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1、Workplace Diversity,Equity,&Inclusion Report:Understanding the DEI_ landscape2022 Workplace DEI Report2Now,more than ever,organizations are beginning to make concerted efforts in the diversity,equity,and inclusion(DEI)space.In response to a global movement for racial justice in summer 2020,more and
2、more companies are committing to building more diverse,equitable,and inclusive workplaces.But despite these pledges,chief diversity officers hired,and millions of dollars invested,weve yet to see real systemic change come to these intractable issues.The challenges to building an equitable workplace
3、are numerous and complex.From deficient data collection to the under-resourcing of DEI functions,companies arent doing enough to make their programs more effective.So the question becomes:why arent companies taking action,and what should they be doing?While there are myriad opportunities for growth,
4、many DEI practitioners lack the ability to collaborate on and benchmark the most effective strategies.Working in silos and without measuring the effectiveness of their efforts,companies often end up repeating the same mistakes.The 2022 Workplace DEI Report aims to change this.By gathering data from
5、hundreds of companies globally,the report uncovers what strategies move the needle and which initiatives to leave off the best practices lists.2022 Workplace DEI Report3History of the Workplace DEI ReportCulture Amp has long used its data to highlight important trends in DEI in the workplace.Our 201
6、8 and 2019 Diversity,Inclusion,&Intersectionality Reports called attention to trends that remain strong across industries(i.e.,a lack of actionable data and resources,a heavy reliance on employee resource group leaders,and a focus on integrating DEI across the employee experience).This years Workpla
7、ce DEI Report goes a step further in uniting survey data on current DEI practices with the outcomes theyve driven.On top of identifying key trends,this report reveals which strategies are most likely to help organizations progress in the DEI space.In addition to using employee experience data from o
8、ur surveys,we also surveyed HR and DEI practitioners to understand their programs and approach.As a result,this report covers a broader range of topics than its predecessors,including trends in DEI leadership,how companies have responded to calls for racial justice,and insight into how compliance-or
9、iented DEI activities impact employee engagement.What youll find in the reportThe 2022 Workplace DEI Report is meant to serve as a reference guide to support you in making strategic and tactical decisions for your DEI program.The full report offers a comprehensive look at current DEI efforts,but fee
10、l free to skip to the sections that feel most relevant to your organization.Use the linked Table of contents to go from section to section.Within each sections introduction,weve also included quick-links to jump directly to featured insights.The report is divided into three sections:1.The current st
11、ate of DEI experience2.What DEI actions todays organizations are taking3.How increased resources or specific actions impact the employee experienceIn each section,youll find numerous data visualizations,Culture Amps interpretations of the data,and actionable takeaways.Note:As discussed earlier,this
12、report leverages two different data sources(employee experience survey data from our DEI and engagement surveys,and the“Understanding the DEI landscape survey,an independent Culture Amp survey of HR and DEI practitioners).2022 Workplace DEI Report405 What is the current state of DEI?General trends G
13、ender trends Raceðnicity trends LGBTQ*trends16 What actions are organizations taking?Organizational policies Resources&initiatives Learning&development Talent management Benefits Communication Metrics&data33 Which actions are impacting DEI?Where do increased resources translate into impact?What i
14、s the impact of specific DEI initiatives?Which initiatives lay the foundation for strategic DEI?52 Looking forward53 Appendix Employee experience survey data Understanding the DEI landscape survey dataTable of contents?2022 Workplace DEI Report5INTRODUCTIONCURRENT STATE OF DEIWHAT ACTIONS ARE ORGS T
15、AKINGACTIONS IMPACTING DEILOOKING FORWARDAPPENDIXWhat is the current?state of DEI?How are todays organizations and employees faring?In this section,we explore the key trends were seeing in DEI.Unless otherwise called out,the interpretations in this section are based on Culture Amps employee experien
16、ce survey data.From January 2020 to June 2021,over 2,100 companies sought feedback on their DEI initiatives from over 1.1 million employees.These companies span a range of industries and regions.Here is what the data reveals about the current state of DEI.Jump to:General trends Gender trends Race&et
17、hnicity trends LGBTQ*trendsINTRODUCTIONCURRENT STATE OF DEIGeneral trendsGender trendsRaceðnicity trendsLGBTQ*trendsWHAT ACTIONS ARE ORGS TAKINGACTIONS IMPACTING DEILOOKING FORWARDAPPENDIX2022 Workplace DEI Report6General trendsMore companies are asking about DEI than ever beforeWhile DEI has alw
18、ays been an essential part of the employee experience,the galvanized focus on racial justice in 2020 emphasized the necessity for organizations to create equity for their employees.As a result,the second half of 2020 saw a meteoric rise in companies seeking feedback on their DEI initiatives and empl
19、oyee experience,as measured by the number of DEI questions asked.Unsurprisingly,this uptick was most pronounced in North America,but other regions also saw slight bumps.Less than a year later,while Europe and Oceania returned to their early 2020 levels of interest,North America saw a sustained incre
20、ase in DEI engagement.Perceptions of DEI are generally very positiveTo understand how DEI practitioners and leaders generally feel about workplace DEI,we surveyed HR and DEI practitioners on whether they believe their organizations are building a diverse and inclusive culture,and 85%of respondents a
21、greed.Moreover,81%view DEI initiatives as beneficial to their organizations.In fact,71%responded that their organizations are focusing on doing more than what is required for compliance purposes,such as supporting ERGs,auditing performance and promotions,providing allyship training,etc.INTEREST IN D
22、EIINTRODUCTIONCURRENT STATE OF DEIGeneral trendsGender trendsRaceðnicity trendsLGBTQ*trendsWHAT ACTIONS ARE ORGS TAKINGACTIONS IMPACTING DEILOOKING FORWARDAPPENDIX2022 Workplace DEI Report7 However,these overwhelmingly positive perceptions should not be conflated with actual DEI progress.For exam
23、ple,74%of respondents agree that senior leadership has supported their DEI efforts,but this is in great contrast to the 34%who find they have sufficient resources to support this work.Unfortunately,a more notable percentage(35%)of respondents report insufficient resources.Employees are taking note o
24、f their companys commitment to diversityIn general,the data revealed that employees felt more positively about their companys DEI efforts in 2021 than they did in 2020.Across all of the topics covered in the DEI survey,the vast majority improved.The most considerable improvements were seen in percep
25、tions of diversity.PERCEPTIONS OF DEISource:Understanding the DEI landscape surveyINTRODUCTIONCURRENT STATE OF DEIGeneral trendsGender trendsRaceðnicity trendsLGBTQ*trendsWHAT ACTIONS ARE ORGS TAKINGACTIONS IMPACTING DEILOOKING FORWARDAPPENDIX2022 Workplace DEI Report8 This finding suggests that
26、employees perceive the surge in their organizations commitment to DEI as genuine.While its difficult to“walk the talk”and create diverse and equitable teams,employees believe that real gains are taking place.Only time will tell if these changes in attitude reflect a genuine shift in representation o
27、r if employees are simply giving their organization credit for making first-step commitments.Takeaways?If your company hasnt yet asked employees about their DEI experience,now is the time.While asking about these experiences may put organizations and their leaders in a vulnerable and even uncomforta
28、ble place,employees seem to appreciate the opportunity to speak up.Gender trendsWomens career prospects are improvingIn the last year,all survey questions related to perceptions of fair career opportunities have improved at least 2%points.The largest change came from the question,“I am confident I c
29、an make progress in my career/goal aspirations in the current environment.”In 2020,there was concern that remote work could negatively alter the trajectory of an individuals career(particularly for women of color),but perceptions have shifted.2021 ushered in new ways of working.Not only did this inc
30、rease optimism around career growth,but the data also indicated that they helped level the playing field,with women reporting larger career gains than men.In fact,across all questions related to career opportunities,womens improvements were at least equal to and often more significant than mens.CONF
31、IDENCE IN DIVERSITY%of employees agreeing(2020)%of employees agreeing(2021)Company values diversity80%83%Company builds diverse teams64%72%1.The study faced multiple types of data limitations in reporting on the non-binary experience.The data deficit is driven by multiple factors including often-low
32、 representation of non-binary employees,low levels of data collection on these populations,and potentially lower rates of response when data is collected.INTRODUCTIONCURRENT STATE OF DEIGeneral trendsGender trendsRaceðnicity trendsLGBTQ*trendsWHAT ACTIONS ARE ORGS TAKINGACTIONS IMPACTING DEILOOKI
33、NG FORWARDAPPENDIX2022 Workplace DEI Report9.What might explain these improvements?One explanation is that the increased investment in learning&development opportunities in response to the Great Resignation1 have fostered positive sentiments around career growth.Further,remote working environments m
34、ay be decreasing the opportunity for microaggressions,boosting womens perceptions of potential growth.Alternatively,the improvements could be driven by higher industry and/or workforce attrition,indicating a survivorship bias among respondents(i.e.,those who already saw bright career prospects were
