend on their diverse employees to grow their bottom line and achieve the aggressive goals needed to win in today’s global, fast-paced economy. They know the marketplace is full of a diverse group of customers, yet they do not always effectively utilize their diverse workforce members to create innovative, paradigm-shifting solutions.

This guide is designed to help you build your Diversity ROI Business Case to demonstrate value-added by aligning with key business goals and objectives:

  1. Market Share Improvement
  2. Improving Global Leadership and Management Capability
  3. Lowering Costs and Increasing Productivity
  4. Developing New Revenue Sources

Why should you concern yourself with effective Diversity ROI Measurement and Management? In the past, many managers answered this question out of a sense of the “right thing to do” or because they were seeing more and more people who didn’t look like them in the workforce, or merely felt they had to meet the organization’s requirement for working with diverse groups. However, today’s managers know that without effective diversity management capability, organizational effectiveness is in jeopardy. Being effective at managing a diverse workforce for example, helps to lift morale, improve processes, bring access to new segments of the marketplace and enhance productivity of the organization. In essence, it is good for business.

In profit-making organizations, maximizing the difference between revenues and costs optimizes performance. This same goal exists in many non-profit organizations, except that the result is called surplus instead of profits. The question therefore is: “How are workforce Diversity and its management related to revenues, costs, or both?” To answer this question we can explore several concepts and strategies that illustrate the impact of diversity on business performance. These concepts and strategies include items such as marketing strategies, problem-solving strategies, creativity and innovation that can be viewed as important factors in revenue generation.

Marketing Strategies and Market Share Improvement

We live in an increasing global world that is diverse. Whether your business includes marketing financial services, computers, telecommunications products, social services, health care equipment, manufacturing processes, engineering expertise, and the like, expertise in addressing a diverse customer market (Business-Consumer Archetype) will be essential to your success. For example, an automobile manufacturer in Japan cannot afford to ignore the fact that nearly half of all new car buyers in the United States are women. This is true regardless of the gender make up of car buyers in Japan. Likewise, no reasonable person in the consumer-goods industry can afford to ignore the fact that roughly a quarter of the world’s population is Chinese and immigration to the United States from mostly Asian and Latin American countries is occurring at a rate of more than a million people per year.

We know that in the United States, Asians, African-Americans, and Hispanics combined now collectively represent over a $Trillion dollars annually in consumer spending. The Selig Center for Economic Growth (from the University of Georgia Terry School of Management) estimates and projections of buying power for minorities—African Americans, Asians, Native Americans, and Hispanics—definitely share in driving business success, and together wield formidable economic clout. As these groups increase in number and purchasing power, their growing shares of the U.S. consumer market draw avid attention from producers, retailers, and service providers alike.

The buying power data presented here and differences in spending by race and/or ethnicity suggest that one general advertisement, product, or service geared for all consumers increasingly miss many potentially profitable market opportunities. As the U.S. consumer market becomes more diverse, advertising, products, and media must be tailored to each market segment. With this in mind, new entrepreneurs, established businesses, marketing specialists, economic development organizations, and chambers of commerce now seek estimates of the buying power of the nation’s major racial and ethnic minority groups.

In a Business-Consumer Archetype (B to C), your diversity measurement strategies and analytics must be “Relationship/Brand Focused”. They must measure your organization’s ability to build customer intimacy knowledge and “use it” in measurable ways to generate outcome-based results that add revenue and other value to the bottom-line. Sample Diversity measurement strategies must focus on areas such as: Cultural Competence, Market Share, Brand, Relationship/Service-based outcomes, etc.

Sample metrics may include:

  • % Market Share
  • $ Share of Wallet by Demographic Group
  • #/% Diversity Competent Leaders/Managers by Demographic Group
  • #/% New Products generated by Demographic Group and for Demographic Groups
  • Improvement in Average Speed of Problem Resolution using Diverse Work Team Suggestions
  • % Favorable Response on Diverse Customer Satisfaction Surveys

In a Business-Business Archetype (B to B) on the other hand, your Diversity Measurement strategies and Diversity Analytics must be “Relationship/Product/Process Focused”. Sample Diversity measurement strategies must focus on areas such as: Innovation, Creativity, Process Improvement, Relationship/Service-based outcomes, etc.

