Build Sustainable PDF

Building
Sustainable D&I
Benchmarking Report
Gartner Antitrust Compliance Statement
At Gartner, antitrust compliance is the responsibility of every peer activity participant. As such, it is the obligation of each participant in this peer activity
to comply at all times with all applicable antitrust laws, and to refrain from engaging in any anticompetitive conduct. This includes, but is not limited to,
the following:
• Discussing or actively setting prices or production capacity.
• Discussing or disclosing customer-specific information.
• Discussing or actively dividing or allocating markets or customers.
• Discussing or actively engaging in boycotts or refusals to deal.
• Discussing or taking joint action against a customer, supplier, distributor, or competitor.
Please note the above list is not comprehensive, and that your approach to mitigating antitrust risk will vary depending on the nature of the situation and
the discussions. Participants who have any questions in this regard should consult their own legal counsel.
Gartner assumes no responsibility for ensuring that discussions conducted during peer activities are appropriate and are not in violation of antitrust or
competition law.
For further guidance, please see Gartner’s complete policy at https://www.gartner.com/en/about/policies/antitrust-guidelines.
© 2019 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. This publication may
not be reproduced or distributed in any form without Gartner’s prior written permission. It consists of the opinions of Gartner’s research organization,
which should not be construed as statements of fact. While the information contained in this publication has been obtained from sources believed to
be reliable, Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartner research may address
legal and financial issues, Gartner does not provide legal or investment advice and its research should not be construed or used as such. Your access
and use of this publication are governed by Gartner’s Usage Policy. Gartner prides itself on its reputation for independence and objectivity. Its research is
produced independently by its research organization without input or influence from any third party. For further information, see “Guiding Principles on
Independence and Objectivity.”
D&I has a clear connection
to external changes and D&I Necessary in Today’s War for Talent
trends that are increasing
pressure on the war for Shifting Generational Majority Hot Labor Market
talent.
US Civilian Labor Force Breakdown Global Unemployment Rates (2013 to 2018)
• As used here, “Generation Z”
is defined as born after 1996,
by Generation
“Millennial” as born 1981 to 2% 5% EU
1996, “Generation X” as born Greatest Generation Z 12% OECD
1965 to 1980, “Baby Boomer” U.S.
as born 1946 to 1964, and 25%
“Greatest Generation” as Baby Boomers
born before 1946. 6.9%
35% 6%
Millennials
5.3%
3.8%
33%
Generation X 0%
2013 2018
Source: Pew Research Center, “Millennials are the largest generation in the U.S. labor Source: Gartner (2019)
force,” 11 April 2018 (http://www.pewresearch.org/fact-tank/2018/04/11/
millennials-largest-generation-us-labor-force/).
Social and Political Change
Recent Headlines
How #MeToo
Why Pride
Is Reshaping
Mandatory Month Is More
Employment
Gender Important
Contracts for
Pay Gap Than Ever
Executives
Reporting
Source: Gartner (2019)
© 2019 Gartner, Inc. and/or its affiliates. All rights reserved. 711782 3
CEOs are prioritizing and
committing to the values Commitment at the Top
of D&I and want to see
progress. CEO and Board Interest in D&I
D&I is the #1 talent 650+ CEOs have publicly Number of D&I mentions
management priority committed to the CEO during company earnings
for CEOs Action Pledge calls has increased by
17% since 2010
Source: 2018 Gartner CEO Future of HR Agenda Poll Source: https://www.ceoaction.com/. Source: Gartner analysis of earnings calls transcripts
for S&P Global 1200 and S&P 400 Midcap
indices
Heads of D&I are seeing
this opportunity for impact Heads of D&I Taking on Key Objectives
and taking on a long list of
key business objectives in Top Business Objectives for D&I
2019. Percentage Listing Objective in the Top 5 for D&I in 2019
Setting Organizational Goals and