35、more likely to stay with their organization).Administrative tasks are being shared more equitably between gendersThe question“Administrative tasks that dont have a specific owner(e.g.,taking notes in meetings,scheduling events,cleaning up shared space)are fairly divided at Company”has historically h
36、ad one of the largest gender differences.In 2020,the percentage of women who agreed with that statement was a full 10%below men,but in 2021,this gap narrowed to 6 points.This is likely because of the rise in awareness of office housework,as well as a decrease in the amount of office housework requir
37、ed when working remotely.While womens perceptions have improved,mens perceptions have stayed roughly the same.CAREER GROWTH BY GENDER1.https:/ STATE OF DEIGeneral trendsGender trendsRaceðnicity trendsLGBTQ*trendsWHAT ACTIONS ARE ORGS TAKINGACTIONS IMPACTING DEILOOKING FORWARDAPPENDIX2022 Workplac
38、e DEI Report10However,workload and work-life balance has worsened for womenWhile administrative tasks are trending in the right direction,perceptions of work division havent budged,with a persistent 7%gap between men and women.And when we consider how employees are balancing work with their personal
39、 lives,the results get bleaker.Among men,agreement with the statement“Company enables me to balance work and personal life”has stayed the same,while womens level of agreement has decreased.Our data shows that the change among women is likely driven by increases in caregiving responsibilities,leaving
40、 women feeling less supported and able to recharge than men.These findings demonstrate that women are doing more work both in and outside the home with less support.For some,it may be a surprise that 2021 felt more challenging than 2020.We hypothesize that this trend may be driven by employers expec
41、tations to“return to normal”despite the ways that work has irrevocably changed.Takeaways?While some areas,like career opportunities and office housework,have seen improvements for women,these wont create real change in day-to-day workload until what employees have on their plate outside of work is t
42、aken into account.We recommend incorporating caregiving responsibilities as a demographic in your employee feedback processes so that you can understand caregivers unique needs and support them.WORKLOAD AND SUPPORT BY GENDERINTRODUCTIONCURRENT STATE OF DEIGeneral trendsGender trendsRaceðnicity tr
43、endsLGBTQ*trendsWHAT ACTIONS ARE ORGS TAKINGACTIONS IMPACTING DEILOOKING FORWARDAPPENDIX2022 Workplace DEI Report11Raceðnicity trendsBlack Lives Matter has led to real improvementsThe Black Lives Matter movement gained global prominence in 2020,and our data indicates that this activism has result
44、ed in measurable changes in employee perceptions.While Black employees are still struggling to feel like they belong and can advance in their organizations,their experience has improved more than any other racial group in 2021.Moreover,the statement that reflected the largest difference(“People from
45、 all backgrounds have equal opportunities to succeed at Company”)went up 9%from 2020 to 2021.Asian employees are in an interesting situationThe data reveals that Asian employees experience a paradox in decision-making.They dont feel like their perspective is included in decision-making,but they do f
46、eel involved in decisions that affect their work.This could be because while Asian employees are overrepresented(particularly in tech),they rarely hold positions of power.Asian employees dont see their perspective being included in decisions DIFFERENCES IN EXPERIENCE:BL ACKTop and bottom three inclu
47、sion survey questions where group differs most from average.Percentage values are compared to mean of the four groups.-8.75%People from all backgrounds have equal opportunities to succeed at Company-8.0%I can be my authentic self at work-4.0%I feel like I belong at Company+3.5%We acknowledge people
48、who deliver outstanding service here+3.5%Day-to-day decisions here demonstrate that quality and improvement are top priorities+4.25%Company is in a position to really succeed over the next three years1.The study faced multiple types of data limitations in reporting on the Indigenous experience.The d
49、ata deficit is driven by multiple factors including often-low representation of Indigenous employees,low levels of data collection on these populations,and potentially lower rates of response when data is collected.INTRODUCTIONCURRENT STATE OF DEIGeneral trendsGender trendsRaceðnicity trendsLGBTQ
50、*trendsWHAT ACTIONS ARE ORGS TAKINGACTIONS IMPACTING DEILOOKING FORWARDAPPENDIX2022 Workplace DEI Report12made by leadership,but they do feel a sense of control over their day-to-day work.On a positive note,Asian employees feel like their opinion is valued and that they can voice contrary opinions,i
51、ndicating a level of psychological safety.The experience of Latinx employees has worsenedCompared to their peers,Latinx employees are not feeling as recognized or valued.Taking a broad look at our DEI surveys,Asian,Black,and White employees generally answered more positively to the majority of quest
52、ions in 2021 than they did in 2020.However,Latinx employees gave less favorable responses to most questions,which indicates that their experiences have declined over time.In particular,we see this trend in relation to the statement,“When I share my opinion,it is valued.”While the data doesnt point t
53、o a single cause for the decline,the trend could be exacerbated by the lack of a prominent,organized movement to support the Latinx community specifically(i.e.,like Black Lives Matter or Stop Asian Hate).Consequently,a lack of collective activism may have contributed to less organizational action fo
54、cused on Latinx employees experiences.DIFFERENCES IN EXPERIENCE:ASIAN-3.0%Perspectives like mine are included in the decision making at Company-2.75%I believe my total compensation is fair,relative to similar roles at other companies-2.75%I see myself still working at Company in 2 years time+3.5%Whe
55、n I share my opinion,it is valued+4.75%I am appropriately involved in decisions that affect my work+4.75%When it is clear that someone is not delivering in their role we do something about it Top and bottom three inclusion survey questions where group differs most from average.Percentage values are
56、compared to mean of the four groups.INTRODUCTIONCURRENT STATE OF DEIGeneral trendsGender trendsRaceðnicity trendsLGBTQ*trendsWHAT ACTIONS ARE ORGS TAKINGACTIONS IMPACTING DEILOOKING FORWARDAPPENDIX2022 Workplace DEI Report13DIFFERENCES IN EXPERIENCE:L ATINX-5.5%We acknowledge people who deliver o
57、utstanding service here-4.5%When I share my opinion,it is valued-2.25%Generally,the right people are rewarded&recognized at Company+1.5%I know what I need to do to be successful in my role+1.75The products and services Company provides are as good as,or better than,our main competitors+2.25%People f
58、rom all backgrounds have equal opportunities to succeed at CompanyTop and bottom three inclusion survey questions where group differs most from average.Percentage values are compared to mean of the four groups.VALUED OPINION BY RACE/ETHNICITYINTRODUCTIONCURRENT STATE OF DEIGeneral trendsGender trend
59、sRaceðnicity trendsLGBTQ*trendsWHAT ACTIONS ARE ORGS TAKINGACTIONS IMPACTING DEILOOKING FORWARDAPPENDIX2022 Workplace DEI Report14White employees beliefs reinforce systemic issuesOur data indicates that White employees believe their companies lack accountability and a focus on decision-making qua
60、lity.In the very areas most in need of improvement equitable compensation and career pathing White employees are most likely to believe existing processes are fine.This is concerning,especially because White employees are also the most likely to be in positions of power.Thus,if they dont believe ine
61、quities exist,they are not likely to rectify them.Theres also the possibility that employees with such beliefs are unlikely(and sometimes unwilling)to acknowledge any advantages they may have received due to systemic inequity and/or discrimination.Takeaways?Employees supported by large-scale movemen
62、ts have seen improvements in the workplace,but not every group has this type of assistance.In such situations,organizations are responsible for stepping in.This may require dedicating time and resources to gaining leadership buy-in,especially if leaders are generally White(and therefore less likely
63、to believe inequity is taking place).DIFFERENCES IN EXPERIENCE:WHITE OR EUROPEAN-4.5%Day-to-day decisions here demonstrate that quality and improvement are top priorities-3.75%Most of the systems and processes here support us getting our work done effectively-3.25%When it is clear that someone is no
64、t delivering in their role we do something about it+4.25%I believe my total compensation is fair,relative to similar roles at other companies+5.0%I can be my authentic self at work+5.25%People from all backgrounds have equal opportunities to succeed at CompanyTop and bottom three inclusion survey qu
65、estions where group differs most from average.Percentage values are compared to mean of the four groups.INTRODUCTIONCURRENT STATE OF DEIGeneral trendsGender trendsRaceðnicity trendsLGBTQ*trendsWHAT ACTIONS ARE ORGS TAKINGACTIONS IMPACTING DEILOOKING FORWARDAPPENDIX2022 Workplace DEI Report15LGBTQ
66、*trendsLGBTQ*employees are being left behindLGBTQ*employees experience a similar score gap to Latinx employees.In fact,theres not a single question where LGBTQ*employees score higher than those outside of the LGBTQ*community.The largest gaps are in communication and commitment.Given the limited numb
67、er of companies asking questions related to sexual orientation,we dont have enough data to compare LGBTQ*employees experiences from 2020 to 2021 on most topics.For the topics that do have sufficient data,weve found that scores have all declined.Takeaways?These trends indicate that sexual orientation
68、 is an important aspect of identity for employees at work,and organizations can do more to understand and equalize the experiences of LGBTQ*employees.That requires organizations not only to ask about sexual orientation,but also to establish an environment where employees feel safe to answer honestly
69、.EXPERIENCE BY LGTBQ*STATUS2022 Workplace DEI Report16In the previous section,we looked at the results of thousands of customers who have used our DEI template and shared our findings,which largely indicate that there are still major opportunities for improvement.With that being said,what specific a
