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12 min read
The One Model Team
In 2015, The New York Times reported that among S&P 1500 companies, there were more CEOs named John than there were women. That stat struck a nerve—and since then, similar analyses have shown that Davids have also outnumbered women in top leadership roles across the Fortune 500. The comparison was cheeky. But it wasn’t just a quirky stat—it was shorthand for a deeper truth: diversity in leadership was nowhere near where it should be. Fast forward to today, and while the numbers have improved, they still make the case: only 10.4% of Fortune 500 CEOs are women. That’s progress—but not parity. The real issue isn’t about names. It’s about systems and the secrets they contain: -Why do some candidates never make it past the first interview? -Why does representation stall at certain levels, even when promotion rates are equal? These aren’t just philosophical questions—they’re People Analytics challenges. Turning Awareness into Action Headlines grab attention, but numbers drive change. The companies making real progress on DEI aren’t just tracking how many women they’ve promoted. They’re building systems that let them see exactly where representation drops off—and why. They’re setting KPIs that go beyond compliance. They’re giving HR and DEI teams tools to act on the data. (Vogue Business) For instance, Neiman Marcus Group (NMG) has implemented a strategy called "bias interruption," which addresses systemic biases in hiring, engagement, and retention. This approach utilizes data-driven practices to fix biases in hiring, employee engagement, and retention by understanding how certain practices deter candidates and employees of color. As a result, NMG surpassed its 2025 goal of having over 21% racial and ethnic diversity in leadership roles, achieving 21.4% in 2023. The new target is 28% by 2030. (Vogue Business) This example illustrates that DEI isn’t just about ideals. It’s about data. And if you're not measuring what matters, you're just guessing. DEI Data in Action: One Model + Company X At One Model, we’ve seen firsthand how organizations can go from intention to impact by turning diversity into something measurable—and actionable. Consider a Fortune 100 financial services organization we'll call Company X. When they partnered with One Model in 2016, they weren’t just looking for reporting tools—they were looking for visibility, accountability, and a way to actually move the needle on workforce diversity. Here’s what that looked like: Rescuing and Rebuilding Data Company X was transitioning from SAP to Workday and had a goldmine of workforce survey data at risk of getting lost in the shuffle. Using One Model, they recovered and normalized that legacy data across multiple systems, enabling the team to report from a single, cohesive source. This meant they didn’t have to redeploy a massive survey—and their DEI metrics didn’t reset to zero. Spotting the Gaps Others Miss As the team reviewed self-ID data, they found that a significant number of employees had skipped over racial/ethnic identification entirely. This wasn’t just a reporting glitch—it was a missing chunk of reality. With One Model, they were able to isolate this group and launch internal processes to close the gap. Within months, they had identified 95% of those employees—restoring accuracy to their diversity picture. Building Real KPIs Around Hiring Equity They took it a step further by setting department-level DEI hiring targets. Teams that met or exceeded their goals were studied—their processes, outreach, and interview practices documented and shared org-wide to replicate success. The result? DEI stopped being “a nice idea” and became part of performance strategy. Turning Interview Stage Data into Promotion Equity One of the most revealing insights came from interview stage analytics. Although promotions were evenly split—55% of internal promotions were women—managerial roles were still male-dominated. Digging deeper, they discovered that female candidates were only making it to the final interview stage 50% of the time. That bottleneck became a turning point. Company X created a new KPI: ensure that 80% of female managerial candidates reach the final interview round. They began testing different interventions—changes to panel composition, structured scoring rubrics, recruiter training—and tracked all of it in One Model to measure what actually worked. Tracking and Monitoring Changes Company X wanted more visibility into why females had a lesser presence in managerial roles within the organization. While, male to female promotions were equal. (This past year, 32 people were promoted. 55% of promotions (16 people) were women), there were significantly more males than females in managerial roles. Upon reviewing the data, they learned that out of the company’s requisitions, females applicants only made it to certain stages within the interview process (namely, an in-person interview) 50% of the time. Half the time, the only applicants that made it to a particular stage were male. They determined a hypothesis surrounding a particular KPI - that if more females made it to this particular stage, the odds were higher that more females would fill these roles. Company X set a goal that they wanted a female candidate make it to a manager interview stage 80% of the time. They are testing different methods on how best to achieve this, and with One Model's help, they are able to measure the effectiveness of those methods. By providing this visibility, One Model’s platform is currently helping them monitor their progress towards this goal, and allows them to see the affect - the direct impact on numbers of M/F managers in real-time. Company X is one of the many