Developing Diverse Senior Management National Human Services AssemblyPresented by Karen Key, VP for Programs June 10, 2011

Consulting team: Adam DruckerBeth Gonzales

Selena Juneau-Vogel Monisha Makhijani

Michael Turi

Project ObjectiveTo identify practices that increase the ethnic and racial diversity of senior management within Assembly member organizations.

37%29%21%

All Staff

Senior Management

Board

Average % professionals of color

Racial & Ethnic Diversityin Member Organizations

As reported by HR survey respondents. N = 25.

ResearchProcess

CEO = 25 partial +19 complete = 44

HR = 18 partial + 25 complete = 43

Responding Orgs = 40

Interviews = 25

SurveysCEO & HR

Literature

Review

Interviews

Themes

Criteria

Recommendations

ResearchThemes

Strategic

Diversity

Metrics & Evaluation

Organizational Culture

Executive Commitmen

t

Develop &

Retain

Attract &

Recruit

Senior Management Diversity

1. What practices effectively increase workplace diversity overall?

2. What practices increase senior management diversity specifically?

3. What practices are feasible for Assembly member organizations to implement?

4. What needs to happen first?

5. Are the recommendations complementary?

RecommendationCriteria

Strategic Diversity

63%said their

organization defines diversity

43%said their

organization links diversity to their strategic plan

HR survey respondents:

Members value & use strategic diversity.

What does diversity do for your organization and your mission?

What type of diversity do you want?

How do your initiatives & policies support your strategy?

Develop an Organization- Specific Business Case for Diversity

Strategic Diversity A solid start…taking it to the next level.

Organizational Culture

Members encourage employee input in many forms.

HR survey respondents:

An open and inclusive environment is key….

Make space for many cultural heritages

Diverse staff attracts diverse candidates

Inhibit potential bias Survey reveals a good starting point, but this is still a major reason for turnover

across sectors in the U.S.

Organizational Culture

Promote Transparent & Inclusive Culture

Recommendations for taking it to the next level

62%said their Board does NOT hold

them accountable

60%do NOT hold managers

accountable for diversity

CEO survey respondents:

Members see a lack of accountability for diversity.

Executive Commitment

Demonstrate your commitment• Actively participate in diversity initiatives• Financially support diversity initiatives• Continually reinforce strategic value of diversity

Make yourself accountable

Make your senior managers accountable

Executive Commitment

Create Wide-Spread Accountability

Recommendations for taking it to the next level

Members feel measurement is effective.

Metrics & Evaluation

Establish Thoughtful Goals

Benchmark to Sector

Benchmark to Geographic Area

Assess Climate & Performance

Metrics & Evaluation

Measure Diversity Program Achievement

Recommendations for taking it to the next level

Members feel diversity recruiting is most effective.

Diversity Recruitment EffortsAre rated as the 1st or 2nd Most Effective Practices

for Senior Management Level

Attract & Recruit

Seek Out New Pools of Talent

Involve Diverse Employees in Recruiting

Engage Search Firms

Consider Pipelines

Attract & Recruit

Use Targeted Recruitment Strategies

Recommendations for taking it to the next level

Members lack strong development & retention practices.

69%do NOT have

formal mentoring

50%do NOT do succession planning

HR survey respondents:Develop & Retain

Consider Diversity in Leadership Transition Planning

Conduct Thorough Onboarding

Create Mentoring & Sponsorship Opportunities

Develop & Retain

Invest in Growth & Success of Current Employees

Recommendations for taking it to the next level

• Facilitate sharing around:

• business cases for diversity

• accountability practices

• onboarding practices

• mentoring programs

• Promote the benefits of human service sector

Recommendations for the Assembly