70、ctions are organizations taking to improve diversity,equity,and inclusion in their organizations?To answer this question,we conducted“Understanding the DEI landscape,”an independent survey of HR and DEI practitioners,and received responses from almost 300 organizations.In this survey,we asked respon
71、dents about their organizations DEI practices in order to learn which initiatives are commonplace versus rare.We then divided these practices into seven categories,which you can navigate to using the links below.Jump to:Organizational policies Resources&initiatives Learning&development Talent manage
72、ment Benefits Communication Metrics&dataWhat actions?are organizations taking?INTRODUCTIONCURRENT STATE OF DEIWHAT ACTIONS ARE ORGS TAKINGACTIONS IMPACTING DEILOOKING FORWARDAPPENDIX2022 Workplace DEI Report17INTRODUCTIONCURRENT STATE OF DEIOrganizational policiesResources&initiativesLearning&develo
73、pmentTalent managementBenefitsCommunicationMetrics&dataWHAT ACTIONS ARE ORGS TAKINGLOOKING FORWARDAPPENDIXACTIONS IMPACTING DEIOrganizational policiesFormal policies are the starting point for any DEI strategy.An overwhelming percentage of the respondents to our independent survey reported their com
74、pany had an Anti-Harassment policy(95%),an Anti-Discrimination policy(92%),and a Code of Conduct(93%)that employees must follow.However,these numbers drop off when asked about a formal DEI policy,with only 41%responding that their company had one and simply having a policy in place doesnt mean that
75、it is enforced or effective.We followed up with respondents who stated they had a DEI policy and asked whether there was a documented process in place to enforce it.Unfortunately,of the respondents with a DEI policy,only 42%had an explicit,documented process in place,indicating that 58%have a DEI po
76、licy in name only.Takeaways?While policies are a foundational first step,they are only as effective as they are enforced.Take stock of your stated policies,and ensure theres a process to back them up.ORGANIZATIONAL POLICIESDEI POLICIESINTRODUCTIONCURRENT STATE OF DEIOrganizational policiesResources&
77、initiativesLearning&developmentTalent managementBenefitsCommunicationMetrics&dataWHAT ACTIONS ARE ORGS TAKINGLOOKING FORWARDAPPENDIXACTIONS IMPACTING DEI2022 Workplace DEI Report18Resources&initiativesWe explored the prevalence of DEI-focused resources and initiatives.We found that roughly half of r
78、espondents engaged in these activities,which in this report includes dedicated DEI roles,ERGs,events,etc.Only 49%of survey respondents reported having a strategic diversity plan,but 56%said they have a formal DEI council,forum,or committee responsible for advancing representation,fair treatment,and
79、equal opportunities for people of all backgrounds.The difference in these two numbers raises an important question:if 7%of respondents have a DEI council operating without a plan in place,what exactly are they doing,and how effective is it?Most(63%)respondents confirmed that they organize DEI events
80、 for their employees.However,we did not dig further into the nature of these events.Although events can be an important way of celebrating and creating dialogue around important community events(e.g.,Black History Month,etc.)celebrating a culture is not the same as ensuring that people from those cu
81、ltural backgrounds are paid,assessed,and promoted fairly.STRATEGIC SUPPORTINTRODUCTIONCURRENT STATE OF DEIOrganizational policiesResources&initiativesLearning&developmentTalent managementBenefitsCommunicationMetrics&dataWHAT ACTIONS ARE ORGS TAKINGLOOKING FORWARDAPPENDIXACTIONS IMPACTING DEI2022 Wor
82、kplace DEI Report19Takeaways?Its easy to create a committee or event,but meaningful DEI requires focusing on high-impact efforts that strategically and steadily advance equity and inclusion.One-off initiatives wont do much to address systemic issues,so align your work under a strategic plan and goal
83、s.Who is driving DEI work?Only 30%of surveyed HR practitioners held a DEI-specific job title.This is likely because HR professionals are frequently tasked with supporting DEI initiatives in addition to other people responsibilities we found that only 39.7%of organizations have dedicated DEI roles.Wh
84、ile we also know that organizations have begun to create full-time DEI roles,with 80%of full-time DEI practitioners hired in the last year,these practitioners often lack a team to execute significant strategic change.1 Competing priorities,tight resources,inexperience in the field,and a lack of acco
85、untability can lead to deprioritizing DEI work in favor of core HR tasks,setting DEI initiatives up to fail or have limited impact.EVENTS1.https:/ STATE OF DEIOrganizational policiesResources&initiativesLearning&developmentTalent managementBenefitsCommunicationMetrics&dataWHAT ACTIONS ARE ORGS TAKIN
86、GLOOKING FORWARDAPPENDIXACTIONS IMPACTING DEI2022 Workplace DEI Report20To understand more about the people whose primary job is dedicated to driving DEI initiatives,we looked into how organizations frame the role of full-time DEI professionals.We found the most prominent titles were director and ma
87、nager.Unfortunately,this indicates that many DEI functions do not sit at the executive level,where they would have the power to drive greater structural change.The language of DEI is also shifting in how titles are formed.Previous reports found that job titles frequently included diversity and inclu
88、sion.Now,we also commonly see the addition of equity as well as transpositions of the letters to emphasize the experiential rather than representational aspect of DEI work(e.g.,I&D,EID,etc.).If only a single term is used,inclusion is the most common.This suggests that DEI roles are shifting towards
89、a more comprehensive focus on the employee experience rather than simply increasing the representation of particular groups.Takeaways?The number of DEI roles is small but growing rapidly(over half of the DEI roles were created in the last year).If youve recently created your DEI team,make sure they
90、are at a level in the organization where they can drive real,rather than performative,change.DEDICATED DEI ROLESINTRODUCTIONCURRENT STATE OF DEIOrganizational policiesResources&initiativesLearning&developmentTalent managementBenefitsCommunicationMetrics&dataWHAT ACTIONS ARE ORGS TAKINGLOOKING FORWAR
91、DAPPENDIXACTIONS IMPACTING DEI2022 Workplace DEI Report21Half of companies use employee resource groups to build communityJust under half of respondents(48%)reported that their organizations had an employee resource group(ERG).For organizations with ERGs,we wanted to know the focus of their groups.H
92、alf(50%)reported focusing primarily on employee experience,followed by 36%focusing on an even mix of business goals and employee experience.We also wanted to know which groups these ERGs served.Generally,the ERGs an organization creates are heavily influenced by the demographic representation within
93、 that organizations workforce.Three common groups emerged from the results,as reported by 140 organizations:Members of racial/ethnic minority groups(74%)Women(70%)Members of the LGBTQ*community(69%)The average number of ERGs per organization was three.Some of the other groups served by ERGs include
94、early-career professionals,disabled employees,and those who speak English as a second language(ESL).Some organizations also reported groups for employees who care deeply about certain topics,such as body image and sustainability.EMPLOYEE RESOURCE GROUPS(ERGs)INTRODUCTIONCURRENT STATE OF DEIOrganizat
95、ional policiesResources&initiativesLearning&developmentTalent managementBenefitsCommunicationMetrics&dataWHAT ACTIONS ARE ORGS TAKINGLOOKING FORWARDAPPENDIXACTIONS IMPACTING DEI2022 Workplace DEI Report22 Takeaways?The most common groups that ERGs support are also the most common groups on which com
96、panies collect data.This relationship reinforces the importance of collecting data,because if you dont know who your employees are,you cant identify the individuals or groups who need additional community or support.To make sure youre not missing anyone,do an audit of the demographics youre collecti
97、ng.Learning&developmentInequity can exist in many forms,including access to pertinent information and training.It can also affect whether or not certain individuals or groups are provided with critical growth opportunities for career development.Employees who are fortunate enough to engage in these
98、opportunities can reap the benefits,but systemic inequity blocks marginalized employees from accessing critical career growth opportunities.For that reason,organizations must ensure that individuals of all identities have pathways to professional growth.Below,we explore trends in DEI-related trainin
99、g and employee development in general.ERGs BY GROUPINTRODUCTIONCURRENT STATE OF DEIOrganizational policiesResources&initiativesLearning&developmentTalent managementBenefitsCommunicationMetrics&dataWHAT ACTIONS ARE ORGS TAKINGLOOKING FORWARDAPPENDIXACTIONS IMPACTING DEI2022 Workplace DEI Report23Curr
100、ent approaches to DEI-related training are insufficientFirst,we focused on DEI-related trainings.60%of respondents said their company offered some form of DEI training.On average,these DEI training(s)were generally available to employees of all levels across the organization.We found only a 6%differ
101、ence between the rates of general DEI training(60%)and unconscious bias training(54%),specifically.This suggests unconscious bias training is the primary DEI-related training being offered to employees.If this hypothesis were true,organizations dedicated to building an inclusive culture will need to
102、 adjust their practices,as empirical support for unconscious bias training is limited,with some experts even suggesting that poorly-designed unconscious bias training can increase the likelihood of backlash from majority group employees.1 Takeaways?Learning&development is a continuous process,and a
103、single DEI training is not sufficient to drive the change necessary to build a genuinely inclusive culture.Rather,organizations should offer an ongoing curriculum focused on DEI-related topics.A needs analysis is the best way to determine what training is required and identify target audiences.TRAIN