Sample metrics may include:

  • Consultative Selling-Culture/Style Match
  • Customer Relations Effectiveness using Diverse Workforce Suggestions
  • Creativity (Competitive Edge Generation) – # Patents Generated by Demographic Group
  • Innovation (Diverse Work Team)
  • Cycle-time Reduction – Process speed to market
  • Solution Set Match-to-Problem (Improvements generated by diverse team)
  • Cost Reduction (strategic Diversity)

Research to prove the value of Diversity and Inclusion must clearly demonstrate a “causal chain of impact” working through seven levels of analysis as well as isolate Diversity and Inclusion’s contribution from other possible contributors. These processes and sciences are embedded in in the Hubbard Diversity ROI Methodology and the Diversity High Impact Mapping process.

Improving Global Leadership and Management Capability

If an organization plans to sell or deliver goods and services in a diverse marketplace, it must be fully capable of effectively utilizing its diverse workforce in key strategic ways. For instance, it is important from a public relations point of view to be viewed as a company that is known for managing and utilizing its diverse workforce assets well. There are a number of well-publicized ratings for “The Best Company for Working Women and Working Mothers”, “The Most Admired Company” and the “The Top 50 Companies for Women and Minorities”. This fuels a public relations climate where workforce talent and consumers make choices about the organizations they would work for and buy from. This line of thinking is also supported by a study of stock price responses to publicity that changed either positively or negatively on an organization’s ability to manage diversity. Many studies have found that announcements of awards for exemplary efforts resulted in significant positive changes in stock prices while announcements of discrimination suits resulted in significant negative changes in stock prices.

In addition, organizations can gain a lot from the insights of its diverse workforce to understand the cultural effects of buying decisions and mapping strategies to respond to them. Depending on the product or service delivered by the organization, many employees may also represent part of the firm’s customer base! A good reputation inside the organization can help product and service sales outside the organization. Another key marketing strategy includes tapping employee network or resource groups. They can be an excellent resource for focus groups, feedback and ideas for honing the organization’s reach into diverse marketplace opportunities.

Lowering Costs and Increasing Productivity

Revenue increases can also show up due to improvements in diverse work team problem solving and decision-making. Diverse work teams have a broader and richer base of experience to draw on in solving organizations problems and issues. The presence of minority views creates higher levels of critical analysis of assumptions and implications of decisions. In addition, it also generates an increase in the number of alternatives from which the group chooses. Problem solving benefits from diverse work groups do not happen by simply mixing people together who are culturally different.   The improved outcomes heavily depend on a diversity-competent manager “utilizing” key diverse insights and experiences of the total group.

In one study, researchers found that properly managed and trained diverse work teams produced scores that were six times higher than homogeneous teams. Researchers also found that it is important how a diverse team uses its diversity. For example, those diverse teams that recognized and utilized their diversity had higher productivity. Even when the team was diverse, if that diversity is not used effectively, it can cause process problems that result in lower team productivity. The essential variable is a Leader’s or Manager’s ability to “effectively manage and utilize the team’s diversity”.

Developing New Revenue Sources

Creativity and innovation can be vital to an organization’s ability to perform. New product introductions, advertising, process re-engineering, quality improvements and the like are examples where these skills are required. Diverse work teams have also been found to promote improved creativity and innovation that generates revenue. In her book “The Change Masters”, Rosabeth Moss Kanter notes that highly innovative companies have done a better job of eradicating racism, sexism, and classism; tend to have workforces that are more race and gender diverse, and take deliberate steps to create heterogeneous work teams with the objective of bringing that diversity to bear on organizational problems and issues. Many organizations such as Pepsico for example, with the introduction of Guacamole Chips, and other innovations, created a plethora of new product SKUs generated by utilizing their diverse Employee Resource and Business Resource Groups.

