Diversity And Inclusion Playbook
Diversity andInclusionPlaybookCreating a more inclusive organizationinformed by behavioral dataSeptember 2021
Workplace Analytics users are project lead and analysts who plan toexplore the business value and kick off one or more Diversity andInclusion (D&I) analysis projects.Note: Playbook content is designed for users with a basic level of understanding ofhow to use Workplace Analytics.Primaryusers IntendedaudienceWorkplace Analytics service delivery partners who plan to deliverDiversity and Inclusion service engagements.Note: Partners are expected to be badged before accessing and utilizing the playbookcontent. Diversity and Inclusion practitioners or other users that hope to acquirean understanding of how Workplace Analytics can be utilized in this topicarea. The playbook aims to showcase the art of the possible for fostering aninclusive culture. You’ll find the latest thinking and analysis with WorkplaceAnalytics data combined with this playbook. This playbook is not intended as a technical how-to guide. To learn how touse Workplace Analytics, see the Workplace Analytics Learning modules.Notes2
Introduction section provides users with a high-level understanding of the businessvalue of building an inclusive culture and how Workplace Analytics can be utilized toinform and improve it.Inclusive organization framework section provides users with the guiding themes andbusiness hypotheses for building an inclusive culture, along with sample analyses.User guideProject guidelines section provides users with the key principles and considerations inlaunching and managing projects. A three-tier process of project scoping, dataanalysis, and value creation is introduced in this section.Drive to action section provides users with the general guidance and resources todrive a successful inclusivity initiative.3
Introduction How to use Workplace Analytics to measure Diversity and Inclusion Workplace Analytics Diversity and Inclusion case studiesInclusive organization frameworkTable ofcontents Model of the inclusive organization Key hypothesis guideProject guidelines Project approach and getting started with your analysisDrive to action General guidelines and resourcesAppendix: Augmenting analysis with survey data Using engagement survey data in your analysisAppendix: Sample analyses Detailed analysis examples4
Introduction5
Diversity’s dividend21%33%More likely tooutperformMore likely tooutperformDr. Scott PageProfessor of Complex SystemsUniversity of Michigan“We need to not just value differences, butalso actively seek them out, invite them in,and, as a result, our ideas will be better, ourproducts will be better, and our customerswill be better served.“Ethnically ng new and better solutions –innovating – requires thinking differently.That’s why diversity powers innovation.Satya Nadellain Hit Refresh* Delivering through Diversity, 2018 McKinsey report6
Diversity without inclusion is not enoughCompanies with inclusive culturesAchieve stronger business outcomes 2x more likely to exceed financial targets 3x as likely to be high-performing 6x more likely to be agile and innovative1Experience lower turnover 39% of US full-time employees would leave their current organization fora more inclusive one 23% of US full-time employees indicated they had already left2Have happier and healthier employees 4x more likely to rate themselves as favorably engaged 2.5x more likely to rate their wellbeing favorably31 The Diversity and Inclusion Revolution: Eight Powerful Truths, Deloitte Review, January 20182 Unleashing the power of inclusion, Deloitte University, 20173 2021 Employee Experience Trends, Qualtrics7
Easier to measure diversity and tougher to measure inclusionDIVERSITYWhoWho is being recruited?Who is being promoted?Who is choosing to leave?Diversity can be measured with ethnographic dataand employment historyINCLUSIONHowIs leadership role modeling an inclusivebehavior?Are team practices inclusive?Are our processes unbiased and inclusive?Inclusive behaviors can be measured with WorkplaceAnalytics and attitudinal surveys8
Workplace Analytics is uniquely positioned to measure and improve theinclusive workplacePresentation to skiplevel managerEmployee experience qualityInvites to newproject meetingsAll-hands meetingConflicting meetingsOnboardinginterview1:1 withmanagerOrganizational silos startto form1:1 with managerMultitaskingEngagementsurveyLong after-hoursworkMore focus timeToo many recurringmeetingsOrganizational silosNetworkingeventLong hours on emailProcess improvementsMeets theteamRedundant meetingsExit interviewManager 1:1scancelledNo focus timeTimePassively gathered, objective, end-to-end employee lifecycle data provides the opportunity tomeasure and improve inclusive workplace behaviors and practices9
