|For your assignment this week, you will design a diversity scorecard. The diversity scorecard enables an organization to measure the success of its D&I initiatives to the goals set forth by the diversity council. Taking the diversity goals created by your diversity council in Week 6, please design a diversity scorecard. Be sure to include the following elements in your diversity scorecard: Provide a discussion of the D&I goals set forth by your diversity council.Determine who will own the diversity scorecard, and then explain why.Identify the audience for which this scorecard will target.Discuss the categories of the scorecard.Identify the metrics that will be used.Develop guidelines and procedures for collecting data. Some of the resources available for this week can aid you in completing this assignment. Support your assignment with at least three scholarly or professional resources. In addition to these specified resources, other appropriate scholarly resources, including seminal articles, may be included.|
Length: 3-5 pages, not including title and reference pages Information: Elements of the D&I Strategic Process Part 2: System Changes, Training, Measurement and Evaluation, and Evolution and Integration Last week, you examined the first three steps of the D&I strategic process. This week, you will discuss the remaining four steps: System Changes, Training, Measurement and Evaluation, and Evolution and Integration. System Changes Systems changes are the core of the D&I initiative and will test whether the initiative will have real and lasting change in the organization. In this step, organizational systems, procedures, operational processes, and practices are aligned with diversity goals. This is the point where identified problems and solutions to those problems are translated into action items. The organizational systems that will need examination, evaluation, and modification will include: Policy review to ensure that practices and procedures are aligned with an organization’s D&I initiatives. Recruitment, sourcing, and hiring ensure that an organization recruits and attracts talent that represents an organization’s D&I goals. Succession planning requires one to evaluate the talent pools and pipeline to ensure diversity exists in these areas. The creation and development of marketing and advertising strategies target diverse markets. A review of the compensation strategy is used to determine if D&I issues are adequately addressed. Training According to Gardenswartz and Rowe (2003), training is a tool that should be used to create awareness and develop knowledge and skills. In return, this awareness and information would gradually change individual attitudes and behaviors toward diversity by creating conditions for a cultural change. Some examples of the types of diversity training are: Diversity awareness courses. These courses are designed to create sensitivity to and an awareness of the need for diversity. Diversity management courses. These courses equip executives and leadership with the skills to manage a diverse work environment. Professional development opportunities. These opportunities help diverse employees build the necessary skills to aid in their success. Measurement and Evaluation D&I initiatives will need to rely heavily on clear metrics and have a continual evaluation of results. This enables an organization to course-correct by providing the necessary feedback on the successes and failures of each initiative element. By doing this, an organization is able to demonstrate the credibility of the impact of an organization’s D&I strategy. Gardenswartz and Rowe (2003) discuss two areas in which measurements should be evaluated: Process measures: Here you assess, “what went well, how you did, what didn’t go well and why.” Results measures: Here you assess the impact and difference it has made on an organization. Evolution and Integration The final step of the D&I strategic process is evolution and integration. Here, D&I initiatives are fully integrated into standard operating procedures. For example, diversity training is required for all newly hired and current managers as a standard practice, rather than a standalone topic, or recruitment efforts to attract diverse talent is part of the normal recruitment procedure, etc. Hence, the D&I strategy has become an integral part of the organization’s way of doing business. This does not mean that the D&I initiative is no longer measured, revised, and reevaluated. There should be a continual reexamination of both the tactics and overall core D&I strategy, and adjustments should be made for recalibration. This concludes your examination of the D&I strategic process. The process can be quite involved and will certainly take time to evolve, depending on the maturity of an organization as it pertains to diversity and inclusion. References: Gardenswartz, L., & Rowe, A. (2003). Diverse teams at work: Capitalizing on the power of diversity. Alexandria, VA: Society of Human Resource Management.
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