companies that has embraced the importance of diversity in workforce planning. We’re proud to be a part of the solution helping them meet their goals. Metrics That Move the Needle More companies are now following this lead—using People Analytics to ask better questions and close more meaningful gaps. Some of the key DEI metrics organizations are tracking today include: Representation Metrics (By role, level, department, gender, ethnicity, veteran status, IWD) Recruitment Funnel Drop-off Points Interview Progression by Demographic Promotion and Pay Equity Analytics Training Penetration Rates by Group Culture & Climate Sentiment Scores Exit Reasons by Demographic Because if you're not tracking it, you're not fixing it. Data is Where DEI Gets Real So yes—once upon a time, there were more CEOs named David and John than there were women CEOs and probably still are. And while that point made headlines, it didn’t change the numbers. Data did. DEI needs more than good intentions. It needs visibility. Targets. Measurement. Feedback loops. And the right platform to make all of that possible. If you're building a more inclusive workforce—and you want the data to back it up—One Model can help. Want to see what better data can do for you? Take a look at One Model. About One Model One Model pioneered people data orchestration and flexible predictive models that empower large and rapidly growing companies to unlock transformative insights and data-driven workforce strategies. Built to reduce technical burdens for data scientists, engineers, and HR leaders alike, our platform is the most flexible and secure solution available today. We are committed to ethical data practices, ensuring unmatched security, privacy, and transparency, providing confidence in every decision powered by One Model.
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3 min read
Kelley Kirkpatrick
Workplace gender equality is a critical focus for Australian employers, supported by initiatives like the Workplace Gender Equality Agency (WGEA). Established to promote and improve gender equality in workplaces, WGEA regulations require organisations with 100 or more employees to report gender data across six gender equality indicators. These indicators include key aspects such as pay equity, workforce composition, and representation in management roles. The reporting process is detailed, requiring a combination of point-in-time employee data and aggregate metrics spanning the reporting year. While this mandate enables organisations to reflect on and address gender equality, the process itself is challenging. Teams often spend weeks—or even months—sourcing data from disparate systems, aligning it with WGEA’s strict criteria, and meticulously validating it. However, with the right tools, this complex task can be streamlined with One Model. Tackling the Challenges of WGEA Reporting For most organisations, WGEA reporting is not just about compliance—it’s about leveraging the reported data to foster deeper insights into workforce gender equality. Yet, the process is notoriously cumbersome. Compiling detailed employee information, annualised salary data, and metrics such as leave and movement patterns often requires manual intervention and significant cross-team collaboration. This can lead to inefficiencies, inaccuracies, and limited time to analyse the results. But what if the data collection and validation process could be automated? This is where One Model comes in. Automating WGEA Reporting: How One Model Makes it Simple The One Model People Analytics platform transforms the arduous WGEA reporting process into a streamlined, automated operation. By centralising workforce data, aligning it with WGEA’s submission templates, and enabling robust validation, One Model allows organisations to achieve compliance efficiently while focusing on what matters most: understanding and acting on the insights derived from the data. Customer Spotlight An Australian customer recognised the platform’s potential to simplify their WGEA reporting. Some of the required workforce data was already housed in One Model, but integrating the full dataset—including annualised salary details and movement metrics—was the next step. By ingesting and modelling all the necessary data, One Model provided the customer with: A single source of truth: Data was centralised, validated, and securely accessible to analysts across various teams. Streamlined workflows: Automation reduced the need for manual data manipulation and cross-referencing. Tailored insights: The customer leveraged One Model’s analytics capabilities to create Storyboards and executive reports, turning raw data into actionable insights. The outcome? The customer not only completed their WGEA submission in one day instead of five, but also unearthed valuable insights for their leadership team, who were impressed by the quality and depth of the analysis. Beyond Compliance: The True Benefits of Automating WGEA Reporting Automating WGEA reporting increases efficiency and confidence while shining a light on what’s going well and areas for improvement. Efficiency: Teams save weeks of effort through automation, ensuring submissions are accurate and on time. Data Integrity: By centralising data and applying consistent validation, organisations can trust their numbers. Insights-Driven Culture: Once the reporting is complete, the data can be repurposed to drive conversations around workforce planning, pay equity, and diversity initiatives. With One Model, you can transform a complex compliance process into a streamlined, automated workflow. This not only saves time but also provides valuable insights that drive meaningful progress in workplace gender equality across the country. Ready to simplify your WGEA Reporting?