How does Workplace Analytics work?Native Microsoft365 dataStart with aggregatedbehavioral data fromeveryday work incollaboration tools Control andgovernanceFlexible privacy andcompliance controlshelp you protectyour data BusinesscontextOverlay of organizationaldescriptors and businessoutcomes revealspatterns of success Insights andchangeUse powerful insights tomake better businessdecisions and transformyour organization10
Transform workplaceDriving changewith WorkplaceAnalyticsA continuous andexperimental datadriven process thatcultivates a culture ofchange and leads tosuccessGenerate insightsScale successful interventions,observe the spread ofbehaviors, and adapt changeprograms based on learningsQuantify the impact of employeeactions on business outcomesand develop recommendationsof areas to improveWorkplaceAnalytics dataand qualitativecontextOperationalizePilot interventions and utilizedashboards to monitorchange while maintaining apulse on the behaviors of theoverall organizationDesign interventionsBridge gap betweenrecommendations and changeby developing interventionsthat enable workers to adoptnew behaviors11
CASE STUDYIdentifying opportunities to fix the broken rung in career developmentfor under-represented groupsCore Business ChallengeWorkplace Analytics SolutionAction & Impact A U.S. Financial Services company wants tofix the broken rung for females and underrepresented ethnicities as they progress fromassociate to director levels in the company. Demonstrated positive impact of ERGs andmentoring programs on leadershipexposure, network connectivity, promotions. Using positive findings around impact ofexisting initiatives for internal promotionalcampaigns. Improving leadership network diversity bycommitting 3 hours each week to underrepresented employees. Holding leaders accountable for inclusivebehaviors with a new dashboard. Are existing initiatives, such as for leadershipmentoring, and employee resource groups(ERGs) having a positive impact? Defined organizational behavioral goals forimproving likelihood for promotion. Identified opportunities for improvement:addressing “the only” in meetings andleadership network disparities.Employees with increased leadership, manager andpeer support are more likely to be promotedKey FindingRegardless of ethnicity or gender, employees with increased leadership, manager, andpeer support are more likely to be promoted. Existing leadership mentoringprograms and ERGs are helping the company fix the broken rung.“Workplace Analytics has reaffirmed that many of our D&I efforts are the right approach in makingour company more equitable and inclusive and is also enabling us to refine next year’s strategy toaddress additional insights that Workplace Analytics helped us uncover. ”– Managing Director and Head of Diverse Talent Management & Advancement12
CASE STUDYCreating a more inclusive environment in Microsoft’s new hybridworkplaceCore business challengeMicrosoft’s Denmark office is using the officesoft-opening to re-imagine the workplaceexperience, as part of its workforce returns tothe office while others continue to work fromhome.7 profiles of the diverse impact of remote workWorkplace Analytics solution Used Workplace Analytics to generate profilesabout the diverse impact of remote work onemployees, in order to move beyond a onesize-fits-all mentality. Generated reporting on key behavioralmetrics, such as peer-to-peer connectivity,manager 1:1s, and network size, to ensure allemployees are feeling included.Action and impact Adoption of new inclusivity best practices,such as using Teams’ video even when in theoffice, creating Teams channels devoted tocommunity building, and daily morningleadership office hours. Increased awareness and KPI-basedaccountability for intentional inclusivity.Key finding“It’s fantastic to have data on organizational productivity and health during this shift to anew and fast-evolving hybrid model, requiring an added layer of conscientiousness toachieve the same experience for all.”– Nana Bule, Microsoft Denmark General Manager13