104、ING1.https:/hbr.org/2016/01/diversity-policies-dont-help-women-or-minorities-and-they-make-white-men-feel-threatenedINTRODUCTIONCURRENT STATE OF DEIOrganizational policiesResources&initiativesLearning&developmentTalent managementBenefitsCommunicationMetrics&dataWHAT ACTIONS ARE ORGS TAKINGLOOKING FO
105、RWARDAPPENDIXACTIONS IMPACTING DEI2022 Workplace DEI Report24Effective employee development requires clarity and transparencyNext,we examined various facets of employee growth and development.Only 40%of those surveyed responded that their company had clear processes in place for career advancement.T
106、his is not only demotivating for employees looking to grow within the company,but also results in less representation of historically marginalized groups within higher levels of an organization.Advancement decisions are often made inconsistently and subjectively without clearly defined processes,whi
107、ch ultimately favors employees from majority groups.Whether these inequities show up as favoritism,a“lower bar”for employees from privileged backgrounds,or simply greater access to mentorship and sponsorship,the absence of a clear promotion process can signal larger issues of inequity within an orga
108、nization.Beyond explicit career pathing and upward mobility,our survey also revealed that only 17%of respondents reported having a formal mentorship or sponsorship program for employees from underrepresented groups.Inequity can have a deep and compounding impact on an employees access to career supp
109、ort,so introducing intentional programs is one meaningful and effective1 way to address the inequities faced by marginalized employees.Takeaways?Navigating employee development is hard even under ideal circumstances.Begin with clear development pathways,supported by a formal mentorship program.When
110、employees have a third party like a mentor or sponsor to talk to about career growth,they often feel more comfortable and confident when talking about growth with their own managers.PROFESSIONAL DEVELOPMENT1.https:/ STATE OF DEIOrganizational policiesResources&initiativesLearning&developmentTalent m
111、anagementBenefitsCommunicationMetrics&dataWHAT ACTIONS ARE ORGS TAKINGLOOKING FORWARDAPPENDIXACTIONS IMPACTING DEI2022 Workplace DEI Report25Talent managementTalent acquisition and management directly influence the demographic makeup of an organization.Who you attract and retain is often a reflectio
112、n of your company culture and sends a salient message to both internal and external stakeholders.In this subsection,we unpack key DEI trends throughout the talent lifecycle.Hiring practices are becoming more equitable,but bias can still creep inImproving the diversity of an organization requires int
113、entional diversification of the candidate pipeline.This is because candidate sourcing often occurs through the same few channels or incumbent employee referrals.Consequently,the same type of people continue to get hired,1 resulting in an increasingly homogenous workforce.In our independent survey,we
114、 asked if organizations implemented recruiting practices that explicitly included diverse sourcing of candidates.A majority(70%)reported that they had such a practice.While theres clearly still work to be done,this trend indicates that the workforce at large is moving toward more equitable talent ac
115、quisition practices.However,even with intentional sourcing,candidates may be screened out for non-job relevant characteristics due to bias.Names,for example,convey information about a candidate that can subconsciously impact hiring decisions,such as gender,race/ethnicity,and religion.2 One way to mi
116、tigate bias in hiring is by anonymizing the resume screening process.Despite the simplicity of this practice,only 18%of survey respondents admitted to having such a practice in place.Takeaways?Building a more balanced recruiting pipeline requires intentional effort.Move past just balanced sourcing t
117、o consider training,anonymized resume review,and setting diversity goals.HIRING PRACTICES1.https:/hbr.org/2018/03/how-to-use-employee-referrals-without-giving-up-workplace-diversity 2.https:/hbswk.hbs.edu/item/minorities-who-whiten-job-resumes-get-more-interviews INTRODUCTIONCURRENT STATE OF DEIOrga
118、nizational policiesResources&initiativesLearning&developmentTalent managementBenefitsCommunicationMetrics&dataWHAT ACTIONS ARE ORGS TAKINGLOOKING FORWARDAPPENDIXACTIONS IMPACTING DEI2022 Workplace DEI Report26BenefitsBenefits are a key element of an organizations employee value proposition(EVP)1 and
119、 are important to both retention(the workforce you have)and attraction(the workforce you want).The types of benefits offered are often dependent on the workforce makeup and thus vary widely between organizations.To understand the role of DEI in employee benefits,we surveyed HR and DEI practitioners
120、about the types of benefits their organizations offered and looked at how inclusive those offerings were.Inclusive benefits matter in a diversified workforce 291 organizations reported on their benefits offerings.The most common benefit was mental health support or an employee assistance program(EAP
121、),with 94%of respondents reporting such a program.The second most common benefit was equitable parental leave,which is defined as inclusive of gender and adoption/foster status(70%).These high rates are heartening and indicate that organizations are generally moving in the right direction on DEI.How
122、ever,given the increased importance of caregiving during the pandemic,we were surprised by the low prevalence of child care assistance(21%)and senior care assistance(8%).With increasing numbers of people working in a remote or hybrid environment,caregiving benefits are a huge opportunity for employe
123、rs to step up and support their employees.13%of companies also listed other benefits,which include flexible working,mental health leave,menstrual/menopause benefits,domestic violence leave,adoption-specific benefits,and professional development.These additional benefits suggest that some organizatio
124、ns are making a concerted effort to serve the needs of different segments of their workforce.1.https:/ STATE OF DEIOrganizational policiesResources&initiativesLearning&developmentTalent managementBenefitsCommunicationMetrics&dataWHAT ACTIONS ARE ORGS TAKINGLOOKING FORWARDAPPENDIXACTIONS IMPACTING DE
125、I2022 Workplace DEI Report27Takeaways?The pandemic has created a great shift in what employees are looking for and need from their work and organizations,especially in relation to mental health and caregiving.Take this opportunity to ask your employees about what benefits can best meet their changin
126、g needs.CommunicationHow an organization communicates to internal and external stakeholders can greatly influence perceptions of how effective their culture is in promoting DEI.We asked a series of questions to better understand what effective communication looks like.Organizations seem wary of maki
127、ng specific commitmentsWe started by looking at leadership because organizational change starts at the top.Generally,we find that when leaders send a clear and consistent message about an initiative like DEI and build it into existing strategic priorities,they are able to convey the value and import
128、ance of that initiative.A mission statement is one powerful way leaders can demonstrate their commitment to DEI.In our survey,50%of organizations reported that theyd shared their DEI mission statement with employees,10%said they havent,and 40%do not have a DEI mission statement at all.This is a bit
129、surprising,as the majority(60%)of organizations reported that senior leadership had communicated BENEFITSINTRODUCTIONCURRENT STATE OF DEIOrganizational policiesResources&initiativesLearning&developmentTalent managementBenefitsCommunicationMetrics&dataWHAT ACTIONS ARE ORGS TAKINGLOOKING FORWARDAPPEND
130、IXACTIONS IMPACTING DEI2022 Workplace DEI Report28the importance of incorporating DEI best practices into work,and even more(63%)have hosted related employee discussions(e.g.,round tables,town halls,focus groups,etc.).This suggests that although organizations are open to letting employees talk about
131、 DEI-related issues at work,they arent necessarily ready to commit themselves to aligning the organizations actions or strategy with those discussions.Next,we took a look at external communications.While internal communications are critical in creating an inclusive culture,external communications ca
132、n have a significant influence on organizational and employer branding,customer satisfaction,and community relations.We found 47%of respondents have communicated their perspective on DEI to external stakeholders,while 29%have not.Interestingly,23%reported not having a perspective on DEI.This suggest
133、s that there is still significant work to do when it comes to aligning organizational leaders on why DEI is so critical and determining what stance organizations want to take on DEI.Takeaways?Take the time to think through your organizations position on DEI and come up with a mission statement.When
134、you have a draft that you feel ready to share with all stakeholders,be prepared to back it up with dedicated resourcing.Metrics&dataCollecting and tracking data is critical for understanding the demographic makeup of your workforce,measuring the progress of your DEI initiatives over time,and compari
135、ng your organizations DEI status with that of industry peers.In this subsection,we looked into how organizations are handling DEI-related metrics and data.Most organizations are collecting basic demographic data83%of surveyed organizations reported that they collect demographic data from their emplo
136、yees,as allowed by local laws.We wanted to know which demographics they collected.Below are our findings from the 278 organizations that responded.INTRODUCTIONCURRENT STATE OF DEIOrganizational policiesResources&initiativesLearning&developmentTalent managementBenefitsCommunicationMetrics&dataWHAT AC
137、TIONS ARE ORGS TAKINGLOOKING FORWARDAPPENDIXACTIONS IMPACTING DEI2022 Workplace DEI Report29The three most common demographics collected were age(95%),gender identity(80%),and ethnicity/race(72%).This suggests that although organizations are relatively comfortable asking about(commonly)visible aspec
