Pulse November/December 2021 | Page 54

Measure More
Many organizations have begun collecting internal data to track progress on — and set goals for — their DEI efforts . However , these attempts to establish baselines , measure progress and achieve improvement have often been uneven . In many cases , that may come down to what is ( and isn ’ t ) being measured .
Nearly nine in 10 survey respondents ( 87 percent ) said that they track diversity at least once a year , and 74 percent track diversity in hiring specifically , but other figures from the study ’ s results report reveal that there are a number of meaningful underlying metrics that aren ’ t often tracked . One example is recruitment — though 64 percent of respondents track diversity in recruitment , more than half ( 58 percent ) do not recruit from non-traditional geographies or colleges . And though the study repeatedly cites leadership and communication as critical factors to the success of DEI efforts at leading organization , it indicates that well more than one-third of executives ( 41 percent ) do not regularly communicate the value of DEI and 32 percent do not encourage and support open conversations on the subject . Furthermore , 44 percent of DEI leaders set goals for diversity among senior executives and board members , compared to just 17 percent of organizations whose DEI efforts have been unsuccessful .
These figures reveal the significant gaps that often exist between organizations leading on DEI and those lagging behind . Executives at leading organizations ( 77 percent ) are far likelier , for instance , to visibly support DEI efforts compared to executives at what the report refers to as “ laggard ” companies ( 34 percent ). Leaders on DEI ( 75 percent ) are likelier to have a culture supportive of their efforts than their laggard colleagues ( 18 percent ). This pattern holds true for every DEI-related factor the study measured . Leading organizations conduct DEI training for managers and employees , provide safe mechanisms to report DEI incidents , offer resources and share organizational DEI metrics with employees at rates that far exceed ( and , in some cases , more than double ) their struggling counterparts ’.
Bringing it Home
There are many lessons to be taken from this research , but perhaps the simplest summation is found within the results report itself : “ If the CEO and other senior leaders aren ’ t committed to creating a culture that values diversity and is equitable and inclusive , progress will stall .” For spa industry leaders , then , the message should be clear — no matter the scope of your DEI goals , they are not likely to be achieved unless you and others at the top of their businesses don ’ t publicly , intentionally and repeatedly emphasize the importance of those goals through both words and actions . Though your spa or business may not be in a position to hire , for example , a dedicated chief diversity offer , your business ’ s leadership can still drive change by emphasizing the importance of DEI through both words and actions .
As part of taking a more intentional approach to DEI , HBR ’ s report offers a few suggestions drawn from the habits of organizations leading the way on DEI : l Recruit beyond your usual sources . Seek out local groups that assist underrepresented populations in finding work , for example , or work with unemployment agencies to find talent who may face barriers to workplace entry . l Offer DEI-inclusive mentorship . Consider Salesforce ’ s encouragement for their leaders : “ Mentor someone who doesn ’ t look like you .” If your spa or company is small , consider partnering with similar local businesses to share practices and resources and find mentoring opportunities in the area . l Review unconscious bias materials at key moments , such as prior to interviews , performance reviews and the like . If you or your team is in need of unconscious bias training , check with your onsite HR professionals . A number of free resources are also available online . l Go beyond hiring . Tracking who your business brings on board is important , but leaders in DEI also measure the equity of participation in training , compensation , accommodation for different needs or abilities , promotions , receiving recognition and praise and access to opportunities such as special projects . More than half of organizations “ lagging ” on DEI ( 51 percent ) don ’ t measure equity at all .