CASE STUDYUncovering leadership network biases using Workplace AnalyticsCore business challengeWorkplace Analytics solution Large multi-industrial company in EMEAwanted to address a gender gap byimproving the network connectivity offemale employees Using Workplace Analytics, the company foundthat male directors were statistically more likelyto invest time with male colleagues one levelbelow than with female colleagues one levelbelow Male directors’ internal networks were 19%larger than those of female directors Based on the findings, the companydeveloped plans to foster internalnetworking among female employees,connecting female directors and seniorleaders with women at different levels acrossthe organizationKey findingInternal network size by genderMaledirectorsAction and impact 19%Femaledirectors020406080People in network14
CASE STUDYDisrupting bias in the employee talent management lifecycle byidentifying behaviors most linked to employee successCore business challengeWorkplace Analytics solutionUS Fortune 500 financial company wants tode-bias the talent and performancemanagement process across the employeelifecycle. Assessed likelihood of promotion and pay raiseusing Workplace Analytics metrics reflectingleadership access, relationship building, careerdevelopment opportunities, and ways ofworking. Leadership access, leadership mentoring, andlarge internal networks were the consistentfactors contributing to success across employeelevels.Promotion rate as a function of weeklyleadership exposureAction and impactBased on the findings, the company is reevaluating its career development tracks,investing in career development training for itspeople managers and revisiting each stage ofthe HR employee life cycle process to reducebias.Key finding30%10%1%3% 1.01.5 2.52.5 5.0Average weekly time collaborating with leadership5.0 “The Workplace Analytics findings influenced how we think about bias disruptionthroughout the employee lifecycle and broad HR processes.”– HR Director15
Inclusive organizationframework16
Model of the inclusive organizationCommitted leadershipEmployee impactEnsure leadership is role-modelinginclusive behaviors and educating thenext generation of leadersBusiness outcomesInclusive practicesCultivate and foster an inclusive andcollaborative environment whereemployees can thriveInclusive and unbiased processesEnsure equitable paths to success forall employeesSource: Inclusion and Diversity in Work Groups, Shore, et al. Journal of Management, 2011 Sense of belonging Diverse leadership pipeline Employee engagement Reduced attrition Wellbeing Higher product quality Job performance Intent to stayGreater innovation andagility17
Committed leadershipTopicCoaching andEmpowermentSample analysis(click slide to expand)Guiding businessquestionsAre leaders providingequal empowerment andcoaching to underrepresented groups? Are leaders mentoringemployees in underrepresented groups? Why does it matter?Employees’ ability to grow and advance is impacted bythe amount of support, trust and autonomy provided bytheir managers. Empowering employees cultivates anorganizational culture of trust, which creates moreefficient processes, boosts employee morale, and fostersinitiative.ResearchParadigm: Inclusive Leadership:Unlocking the power of diversitythrough inclusionHBR: Leaders, Stop Denying theGender Inequity in YourOrganizationHBR: Signs that You are aMicromanagerFair taskassignmentAre leaders assigningtasks in a fair andequitable manner?Studies show that women and other underrepresentedgroups do more “office housework” and have less accessto high visibility work than white men do. Officehousework, like taking meeting notes or organizing teamactivities, often goes unnoticed while high visibility workgives greater opportunity for promotions and careerdevelopment.NetworkingAre leaders maintainingdiverse networks?HBR:Research: CEOs with DiverseLeaders with strong connections to people of differentNetworks Create Higher Firmdemographic backgrounds and skill sets create higherValuefirm value. This greater firm value comes from bettercorporate innovations and successful diversified initiatives.Research suggests that the diversity of leaders’ networksis a key ingredient in how they grow their companies.Are female and maleleaders maintaining thesame proportion offemales in their network?HBR: For Women and Minoritiesto Get Ahead, Managers MustAssign Work Fairly18