138、ts of identity,many are still not prepared to ask about often-invisible aspects such as disability status,sexual orientation,and native language.DEI-specific surveys are still relatively rareDEI surveys are a rich source of employee feedback on organizational culture and the employee experience.40%o
139、f the surveyed HR practitioners reported conducting at least one survey focused primarily on DEI,as opposed to a general engagement survey with inclusion questions added.As feedback is important for identifying disparities in the employee experience,this number seems particularly low.Takeaways?The o
140、nly way to really understand the experience of employees is to ask them about it,and DEI-specific surveys are specifically designed to collect critical feedback on diversity,equity,and inclusion.These surveys can help you learn how employees identify themselves,how they feel about past and ongoing D
141、EI initiatives,their perceptions of inclusion,and more.DATA COLLECTIONINTRODUCTIONCURRENT STATE OF DEIOrganizational policiesResources&initiativesLearning&developmentTalent managementBenefitsCommunicationMetrics&dataWHAT ACTIONS ARE ORGS TAKINGLOOKING FORWARDAPPENDIXACTIONS IMPACTING DEI2022 Workpla
142、ce DEI Report30Performance equity analyses are a key area of opportunityCollecting demographic data and DEI survey feedback not only offers insight into the employee experience,but its also necessary for evaluating systems and processes to ensure equity in policies and practices for all employees.Ac
143、cording to our research,organizations have predominantly focused on pay equity analyses,likely in response to the prevalence of identity-based pay gaps reported across all industries.Weve found that 89%of organizations have conducted pay equity analyses at least once.PAY EQUITY ANALYSESPERFORMANCE E
144、QUITY ANALYSESINTRODUCTIONCURRENT STATE OF DEIOrganizational policiesResources&initiativesLearning&developmentTalent managementBenefitsCommunicationMetrics&dataWHAT ACTIONS ARE ORGS TAKINGLOOKING FORWARDAPPENDIXACTIONS IMPACTING DEI2022 Workplace DEI Report31Given the close relationship between perf
145、ormance and pay,we also asked about the prevalence of performance equity analyses a practice that can reveal disparities in equitable assessment that can further exacerbate(or hide)pay inequities.Only 43%of respondents reported conducting a performance equity analysis at least once.This is worrisome
146、,because performance evaluations are a key determinant of pay if you assess pay but not the processes that decide pay,you may end up treating the symptom rather than the problem.The good news is that companies that choose to implement performance equity analyses tend to do so at a more frequent cade
147、nce,with the most common answer being“every performance evaluation cycle”(29%).Takeaways?Are your performance policies working for you?Conducting an audit on your performance evaluation process is a key step in determining if your people systems are fair.Its even more important when implementing a n
148、ew performance process,so you can ensure that your new system isnt reproducing old biases.Organizations arent maximizing the impact of their DEI-related dataWhile organizations can collect all manner of DEI-related data,the most valuable part of this data is how its being leveraged to transform syst
149、ems and processes.This usually begins with communicating your findings to key stakeholders in the organization.In our survey,56%of respondents reported that they share DEI metrics at executive meetings.However,only 34%share their DEI metrics with all leaders,including departmental leaders a disappoi
150、ntingly low number given that a greater percentage of respondents(35%)reported that they dont share DEI-related data with any local leaders.While its important to provide executive leaders with critical context for decision-making,local leadership shouldnt be left out,as they often have a greater im
151、pact on employees day-to-day experience.DATA SHARINGINTRODUCTIONCURRENT STATE OF DEIOrganizational policiesResources&initiativesLearning&developmentTalent managementBenefitsCommunicationMetrics&dataWHAT ACTIONS ARE ORGS TAKINGLOOKING FORWARDAPPENDIXACTIONS IMPACTING DEI2022 Workplace DEI Report32Nex
152、t,we investigated how DEI-related data is being used after its shared with key stakeholders.Of 288 respondents,45%reported using DEI data when making decisions that impact employees,which means the majority are not doing so.Whether omitting DEI-related data when making decisions is intentional depen
153、ds on factors such as the quality of the data collected and whether leaders know how to utilize the data to inform decision-making.However,there is clear evidence that“using DEI data”is indicative of the progress an organization is making in their DEI journey.The above chart shows how using DEI data
154、 in decision-making impacts other DEI practices.As seen above,those who report using DEI data also report far greater levels of other crucial DEI practices,such as sharing data at executive meetings,having DEI discussions with employees,and having a strategic diversity plan.Takeaways?Using data driv
155、es better decision-making,and equitable decisions are not possible without data.Share data with relevant stakeholders to help inform their decisions.IMPACT OF DATA-DRIVEN DECISION MAKINGINTRODUCTIONCURRENT STATE OF DEIWHAT ACTIONS ARE ORGS TAKINGACTIONS IMPACTING DEILOOKING FORWARDAPPENDIX2022 Workp
156、lace DEI Report33In the previous section,we examined what DEI actions are being taken by todays organizations.However,just because a certain initiative or action is common does not always mean its effective a reality that can make meaningful DEI progress difficult.However,because the HR and DEI prac
157、titioners we surveyed were also Culture Amp customers,we were able to connect their actions to actual outcomes(i.e.,their DEI or employee engagement survey results).In this section,we leveraged two types of analyses to identify the success of certain DEI actions.By comparing what practitioners told
158、us they were doing(“Understanding the DEI landscape”survey)with how their employees told us they were feeling(employee experience survey data),we were able to uncover insights around which initiatives or activities maximize the impact of an organizations DEI efforts.Jump to:Where do increased resour
159、ces translate into impact?Equity Inclusion What is the impact of specific DEI initiatives?Diversity Equity Inclusion Which initiatives lay the foundation for strategic DEI?Which actions are impacting?DEI?INTRODUCTIONCURRENT STATE OF DEIWhere do increased resources translate into impact?What is the i
160、mpact of specific DEI actions?Which initiatives lay the foundation for strategic DEI?WHAT ACTIONS ARE ORGS TAKINGLOOKING FORWARDAPPENDIXACTIONS IMPACTING DEI2022 Workplace DEI Report34Where do increased resources translate into impact?In general,we know that effective DEI programs arent one-off even
161、ts that borrow funds from tangentially related initiatives nor are they initiatives run by people forced to wear multiple hats.In other words,achieving equity and fostering inclusion requires dedicated and intentional financial investment.While we werent able to measure the specific investments peop
162、le are making(the dollar amount varies depending on company size and other factors),we did ask organizational DEI leaders whether they perceive adequate resourcing for their efforts.Unfortunately,only 34%of respondents reported feeling that they have adequate resources,indicating that the majority o
163、f DEI practitioners feel under-equipped to perform their jobs.However,our data also shows that for those who do feel like they have sufficient resources,employee ratings of equity and inclusion are higher,which underscores the importance of making that intentional investment.Where should organizatio
164、ns focus to maximize the impact of their DEI investment?Below,we use driver analysis1 to examine which outcomes are most strongly correlated with adequate resourcing.SUFFICIENT RESOURCES1.https:/ STATE OF DEIWhere do increased resources translate into impact?What is the impact of specific DEI action
165、s?Which initiatives lay the foundation for strategic DEI?WHAT ACTIONS ARE ORGS TAKINGLOOKING FORWARDAPPENDIXACTIONS IMPACTING DEI2022 Workplace DEI Report35EquityBelow,we performed driver analysis to see how increasing resources for DEI-related activities and initiatives impact equity-related outcom
166、es.We found that increasing DEI investment in general leads to strong improvements in the following eight areas related to equitable systems,processes,and activities.Putting the chart into words,you can see that increasing DEI resources is highly correlated with:Fair and equitable processes and syst
167、ems With increased resources,DEI leaders are able to focus on creating clear and consistent criteria for success across various processes like performance evaluation and workload distribution,as well as design systems that fairly recognize employees for their hard work both from a compensation and a
168、cknowledgement standpoint.Equal access to what employees need to succeed and grow Dedicating resources to DEI allows organizations to provide greater access to all employees.In other words,theres no need to be selective about who gets access to certain resources,learning and development opportunitie
169、s,or information.IMPACT OF RESOURCES ON EQUITYINTRODUCTIONCURRENT STATE OF DEIWhere do increased resources translate into impact?What is the impact of specific DEI actions?Which initiatives lay the foundation for strategic DEI?WHAT ACTIONS ARE ORGS TAKINGLOOKING FORWARDAPPENDIXACTIONS IMPACTING DEI2
170、022 Workplace DEI Report36InclusionInclusion is the act of ensuring people feel like they are part of the group and afforded the same rights and opportunities.Although taking action in this space can feel less tangible,having the right resources can help organizations make measurable progress.Below,
171、we performed driver analysis to see how increasing resources for DEI-related activities and initiatives impact inclusion-related outcomes.We found that increasing DEI investment in general leads to significant improvements in the following four areas related to inclusive systems,processes,and activi
172、ties.Putting the chart into words,you can see that increasing DEI resources is highly correlated with:Decision quality and inclusive decision-making When an organization provides DEI leaders with adequate resources,it signals that the organization is more likely to listen to DEI leaders,collect DEI
