Measurements in diversity work can be used in a variety of ways. In this toolkit, we are concerned with using measurements to create a baseline picture of how an organization looks and feels before beginning diversity work and to track progress once a diversity effort has begun. There are an infinite number of measurements to do this. The following are examples of potential measurements. Not all measurements will be relevant to your organization and what you want to accomplish. Some may not be available.

Quantitative Measurements for managers within the US

Many quantitative measures focus on how an organization "looks" and rely on traditional affirmative action definitions of diversity. Since almost all US companies are required to have an Affirmative Action plan, you will want to make sure that your diversity effort positively impacts the representation, hiring, pay equity, promotion and turnover of women and people of color. Quantitative measurements also can measure supplier diversity and the results of multicultural marketing efforts.

Representation: What does your organization look like in terms of visible diversity? You should analyze your organizational unit and identify the percent of men, women, Whites, African Americans, Hispanics, Asians, and Native Americans. Are these percentages consistent with similar organizational units within your company? Outside your company? Which groups are under-represented? The Recruiting section has some ideas for expanding the sources of hiring and accessing all available talent. If applicable, you also should analyze the demographic diversity of technical employees and compare the percentages to non-technical employees within your company as well as to other companies in the technology industry.

Hiring: Who is getting hired within your organization? You should analyze the demographic diversity of new hires within your organization as well as the demographic diversity of the applicants and candidates who received interviews. Does this reflect the range of diversity available in the pipeline? Are certain groups less represented? What does the diversity of applicants and hires look like for external candidates vs. internal candidates? What does it look like for various recruiting sources? The Recruiting section has some ideas for expanding the sources of hiring and accessing all available talent.

Development: How many employees have an individual development plan? Dissatisfaction with development drives employees to seek opportunities outside the company. Having a development plan helps employees to see beyond their immediate position to longer-term opportunities, which ties them to the company, thereby preventing future turnover. In addition, written development plans have been found to be helpful for the advancement of women and people of color.

Pay equity: Are women, African Americans, Hispanics, Asians, and Native Americans being paid the same as white males in similar positions? The human resource department can conduct a pay equity review to determine if all employees are being paid the same for similar responsibilities. You should review this data to make sure that there are no discrepancies.

Promotion: Who is getting promoted within your organization? You should analyze the promotion rates of men, women, Whites, African Americans, Hispanics, Asians and Native Americans within your organization. Are the rates similar for men and women? Are the rates similar for Whites and people of color? If not, then you will need to research potential reasons for the disparity. The Career development and planning section may give you some ideas for resolving the disparity.

Turnover: Who is leaving your organization? You should analyze your voluntary and involuntary turnover by demographic category. If the turnover rates for each demographic group are not similar, then you will need to research the reasons for the disparity. You also may want to look at the retention of high performers. Some companies set goals to retain a certain percentage of high performers; for example, at least 90%. The Retention section of this toolkit will give you some ideas for decreasing turnover and improving retention.

Supplier diversity: What percent of purchases are made from women-owned and minority-owned businesses that are suppliers to the company? Customers and partners expect a company to have a robust and diverse supplier base. Without one, a company may lose customers to a competitor with a stronger commitment to supplier diversity.

Multicultural marketing: What have been the results of your efforts to market to multicultural communities within the US? The population of African Americans, Hispanics, Asians and Native Americans is growing. Many companies tailor their marketing messages and programs to these different constituencies. You should be familiar with your company's programs and successes within these major groups.

This toolkit is provided for informational purposes only. It is not intended to replace legal, compliance, or other professional advice. TWP assumes no liability for the use of this toolkit.
Web-based Leaders' Toolkit, © Copyright, 2002. Technology Workforce Partners. All Rights Reserved. Technology Workforce Partners was a consortium of high technology companies that worked collaboratively on diversity issues in the workplace from 1995-2005.