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6 min read
Dennis Behrman
In a timely conversation on DEI data, Phil Shrader of One Model and Season Chapman and Yuli Lopez of Culture Curated shed light on the importance of diversity and inclusion data analytics. While strides have been made in leveraging people analytics to propel the DEI movement forward, they reveal a stark reality: The journey towards achieving comprehensive diversity data standards is far from over. What’s Missing and What’s Present in Your DEI Data? As we delve deeper into the complexities of gathering DEI data, it becomes evident that significant gaps in what is collected hinder progress toward truly inclusive environments. Critical areas needing attention and improvement include: Performance reviews and gender bias Season Chapman highlighted a concerning statistic: In a significant study, 66% of women received negative personality-related feedback in performance reviews, compared to less than 1% of men. (Source) This discrepancy not only exposes a gender bias but underscores the need for a more nuanced approach to evaluating performance and collecting performance data. By systematically analyzing both the written and verbal components of reviews, organizations could begin to identify biases entrenched in their evaluation processes. Ageism and Strength-Based Diversity The often overlooked dimension of age bias, dubbed by the American Psychological Association as 'the last socially acceptable prejudice,’ highlights a gap in DEI initiatives’ predominant focus on racial and gender bias. Season also highlighted the tendency to emphasize weaknesses rather than strengths in organizational cultures. Incorporating strength-based analytics into DEI strategies could revolutionize how talents are matched with roles, fostering a more inclusive and productive workplace environment. Do you track and measure these 4 diversity metrics? Awareness of DEI Data Bias Types The above examples and many others highlight the significant potential for bias in data and data collection. Bias can exist within current data due to a variety of factors, including but not limited to: Historical bias can exist when past data, such as male-dominated hiring patterns, favors men over women for certain roles. Representation bias can occur when data used to train an algorithm may over- or underrepresent some groups. An example of this is found with facial recognition tools that produce higher error rates for certain groups. Measurement bias can happen when data that is collected disproportionately values behaviors or achievements that are more accessible to a particular group. Algorithmic bias can result when algorithms use their own predictions to make future decisions, which can replicate and even amplify existing biases in the dataset. It’s important to note that there’s no such thing as completely bias-free data. (Source) But we must seek to mitigate bias in our analytics by choosing effective technology, increasing our awareness of how it occurs, and applying safeguards. 3 Key Considerations in Advancing DEI Through Analytics Exploring the landscape of diversity data reveals three pivotal areas essential for effective DEI strategies: Accurately interpreting and applying DEI data: To achieve this, organizations can use advanced analytics and visualization tools that enable stakeholders to see beyond the surface-level numbers. This enables them to identify underlying patterns and insights that drive targeted, effective DEI interventions. Ensuring data collection methods capture the full diversity of an organization: This involves developing and implementing data collection strategies that are inclusive of all identities and experiences, thus mitigating biases that could skew the understanding of the organization's diversity landscape. Addressing privacy, confidentiality, and bias in data and algorithms: Organizations should establish multidisciplinary ethics committees that regularly review data collection, analysis practices, and algorithmic decisions for biases. This oversight ensures continuous alignment with ethical standards and promotes fairness and equity in all AI-driven DEI decisions. How One Model Supports DEI Initiatives Modern enterprises must do more than just track hiring metrics; they need to deeply analyze diversity data to drive genuine improvements. Leveraging people analytics software like One Model enables organizations to reduce bias and harness insights for crafting policies that foster long-lasting diversity and inclusion. Our clients use One Model's powerful analytics to visualize and monitor their DEI journey, establishing robust strategies that not only report but actively shape a more inclusive workplace. Ready to project your diversity in 5 years? One Model can calculate that for you.
