Diversity data isn’t very transparent: What’s the problem?


Diversity is a hot topic in the technology industry. Companies such as Facebook and Google are working on diversity, equity and inclusive initiatives in the hope of improving their culture.However Analysis shows Despite these efforts, there has been no noticeable change in the diversity of these DEI-led companies over the last decade.

In the 2010s, many tech companies published an annual diversity report to demonstrate transparency. Still, when I look at the data, I have problems. Reports often show incremental increases and decreases in the number of diversity, but often fail to analyze data that helps companies make specific changes.

Use the data to dig deeper into systems that affect diversity

The data in these reports provide a statement of results. You can see if a company has grown or declined in the measured area of ​​diversity (usually a demographic representation). What we can’t see is why these results are happening and at what point in the system we are losing the mark.

Therefore, these reports overlook the powerful accountability benefits of measuring improved processes and systems.

To illustrate the example, let’s take a look at the marketing data of the company.

When large companies try to optimize their marketing funnel, they can see the data at every level of the marketing process. For example, you can estimate the number of impressions you get from external marketing activities, quantify the number of conversions from your ads to your website, and calculate the number of conversions your website visitors have to your customers. This information is used regularly to optimize performance and increase sales. Leaders are prioritized because they know that revenue generation is essential to a company’s success.

Leaders can achieve this quality analysis at the recruitment level by recording and analyzing data at all levels of the recruitment system. The dataset contains demographic information for all points of interaction, including but not limited to:

  • The number of impressions received in the classified ad.
  • Candidates identified through sourcing channels.
  • Candidates presented for an interview.
  • Interviewer’s evaluation result.
  • We have accepted jobs and jobs.

Leaders can ensure that the demographic representation at each level of the process is at least comparable to the demographics of the available talent pools. In that case, the company should prioritize using this data to make regular (rather than annual) changes to the system to improve results.

Recruitment is just one example, and there are other areas of business that can benefit from more informative diversity data.

Practical information

As a leader, you have the option of making your data executable by publishing information that can bring accountability and greater fairness and inclusiveness.

Consider sharing each of the following:

  • Pay transparency and pay equal pay for equal work according to demographics.
  • Demographic engagement and inclusion data.
  • Promotion rate according to demographics.
  • Retention rate by demographics.

Now your adviser’s skin may crawl on these recommendations. However, organizations that innovate talent, culture, and equity are willing to enter these areas of transparency and accountability.

In addition, organizations that sincerely support integrity by disclosing these data have made great strides towards building a culture of affiliation centered on diversity.

Data transparency is not equal to data Accountability

We often believe that if we can measure something, we can change it. However, the measurement alone does not change. Therefore, it is important to measure the appropriate data elements while keeping stakeholders accountable for measurable changes.

Consider how this is done in sales.

The sales team measures individual performance based on their contribution to achieving their revenue goals.they are necessary Failure can be harmful to your business, so you risk getting results or losing your job.

If you do the same for DEI, the leader will be responsible for getting concrete results quarterly or yearly as part of your performance valuation goals. But unfortunately, issuing a report showing what happened does not encourage leaders to do more to change the process that has a meaningful impact on the results.

Benchmarks against already low numbers do not move the needle

Diversity reports often benchmark annual data against previous indicators of a company, industry-wide, companies of similar size, or region-wide (that is, the United States). In this form of measuring progress, step-by-step progress looks like a bigger outcome than it really is. Leaders can point out this data and say it meets industry standards, but if the industry progresses very little, it just loses accountability to achieve better results. Why is it a benchmark for poorly performing organizations when they haven’t correctly understood diversity for decades?

Let’s say this briefly. Benchmarking for poor performance is an inappropriate method.

When benchmarking, aim for real improvement, at least by benchmarking companies that are performing well in the top quartiles in terms of expressing diversity. But again, this sets the standard high and challenges leaders to be more strategic.

More importantly, companies need to benchmark the available talent pool ( Labor Statistics Bureau US data, or Demographics and graduation rates by research field). To judge underestimation in your geography, industry, or work area.

For example, the percentage of women graduating from computer science majors is dramatically higher than the percentage of women in junior-level software engineering roles in most companies.

Still, even BLS data can be flawed because it relies on some assumptions about who is eligible for employment and excludes the full range of truly hired people.Therefore, these benchmarks local Population data is yet another dataset that shows how effective you were.

If a technology company publishes data that not only explains what is happening in the organization, but also provides context on how systematic bias affects the diverse talents that are inaccessible to the organization. Reports motivate change in behavior and improve the outcomes of your organization.

Diversity data isn’t very transparent: What’s the problem? Source link Diversity data isn’t very transparent: What’s the problem?

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