173、data,and incorporate insights about DEI into the decision-making process.As a result,employees have a greater sense of inclusion,as they feel like their thoughts and experiences are represented in the decision-making process.Sense of connection and purpose All employees,regardless of role or backgro
174、und,need to feel a sense of belonging in order to feel included,whether thats through the companys vision or commitment to social responsibility.Increasing DEI resources makes it possible for DEI leaders to focus specifically on promoting this sense of connection among historically marginalized grou
175、ps of employees,who are more likely to feel excluded or alienated.It also empowers DEI leaders to focus on ensuring that the vision and mission they are working towards is authentic and impactful enough to resonate with employees of all backgrounds.IMPACT OF RESOURCES ON INCLUSIONINTRODUCTIONCURRENT
176、 STATE OF DEIWhere do increased resources translate into impact?What is the impact of specific DEI actions?Which initiatives lay the foundation for strategic DEI?WHAT ACTIONS ARE ORGS TAKINGLOOKING FORWARDAPPENDIXACTIONS IMPACTING DEI2022 Workplace DEI Report37What is the impact of specific DEI init
177、iatives?In the previous section,we used driver analysis to hone in on the impact of increasing DEI-related resources in general.In this section,we examine the impact of specific DEI initiatives in order to identify the ones that lead to the greatest improvements in DEI-related outcomes.To accomplish
178、 this,we first used the results of our independent survey of DEI practitioners to identify which initiatives organizations were implementing.Then,we compared favorability scores(%who agreed or strongly agreed)between organizations that have that initiative in place,and organizations that dont.For th
179、is report,we pulled out the most impactful initiatives(i.e.,had the greatest difference in outcomes between the two groups).DiversityIncreasing representation is a key goal of DEI work and demonstrates to employees that the organization genuinely prioritizes having a diverse workforce.Heres what we
180、found were the most effective ways to promote diversity:Having a DEI policy Having a strategic DEI plan Using DEI data to make decisions Having a DEI policy correlates with more diverse representationAs depicted below,organizations with a DEI policy score more favorably than those without one for th
181、e statements,“My organization builds teams that are diverse”and“People from all backgrounds have equal opportunities to succeed.”The first statement measures diversity and representation in general,while the second is related to improving representation at higher levels in the organization.DEI POLIC
182、Y IMPACTINTRODUCTIONCURRENT STATE OF DEIWhere do increased resources translate into impact?What is the impact of specific DEI actions?Which initiatives lay the foundation for strategic DEI?WHAT ACTIONS ARE ORGS TAKINGLOOKING FORWARDAPPENDIXACTIONS IMPACTING DEI2022 Workplace DEI Report38Perceptions
183、of diversity are influenced by having a strategic diversity plan and using DEI dataAs illustrated below,employees who work at organizations with a strategic diversity plan and use DEI data to make decisions have better perceptions of diversity at their company,as measured by the statement,“My organi
184、zation values diversity.”This makes sense because having a strategic diversity plan and using DEI data to drive decision-making are two concrete ways companies can build a more representative workforce.It also signals that leadership is committed to making informed decisions on supporting individual
185、 differences and potentially addressing systemic challenges to diversity in their organization.EquityWhen we talk about improving equity throughout the organization,we are focused on creating transparency,increasing fairness,and promoting access.Looking into the data,heres what we found improves equ
186、ity-related outcomes at organizations:Implementing employee recognition programs Having formal mentorship and sponsorship programs Creating clear career advancement processesIMPACT OF STRATEGIC DIVERSITY PL ANIMPACT OF USE OF DEI DATA TO MAKE DECISIONSINTRODUCTIONCURRENT STATE OF DEIWhere do increas
187、ed resources translate into impact?What is the impact of specific DEI actions?Which initiatives lay the foundation for strategic DEI?WHAT ACTIONS ARE ORGS TAKINGLOOKING FORWARDAPPENDIXACTIONS IMPACTING DEI2022 Workplace DEI Report39 Offering DEI training Establishing a DEI council,forum,or committee
188、 Explicitly sourcing underrepresented talent Recognition and formal mentorship can help equalize access to opportunityOur data indicates that employee recognition programs and formal mentorship/sponsorship programs play a meaningful role in equalizing access to opportunities.Companies who report hav
189、ing such programs in place scored higher than those who reported they dont.For employees from underrepresented groups,formal mentorship or sponsorship programs are helpful,because they often provide greater transparency around the criteria and process for advancement.These programs also provide addi
190、tional guidance and advocacy for employees who typically go unacknowledged,particularly in growth and promotion conversations.Thats why its not surprising that organizations with these programs are 8%more likely to believe that people from all backgrounds have equal opportunities to succeed.IMPACT O
191、F MENTORSHIP PROGRAMSIMPACT OF EMPLOYEE RECOGNITION PROGRAMSINTRODUCTIONCURRENT STATE OF DEIWhere do increased resources translate into impact?What is the impact of specific DEI actions?Which initiatives lay the foundation for strategic DEI?WHAT ACTIONS ARE ORGS TAKINGLOOKING FORWARDAPPENDIXACTIONS
192、IMPACTING DEI2022 Workplace DEI Report40Although not DEI-specific,the existence of an employee recognition program also influences employees perceptions of equal opportunities for success.This is likely because performance and recognition go hand-in-hand employees are unlikely to believe that opport
193、unities are equally accessible if people cant see others like them being equitably recognized for their successes.The data validates this,as organizations with an employee recognition program scored 11%higher than those without one.Clear career advancement processes are essential for equitable growt
194、hIn general,we know that employees are most likely to believe that all people have equal opportunities to advance and advocate for themselves when processes are transparent and easily accessible.The statement,“At my organization there is open and honest two-way communication,”is used to assess trans
195、parency,honesty,and openness in general.We found that companies with clear processes for career advancement scored 6%higher for this statement than those without them.This aligns with the idea that it is important for there to be transparent processes and honest conversations around an employees cur
196、rent contributions and potential to advance.For example,are employees able to engage in an open dialogue with their manager?Are employees clear on what it takes to get to the next level,and have they received feedback on whether they are demonstrating those things?If they arent,it may be difficult f
197、or employees to discuss their career ambitions,promotion criteria,or what success looks like in their role.The second statement regarding career opportunities measures not only whether employees are aware of opportunities but whether they feel like they can access them.Clear processes for career adv
198、ancement are intrinsically a part of this equation because they outline potential career paths and create a framework for pursuing those opportunities.Unsurprisingly,we found that companies with clear advancement processes scored more favorably(+5%)than companies without clear processes.IMPACT OF CL
199、EAR ADVANCEMENT CRITERIAINTRODUCTIONCURRENT STATE OF DEIWhere do increased resources translate into impact?What is the impact of specific DEI actions?Which initiatives lay the foundation for strategic DEI?WHAT ACTIONS ARE ORGS TAKINGLOOKING FORWARDAPPENDIXACTIONS IMPACTING DEI2022 Workplace DEI Repo
200、rt41DEI training can help managers learn to foster equityDoes holding DEI training actually mitigate inequities in the employee experience?Below,we compare survey results of employees working at companies that offer DEI training with those that dont.Overall,we found that employees working at compani
201、es that offer DEI training feel significantly more positively about their opportunities for growth.There are several components to this analysis.What we can understand is that companies that make DEI training available also have employees who are more likely to:Have access to what they need to do th
202、eir jobs well Feel like their job performance is evaluated fairly Receive useful feedback on performance Work in a team that cares about accountabilityThis suggests that offering well-designed DEI training to managers and leaders can equip them with the knowledge they need to provide their direct re
203、ports and the broader organization with the help,environment,resources,and access they need to thrive.IMPACT OF TRAININGINTRODUCTIONCURRENT STATE OF DEIWhere do increased resources translate into impact?What is the impact of specific DEI actions?Which initiatives lay the foundation for strategic DEI
204、?WHAT ACTIONS ARE ORGS TAKINGLOOKING FORWARDAPPENDIXACTIONS IMPACTING DEI2022 Workplace DEI Report42Having a DEI council or committee translates to more equitable processesOur data indicates that companies with a DEI council,forum,or committee score more favorably for statements related to fair acce
205、ss and growth than those that do not have one.The results validate the importance of creating specific roles,responsibilities,and accountabilities around advancing DEI,rather than treating DEI as an add-on or afterthought.Putting together a DEI council or committee creates the space for targeted(and
206、 likely more effective)discussions and investments to ensure all employees have equitable opportunities for impact and growth.Diversifying talent pipelines positively impacts motivation,transparency,and decision-makingSourcing underrepresented candidates happens not just externally but also internal