Accountability for D&I Outcomes 59%
Influencing Diversity Talent Acquisition Efforts 53%
Transforming the Organization’s D&I Culture 51%
Advancing D&I Globally 42%
Engaging Middle Managers in D&I 42%
Engaging Senior Leaders 39%
Enabling Employee/Business Resource Groups 32%
Selecting and Tracking Metrics 31%
Mitigating Bias in Performance Management 25%
Innovating and Looking for “What’s Next” in D&I 22%
Influencing Leadership Development 22%
Developing Mentoring And/or Sponsorship 14%
Visualizing and Communicating Metrics 12%
Improving Employment
10%
Branding/Public Relations
Updating Succession Planning Practices 10%
Making Benefits Offerings Inclusive
of Diverse Employee Needs 3%
Ensuring Equity in Rewards 3%
Digitalizing D&I 2%
Influencing Internal Communications 2%
Assessing Technology or
0%
Vendors Needs and Changes
0% 30% 60%
n = 59 D&I leaders
Source: 2019 Gartner Diversity & Inclusion Benchmarking Survey
When asked how they
want to support greater D&I Strategies Strive to Be “Sustainable”
progress over time, the
majority of organizations Terms Used by Heads of D&I to Describe the Overall Goal of Their Strategies
stated that they were
striving to establish
more “sustainable”
D&I strategies.
Long-Term Fabric
Continual Built-In Hardwired
Sustainable Lasting
DNA Embedded
Nested Rooted
Structural Integral
Inherent Engrained
“Sustainable D&I”
means that the strategy Defining “Sustainable”
is supported by the entire
organization, measurable How to Build Sustainable Diversity and Inclusion
over time, and embedded
into existing processes.
Set up a strategy and structure that is:
Aligned to and owned Measured to track overall Embedded into existing talent
by the organization progress over time and business processes
Despite their work, the
majority of D&I leaders Objective Is to “Move the Needle”
still report that the
organization has been Effectiveness at Noted Initiatives
ineffective at building Percentage of Organizations
diverse and inclusive work
environments, leaders,
and managers. 100%
Not Effective
Effective
58%
64%
80% 81%
50%
42%
36%
20% 19%
0%
Building a Fostering an Developing a Developing Diverse
Diverse Workforce Inclusive Work Diverse and Inclusive and Inclusive
Environment Leadership Bench Managers
n = 59 D&I leaders
Source: 2019 Gartner Diversity & Inclusion Survey
Additionally, employees
don’t see how they can Employees Struggle to See Their Role
influence inclusion at
their organization and “I Believe I Have the Ability to Influence “My Organization Informs Me of Opportunities
feel they aren’t notified of Inclusion at My Organization” to Promote Inclusion in My Day-To-Day Work”
opportunities to promote
it in their daily work.
27%
33% Agree
Agree
67% 73%
Disagree Disagree
n = 9,689 n = 9,689
Source: 2019 Gartner Diversity & Inclusion Employee Survey Source: 2019 Gartner Diversity & Inclusion Employee Survey
There are three key steps
to building sustainable Building Sustainable D&I
D&I strategies.
Three Key Steps
D&I strategies must be Organizations need to prioritize

aligned to and owned by Design Measure a metric that tracks overall
the organization broadly. progress over time.
Act
D&I needs to be embedded into

existing talent and business processes
to ensure consistent application.
Building Sustainable D&I
Design Measure Act
Employee-Centric Comprehensive Embedded

Design Measurement Practices
Organizations should Organizations need to Organizations should focus
take an employee-centric move beyond tactical metrics on embedding D&I into
approach; building more to a more comprehensive existing talent and business
relevant strategy plans and measure of progress on processes to ensure sustained
creating employee-wide D&I strategy over time. change and consistent
ownership for D&I. application of D&I values.
Design Measure Act

Most heads of diversity
and inclusion report Most Organizations Have D&I Strategies
having a strategy that
guides their function “Does Your Organization Have a D&I Strategy?” “Does Your Organization Use a Document
and sets diversity and Percentage of Organizations (e.g., Strategy Plan) to Represent Its D&I
inclusion goals for the Strategy?”
organization. Percentage of Organizations
8.9% 11%
No No
91.1% 89%
Yes Yes
n = 59 D&I leaders n = 59 D&I leaders
Source: 2019 Gartner Diversity & Inclusion Benchmarking Survey Source: 2019 Gartner Diversity & Inclusion Benchmarking Survey
Most organizations update
their D&I strategy plans on D&I Strategy Plans Reviewed Annually
an annual basis.
“How Often Does Your Organization Update Its D&I Strategy Plan?”
Percentage of Organizations
At Least Once a Month 0%
Once a Quarter 8%
Once a Year 63%
Once Every Few Years 29%
Never 0%
0% 35% 70%
n = 59 D&I leaders
D&I leaders across
organizations build Strategy Plans Look Similar Across Organizations
strategies primarily
around similar objectives D&I Strategy Components
that impact and Percentage of Strategies That Feature Component
assess how employees
experience diversity
and inclusion at the A Mission Statement for D&I 91%
organization.
Measures of Success
83%
(e.g., Metrics, Desired Outcomes)
The Organization’s Aspirational Goals

82%
for D&I This Year
Alignment to Business Strategy 72%
Discrete Initiatives to Meet

72%
Organizational D&I Goals
Timeline for Strategy Execution 72%
Partnerships With Other Functional

Areas of the Organization 70%
(e.g., IT HR, Marketing)
A Review of Past D&I Performance 56%
Assessment of/Plans to Assess D&I’s