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5 min read
Hayley Bresina
The Rooney Rule is a National Football League policy that requires league teams to interview ethnic-minority candidates for head coaching and senior football operation jobs. The Rooney Rule was established in 2003, and variations of the rule are now actively used in several other industries, including over 100 public companies in the United States. While the Rooney Rule is a well-intentioned start at getting diverse candidates in the door for an interview, research has shown that it falls short of truly moving the needle toward a more diverse organization beyond entry levels in most industries. Organizations using the Rooney Rule are often unaware of the narrow impact a single diverse candidate has on the actual hiring process. For example, if a single diverse candidate is one of four finalists for a job position, they have nearly no chance of getting an offer because they become an outlier, which is inherently a riskier hire. However, the same research suggests the chance increases to 50% when there are two diverse candidates in the finalist pool. Additionally, companies need to be careful that they are not sacrificing quality in order to manufacture diverse candidate pools. Interviewing unqualified candidates to ensure you are following the Rooney Rule will not increase an organization’s diversity and inclusion and will only further perpetuate the myth that diversity hiring programs are symbolic vs. concrete and strategic. One Model can help companies take what we know about the shortcomings of the Rooney Rule and partner in creating meaningful, deliberate diversity slates. Exploring the use of the Rooney Rule in Human Resources The Rooney Rule has been adapted into a talent acquisition strategy called diversity slate hiring. This strategy encourages recruiters to look longer, harder, and smarter for more and higher quality diversity slate candidates in the talent pool, particularly those with diverse backgrounds, experiences, and identities. With One Model, enterprises can track their requisition status to benchmark the percentage of diversity slate candidates over time, per open position, by function and grade level, and more. For Example, Company X utilizes a diversity of slate to ensure it has at least 25-50% gender-diverse candidates and 10-25% ethnically diverse candidates interviewing for a position (depending on local and national diverse candidate pool availability in addition to other internal factors) before making a hire when external situations allow. Tracking its open positions, this company found that only 65% had an ethnically diverse candidate interview for the position. This data allows the company to monitor this percentage, make actionable changes, and ensure its hiring managers enact their diverse slate hiring guidelines to benchmark its diversity goals in 2023 and beyond. Bringing Diversity to Your Interview Panels Tracking diversity in the workplace does not just refer to the diversity slate candidates interviewed for an open position; it also includes the actual diversity of the interviewer. According to recent research by Zippia, out of the 83,233 interviewers currently employed in the U.S., the most common ethnicity is White (55.6%), followed by Hispanic or Latino (22.8%), Black or African American (14.2%) and Asian (4.5%). Bringing diversity to your interview panels is immensely beneficial as it helps you avoid hiring based on shared biases as well as assess diversity slate candidates in a more thorough manner. For Company X, a single One Model storyboard could show that while 74.0% of minorities were brought in to interview for an open position, only 10% met with a minority interviewer in that process. Company X is using the dashboard to track and benchmark its progress for increasing its interviewer panel diversity, in addition to diversity slate candidates. This analysis is especially effective in increasing diverse applicants because new research has found that the applications of candidates from underrepresented backgrounds — which the researchers defined as Black, Latinx, Pacific Islander, Alaskan Native and Native American candidates — went up by 118% when the search chair was also from an underrepresented background. Would you like to see these dashboards in action? Schedule a demo.