207、ly.This is an important point to keep in mind,as organizations often overlook current talent,especially those from marginalized groups who are frequently less recognized and serve in less visible roles.Our data also shows that sourcing a varied and diverse set of talent for open roles can make a pos
208、itive impact on motivation,transparency,decision-making,and more.IMPACT OF DEI COUNCIL OR COMMITTEEINTRODUCTIONCURRENT STATE OF DEIWhere do increased resources translate into impact?What is the impact of specific DEI actions?Which initiatives lay the foundation for strategic DEI?WHAT ACTIONS ARE ORG
209、S TAKINGLOOKING FORWARDAPPENDIXACTIONS IMPACTING DEI2022 Workplace DEI Report43 We found that organizations with equitable recruiting practices score more highly for development opportunities(+7%),manager investment in employee development(+6%),and keeping employees informed about opportunities and
210、other changes(+9%).These increased scores can be partially attributed to the fact that these organizations also likely focus on internal advancement and invest in employee development and manager upskilling.Additionally,investing in intentional and equitable recruiting practices signals to employees
211、 that leadership genuinely cares about their people on top of improving representation.As a result,organizations that diversify their talent pipelines experience higher employee motivation(+7%),perceptions of day-to-day decision-making quality(+4%),and experience with leadership demonstrating that p
212、eople are important to the companys success(+5%).IMPACT OF EQUITABLE RECRUITING PRACTICESINTRODUCTIONCURRENT STATE OF DEIWhere do increased resources translate into impact?What is the impact of specific DEI actions?Which initiatives lay the foundation for strategic DEI?WHAT ACTIONS ARE ORGS TAKINGLO
213、OKING FORWARDAPPENDIXACTIONS IMPACTING DEI2022 Workplace DEI Report44InclusionInitiatives focused on inclusion support the relational aspect of work,which is defined as the interpersonal dynamics,social connections,and shared interactions with colleagues in the workplace.This includes the extent to
214、which employees feel that they are a part of the organization,have a voice,experience positive manager interactions that support psychological safety,and more.Here are the specific initiatives that we found most impact inclusion-related outcomes:Holding DEI-focused discussions Conducting DEI-specifi
215、c surveys Organizing DEI events Engaging with external consultants or thought leadersDEI-focused discussion promotes a sense of belonging and psychological safetyAs depicted in the graph below,engaging in open dialogue on DEI whether through town halls,surveys,focus groups,and/or external communicat
216、ions has a slightly positive impact on the employee experience.IMPACT OF DEI DISCUSSIONSINTRODUCTIONCURRENT STATE OF DEIWhere do increased resources translate into impact?What is the impact of specific DEI actions?Which initiatives lay the foundation for strategic DEI?WHAT ACTIONS ARE ORGS TAKINGLOO
217、KING FORWARDAPPENDIXACTIONS IMPACTING DEI2022 Workplace DEI Report45In general,employees that belong to companies that hold DEI discussions feel slightly more positively about their role in the team(+2%)and the organization(+4%).They also respond more positively to questions related to their relatio
218、nship with their manager.This suggests that holding round tables or town halls about DEI can give managers the context they need to promote a sense of belonging,trust,and psychological safety,but that these discussions alone will not significantly impact overall inclusion.DEI-specific surveys are mo
219、re effective at fostering inclusion than general engagement surveysThe majority of organizations we surveyed do not administer DEI-specific surveys.We investigated whether organizations that hold DEI-specific surveys experience better outcomes than companies who conduct an engagement survey with jus
220、t a few DEI questions.Its important to note that all surveys can be used for DEI purposes if survey responses are examined by demographic group.However,to make the most significant impact,consider supplementing your feedback strategy with a focused DEI survey.IMPACT OF DEI SURVEYSINTRODUCTIONCURRENT
221、 STATE OF DEIWhere do increased resources translate into impact?What is the impact of specific DEI actions?Which initiatives lay the foundation for strategic DEI?WHAT ACTIONS ARE ORGS TAKINGLOOKING FORWARDAPPENDIXACTIONS IMPACTING DEI2022 Workplace DEI Report46The data suggests that employees who ha
222、ve taken a DEI-specific survey feel more positively about decision quality,growth opportunities,and their relationships with their manager and others in the organization.Organizations that choose to conduct a DEI survey are typically further along in their journey;they are also more intentional abou
223、t communicating DEI as a priority and are thus more proactive about incorporating DEI into their decision-making processes(+6%),creating opportunities for all employees(+10%),and encouraging a positive relationship between managers and their direct reports(+6%for genuine interest in career aspiratio
224、ns,+4%for being informed).Organizing DEI events demonstrably contributes to an inclusive work environmentAs noted in section two,we did not dig into the types of DEI events organizations were holding.Nonetheless,our data clearly reveals that holding DEI events results in more favorable outcomes acro
225、ss multiple dimensions.IMPACT OF EVENTSINTRODUCTIONCURRENT STATE OF DEIWhere do increased resources translate into impact?What is the impact of specific DEI actions?Which initiatives lay the foundation for strategic DEI?WHAT ACTIONS ARE ORGS TAKINGLOOKING FORWARDAPPENDIXACTIONS IMPACTING DEI2022 Wor
226、kplace DEI Report47As seen in the graph above,employees who belong to organizations that organize DEI events responded more positively for the following key outcomes:Motivation(+6%)Access to opportunities(+10%for skills related to interests,+6%for learning and development)Pride(+7%for being proud to
227、 work at the organization,+6%for recommending the organization)Belonging(+3%for feeling part of the team)Manager relationship(+7%for wellbeing,+4%for staying informed)One explanation for why DEI events can be impactful is because they are widely publicized internally.Holding event may also raise emp
228、loyee expectations that organizations will take DEI seriously and follow through on their commitments.These dedicated events can also create the space for employees to share their experiences,engage in perspective taking,and learn more about how the company is investing in creating an inclusive envi
229、ronment.Overall,this demonstrates that holding DEI events can elevate the employee experience for employees across career levels and from different backgrounds.External consultants and thought leaders bring clear value In many cases,it can be difficult for organizations to,for example,effectively in
230、terpret their DEI data to guide decision-making.In these cases,enlisting the help of DEI thought partners and consultants has proven valuable for organizations that leverage them.IMPACT OF EXTERNAL SUPPORTINTRODUCTIONCURRENT STATE OF DEIWhere do increased resources translate into impact?What is the
231、impact of specific DEI actions?Which initiatives lay the foundation for strategic DEI?WHAT ACTIONS ARE ORGS TAKINGLOOKING FORWARDAPPENDIXACTIONS IMPACTING DEI2022 Workplace DEI Report48DEI consultants and thought partners are equipped to assess the entire landscape of the organization,lay out a stra
232、tegic diversity plan,guide change management strategy,and design effective communications.As part of the work done to increase inclusion and create buy-in,consultants partner with leaders and managers to ensure alignment around the DEI vision and what it will take to achieve it.This enables more eff
233、ective communication and increased access to information about what changes employees can expect.This is validated by the increases we see above with managers(+3%),and especially leaders,when it comes to keeping people informed(+6%).In addition to opening the lines of communication,DEI partners and
234、consultants are able to identify opportunities when it comes to development and appropriate training(+4%).In turn,we see the positive impact of access to learning and development opportunities on areas like growth and knowledge-sharing(particularly across groups that are usually left out),as well as
235、 from the DEI perspective(in terms of unlearning biases and promoting a more inclusive workplace dynamic).INTRODUCTIONCURRENT STATE OF DEIWhere do increased resources translate into impact?What is the impact of specific DEI actions?Which initiatives lay the foundation for strategic DEI?WHAT ACTIONS
236、ARE ORGS TAKINGLOOKING FORWARDAPPENDIXACTIONS IMPACTING DEI2022 Workplace DEI Report49Which initiatives lay the foundation for strategic DEI?Beyond the specific impact of the various initiatives we have discussed,we also found activities that provide the foundation for the general DEI strategy.Our d
237、ata indicates the following initiatives help serve as the underlying support for your other DEI initiatives:Having a DEI mission statement Establishing and supporting employee resource groupsA DEI mission statement can be a motivating forceHaving a DEI mission statement communicates to employees tha
238、t DEI is a priority and sets a vision to which individuals can align their actions.IMPACT OF MISSION STATEMENTINTRODUCTIONCURRENT STATE OF DEIWhere do increased resources translate into impact?What is the impact of specific DEI actions?Which initiatives lay the foundation for strategic DEI?WHAT ACTI
239、ONS ARE ORGS TAKINGLOOKING FORWARDAPPENDIXACTIONS IMPACTING DEI2022 Workplace DEI Report50As illustrated above,a mission statement not only unites employees under a broader purpose but also provides clarity and direction that helps people turn commitment into action.Moreover,creating a DEI mission s
240、tatement signals that the organization is striving to put people first,that people are critical to the organization,and that it truly values fostering inclusion and fairness in the workplace.This,in turn,impacts an employees willingness to go above and beyond in their commitment to the organization.