54%
Current State in the Organization
Clearly Assigned Roles and

Responsibilities for Each 54%
Aspect of the D&I Strategy
0% 50% 100%
n = 59 D&I leaders
While D&I strategies are
well integrated into overall D&I Strategy Primarily Executed Through HR
HR strategy, they aren’t
well represented in core D&I Strategy Representation
business strategy. Percentage Where Strategy Is Represented
D&I Strategy Is Integrated Into the

70%
Overall HR Strategy
D&I Strategy Is Primarily Carried Out

Through Tactics and Practices Run by 67%
the D&I Team/Function
D&I Strategy Is Integrated Into Each 43%

Business Line’s Core Strategy
D&I Strategy Is Primarily Carried Out

Through Tactics and Practices Run
41%
by a D&I Council (e.g., Executive D&I
Council, Advisory Council, ERGs)
Other 6%
0% 50% 100%
n = 59 D&I leaders
The majority of
organizations primarily D&I Strategy Commonly Owned by Talent Leaders
involve heads of D&I
and CHROs as key “Who Is Involved in Creating the D&I Strategy?”
stakeholders in strategy Percentage of Organizations
design.
Head of D&I 96%
Chief Human Resources Officer 85%
Head of Talent Management 51%
Senior Executive Team 47%
Head of Recruiting 47%
Chief Executive Officer 42%
Head of Learning and Development 36%
ERG Leaders 36%
HRBPs 32%
Business Unit Leaders 32%
Legal and Compliance Team 15%
General Counsel 15%
Branding and PR Team 13%
Board Members 13%
Frontline Employees 11%
Head of Total Rewards 9%
Chief Operating Officer 8%
Chief Marketing Officer 8%
Chief Strategy Officer 6%
Chief Ethics/Compliance Officer 6%
Middle Managers 4%
Chief Administrative Officer 2%
0% 50% 100%
n = 59 D&I leaders
Despite well intended
plans, organizations’ D&I Strategy Impact Diminishes During Execution
strategies lose impact
during execution as they What We Have Heard From You
are mostly reactive and
only accountable to senior
audiences.
“We realized that we weren’t getting value out of our
D&I initiatives because we were just reacting to what
we were hearing. We’re so focused on taking on
what the world thinks we should rather than what
our individual organization needs us to.”
Diversity & Inclusion Lead

Financial Services Company
70% of strategists report low confidence in the

organizations’ ability to translate strategy into action.
“We build these strategy plans and they sit on the
n = 45
shelf for no one to see or hold us accountable for
Source: 2019 Gartner Strategy Agenda Poll
results. How can we ask the organization to support
and advance something they can’t even see?”
Head of Inclusion & Equity

Technology Company
Most organizations have
difficulty mobilizing Your Barriers to D&I Strategy
leaders and managers
to take ownership in Percentage of Organizations Listing as Top 5 Barrier
supporting and executing
their D&I strategy.
Leaders and/or Managers Are Unwilling
to Own Roles and Responsibilities 65%
in Executing D&I Strategy
Key D&I Goals Are

37%
Difficult to Prioritize
Overwhelming Stakeholder
37%
Needs and Expectations
Unclear Measures and

35%
Outcomes for Success
D&I Strategy Is Difficult to

28%
Connect to Business Strategy
Limited Access to Employee

20%
and Functional Data
Uncertain Timeline for

17%
Executing D&I Strategy
Unsure How to Decide on the

15%
Correct Number of Goals
D&I Initiatives Fail to Connect

4%
to Overarching D&I Strategy
0% 35% 70%
n = 59 D&I leaders
The most common issues
hindering D&I strategies’ What’s Going Wrong
potential impact are
poor relevance to the Leading Breakdowns in Diversity and Inclusion Strategies
organization’s unique
challenges, and a focus on
sharing plans only at the
most senior levels. D&I Strategies’
Potential Impact
Content Delivery
Focused on making as much progress Primarily written as a decision making
on D&I goals as possible, but not guide for D&I leaders, so only they
relevant to the unique challenges are accountable for success.
of the organization.
Focused on external trends, rather than internal challenges

Reactive to issues, instead of proactive for advancement
Reviewed too infrequently to ensure continued progress
Shared with and therefore only accountable to senior audiences
1 in 2 organizations
prioritize employees Your Results on Designing Employee-Centric Strategies
when designing their D&I
strategies, such as by Leading Breakdowns in Diversity and Inclusion Strategies
connecting to their needs
and values or developing
compelling initiatives.
D&I Strategies’
Potential Impact
Content
Focused on making as much progress
on D&I goals as possible, but not
relevant to the unique challenges
of the organization.
Priorities for Strategy Design

Percentage of Organizations
Developing Compelling
53%
D&I Initiatives
Connecting to Employees’
51%
Needs and Values
Developing and Communicating