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4 min read
Jamie Strnisha
Fundamentally, People Analytics is about using research and data to reduce the mistakes of human bias. Consistently collecting and analyzing workplace data is an important step in removing bias from your organization. Today's businesses need to focus on not only monitoring hiring metrics, but also effectively analyzing diversity reporting to make meaningful changes. People Analytics software can help eliminate human bias and provide enterprises with the data they need to create programs and policies to support sustainable workplace diversity and inclusion. There is no better example of this than what I’m seeing some of our customers do today. They are using One Model to build powerful visuals to track and communicate their progress in order to increase workplace inclusion at every step and build an enduring diversity-rich strategy. Journey with me as I show you some of the cool things our customers are doing. Tracking Female Representation in the Workplace Over the past few years, we've seen a huge push to prioritize tracking female representation in the workplace. In fact, there were 74 female CEOs employed at America's 500 highest-grossing companies as of March 2022 — up from 41 in June 2021 and 7 in 2002. One Model is allowing enterprises to both better report on their data and also more easily track and monitor changes, determine key KPIs, and see how improvements they’re making internally are affecting the data. One such example includes a 2022 Fortune 500 Company X (name anonymized), who used One Model’s People Analytics software to set measurable goals for tracking female representation, diversity slate candidates, interviewer diversity, and more. Company X set an aspirational goal to have 50% female representation by 2025, then used the One Model dashboard to set periodic goals, track performance, and benchmark its growth path. The dashboard allowed Company X to monitor its year-end AIP target, current female representation, deficiencies, and drivers. It also allowed them to answer important questions, including: Are our HR process driving gender equality? Are our hires evenly distributed across genders? How are we trending against our current year-end target? What does our long-term trend look like? One Model would like to help companies take the above approach a step further by breaking down their analysis by grade level to ensure women and diverse racial and ethnic groups are being represented beyond entry-level positions in their organization roles at the level of manager, director, vice president, and beyond. Seeing where their organization currently stands in comparison to their diversity goals while simultaneously analyzing local and national diverse candidate pool availability can allow them to put in place concrete and practical recruiting, hiring, and talent management strategies. These strategies begin to break the cycle of diversity decreasing as grade level increases. Using Data to Give Everyone an Equal Opportunity to Succeed Workplaces can only move the needle if they make diversity reporting and change a strategic priority. With One Model, enterprises can set clear periodic goals and performance measures, benchmark progress, and ultimately make long-term changes. By bringing diversity data to light, businesses can make sure that everyone has an equal opportunity to succeed. Would you like to see these diversity dashboards in action? Schedule a demo today.
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5 min read
Stacia Damron
Is your company meeting its diversity goals? More importantly, if it is, are you adequately measuring diversity and inclusion success? While we may have the best intentions, today’s companies need to be focused on not just monitoring hiring metrics - but effectively analyzing them - in order to make a DE&I difference in the long term. But first, in order to do that, we need to take a look at key metrics for diversity and inclusion success. Let's talk about these diversity KPIs we’re measuring and why we’re measuring them. Without further ado, here’s 4 out-of-the box ways to measure diversity-related success that don’t have to do with hiring - all of which can help you supplement enhance your current reporting. Number 1: Rate and Timing of an Individual’s Promotions Are non-minority groups typically promoted every year and a half when minorities are promoted two years? Are all employees held accountable to the same expectations and metrics for success? Is your company providing a clearly-defined path to promotion opportunities, regardless of race or gender? Every hire should be rewarded for notable successes and achievement, and promoted according to a clear set of criteria. Make sure that’s happening across the organization - including minority groups. Digging into these metrics can help determine those answers and in the very least – put you on a path to asking the right questions. Number 2: Title and Seniority Do employees with the same levels of educational background and qualifications receive equitable salaries and titles? Often, minorities are underpaid compared to their non-minority counterparts. Measuring and tracking rank and pay metrics are two good ways to spot incongruences catch them early – giving your company a chance to correct a wage gap versus inadvertently widening it over time. Quantitative measures of diversity, like this, can help you see trends over time because changing diversity turning radius is a long process. Keep your eye on historically underpaid groups. A fairly paid employee is a happy, loyal employee. Number 3: Exposure to Upper Management and Inclusion in Special Assignments Global studies cited in a Forbes article revealed that a whopping 79 percent of people who quit their jobs cite ‘lack of appreciation’ as their reason for leaving. Do your employees – including minority groups - feel valued? Are you empowering them to make an impact? Unsurprisingly, people who feel a sense of autonomy and inclusion report higher satisfaction with their jobs – and are therefore more likely to stay. Are all groups within the organization equal-opportunity contributors? Bonus: On that note - are you performing any types of employee satisfaction surveys? Number 4: Training and Education Programs and Partnerships In 2014, Google made headlines for partnering with Code School. They committed to providing thousands of paid accounts to provide free training for select women and minorities already in tech. Does your company have a similar partnership or initiative with your community or company? As simple as it sounds – don’t just set it and forget it - track the relevant diversity KPIs that determine success and measure the results of your programs to determine if it is in fact, helping achieve your commitments towards improving diversity. The Summary: Success Comes by Measuring Diversity and Inclusion Hopefully, one of two (heck - maybe all four) of the items above resonated with you, and you’re excited to go tinker with your reporting platform. But wait - what if you have all this data, and you WANT to make some predictive models and see correlations in the data - and you’re all giddy to go do it - but you don’t have the tools in place? That’s where One Model can help. Give us your data in its messiest, most useless form, load it into our platform, and we’ll help you fully leverage that data of yours. Want to learn more? Let's connect about diversity metrics today. About One Model: One Model provides a data management platform and comprehensive suite of People Analytics directly from various HR technology platforms to measure all aspects of the employee lifecycle. Use our out-of-the-box integrations, metrics, analytics, and dashboards, or create your own as you need to. We provide a full platform for delivering more information, measurement, and accountability from your team.