Inclusive practicesTopicSample analysis(click slide to expand)Guiding businessquestionsWhy does it s membership in anEmployee ResourceGroup help establish amore influential network?Employees with higher workplace belongingdemonstrate better job performance, an increase in theiremployer promoter score and a drop in turnover risk. Bycultivating a sense of belonging, employees areempowered to focus on work without worrying aboutexpressing themselves authentically at work. Employeeresource groups can help foster feelings of belonging.HBR: The Value of Belonging at WorkBelonging:Peer-to-peerconnectivityAre all employeesconnecting meaningfullywith their teams?Strong peer relationships help employees stay connectedto their teams. Feeling isolated has been shown to causeup to a 21% decline in employee performance. Helpemployees maintain strong employee connectionsthrough recreational meetings and instant messages, inaddition to regular work meetings.Virtual First Toolkit: How to Support Your Team(drop box)Employee diverse needs and expectations in theworkplace create a demand for higher flexibility. Forexample, 96% of U.S. professionals say they needflexibility, but only 47% have it. Flexibility has beenreported as a key benefit of working from home acrosssurveys in different geographies, but companies shouldbe aware of the potential blurring of work-lifeboundaries, requiring managers to keep tabs onemployees’ wellbeing.HBR: Increase Workplace Flexibility and BoostPerformanceUniqueness:Flexibility andsupportAre all employees able toadapt their workingpatterns to deal with newwork life requirements?HBR: Be a Better AllyHBR: When Female Networks Aren’t EnoughHBR: Men and Women Need Different Kinds ofNetworks to SucceedHBR: Restructure Your Organization to ActuallyAdvance Racial JusticeHBR: Off-Ramps and On-Ramps: KeepingTalented Women on the Road to SuccessHBR: Don’t Let the Pandemic Set Back GenderEqualityHBR: 3 Ways to Advance Gender Equity as WeReturn to the OfficeHBR: Your Company Needs a Better RetentionPlan for Working ParentHBR: Adapt Your Diversity and Inclusion Effortsto the Reality of the Crisis19
Inclusive and unbiased processesTopicOnboardingSample analysis(click slide to expand)Guiding businessquestionsAre new employeesonboarding at the samepace?Why does it matter?Effective onboarding processes improve employeesatisfaction, boost productivity, and help employees buildrelationships that enable work and grow engagement.Organizations with a standardized onboarding processexperience 62% greater new hire productivity, along with50% greater new hire retention.ResearchHBR: To Retain New Hires, Make Sure YouMeet with Them in Their First WeekHBR: Every New Employee Needs anOnboarding BuddyHBR: To Retain New Hires, Spend More TimeOnboarding ThemDeloitte Insights DEI Tech: Tools for EquityCareerdevelopmentInclusivemeetingsWhat employeebehaviors lead topromotion?Are employees providedthe required support tomake them meetingcontributors?How frequently is anemployee “the only” in ameeting?Designing structured and transparent people processesensures that outcomes are fair and that employeesperceive them as such. When a promotion process isn’ttransparent, for example, employees fromunderrepresented backgrounds may be concerned theywill be overlooked for a promotion because they don’t “fitthe mold” of a typical leader.WSJ: Research suggests women are assesseddifferently, affecting their advancementMeetings continue to be the prime venue to build andfoster an inclusive culture. When employees feel like theyhave a voice and say in decision making, they are mostsatisfied and committed to their jobs. Remote, junior, andintroverted employees frequently feel less empowered toshare ideas. By giving everyone a voice, you can ensurethe best ideas are on the table.HBR: To Build an Inclusive Culture Start withInclusive MeetingsHBR: Why Men Still Get More PromotionsThan WomenHBR: When Female Networks Aren’t EnoughHBR: Women Directors Change How BoardsWorkHBR: To Understand Whether YourCompany Is Inclusive, Map How YourEmployees Interact20
Project guidelines21
Create value by delivering a data-backed use case initiativeThree-tier process to identify value-adding opportunities, deliver high-quality analysis, and drive tionThe most impactfulinitiatives addresscore business issuesAnalysis should beproportional andadequate to eachbusiness needA project is onlysuccessful if itdelivers quantifiablebusiness valueUnderstand business prioritiesDefine hypotheses or guiding questionsIdentify and validate sourcesAnalysis planningAnalyse metrics and modelsConnecting the dots and estimating ROICommunicating resultsIdentify and agree on next steps and actionsAct, track, and disseminate22
