Using Metrics to Support Your Diversity & Inclusion Strategy...Diversity Best Practices Follow @DBP_News and use #DBPMember to join the game-changing diversity and inclusion conversation!

Diversity Best Practices Follow @DBP_News and use #DBPMember to join the game-changing diversity and inclusion conversation!

Using Metrics to Support Your Diversity & Inclusion Strategy

Suzanne Richards, Ed D

VP Diversity & Inclusion, Freddie Mac

April 19, 2016

Presented by:

Diversity Best Practices Follow @DBP_News and use #DBPMember to join the game-changing diversity and inclusion conversation!2

Make sure they are relevant – what gets measured gets done

Leading Indicators: Change quickly; seen as a precursor to the direction something is going; come before a trend; business drivers

Lagging Indicators: Measure performance data already captured; track how things are going; backward-focused

7 Steps to Help Define Indicators

1. Should map to your unique strategic plan

2. Identify what you are already measuring and determine if it provides value in your backward and forward thinking

3. Your strategy should drive your indicators – be specific: a. Leading - should indicate direction and where you should focusb. Lagging – should tell you whether or not you have achieved your desired outcomes

4. Bench mark your indicators

5. Always monitor lagging indicators – they reflect the quality of your leading indicators

6. Choose leading indicators carefully – focus on key impact

7. Be specific and articulate around leading and lagging indicators to strengthen your business case for D&I

Leading and Lagging Indicators


Lagging

Indicators


2015 Year End Demographics

LAGGING

Headcount metrics are the number of active, full & part time permanent employees at the end of the reporting period. Percentages by race and gender reflect the ratio of employees as a percentage of the total population within the column.

A diverse candidate slate is defined as a filled requisition with at least one minority or female candidate interviewed for the position. Percentages reflect the ratio of diverse slates compared to the overall requisitions filled during the period.

Wo

rkfo

rce

Div

ers

ity

Diversity of Workforce by Level

Guidance On The Use of Workforce Diversity Data

The use of diversity data can create legal risk for a company if not handled properly. Please follow the guidance below to help manage this risk:

●

●

●

●

Do not disseminate this data, as it is sensitive and may be misconstrued or misused.

Differences across various groups do not necessarily reflect any actual under-representation or over-representation when compared to the available, qualified workforce for each particular job group.

Personnel decisions should be made based on selecting the best qualified candidate, and should not be made based on protected characteristics such as race or gender.

This diversity data should not be used to assess the efficacy of particular diversity activities or plans, as there may be many reasons for observed changes in workforce demographics.

Directors

Officers & Directors

Note: Counts represent YTD totals

Division

Diverse Candidate Slates (YTD)

Corp

% of Total

57%

74%

72%

% of Total

67%

75%

Diverse Slates

1

2

3

# Fills

1

3

4

SVP+

84%

3%

3%

8%

3%

16%

84%

194

2,512

2,881

37

Other

Female

163

7

210

218

12%

1%

73%

0% 0% 2%

35% 52%

Male 51% 100% 82% 65% 46% 48% 53%

47%

Confidential

Corporate

Prof

40%

17%

5%

33%

4%

48%

Mgr

54%

12%

3%

28%

2%

49%

VP Dir

80% 71%

5% 5%

2% 4%

#

2,573

772

245

1,609

Group % of Total SVP+ VP Dir Mgr

White

African American

Hispanic

Asian

#

184

50

24

4%

9%

22%

43% 100% 82%

12% 0% 0%

6% 0% 0%

49% 0% 18%

38% 0% 18%

2%

Prof

46% 36%

5%

14%5% 16%

2% 6%

Group

White

African American

Hispanic

48%

% of Total

Total Headcount 5,393 -

52%51%

27% 41%

59%

19%

1%4%

30%

DivisionManager Level

Officers

54%

63%

44% 40%

2% 1%

Asian

Other

Female

Male

100%

123 667 969 3597Total Headcount 428 - 4 11 46 84 283


Officer Diversity: Hires and Terms

Opportunities for increased diversity presented over the 3 year period: 36

5 Minority women15 White women

7 Minority men29 White men___

56 Officer terms

18%17% 18%19% minority

24%27%25%25% female

7 New Officer positions29 White men termed

36 Opportunities LAGGING


2014 Job Patterns for Minorities and Women in Private Industry

2014 EEO-1 Aggregate Report - Finance and Insurance

LAGGING

Market Availability - Comparison of Workforce Percentage Company vs. EEO Reports - DC and VA