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3 min read
Nicholas Garbis
Yes, it's 'Whiteboard Time' again! In this blog post, we are sharing a video recording on the topic of modeling future diversity levels using a basic example explained in a whiteboard learning session. We will also include a simple, downloadable tool in Excel (link below). The video starts with a quick look at a Diversity storyboard from One Model's demo environment where sample data has been set up for sharing design ideas with current and prospective customers. This is aimed at a broad audience of HR leaders and managers who would automatically see just their own areas of responsibility (with ability to filter further). This structure is a 'storyboard' in that it uses clearly stated questions followed by relevant metrics in a set of 'tiles' intentionally designed to shorten the time from question to insight. VIDEO: click below to launch the video. Beneath the video you will see the download link for the basic diversity modeling worksheet. PROJECTION MODEL: click below to download the Excel-based tool that is referenced in the video. It includes some basic instructions as well. Please reach out with any feedback or suggestions for this topic area -- and to let us know of other topics you would like to see us covering in a future session. About One Model One Model delivers a comprehensive people analytics platform to business and HR leaders that integrates data from any HR technology solution with financial and operational data to deliver metrics, storyboard visuals, and advanced analytics through a proprietary AI and machine learning model builder. People data presents unique and complex challenges which the One Model platform simplifies to enable faster, better, evidence-based workforce decisions. Learn more at www.onemodel.co.
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8 min read
Mike West
January 18th, 2016 In the 53 years that has passed since Dr. Martin Luther King Jr. delivered his I Have a Dream speech America has clearly come a long way, however the work of freedom is not finished. If you listen carefully the words of Dr. Martin Luther King's speech are still as relevant today as ever. While he was speaking primarily to obvious injustices against people of color at in his time - and some of these measures have progressed - specifically, black people suffer less lynchings and can actually directly influence the political process - yet, upon close inspection of facts, it is obvious there is a startling and frustrating lack of progress today. On nearly all fundamental metrics of prosperity we see massive pernicious disparity by race. How could we have worked so hard and arrived in a place not really that much different from where we started? I will not insult you with an easy or absolute answer : the 3 step process for racial equality or the 5 reasons things are or aren't as bad as some would claim. Difficult problems cannot be satisfied by the sticky residue of low hanging fruit. I will share my few observations. I don't know if the world has really become more complex, but it certainly seems like it has. Over my lifetime I have worked for over 10 different organizations in professional and nonprofessional roles and have never met a blatant racist at work (and very few even in my personal life). How much easier it would be to confront the obvious ignorance of racism directly. This type of problem seems it could be tidied up promptly. However that is not our work today. The problem we are dealing with is much much more insidious than this. I can find no racists, but of "unconscious bias" I could dredge up volumes for you. Here is a tidy summary published by the New York Times : Racial Bias, Even When We Have Good Intentions. Lacking an actual human descriptor - we are fighting an elusive thief that we are forced to call some inhuman name "unconscious bias". Who believes in something you cannot see and a story you cannot tell. Imagine the frustration of toiling hard each day, stockpiling the fruit of your labor for tomorrow's meal and finding each night some unknown stranger steals it you in the quiet of the night. You have no way of catching, identifying or accusing this stranger and nobody believes you. Your lack of food must be explained by something else - perhaps you are lazy. You have spoken about it for so long, and this injustice so unbelievable that sometimes even you wonder if you have gone crazy. This is a description of the actual horror of unconscious bias. One of the things we are doing now, different than in the past is that we are beginning to face this thief directly. It turns out that clever people have devised clever ways of actually catching the thief in the act. Here is a video of great work conducted by People