Due to sensitive nature of data and potential findings, consider theseitems when embarking on a D&I projectItemDescriptionBusiness sponsorship,laws and regulationsHave you secured sponsorship, data usage approvals, and commitment from thesestakeholders in compliance with all local laws and regulations concerning the use of thisdata?Plan to act on findingsDoes your organization have a clear plan to act on findings? What types of actions are beingconsidered as follow-ups to the analysis? The organization is subject to legal risk if issues areidentified, and no action is taken.Sensitive organizationaldata and attributesAre key “under-represented” groups uploaded as attributes in Workplace Analytics? Ifthese are particularly sensitive, exposure to these attributes can be further limited bycreating a special limited access to a partition (instructions).Ensure apples-to-applescomparisonsWhen examining under-represented groups, are you conditioning them on key workexperience attributes to ensure an apples-to-apples comparison, such as level,tenure, or role?Zoom in and out to avoid misleading conclusions at a high-level aggregated view.23
Getting started with your Diversity and Inclusion analysisConsider the following when embarking on your analysisStakeholderengagement Have you identified all the key stakeholders in your analysis, such as Chief Diversity Officers, data privacy leaders, legal counsel, and work councils? Have you secured sponsorship, data usage approvals, and commitment from these stakeholders in compliance with all local laws and regulationsconcerning the use of this data? Are there existing Diversity and Inclusion initiatives or remediation programs already underway that your analysis will inform and measure? Does your organization have a clear plan to act on findings? What types of actions are being considered as follow-ups to the analysis?Employeescope What types of employees are being considered in the analysis? Note that the workday of employees working on the "floor" and/or using non-Microsoft365 tools to complete their work (such as customer service, retail stores, call centers, or manufacturing) might not be well-captured by WorkplaceAnalytics metrics. Are you focusing on a specific region or taking a global view? Cultural differences may need to be taken into consideration when examining what isperceived as inclusive behaviors. Have contractors and consultants been excluded from scope?Organizationaldata andoptionaloutcome data Do you have all relevant attributes to ensure you can identify peer groups by level, function, and region? Are key “under-represented” groups uploaded as attributes in Workplace Analytics? If these are particularly sensitive, exposure to these attributes can befurther limited by creating limited access to Workplace Analytics partitions. When examining under-represented groups, are you conditioning on key work experience attributes to ensure apples-to-apples comparison, such aslevel, tenure, role? If planning to use engagement survey responses, at what granularity will the responses be made available? See the Appendix for example survey data. Is the organizational data in Workplace Analytics reflective of the time frame you plan to select below?Timeframe What timeframe should be used for this analysis? If no outcome data available: use the most recent 3-6 months of Workplace Analytics behavioral data reflecting the most recent organizational changes. If a survey is available, select the 3-6 months of Workplace Analytics data leading up to the engagement survey. If promotional history is available, select the 6-12 months of Workplace Analytics data leading up to the promotion.24
Consider the following data fields to support your analysisFields to consider but are not limited to:AttributeCandidate diversity attributeExampleOther organizational (HR) attributeNon-HR organizational attributeOutcome attributeApplication for inclusivityWork styleOffice, remote, hybrid Evaluate organizational inclusivity by work styleRegionAsia, Europe, North America, and so on Evaluate organizational inclusivity by regionWorker typeFull time, part time, or contractor Evaluate organizational inclusivity by type of workerGenderOrganizationally-approved gender values Evaluate organizational inclusivity by genderEthnicityOrganizationally-approved ethnicity values Evaluate organizational inclusivity by ethnicityAge and generationOrganizationally-approved age brackets Evaluate organizational inclusivity by age range or generationSupervisor indicatorIndividual contributor, manager, manager , and