Diversity and Inclusion Audits

1. Session 11: Diversity and
Inclusion Audits
Diversity requires commitment. Achieving the superior
performance diversity can produce needs further action -
most notably, a commitment to develop a culture of inclusion.
People do not just need to be different, they need to be fully
involved and feel their voices are heard.
Alain Dehaze

2. Apart from Diversity data which indicates the gaps,
what you are truly tracking through an Audit is the
presence of Bias and how it might be demonstrating
itself in regular everyday work situations
It include tools and activities such as diversity
diagnostics, equality impact assessments, bespoke
diversity research, gender pay gap analysis, and
supplier diversity audits.
For some companies it is actually the first step
towards the attainment of diversity accreditation.

3. Framework for discussion
• What is a Diversity & Inclusion Audit?
• Why is it important?
• Elements of the Audit
• Process of conducting the Audit
• Case Study Discussion

4. What is a Diversity and Inclusion Audit?
1. A comprehensive diagnostic process to identify
how diverse and inclusive the organization is.
2. It covers the demographic data of the workforce
as well as process related gaps.
3. It can be conducted in-house or by an external
expert.
4. The audit is also a comparative study to assess
where the organization stands as per its set goals
and also market best practice
5. It needs a clear structure and a project plan.

5. Why is it important?
• To track the progress of the organization towards
its diversity goals.
• To check if the implementation of the diversity
strategy and initiatives is shaping up correctly.
• To assess ROI on Diversity interventions

6. What should the Audit measure
• Alignment of manager behaviour to the
organization’s diversity goals
• Benefits and Workplace flexibility
• Infrastructure
• Inclusive communication
• Employee feedback on people processes that foster
inclusion
• Coverage of diversity elements across HR processes
• Feedback on the grievance redressal procedure in
the event of harassment on diversity grounds.
Simran Oberoi

7. The Objectives
Are all segments of
employees engaged
• Gaps in sufficient
representation
from diverse
talent pools
• Gaps in Inclusive
people processes
Are the programs
being used?
• Lack of usage of
the programs and
reasons
• Investment on the
programs and
results
Are business goals
being met
• Linkage between
business and
diversity is
clear/unclear
• Fitment of specific
initiatives to
certain business
goals

8. Group Activity- Presentation in next session
Hiring & Selection – Team 3
Rewards & Compensation - Team 1
Learning and Development - Team 4
Talent Management/Succession Planning - Team 5
Performance Management - Team 2
Let us come up with a checklist of questions that
you believe should be part of the audit
questionnaire, for the above employee process to
check if it is inclusive or not.

9. Elements of a D&I Audit
Employee surveys
Usually annual ; broad-based ; quantitative data collected and
analyzed for insights and comparison.
Focus group discussions
Could be annual or as per need(if a new initiative is being
planned) ; cross-functional and geographic groups; qualitative
data collected and analyzed for insights and comparison.
Individual interviews:
Could be annual or as per need(if a new initiative is being
planned) ; This could also be related to some existing concern
that has been raised related to diversity. Sample size should be
defined. Qualitative data collected and analyzed for insights and
comparison.

10. Process of the Audit – Employee Surveys
• Frequency
• Project Plan
• Questionnaire
• Analysis Parameters
Design
• Rollout
• Communication
• Data collection
Implementation
• Data Collation
• Gap Analysis
• Next steps
Collation and
Analysis

11. Indicative areas to cover through
Audit
Clarity of Diversity & Inclusion goals in the company’s vision /
mission
Extent to which the current policies incorporate the needs of
all employee segments ( e.g. flexi timings /dress code/
performance tracking process etc)
Extent to which specific needs are met – e.g. accessibility
norms for differently abled/ creches
Level of inclusive Communication – e.g. language and words
used in policies, organization’s recruitment advertisements and
website, signage .

12. Audit through FGD
• More targeted towards gaining qualitative inputs on underlying
currents or practices.
• Data gathered should be from across all locations, functions,
levels and employee segments.
• Gaining insights on how regular diversity/inclusion challenges
are managed on the group ( e.g. request by a new mother to
work from home / mentoring support provided to older
employee for new tech / provisions for parental leave for single
parents / promotion of women into roles that are traditionally
filled by men.

13. Audit through Interviews
• More targeted towards gaining qualitative
inputs based on individual or personal
experiences
• Data gathered should be from a defined
sample across all locations, functions, levels
and employee segments.
• Gaining insights on what employees
experience in their teams, behaviours by
leaders and managers.

14. Roadblocks to conducting a D & I Audit
Fear of
Negative
Data
Lack of well-
defined
process
Infrequent
exercise
done as a
one-off
Inability to
analyze data
well

15. How Google Admitted to Fear of Negative Data
Simran Oberoi

16. The things you need to keep in mind to
strategically use assessment tools:
• Focus on measuring the impact of diversity on processes by considering the human capital
needed to impact those processes (e.g., the attitude, knowledge, and skills needed to work
productively).
• Link assessment with the organization’s vision and mission.
• Include ways to identify performance gaps that should be addressed to increase productivity.
• Establish a benchmark to compare performance with a standard.
• Use assessment results to recognize performance that should be rewarded, and used as best
practice examples.
• Collect data that can be used to make decisions about resource allocations, projections, and
scheduling.
• Consider diversity as human capital in the assessment by measuring valued attitudes (e.g.,
appreciates differences among fellow employees), knowledge (e.g., understands the needs of a
diverse client group), and skills (e.g., works effectively with employees across different groups).
• Separate out non human capital factors, such as pay and benefits, in measuring the bottom line.
• Tailor the assessment to focus on the bottom line (e.g., sales, service, teamwork, retention, etc.).
• Use both qualitative and quantitative measurements. The numerical data will provide a simple,
general picture of the organization’s human capital as it relates to diversity. The qualitative data
will offer specific examples needed to explain the quantitative results.
• Source:DTUI
Simran Oberoi