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3.3 Measuring impact

One challenge remains, the one of measuring the impact of diversity and inclusion policies.

For impact measurement you should take into consideration the complex interplay between cause and
effect and the relationship between input, intermediary outcome and overall business performance. 1

In all cases remember :
2

● Set your goals precisely, your impact measurement depends on that.
● Numbers don’t tell the whole story
● Don’t set quotas
● Focus on individuals’ perception (ie: empowerement feeling or on the contrary powerless feeling).
● Use not only survey but wider consultation and engagement methods such as community of practice,
focus groups, informal consultation etc.

As for specific metrics, here are some ideas. The following table is taken from a consulting blog,
Include-Empower 3

Metric Decription Strenght Weakness

Representation Percentage of employees from Useful for identifying groups This measure can obscure bias
monitored groups compared with that are underrepresented in the related to position, earnings.
company, labour market or indu- organisation usually as a result of Workforce demographic profiling is
stry benchmarks. conscious or unconscious prejudi- forbidden in certain countries.
ce, stereotypes, or discrimination
across the employee life-cycle.
Retention Comparing average tenure for Useful for identifying groups that Although useful for highlighting
employees from monitored groups may be less satisfied with their which groups of employees leave
to average tenure across the workplace and less committed to the organisation sooner than
workforce . the organisation as well as groups others, measures of retention, per
that are more likely to have their se, do not provide information
employment terminated. regarding the reasons why some
groups of people leave before
others.
Recruitment Comparing the number of ap- Useful for identifying barriers to Does not provide information on
plicants for open positions from entry for different groups, pipeline why some groups of individuals
monitored groups against the issues, and narrow or biased recru- compared with others are more
potential pool of applicants from itment efforts likely to apply for open positions.
monitored groups or labour market
representation

Selection Tracking appointments of indi- Useful for identifying bias in assess- Excludes other reasons for lack of
viduals from monitored groups ment and selection. appointment
compared with appointments of
applicants who are not members of
a monitored group.
Promotion Tracking promotions awarded Useful for identifying bias in assess- Does not indicate whether
to individuals from monitored ment and selection. members of monitored groups are
groups compared with promotions self-selecting out of promotion
awarded to individuals who are not opportunities.
members of a monitored group.

1 https://rownosc.info/media/uploads/biblioteka/publikacje/business_case_for_diversity.pdf
2 https://www.forbes.com/sites/annajohansson/2017/11/09/how-can-you-measure-diversity-and-inclusion-results-mil-
lennials-have-an-idea/#686799ab2310
3 https://cultureplusconsulting.com/2018/10/16/meaning-metrics-for-diversity-and-inclusion/