so on Mechanism to identify leadershipMonths since hire0 to 999 Track onboarding progress over timeERG membershipName of ERG group Evaluate impact of ERG membershipERG membership dateMM/DD/YYYY Track impact of ERG membership over timeInclusivity surveyquestion responseResponse of 1-5 for the statement of “I am treated as avalued member of my team” Correlate employee perception to employee, team, and leader behaviors Ideally uploaded at the employee levelPerformance ratingExceeds expectations or meets expectations Correlate employee success to employee, team, and leader behaviorsPromotion historyPromotion in the last 12 months Correlate employee success to employee, team, and leader behaviors25
Sample analysis planCommitted leadershipAnalysisareaGuiding businessquestionLeadershipnetworksAre leadersmaintaining diversenetworks? Present leadership networkcomposition broken out bydemographic groupUnder-represented groupattributes loaded into WorkplaceAnalytics Internal network sizeEmployeeempowermentAre leaders providingequal empowermentto under-representedgroups? Present co-attendance in teammeetings and co-attendance incross-team meetings by underrepresented groupsUnder-represented groupattributes loaded into WorkplaceAnalytics Proportion of team meetings withmanager in attendance Proportion of cross-team meetingswith manager in attendanceEmployeementoringAre leaders mentoringemployees in underrepresented groups? Present leader 1:1s with employees,broken out by groupUnder-represented groupattributes loaded into WorkplaceAnalytics Leader 1:1s with employees by group,excluding direct reportsInclusiveleadershipbehaviorsWhich leadershipcollaborationbehaviors have animpact on employee’sperception ofleadershipinclusiveness?Analyze strength of relationshipbetween leader Workplace Analyticsmetrics and averaged inclusiveleadership survey responses forleaders following the guidelines inthe Appendix: Augmenting analysiswith survey data. Under-represented groupattributes loaded intoWorkplace Analytics Manager or leader time in 1:1s by“group” Manager or leader time withemployees by “group” Manager or leader networkcomposition by “group” Manager or leader time spentmentoring by “group”ApproachData requirements Inclusive behavior surveyquestion responses,(averaged at leadershiplevel) merged at leadershiplevel, loaded into WorkplaceAnalyticsMetrics26
Sample Diversity and Inclusion findingsAddress network imbalancePromote workplace diversityEnable remote workingConnect female leaders to narrow gendergap within organizationLeverage female directors as role-modelof inclusivityBuild on experience from Organization 5to promote productive flexibility elsewhereTime invested in male colleaguesProductivity of remote workers (Organization ristolLocation1People in networkMale directors benefit from internalnetworks that are 19% larger than those ofFemale directors. This could impactperformance and career prospects.12Male directors over invest in malecolleagues one level below them,potentially hampering inclusivity withintheir leadership sedbased0Workweek span (hours per week)Meeting (hours per week)Internal network size by genderHome-based sales employees spend themost time in meetings and have workweekspans that are similar in length to officebased employees.Identify metrics that define your intended cultural traits and use them to measure and drive cultural transformation27
Drive to action28
Drive behavior change with insightsAnalyze to identifyopportunitiesEnable Microsoft 365 toolsDesign change tacticsMeasure and iterateDiversity and Inclusion usecaseCommitted leadershipInclusive practicesUnbiased processes Identify the opportunitiesDefine the target groupfor change initiativesEnable Insights Enable Microsoft VivaInsights (formerlyMyAnalytics)Enable WorkplaceAnalytics Plans toimprove employees’work behaviorsCommunicate and trainChange tactics worksheet Define change tactics toimplement and leveragebest practicesIdentify qualitativeinsights from interviews,surveys, or workshopsLeverage champions tohelp drive successTracking dashboard Select metrics to trackbased on opportunitiesand designed tacticsCreate customdashboards, leveragePower BI templates, orintegrate with existingdashboards to trackprogress29
Manager notificationsUse Microsoft VivaInsights* to promptmanagers to adoptinclusive behaviors,such as scheduling 1:1sand responding todirect reportsequitably across theteamManager insightsMary SmithTom Jones* Formerly MyAnalytics30