0

10

20

30

40

50

60

70

Total Population

DC VA Company

0

10

20

30

40

50

60

70

80

90

100

Exec/Sr Officials & Mgrs

DC VA Company

0

10

20

30

40

50

60

70

80

First/Mid Officials & Managers

DC VA Company

0

10

20

30

40

50

60

70

Professionals

DC VA Company


LAGGING

Officer and Director Positions from 2014 to 9/30/15


D&I Strategy Map - 2016

Diversity and Inclusion develops strategies and programs to recruit and retain diverse talent; and to create and maintain an inclusive environment where all employees have the opportunity to achieve their full potential.

Better People, Winning Culture

Strategic Priorities

Increase Diversity of Internal Candidate Pipeline Inclusive Culture

Increase Diversity of External Candidate Pipeline

Senior Leadership

Executive Leadership

• SOC Update - Complementary Scorecard, quarterly • Gap Analysis, annually • FHFA OMWI Report, annually • Human Capital Dashboard, quarterly • Spend - Diverse Suppliers, quarterly

Vision

Mission

Division 1Division 2

Division 3Division 4

Accountability

Measures

Key Customers 2016 Budget

$

• Partner with diverse orgs

• College Hires

• Year Up

• Autism Interns

• Meet the Business

Key Tactics• Gap Analysis

• Internal Bench

• Leadership Dev

• Asian Project

• Hispanic Project

• Multicultural Women Project

• Talent Marketplace

HRSupplier Diversity

Key Partners

• ERGs

• Conferences

• DISC

• New EE Mingle

• Targeted Training

• Accolades

• Mentoring

• Core Curriculum


2016 Balanced Scorecard Goals

Percent of Officer (VP/SVP/EVP) and Director vacancies filled

with internal candidates

Above >57%, On 52-57%, below <52%

Internal: Proportion of officer and director “top talent”

(including those placed via the Talent Market Place) who are

diverse

External: Proportion of officer and director interview slates

that are at least 50% diverse (take advantage of the direct

correlation between the % diversity of the interview slates

and the % of requisitions filled with women and minorities


Diverse Slates: Full Year 2015

Manager Level Fill Type # Fills# Diverse

Fills% Diverse

Fills# Diverse

Slates% Diverse

Slates

Level 1

Total 14 4 29% 8 57%

External 13 4 31% 7 54%

Internal 1 0 0% 1 100%

Level 2

Total 81 47 58% 60 74%

External 46 23 50% 28 61%

Internal 35 24 69% 32 91%

Level 1 & 2 Combined

Total 95 51 54% 68 72%

External 59 27 46% 35 59%

Internal 36 24 67% 33 92%

LAGGING


Total Filled and Diverse Candidate Slates by Division =

Full Year 2015Officer & Director Fills

LAGGING

# Total

Fills

# Diverse

Fills

% Diverse

Fills

# Diverse

Slates

% Total Fills

with a

Diverse Slate

# Total

Fills

# Diverse

Slates

% Total

Diverse

Slates

# Total Fills# Diverse

Slates

% Total

Diverse

Slates

% Diverse

Slates:

1 Candidate

% Diverse

Slates: > 1

Candidate

Division 1 2 1 50% 2 100% 0 2 2 100% 50% 50%

Division 2 3 3 100% 3 100% 1 1 100% 2 2 100% 50% 50%

Division 3 4 3 75% 3 75% 2 1 50% 2 2 100% 0% 100%

Division 4 15 8 53% 11 73% 5 2 40% 10 9 90% 30% 60%

Division 5 3 2 67% 2 67% 2 2 100% 1 0 0% 0% 0%

Division 6 13 6 46% 6 46% 6 2 33% 5 4 80% 20% 60%

Division 7 1 1 100% 1 100% 0 1 1 100% 0% 100%

Division 8 9 4 44% 8 89% 1 1 100% 7 7 100% 29% 71%

Division 9 4 1 25% 2 50% 1 0 0% 3 2 67% 33% 33%

Department 1 2 0 0% 1 50% 1 0 0% 1 1 100% 0% 100%

Department 2 1 0 0% 1 100% 0 1 1 100% 100% 0%

Department 3 1 1 100% 0 0% 0 1 0 0% 0% 0%

Division 10 1 1 100% 1 100% 0 1 1 100% 0% 100%

Division 11 40 21 53% 29 73% 19 8 42% 21 21 100% 33% 67%

Department 1 2 2 100% 2 100% 2 2 100% 0

Department 2 3 2 67% 2 67% 2 1 50% 1 1 100% 0% 100%

Department 3 6 3 50% 4 67% 3 1 33% 3 3 100% 33% 67%

Department 4 3 1 33% 3 100% 0 3 3 100% 0% 100%

Department 5 8 2 25% 5 63% 3 0 0% 5 5 100% 40% 60%

Department 6 17 10 59% 12 71% 9 4 44% 8 8 100% 50% 50%

Department 7 1 1 100% 1 100% 0 1 1 100% 0% 100%

Corporate 95 51 54% 68 72% 37 17 46% 55 51 93% 29% 64%

Note: Candidates for Diverse Slates reflect applicants who were interviewed for the position

Division

Fills with One Fills with Multiple Candidates Interviewed

These two colums will add

up to 100% of the total

diverse slates w/ multi

interviews

Total Fills Total Diverse Slates


Leading

Indicators


2015 Diversity Conference Feedback

In 2015, employees were nominated by their division or ERG (except for Linkage Women in Leadership) to attend various diversity conferences on behalf of the company.

As part of this professional development opportunity, attendees were invited to complete a survey to evaluate their experience at the conclusion of each conference.

This year, we obtained a response rate of 34% with 64 out of 190 participants responding. This is lower than last year’s response rate of 51%.

At a glance:

24 conferences attended

5 with career fairs

190 attendees

64 survey responses

Conference Attended # of Responses

Accounting and Financial Women's Alliance Annual 1

ALPFA - Association of Latino Professionals For America 7

Ascend Pan -Asians Leaders National Conference 11

Diversity Best Practices Network and Affinity Leadership 1

Diversity Woman Magazine Leadership Conference 5

Diversity SHRM 2

Executive Leadership Council Mid -Level Managers

Symposium

3

Grace Hopper Celebration of Women in Computing 2

HITEC Q4 Symposium 2

Linkage Diversity 4

Linkage: Women in Leadership Institute 6

NAAMBA (National Association of Asian MBAs) 3

National Association of Asian American Professionals 1

Out & Equal Workplace Summit 2

SHPE National 2

US Business Leadership Network 1

Women’s Leadership Conference The Conference Board 2

Working Mother Media Multicultural Conference 4

Working Mother Work Life Congress 4

Total 64

Number of Respondents by Conference

LEADING


2015 Diversity Conference Feedback (cont’d) 95% of attendees were very or somewhat satisfied with the conference they attended

95% of attendees were likely or somewhat likely to recommend the conference to others

» “It was an amazing conference! The opportunity to listen to the best of the best leaders in

one place. Wonderful panel discussions - topics were of great relevance in our day to day

working. Not a minute was wasted.” (Diversity Woman Magazine Leadership Conference)

72%

23%

3%

0%

2%

Very Satisfied Somewhat Satisfied Neutral Somewhat Dissatisfied Very Dissatisfied

75%

20%

3% 2%

Extremely Likely Somewhat Likely Somewhat Unlikely Extremely Unlikely

Overall Conference Satisfaction Likelihood to Recommend Conference

LEADING


2015 Diversity Conference Feedback (cont’d)

0% 20% 40% 60% 80% 100% 120%

The conference met my needs and expectations.