Analytics at Google, speaker is Brian Welle, a former colleague of mine : https://youtu.be/nLjFTHTgEVU . Brian will blow your mind. Fundamentally, at its essence People Analytics is about using clever research methods and data to reduce mistakes of human bias, because bias causes us to make worse decisions for our business than we would have made with a more perfect understanding of truth. It was only a matter of time that People Analytics would turn its attention directly upon matters of diversity too. While justifiable in its own right as an effort for "fairness" or for "the law", but we actually don't stand against bias at work just for these reasons - we actually benefit from truth too. This is not benevolence or charity - that demeans it . The most astounding thing about working on issues of bias is that when we make decisions with less bias we benefit directly too! If you did not get this point from your reading of the book "Moneyball", or watching of the movie, go back and watch it again - you missed an important detail. They did not do this "diversity thing" because we feel sorry for people who look different or throw the ball weird - it turns out that if you like winning people who throw the ball weird might make great teammates! This is the beauty of all things good and eternal. In truth there is actually no threat to anyone. Open up the door, let every truth come in. The house only expands. We may never reach a place of perfect truth or perfect answers on this earth, but as I am reminded by Dr. Martin Luther King Jr. I too refuse to believe that there are insufficient funds in the great vaults of opportunity of this nation (as he addressed the United States of America at Washington DC in 1963) I leave you with his words, which even 50 years later, never fail to bring tears to my eyes. We are not where we wanted to be, but Dr. Martin Luther King Jr. is no less prophet if we open our minds, hearts and ears. "In a sense we've come to our nation's capital to cash a check. When the architects of our republic wrote the magnificent words of the Constitution and the Declaration of Independence, they were signing a promissory note to which every American was to fall heir. This note was a promise that all men, yes, black men as well as white men, would be guaranteed the "unalienable Rights" of "Life, Liberty and the pursuit of Happiness." It is obvious today that America has defaulted on this promissory note, insofar as her citizens of color are concerned. Instead of honoring this sacred obligation, America has given the Negro people a bad check, a check which has come back marked "insufficient funds." But we refuse to believe that the bank of justice is bankrupt. We refuse to believe that there are insufficient funds in the great vaults of opportunity of this nation. And so, we've come to cash this check, a check that will give us upon demand the riches of freedom and the security of justice." - Dr. Martin Luther King Jr. Full I Have a Dream Speech : https://youtu.be/I47Y6VHc3Ms ---------------------------------------------------------------------------------------- Who is Mike West? Mike has 15 years of experience building People Analytics from the ground up as an employee at the founding of Merck HR Decision Support, PetSmart Talent Analytics, Google People Analytics, Children's Medical (Dallas) HR Analytics, andPeopleAnalyst - the first People Analytics design firm - working with Jawbone, Otsuka and several People Analytics technology start-ups. Mike is currently the VP of Product Strategy for One Model - the first cloud data warehouse platform designed for People Analytics. Mike's passion is figuring out how to create an analysis strategy for difficult HR problems. Connect with Mike West on Linkedin ---------------------------------------------------------------------------------------- I’m putting together a series of live group webinars where I will be revealing a process for dramatically increasing probability of success of People Analytics - building on a career of success and failures (Merck, PetSmart, Google, Otsuka, Children's Medical Dallas and Jawbone) - and applying new ideas I have developed over the last few years applying ideas from Lean to People Analytics. The goal of this webinar series is to engage a select group of qualified early adopters, who have access to an organization, are willing to apply the process, report back how things are going, and work out the bugs out together. This group will have opportunity to share their findings with the broader People Analytics and HR community, if you choose. If you have interest in participating in the webinar series, let me know here: (http://www.misc-peopleanalytics.com/lean-series) And if you know anyone else who you think would, please let them know too!