A starter-pack of inclusivity change leversChange dprocessesEffortAccountability metricsEnhance the manager 1:1 practice through manager 1:1notificationsLowMeeting hours with manager 1:1Encourage employees to maintain diversified internalnetworks by using the Personal insights Network featureLowInternal network sizeInternal network breadthAdopt Icebreaker Teams bot to strengthen personalconnections and build a tightly knit communityLowInternal network sizeAdopt inclusive meeting best practices for people to feelempowered to offer their best ideasMediumOn Insights roadmapImplement a leadership listening tour to better understandpockets of disengagement in the companyMedium-Nurture deeper working relationships by implementingleadership mentoring programMedium1:1 meetings with levels belowCreate belonging panels for employees to share thechallenges and experiences they have facedMediumBelonging surveyDe-bias performance reviews to make evaluations fairer andmore effectiveHighPromotional statistics by groupSource: Workplace Analytics best practices31
Design a tracking board with key target metrics to measureeffectiveness of change initiatives and hold leaders accountable32
Resources for more detailed considerations in change initiation andmanagementItemDescriptionDrive OrganizationalChange with MicrosoftWorkplace Analytics andMyAnalyticsAn online self-paced Microsoft Learnmodule that aims to help users understand: Microsoft 365 tools that can be used todrive change Common change practices and tacticsWorkplace Analytics bestpracticesAn online site that aims to provide readerswith best practices and changes strategiesby business topicsTaking Insights to ActionPlaybookA playbook that lays out key considerationsalong change initiation and management: Preparing for change Enable with Microsoft 365 Design custom tactics Measure33
Appendix:Augmenting analysis withengagement survey data34
Employee surveys can pinpointwhich groups are doing poorlyacross engagement metrics,but it is difficult for them aloneto extrapolate why this is thecaseWorkplaceAnalyticsEmployeesurveysWorkplace Analytics providesan objective and data-drivenapproach to understandingfactors that may be impactingemployee sentimentDeeper insights to develop effectiveinterventions and accelerate change35
Engagement surveyWorkplace AnalyticsHow employees feelWhat employees doAm I treat
Diversity and Inclusion service engagements. Workplace Analytics users are project lead and analysts who plan to explore the business value and kick off one or more Diversity and Inclusion (D&I) analysis projects. Diversity and In
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inclusion and diversity initiatives and events. Celebrating Inclusion and Diversity at McMillan Inclusion and Diversity Award In 2017, McMillan launched an Inclusion and Diversity Award which recognizes, on an annual basis, the contributions and efforts of a firm member who demonstrates a commitment to advancing diversity and inclusion at McMillan.
AFMC Diversity, Equity, Inclusion and Accessibility (DEIA) Training 2 2 Diversity in BusinessDiversity in Business 3 Minutes 3 The Importance of Diversity The Importance of Diversity3 Minutes 4 The Power of Diversity 4 Minutes The Power of Diversity 5 The Threat of Diversity 2 Minutes The Threat of Diversity 6 Diverse Teams Deliver Results 1 Minute Diverse Teams Deliver Results
tion diversity. Alpha diversity Dα measures the average per-particle diversity in the population, beta diversity Dβ mea-sures the inter-particle diversity, and gamma diversity Dγ measures the bulk population diversity. The bulk population diversity (Dγ) is the product of diversity on the per-particle
Inclusion and Diversity Goals Toolkit 1 Examples of S.M.A.R.T. Inclusion and Diversity Goals Listed below are examples of S.M.A.R.T. (specific, measurable, achievable, relevant, and time bound) Inclusion and Diversity (I&D) goals. Use them to spark ideas for goals that are personal and meani
duct an International Study on Diversity and Inclusion. The study was launched to provide a deeper understanding of Diversity and Inclusion issues on a global scale, and to offer insight into Diversity and Inclusion best practices worldwide. This groundbreaking study included sur
UW Strategic Diversity, Equity, and Inclusion Plan Development In developing the University of Wyoming Strategic Diversity, Equity, and Inclusion Plan, UW historical documents related to diversity, equity, and inclusion were reviewed tha
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