The conference helped me with my leadership skills.

The conference had a positive impact on my commitment toFreddie Mac.

The conference provided information that was relevant tome.

The conference was an excellent opportunity to networkwith industry peers.

The conference contributed to my professionaldevelopment.

The knowledge gained through this conference will help mebuild and enhance my resume.

Strongly Agree

Agree

Neutral

Disagree

Strongly DisagreeThe conference had a positive impact on my commitment

to the company.

LEADING


Multicultural Women’s InitiativeGoal: Look back at the end of 2016 and find more multi-cultural

women in the internal promotion pipeline than at the beginning.

*Data as of 12/31/15

Female African

AmericanAsian Hispanic

Not

SpecifiedOther White

Grand

Total

1 Level 1 3 4 32 39

2 Level 2 18 53 7 1 197 276

3 Level 3 69 127 15 9 1 247 468

4 Level 4 359 536 95 39 29 653 1711

449 720 117 48 31 1129 2494

LAGGING


Multicultural Women’s Initiative – Benchmark (cont’d)

LAGGING

Company


Multicultural Women’s Initiative (cont’d)Objective: Focus on the development and advancement for women of color

Partners:

WIN

HOLA

ASIAN

ARISE

Lambda

Rising Leaders

OE

HR BP

What is missing for MCW advancement

1. Mentors

2. Sponsors

3. Networks

4. Advancement Programs

Important Factors - Barriers to Retention: *

1. Salary Increase

2. Access to professional development

3. Clear career paths to advancement

4. Ability to get ahead

5. Culture that is open to diverse styles

Satisfaction vs Opportunity (Black, Latina, & Asian) *

1. Opportunity to develop my skills

2. Professional leadership/development

3. Better understanding of what is required to advance

4. Networking with MC women

5. Networking with women

Approach Audience POC Due

Date

Status

2015 Working Mother data compare All Oct. Complete

Data Analysis All Nov.4 Complete

Research

Working Mother

Center for Talent Innovation

All Dec. 10 Complete

Kickoff Event – Engage women in awareness and call for

action –

Partners, Key

DISC members

Jan. 19 Complete

Internal Development (multi-level)

Cohorts

Talent Marketplace

Leadership Development (MLT, ELC, HACE)

Pairs Coaching (MCW and Manager)

ERG’s

Key Divisions

Aug 1 In progress

Sponsorship Program

Pathway to Sponsorship, CTI

Divisions DISC

ERG

TBD

June

Sept 6

In progress

D&I SharePoint

Blog

Articles

All Employees TBD Not Started

Gender Partnership

Engaging Men, Advancing Women

Discover the Gold – Talent Reviews

ERG’s

Key Divisions

TBD Not Started

*Source: MultiCultural Women at Work: The Working Mother Report-Sponsored by Deloitte


Multicultural Women’s Initiative (cont’d)


2015 ERG Survey Results Purpose of the ERG Survey:

» To assess:

• employee perception of ERGs

• member and non-member attendance at ERG events

• the most highly valued types of events

» First ERG Survey conducted in 2013 with ERG members from the 7 existing ERGs (now 9)

» In 2015 all employees, not just members, were surveyed

Results:

» 1,523 employees responded, 681 (44.7%) of whom identified as ERG members

» Of those who responded, 901 attended an ERG events and 803 (89.1%) attended between 1 – 5 events

» With event attendees, the 3 most popular types of events were personal/professional development 806

(84.4%), cultural awareness 631 (66.1%), and support/networking 366 (37.7%).