As the buying power of diverse consumer segments including women, Hispanics, African Americans, and the lesbian, gay, bisexual and transgender community continues to grow, these segments represent a marketplace opportunity too big for retailers and consumer product manufacturers to ignore, according to “The Changing Consumer and the Workforce Imperative” Report. “This report focuses on how the retail and consumer products industry can unleash our multicultural workforces to achieve results that benefit our employees, our communities and our companies,” said Network Chair Michelle Gloeckler, senior vice president for merchandising execution at Walmart Stores. “Research for this project began at last year’s NEW Multicultural Workforce Conference and the results were previewed at this year’s conference in March. The Network believes that diversity and inclusion is critical to the future of our business.”

The report, based in part on one-on-one interviews with more than two-dozen leading U.S. consumer goods and retail executives, explores the correlation between workforce diversity and the ability of the consumer goods and retail industries to engage the changing U.S. consumer.

“Cultural connections are critical to understanding what drives purchasing decisions and brand loyalty across different market segments,” said Alison Paul, immediate past president of the Network of Executive Women, and vice chairman and U.S. retail sector leader, Deloitte LLP. “Making these connections rely on retailers’ and manufacturers’ ability to not only become more culturally aware-which are increasingly table stakes–but harness and value diverse perspectives as a source of innovation.”

Consumer insights most often come from those who share a consumer’s cultural experience, the report concludes. As such, recruiting, retaining and advancing a diverse workforce are integral to creating a brand/consumer connection, as consumers feel most comfortable doing business with companies whose employees mirror their communities.

According to the report, consumer product manufacturers and retailers may be able to achieve an inclusive culture by first understanding the bottom-line business opportunity, then making a commitment to diversity that touches all company departments. Top management should view workforce diversity not as a stand-alone program, but as an essential element for business survival. Achieving cultural competency involves leadership commitment and communication, employee accountability, strong talent recruiting and retention programs, progressive succession planning, diverse supplier relationships, and effective ROI measurement and analysis processes that capture impacts and results.

Appealing to a carefully segmented, diverse market is no longer only a niche opportunity for adventurous store managers and edgy entrepreneurs: Multiculturalism is fast becoming a retail and consumer goods industry opportunity too big to ignore. The same is true for “B to B” organizations as well. A diverse workforce serving a broadened customer base is a critical success factor because, as market research further demonstrates, a diverse workforce improves service outcomes and enhances financial performance regardless of the specific archetype.

Embracing Diversity as a way of thinking is the most effective response for business leaders and an important driver of an organization’s innovative engine. This means Diversity and Inclusion, and the archetypes that drive its constant performance, need to be brought to the forefront of your value proposition and ingrained in the organization’s cultural DNA. It must become a branded component of how you do business. When an authentic, inclusive culture is at work, a diverse workforce becomes capable of producing a broad range of original and engaging ideas that is simply not possible among homogenous employee populations. At the top of the organization, this can translate into more apt and financially rewarding decision-making.

The Diversity ROI Business Case highlighting the link between “Diversity and Inclusion Utilization” and Business Performance, not merely acquiring “Representation” alone, can be made by utilizing Diversity ROI processes and practices. From a Diversity ROI standpoint, Diversity measures and analytics must capture the outcomes and impact of these Diversity and business strategies in a way that demonstrates compelling evidence of Diversity’s contribution to the organization’s business objectives and results. By using tools such as the Diversity ROI 7-Level Chain-of-Impact, the Hubbard Diversity ROI Methodology, the Diversity High Impact Map, a ROI-based Diversity Scorecard, etc., a strong business Diversity ROI Business Case can be made in dollars and “sense” that clearly shows Diversity and Inclusion as “great for business”!

Dr. Hubbard is an expert in Organizational Behavior, Organizational Analysis, Applied Performance Improvement and Measurement Strategies, Strategic Planning, Diversity Measurement, and Organizational Change Methodologies. He holds a Practitioner Certification and Master Practitioner Certification in Neurolinguistic Programming (NLP), a Neuro-science discipline. Dr. Hubbard earned Bachelors and Masters Degrees from Ohio State University and earned a Ph.D. with Honors in Business Administration.

 

Tags: , , , , , , , ,