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6 min read
Stacia Damron
It’s sounds ridiculous, but it’s true. According to the New York Times, 4.2% of women held CEO roles in America’s 500 largest companies. Out of those same 500 companies, 4.5% of the CEO’s were named David.* While shocking, unfortunately, it’s not incredibly surprising. Especially when a whopping 41% of companies say they’re “too busy” to deploy diversity initiatives. But for every company out there that’s “too busy”, there are plenty of others fighting to get it right. Take Google, for example. In 2016, Google’s tech staff (specifically tech roles - not company-wide roles) was 1% Black, 2% Hispanic, and 17% women. They announced a plan to invest 150 million in workforce initiatives. The tech staff is now 2.5% Black and 3.5% Hispanic/Latinx, and 24.5% female, according to their 2018 diversity report. So what does that mean? It means that even the brightest and most innovative companies have their work cut out for them in regards to improving diversity. Change doesn’t happen overnight. Diversity breeds innovation; a diverse talent pool leads to diverse ideas. Get this; a Forbes article touts that transitioning a single-gender office to a team equally comprised of men and women would translate to 41% in additional revenue. “Metrics” (which is just a fancy word for data btw) don’t lie. It’s important to set, track, and monitor workforce diversity goals - especially when we have more tools than ever at our disposal to do so. Over the past few years, here at One Model, we've seen a huge push for placing a priority on monitoring diversity metrics. In 2016, a Fortune 100 financial services organization, Company X (name anonymized) selected One Model’s platform to measure and monitor company-wide trends in diversity data and metrics. As their people analytics and workforce planning solution, One Model allowed them to not only better report on their data - but also more easily track and monitor changes, determine key KPIs, and see how improvements they’re making internally are affecting the data. More Accurate Data = Better Reporting. During Company X's transition from SAP to Workday, they used One Model to retrieve and migrate survey data. This platform allowed them to combine and normalize the data from several sources, enabling the team to report off of it as one source. The successful migration provided the HR team with the recovered data and prevented the team from having to redeploy the survey, allowing them to more accurately reflect their current diversity metrics and progression towards goals. This was a win. Here’s the challenge: When pulled together, the data referenced above indicated that out of several thousand employee responses, a number of employees failed to select or identify with one of the given race selections. This represented a sizeable portion of the employees. One Model’s software helped them identify this number. Once they realized this, they realized they had an opportunity to setup other processes internally. They did just that - which helped identify 95% of the employees who fell within that group, obtaining vital missing data that raised the percentage of diversity within the organization. Determining Key KPIs and Measuring Improvements Furthermore, Company X used the One Model platform to identify and reward the departments that successfully hit their recruitment-based diversity goals. This allowed the team to survey these departments and identify the hiring trends and best practices that led to these improved diversity metrics. By identifying specific process and KPI’s surrounding these diversity metrics, departments that successfully met their goals could share recruiting tactics and best practices to ensure appropriate actions were taken to maximize diversity throughout the whole of the recruiting pipeline. Company X is currently implementing these processes and working towards replicating a similar outcome amongst other departments in need of workforce diversity improvement. Tracking and Monitoring Changes Last but not least, Company X wanted more visibility into why females had a lesser presence in managerial roles within the organization. While, male to female promotions were equal. (This past year, 32 people were promoted. 55% of promotions (16 people) were women), there were significantly more males than females in managerial roles. Upon reviewing the data, they learned that out of the company’s requisitions, females applicants only made it to certain stages within the interview process (namely, an in-person interview) 50% of the time. Half the time, the only applicants that made it to a particular stage were male. They determined a hypothesis surrounding a particular KPI - that if more females made it to this particular stage, the odds were higher that more females would fill these roles. Company X set a goal that they wanted a female candidate make it to a manager interview stage 80% of the time. They are testing different methods on how best to achieve this, and with One Model's help, they are able to measure the effectiveness of those methods. By providing this visibility, One Model’s platform is currently helping them monitor their progress towards this goal, and allows them to see the affect - the direct impact on numbers of M/F managers in real-time. Company X is one of the many companies that has realized and embraced the importance of diversity in workforce planning. We’re confident they’ll eventually hit their goals, and we’re proud to be a part of the solution helping them do so. Is your company ramping up it’s People Analytics Program or diving into workforce diversity initiatives? One Model can help you better view and report on the data associated with your diversity goals. Here are just a few of the top metrics companies are currently focusing on: Recruitment Metrics Representation Metrics, such as: Minorities / URMs Veterans Women IWDs Staffing/Placement Metrics Transaction Metrics Training Metrics, such as: Penetration of diversity-related training, general training participation rates, and demographics of talent pipeline Advancement Metrics External Diversity Metrics Culture / Workplace Climate Metrics *based on 2016 NYT data. Want to see what One Model can do for you? Scheduled some time to chat with a One Model team member. About One Model: One Model provides a data management platform and comprehensive suite of people analytics directly from various HR technology platforms to measure all aspects of the employee lifecycle. Use our out-of-the-box integrations, metrics, analytics, and dashboards, or create your own as you need to. We provide a full platform for delivering more information, measurement, and accountability from your team.
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