» When asked for 2016 what types of event would be of most interest, the 3 most popular were personal

development (78%), business initiatives (64%), and community outreach (64%)

» Top channels for learning about ERG events were company network connections (65%), the company

website calendars (52%) and ERG emails (49%) LEADING


2015 ERG Survey Results (cont’d)

» 39% and 34% respectively still feel their managers and

leaders do not encourage their participation &

involvement in ERGs

» Employees feel strongly that the ERGs support corporate

goals (87%) and play a critical role in defining our culture

(82%)

» 244 respondents indicated they were participating in

ERG-sponsored mentoring programs: 103 (21% of total

membership) participate in ASIAN ERG Mentoring Circles.

141 (17% of total membership) participate in Rising

Leaders ERG Mentoring Circles.

Employee Sentiment%

Agree

%

Disagree

My direct manager regularly encourages me to

participate in and/or get involved with ERGs and

attend events.

61% 39%

My division’s leadership regularly encourages me

to participate in and/or get involved with ERGs and

attend events.

66% 34%

The ERG initiatives/programs actively support our

corporate goals/priorities.87% 13%

The ERGs play a critical role in helping to define

the company’s culture.82% 17%

Participation in an ERG increased my personal and

professional skills (i.e. cultural competency,

adaptability to change, etc.)

71% 29%

Opportunities for Improvement:

» Branding of ERG events needs to improve to avoid confusing employees around event

sponsorship and to recognize the hard work and participation of ERG members

» The percentages of employees who still do not feel supported to participate in ERGs as

members or attend events needs to improve, given the proven value of the organizations.

The 2015 Employee Survey results are in the process of being parsed by the respondents

of this survey to measure increased engagement due to ERG membership LEADING


DivisionCulture and

Communication

Diversity

Recruiting

Diversity

Education

Professional

Development

Mentoring &

Sponsorship

ERGs

and/or

Outreach

Supplier

Diversity

Division 1 P P P P

Division 2 P P P P P

Division 3 P P P P P P P

Division 4 P P P P


Division 6 P P P P P P


Division 8 P P P P


Division 10 P P P P


LEADING

2015 Divisional D & I Plans Key Focus Areas


2015 Year End Supplier Diversity2015 YTD* Corporate Spend

Division 2015 Diverse 2015 Majority 2015 Grand Total

2015 Diverse

Spend % of Grand

Total Spend by

Division

2014 Diverse 2014 Majority 2014 Grand Total

2014 Diverse

Spend % of Grand

Total Spend by

Division

2015 SD

Participation

(Y/N)

Division 1 $ $ $ 0.00% $ $ $ 18.91% N

Division 2 $ $ $ 0.00% $ $ $ 0.01% N

Division 3 $ $ $ 19.92% $ $ $ 20.71% Y

Division 4 $ $ $ 18.78% $ $ $ 17.59% Y

Division 5 $ $ $ 17.73% $ $ $ 17.98% Y

Division 6 $ $ $ 15.02% $ $ $ 8.54% Y

Division 7 $ $ $ 12.09% $ $ $ 12.55% Y

Division 8 $ $ $ 8.17% $ $ $ 12.57% Y

Division 9 $ $ $ 7.08% $ $ $ 5.79% Y

Division 10 $ $ $ 5.39% $ $ $ 3.16% Y

Division 11 $ $ $ 3.52% $ $ $ 0.62% Y

Division 12 $ $ $ 3.49% $ $ $ 0.66% Y

Division 13 $ $ $ 0.92% $ $ $ 1.51% Y

Division 14 $ $ $ 0.60% $ $ $ 3.62% Y

Division 15 $ $ $ 0.00% $ $ $ 0.00% N

Division 16 $ $ $ 0.00% $ $ $ 0.00% N

Grand Total $ $ $ 11.88% $ $ $ 10.23%

*As of December 31, 2015

Participation includes Vendor Days, Supplier Diversity Outreach Events, Supplier Diversity Summit, Who Is? Series, etc.

**Payments made with an account and project code combination; therefore, the division is unable to be determined since there is no cost center.

LAGGING


Documents

Using Metrics to Support Your Diversity & Inclusion Strategy...Diversity Best Practices Follow @DBP_News and use #DBPMember to join the game-changing diversity and inclusion conversation!