241、Employee resource groups foster connection and belongingBeyond having dedicated DEI leaders,its important to create community and connection for marginalized employees.This can be accomplished through employee resource groups(ERGs).Below,you can see that organizations with at least one ERG score mor
242、e favorably across voice,inclusion,equity,and manager relationships.IMPACT OF ERGsINTRODUCTIONCURRENT STATE OF DEIWhere do increased resources translate into impact?What is the impact of specific DEI actions?Which initiatives lay the foundation for strategic DEI?WHAT ACTIONS ARE ORGS TAKINGLOOKING F
243、ORWARDAPPENDIXACTIONS IMPACTING DEI2022 Workplace DEI Report51The data above reflects how ERGs create a space for employees to feel included in decisions,build confidence,and empower themselves to make greater impacts across different areas of the organization.Employees whose organizations have ERGs
244、 were more likely to feel that their perspectives were included in decision-making(+11%),they could make a positive impact(+9%),and they are respected at work(+7%)all of which are critical for feeling like you belong and that youre valued.Additionally,ERGs can help managers understand the needs of t
245、heir direct reports,who may come from a variety of backgrounds.This equips them to better support their team and engage in genuine conversations,which is reflected in the increased scores for managers showing an interest in employee career aspirations(+6%),caring about employee wellbeing(+4%),and ke
246、eping employees informed(+3%).Last but not least,ERGs increase the likelihood that performance is evaluated fairly and recognized properly.This is because most ERGs are intended to elevate individuals that often are overlooked and ensure that the processes they experience at work are fair and do not
247、 disadvantage them.2022 Workplace DEI Report52In this report,weve helped uncover the major trends in DEI and what actions lead to the greatest progress for organizations.By looking at various aspects of DEI programming and comparing them with real employee experience data,weve been able to provide i
248、nsight into the strategies that work to promote real change.We hope this will help companies prioritize the initiatives that make the greatest impact for underrepresented and historically marginalized groups.These insights can inform budgeting and resource discussions,strategic planning,change manag
249、ement,and tactical execution of DEI programs.We acknowledge that the trends discussed are truly broad and that the challenges and opportunities to building equitable representation and experience are unique to each organization.Therefore,we recommend that companies looking to make progress use this
250、data in conjunction with a thoughtful employee listening strategy that enables them to gain a deep understanding of their employees unique experiences.Looking forward?INTRODUCTIONCURRENT STATE OF DEIWHAT ACTIONS ARE ORGS TAKINGACTIONS IMPACTING DEILOOKING FORWARDAPPENDIXINTRODUCTIONCURRENT STATE OF
251、DEIWHAT ACTIONS ARE ORGS TAKINGACTIONS IMPACTING DEILOOKING FORWARDAPPENDIX2022 Workplace DEI Report53SURVEY YEAR(2020)SURVEY YEAR(2021 H1)ORGANIZATIONS2,6242,113SURVEY YEAR(2020)SURVEY YEAR(2021 H1)RESPONDENTS1,612,8531,152,346REGION20202021 H1Asia6%13%Central America1%1%Europe17%20%MEA2%2%North Am
252、erica48%56%Oceania25%7%South America1%1%AppendixEmployee experience survey dataOrganizational demographicsRespondent demographicsINTRODUCTIONCURRENT STATE OF DEIWHAT ACTIONS ARE ORGS TAKINGACTIONS IMPACTING DEILOOKING FORWARDAPPENDIX2022 Workplace DEI Report54GENDER20202021 H1Female46%45%Male54%55%N
253、on-binary1%1%AGE20202021 H1652%2%TENURE20202021 H1Less than 6 months12%13%6 months to less than 1 year14%10%1 to less than 2 years20%19%2 to less than 4 years20%23%4 to less than 6 years10%11%6 to 10 years10%11%Greater than 10 years13%14%INTRODUCTIONCURRENT STATE OF DEIWHAT ACTIONS ARE ORGS TAKINGAC
254、TIONS IMPACTING DEILOOKING FORWARDAPPENDIX2022 Workplace DEI Report55LGBTQ*STATUS20202021 H1Yes13%10%No87%90%DISABILITY STATUS20202021 H1Yes6%7%No94%93%RACE/ETHNICITY20202021 H1Asian14%15%Black or African9%8%Hispanic or Latinx8%8%Indigenous1%1%Middle Eastern1%1%Pacific Islander1%5,0004%Understanding
255、 the DEI landscape survey dataOrganizational demographicsMost of our responding organizations are in the new tech,professional services,and non-profit industries,have been in operation for over 10 years,are currently growing in size,and have hybrid work arrangements.Here is a breakdown of the key ch
256、aracteristics of organizations who responded to the survey:INTRODUCTIONCURRENT STATE OF DEIWHAT ACTIONS ARE ORGS TAKINGACTIONS IMPACTING DEILOOKING FORWARDAPPENDIX2022 Workplace DEI Report57GROWTH STATUSPERCENTGrowing74%Stable21%Rightsizing5%WORK ARRANGEMENTSPERCENTFully remote12%Hybrid78%In-person9
257、%OPERATIONAL REGIONPERCENTAPAC only20%EMEA only6%North America only30%Multiple regions44%INTRODUCTIONCURRENT STATE OF DEIWHAT ACTIONS ARE ORGS TAKINGACTIONS IMPACTING DEILOOKING FORWARDAPPENDIX2022 Workplace DEI Report58FUNDING STAGEPERCENTSeed1%Series A3%Series B5%Series C4%Series D or later10%IPO
258、in progress2%Public22%N/A Private55%WHO DOES YOUR ORG SERVE?PERCENTIndividual customers18%Other businesses38%Both44%INTRODUCTIONCURRENT STATE OF DEIWHAT ACTIONS ARE ORGS TAKINGACTIONS IMPACTING DEILOOKING FORWARDAPPENDIX2022 Workplace DEI Report59Respondent demographicsThe individuals who responded
259、to our survey on behalf of their organizations tend to be overwhelmingly White,able-bodied,cis&straight women in mid to senior official HR roles located in North America.TENUREJOB LEVELINTRODUCTIONCURRENT STATE OF DEIWHAT ACTIONS ARE ORGS TAKINGACTIONS IMPACTING DEILOOKING FORWARDAPPENDIX2022 Workpl
260、ace DEI Report60LGBTQ*STATUSPERCENTYes13%No87%CAREGIVER STATUSPERCENTYes46%No54%DISABILITY STATUSPERCENTYes9%No91%AGEPERCENT18241%253432%354434%455423%55649%65+1%INTRODUCTIONCURRENT STATE OF DEIWHAT ACTIONS ARE ORGS TAKINGACTIONS IMPACTING DEILOOKING FORWARDAPPENDIX61RACE/ETHNICITYPERCENTAGEAsian9%B
261、lack or African9%Hispanic or Latinx4%Indigenous1%Middle Eastern2%Pacific Islander1%White or European71%Multiracial4%LOCATIONPERCENTAGEAsia and Pacific(excluding Oceania)5%Europe13%Latin America and Caribbean(including Mexico,South,and Central America)1%North America(excluding Mexico)58%Oceania(inclu
262、ding Australia and New Zealand)22%GENDERPERCENTAGEMan14%Woman85%Non-binary1%2022 Workplace DEI ReportINTRODUCTIONCURRENT STATE OF DEIWHAT ACTIONS ARE ORGS TAKINGACTIONS IMPACTING DEILOOKING FORWARDAPPENDIX2022 Workplace DEI Report62Culture Amps Workplace DEI Report is brought to you by our cross-fun
263、ctional team.EDITING AND WRITINGAubrey Blanche Senior Director of Equitable Design,Product&PeopleDATA ANALYSIS AND WRITINGVivian Woo Lead People Science AnalystWRITINGFresia Jackson Lead Research People ScientistWRITINGPatricia Martinez Senior People ScientistWRITING AND COPY EDITINGKelly Luc Content Marketing ManagerDESIGNLily Tidhar Senior Brand DesignerCTo learn more about understanding and designing equitable employee experiences and responding to emerging challenges,check out Culture Amp the market-leading employee experience platform.Contact us