Canadian HR Reporter

CANADIAN HR REPORTER December 14, 2015 FEATURES 17 parameters for any category or cross-section that blocks the re- sults of fewer than fi ve people in any one group. e industry standard varies from fi ve to 10, however, fi ve is a minimum threshold because any- thing less isolates individuals and makes it easier for people within an organization to identify who a person is. When employees can trust that a survey is set up so the employer isn't going to be able to track their identities when they disclose per- sonal information — especially at workplaces where harassment and similar issues have surfaced — trust improves survey partici- pation signifi cantly. Be ready with a communications plan With these surveys, CCDI has seen participation rates vary from 45 per cent to 93 per cent, driven significantly, if not entirely, by communications. It's not possible to over-communicate when con- ducting a diversity and inclusion survey. Communications is the magic that brings out engagement from leadership and the employee base. Communication helps to build trust and answer nagging questions that people might be too afraid to ask. It's a good idea to have a thor- ough communications plan with multiple touch points to help spread the message far and wide. Ensure there are strong allies in leadership, with communica- tions conduits in place, so the message that the survey is im- portant fi lters down to supervi- sors and across staff . And employers should engage employees through their own di- rect reports as they're bound to be more responsive within their teams. Organizations that announce a survey with a one-time, orga- nization-wide email, without supplementary messaging, are much more likely to have low participation. On the other hand, doing training sessions and interactive activities with employees leading up to a diversity census sets it up nicely for more engagement. Employees respond well when topical seminars are offered, helping the diversity survey fi t into a larger initiative. Linking to bottom line Demonstrating how diversity is linked to the bottom line is vital to the funding, support and resourc- es to support progress toward in- clusion. As some organizations struggle with exactly what to measure and how to determine whether their programs and initiatives are truly impactful, it helps to remember that what gets measured is what leaders focus on and what gets measured is what organizations invest in. In short, what gets measured gets done. An eff ective diversity survey is the fi rst step in con- necting the dots between an or- ganization's goals, leadership and employees. Michael Bach is the founder and CEO of the Canadian Centre for Diversity and Inclusion in Toronto. For more information, visit www.ccdi.ca. Communication boosts participation SURVEY < pg. 15 RECRUITING FINANCIAL PROFESSIONALS? O er positions to over 190,000 Members Highly targeted advertising Immediate matching resume database access FOR MORE INFORMATION, cpacanada.ca/CPASource TELEPHONE•416 204 3284•EMAIL•TGardiner@cpacanada.ca 14-126a_EN_CPAsource_fullpagead_9.625x7.indd 1 10/8/2014 3:40:37 PM SHUTTERSTOCK/g-stockstudio Diversity scorecards Major data inputs to diversity score cards include: •employee records in the human resources information system (HRIS) •an employee census •equity/inclusivity questionnaires •employee engagement surveys •learning management system (LMS) data regarding training initiatives •procurement data •qualitative and quantitative reports from relevant departments •market data •sales and marketing reports regarding initiatives with demographic targets •focus groups, interviews or surveys with employees, clients or the public •exit interviews with departing employees •external awards and recognition. Source: What Gets Measured Gets Done: Measuring the Return on Investment of Diversity and Inclusion, Canadian Institute of Diversity and Inclusion

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