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2 | At LifeLabs Learning, we’ve studied our clients to uncover the systems that make or break a company’s DEI (diversity, equity, and inclusion) efforts. Below are the most important touch points: | ||
3 | 5 Key Systems | Drivers | Evaluation 0-5 (5 = do this extremely well) |
4 | Recruiting and Hiring | Job ads and descriptions: We screen all job ads and descriptions for biased language (e.g., using software, feedback from diverse teams). | |
5 | Hiring sources and networks: We use diverse hiring sources and networks (e.g., a candidate referral program from diverse pools, networking events, partnerships with professional associations). | ||
6 | Unbiased application review: We remove identifiers from resumes and/or applications (e.g., names, extracurricular activities). | ||
7 | Interview process: We have a structured, documented interview process that ensures all candidates are assessed in the same manner, using clear grading rubrics all interviewers use in the same way. | ||
8 | Hiring committee: Decisions related to hiring are made by more than one person (e.g., panel, hiring committee). | ||
9 | Hiring criteria: We assess candidates based on observable skills and knowledge (rather than years of experience, past employers, or education level). We describe concrete desired behaviors rather than looking for “culture fit.” | ||
10 | Consistent standards: All candidates are held to the same criteria and qualifications are not waived in special cases (e.g., for friends of coworkers). | ||
11 | Interviewer training: We provide training to employees on behavioral interviewing. | ||
12 | Compensation: Compensation is based on standardized criteria (e.g., market pay), and we do not negotiate salaries. | ||
13 | Sample metrics to track: Demography of the candidate pool from screening to interviewing to hiring. | ||
14 | Average score | ||
15 | Benefits and Work Conditions | Paid time off: We encourage our employees to take personal time off (e.g., use of PTO days, family leave). | |
16 | Mental health: Employees have coverage for mental health services. Sick days can be used for mental health recovery. | ||
17 | Benefits: Benefits take into account the different needs of different employees. | ||
18 | Flex time + clear deliverables: Employees have flex time options available along with clear deliverables / ways to measure work output (e.g., start work earlier in the day, take longer breaks). | ||
19 | Work hours: We set expectations of “dark time” or time when employees are not required to be monitoring digital communication (e.g., before 9am and after 6pm). | ||
20 | Codes of conduct: We share codes of conduct with all employees so it is clear what behaviors are considered unacceptable (e.g., harassment, hate speech). | ||
21 | Escalation / complaint process: Employees know what steps they can take to safely share a complaint about unsafe work conditions, harassment, or discrimination in the workplace. | ||
22 | Average score | ||
23 | Assessment and Promotion | Performance criteria: We have clearly articulated performance expectations and metrics for each role. | |
24 | Inclusion expectations: Specific behaviors of inclusion (e.g, “My manager asks for my perspective”) are set as performance criteria. | ||
25 | Behavior-based evaluation: We use a performance review system that collects and evaluates specific behaviors and outcomes (e.g., Good = “provides project updates at the beginning, middle, and end of each project.” Bad = “communicates well.”) | ||
26 | Distributed decision-making: Decisions related to promotions, salary increases, and terminations are made by more than one person (e.g., panel, committee). | ||
27 | Manager skills: Our managers have received training on how to provide actionable, specific, equitable feedback and how to have development conversations (e.g., coaching, 1-1s, career growth). | ||
28 | Inclusion skills: Our managers and employees have received training on behaviors of inclusion. | ||
29 | Self-evaluations: If self-evaluations are used, employees are trained how to write them and assess them well. | ||
30 | Recognition: Employees are recognized for their work, including tasks indirectly related to their role (e.g., participation in voluntary task forces, committees, think tanks, equity/belonging initiatives). | ||
31 | Access to opportunity: When there are opportunities for new roles and responsibilities, everyone knows about it. | ||
32 | Compensation: We have a clear and transparent compensation structure (e.g., salary band structure, benchmarking). | ||
33 | Average score | ||
34 | Meetings and Social Connection | Meeting and event times: Meetings and other events are scheduled during times that work across employees’ time zones and roles. | |
35 | Access: Meeting notes/recordings are available to participants who could not join. | ||
36 | Technology: All meeting members have access to the necessary technology and technology training to fully participate in meetings. | ||
37 | Inclusion skills: Team members are trained in inclusive meeting skills (e.g., creating equal turn-taking, making sure all voices are heard). | ||
38 | Agendas: Agendas are shared in advance of meetings. | ||
39 | Decision criteria: Decision criteria are clearly articulated around who is being asked to join and why and how decisions will be made. | ||
40 | Rotating roles: Facilitator, note-taker, and time-keeper roles are rotated. | ||
41 | Belonging opportunities: There are opportunities for all employees to connect, get to know one another, and feel a sense of belonging. | ||
42 | Onboarding: Employees are deliberately introduced or given access to cross-functional connections across the company within the first month. | ||
43 | Sample metrics to track: See the Meeting Quality Assessment | ||
44 | Average score | ||
45 | Learning and Growth | Regularly scheduled 1-1s: Managers are expected to have regular one-ones with all members of their team. | |
46 | Feedback norms: There are established feedback norms for when and how often to give feedback (e.g., in 1-1s, retros), as well as feedback skills training available. | ||
47 | Growth opportunities: Employees have equal access to support for professional development and learning (e.g., workshops, funds, time to participate in learning experiences, stretch projects). | ||
48 | Mentorship: Employees have access to formal and/or informal mentorship. | ||
49 | Work demos: Employees have opportunities to showcase their work and progress. | ||
50 | Role-models: We display and celebrate examples of company culture role models with diverse backgrounds and identities (e.g., posters, speakers). | ||
51 | Leadership access: Employees have access to senior leaders (e.g., all-hands, skip level 1-1s, Ask Me Anything sessions, open office hours). | ||
52 | Decision-criteria norms: Managers provide clear decision criteria and processes for work distribution (e.g., based on skills, rotation, volunteering). | ||
53 | Access to information: Employees have equal and timely access to company and team-level objectives and priorities. | ||
54 | Sample metrics to track: See the Growth Opportunities Assessment | ||
55 | Average score | ||
56 | |||
57 | Summary | ||
58 | Our strongest area is…. Our biggest opportunity for improvement is… | ||
59 | The short-term plan we suggest is (within 2 months): Why prioritize this area: Resources needed: Suggested timeline: How we’ll measure progress/impact: | ||
60 | The medium-term plan we suggest is (within 6 months): Why prioritize this area: Resources needed: Suggested timeline: How we’ll measure progress/impact: | ||
61 | The long-term plan we suggest is (within 12 months): Why prioritize this area: Resources needed: Suggested timeline: How we’ll measure progress/impact: | ||
62 | Looking for our DEI Playbook? | Visit LifeLabsLearning.com for more or to connect about training! | |