Case Studies Industrial Manufacturer: Improved diversity across multiple dimensions

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	Industrial Manufacturer: Improved diversity across multiple dimensions

Industrial Manufacturer: Improved diversity across multiple dimensions

Technology Category	Analytics & Modeling - Predictive Analytics Analytics & Modeling - Real Time Analytics
Applicable Industries	Professional Service
Applicable Functions	Business Operation Human Resources
Services	Data Science Services System Integration
Challenge	The confluence of three factors–the COVID-19 pandemic, Black Lives Matter, and an economy negatively impacting women and minorities–generated the need for a heightened sense of action to improve diversity and inclusion at this organization. In fact, the CEO’s number one request from the people analytics team is for diversity and inclusion metrics and analysis. They have been dedicated since their inception to raising quality of life for all. This includes continuing work on their public pledge to achieve gender equality by 2030. The organization has also committed to matching its employee populations in terms of gender and ethnic diversity to the areas they have locations and the people they ultimately serve. Operating in over 50 countries, they recognize they must have different diversity improvement strategies across their global locations. With limited resources, the organization has chosen to first establish goals for improvement in the top ten countries where they have operations. They are doing benchmarking in their locations to establish and meet these goals. With gender, their goal is 50/50 by 2030. However, mirroring the ethnicity of their workforce to the communities they serve is more complicated. For example, in the mid-west U.S., the ethnic demographic mix is less diverse. Read More
About Customer	A leading industrial manufacturer is committed to achieving a workforce that reflects the communities where it works and serves. This organization, with over 35,000 employees in over 50 countries, believes diverse teams are key to achieving their mission. They aim to continue building on their success improving diversity that started over fifteen years ago. The company has a strong focus on diversity and inclusion, aiming to achieve gender equality by 2030 and matching its employee populations in terms of gender and ethnic diversity to the areas they have locations and the people they ultimately serve. They have been dedicated since their inception to raising the quality of life for all, and they recognize the need for different diversity improvement strategies across their global locations. Read More
Solution	This organization has an internal program dedicated to improving diversity and inclusion. Under this program and using Visier as their people analytics platform, they did a talent refresh strategy, forecasting out to 2030 to determine what it would take to achieve their goals. Their analytics and strategy are nuanced, digging into how long it will take to reach gender parity in, for example, director and above levels, as well as predicted rates for hitting their ethnic goals for these roles. Visier is used to keep track, in real-time, of the predicted rates for hires, promotions, and retention among gender and ethnicity groups. The people analytics team compares these rates, directing leaders to any opportunities or problem areas. They use Visier to answer questions along the employee lifecycle processes of attract, develop, and retain. For attracting talent, Visier People: Talent Acquisition helps them track the diversity of their hiring pipeline. For development, people analytics enables the team to monitor promotion rates to see if women and men are getting equitable ratings, the right development opportunities, and going through the right programs. For retention, the team measures attrition and looks at engagement, belonging, and inclusion metrics. They do an annual survey that is released to managers as long as there are at least five responses. Leaders are then held accountable for improving engagement scores. Further, they conduct sentiment analysis. Read More Log in to view content
Contents

Technology Category

Analytics & Modeling - Predictive Analytics

Analytics & Modeling - Real Time Analytics

Applicable Industries

Professional Service

Applicable Functions

Business Operation

Human Resources

Services

Data Science Services

System Integration

Challenge

The confluence of three factors–the COVID-19 pandemic, Black Lives Matter, and an economy negatively impacting women and minorities–generated the need for a heightened sense of action to improve diversity and inclusion at this organization. In fact, the CEO’s number one request from the people analytics team is for diversity and inclusion metrics and analysis. They have been dedicated since their inception to raising quality of life for all. This includes continuing work on their public pledge to achieve gender equality by 2030. The organization has also committed to matching its employee populations in terms of gender and ethnic diversity to the areas they have locations and the people they ultimately serve. Operating in over 50 countries, they recognize they must have different diversity improvement strategies across their global locations. With limited resources, the organization has chosen to first establish goals for improvement in the top ten countries where they have operations. They are doing benchmarking in their locations to establish and meet these goals. With gender, their goal is 50/50 by 2030. However, mirroring the ethnicity of their workforce to the communities they serve is more complicated. For example, in the mid-west U.S., the ethnic demographic mix is less diverse.

About Customer

A leading industrial manufacturer is committed to achieving a workforce that reflects the communities where it works and serves. This organization, with over 35,000 employees in over 50 countries, believes diverse teams are key to achieving their mission. They aim to continue building on their success improving diversity that started over fifteen years ago. The company has a strong focus on diversity and inclusion, aiming to achieve gender equality by 2030 and matching its employee populations in terms of gender and ethnic diversity to the areas they have locations and the people they ultimately serve. They have been dedicated since their inception to raising the quality of life for all, and they recognize the need for different diversity improvement strategies across their global locations.

Solution

This organization has an internal program dedicated to improving diversity and inclusion. Under this program and using Visier as their people analytics platform, they did a talent refresh strategy, forecasting out to 2030 to determine what it would take to achieve their goals. Their analytics and strategy are nuanced, digging into how long it will take to reach gender parity in, for example, director and above levels, as well as predicted rates for hitting their ethnic goals for these roles. Visier is used to keep track, in real-time, of the predicted rates for hires, promotions, and retention among gender and ethnicity groups. The people analytics team compares these rates, directing leaders to any opportunities or problem areas. They use Visier to answer questions along the employee lifecycle processes of attract, develop, and retain. For attracting talent, Visier People: Talent Acquisition helps them track the diversity of their hiring pipeline. For development, people analytics enables the team to monitor promotion rates to see if women and men are getting equitable ratings, the right development opportunities, and going through the right programs. For retention, the team measures attrition and looks at engagement, belonging, and inclusion metrics. They do an annual survey that is released to managers as long as there are at least five responses. Leaders are then held accountable for improving engagement scores. Further, they conduct sentiment analysis.

Impact #1	Increased the percentage of females in mid-level manager roles.
Impact #2	Used data to show leaders what actions they can take to improve D&I.
Impact #3	Improved overall hiring, promotion, and retention rates of women and minorities.

Impact #1

Increased the percentage of females in mid-level manager roles.

Impact #2

Used data to show leaders what actions they can take to improve D&I.

Impact #3

Improved overall hiring, promotion, and retention rates of women and minorities.

Benefit #1	At the end of 2019, the workforce was 24.3% female and 23.1% of leadership positions were held by women.
Benefit #2	On the Board of Directors, four out of the 12 members are women.
Benefit #3	Eight employee resource groups created 40,000 touchpoints for employees with career development programs, talent recruiting efforts, awareness and education events, and charitable and community outreach activities.

Benefit #1

At the end of 2019, the workforce was 24.3% female and 23.1% of leadership positions were held by women.

Benefit #2

On the Board of Directors, four out of the 12 members are women.

Benefit #3

Eight employee resource groups created 40,000 touchpoints for employees with career development programs, talent recruiting efforts, awareness and education events, and charitable and community outreach activities.

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Overview

Industrial Manufacturer: Improved diversity across multiple dimensions

Operational Impact

Quantitative Benefit