49%
the Business Case for D&I
0% 30% 60%
n = 59 D&I leaders
Most organizations can
improve on delivering Your Results on Designing Employee-Centric Strategies
their strategies and
allowing employees to Leading Breakdowns in Diversity and Inclusion Strategies
challenge or appeal to
D&I-related changes.
D&I Strategies’
Potential Impact
Delivery
Primarily written as a decision making
guide for D&I leaders, so only they
are accountable for success.
Effectiveness at Employee-Centric Strategy

Not Effective
Effective
100%
59%
73% 75% 77%
50%
41%
28% 26% 24%
0%
Collecting Accurate and Ensuring That All D&I- Ensuring That All Allowing Employees to
Complete Information Related Changes Are Employee Concerns Challenge or Appeal D&I-
About Employees Before Applied Consistently Are Heard Before Related Changes Applied
Implementing D&I- Across All Affected Implementing D&I- by Their Managers
Related Changes Employees Related Changes
n = 59 D&I leaders
Here are several steps
organizations can take Strategies for Employee-Centric Design
to design effective D&I
strategies. Key Takeaways
Strategy Tactical Steps
• Seek employee feedback from across the organization to

more effectively understand the organization’s D&I goals
and challenges.
• Ensure a diversity of inputs by seeking sources with varying
Build Relevant Plans
levels, roles, talent segments, age, gender, race and ethnicity.
• Design plans around common goals, shared challenges, and
under-represented talent segments that are consistently
mentioned across organizational input.
• Simplify your D&I strategy by framing it around central pillars to

increase employee recognition and make it easier for leaders to
communicate.
Provide Guidance
• Align all D&I initiatives and offerings around these central pillars
to enable employees to more effectively track and recognize
progress against D&I goals.
• Communicate strategy using accessible and inclusive language,

such as “all” and “everyone”, to spark ownership from the whole
Communicate Goals organization.
• Include actionable steps in every communication so employees
clearly know how to contribute to D&I efforts.
Additional Resource
Contact your advisor to learn about how Adobe created organization-wide ownership of D&I
progress by communicating the strategy directly to employees as a digestible story.
Design Measure Act

D&I leaders are focused
on setting clear metrics in D&I Metrics Are a Strategic Priority
order to track progress on
D&I outcomes. Percentage Listing Objective in the Top 5 for D&I in 2019
Setting Organizational Goals and Accountability for

D&I Outcomes 59%
Influencing Diversity Talent Acquisition Efforts 53%
Transforming the Organization’s D&I Culture 51%
Advancing D&I Globally 42%
Engaging Middle Managers in D&I 42%
Engaging Senior Leaders 39%
Enabling Employee/Business Resource Groups 32%
Selecting and Tracking Metrics 31%
Mitigating Bias in Performance Management 25%
Innovating and Looking for “Whats Next” in D&I 22%
Influencing Leadership Development 22%
Developing Mentoring And/or Sponsorships 14%
Visualizing and Communicating Metrics 12%
Improving Employment Branding/Public Relations 10%
Updating Succession Planning Practices 10%
Making Benefits Offerings Inclusive of Diverse
3%
Employee Needs
Ensuring Equity in Rewards 3%
Digitizing D&I 2%
Influencing Internal Communications 2%
Assessing Technology or Vendors Needs and Changes 0%
0% 50% 100%
n = 59 D&I leaders
Organizations use
workforce diversity to Organizations Focus on Workforce Representation
assess their progress on
D&I goals. Percentage of Organizations That Use Metric to Track D&I Progress
Workforce Representation 100%
Diversity Recruiting 82%
Employee Engagement 82%
D&I-Focused Learning and 72%

Development
Employee Retention 69%
Diverse Talent Succession 65%
Organizational Inclusion 57%
D&I Functional Effectiveness 54%
Pay Gap Size 50%
Employee Awareness of D&I 37%
Employee Performance 20%
Performance of Teams 15%
Other 2%
0% 50% 100%
n = 59 D&I leaders
Organizations can easily
track their progress Organizations Are Making Progress on Diversity
on creating diversity
across key demographic Average Percentage of Diverse Demographic in Organizations
segments.
Women in Leadership Ethnic Diversity
67% 33% 67% 33%

Men Women White Minority
Generational Diversity
22% 7%
Baby Boomers Gen Z
32%
Millennials
39%
Gen X
n = 59 D&I leaders
Organizations want to
track inclusion as a metric Organizations Want to Measure Inclusion
for overall progress.
Percentage of Organizations Where Talent Outcome Is Most Important
Workforce Diversity 88%
Employee Attraction 76%
Employee Awareness of 54%

D&I Initiatives
Individual Employee
9%
Performance
Inter-Team Collaboration 9%
0% 50% 100%
n = 59 D&I leaders
However, less
organizations actually But Struggle to Identify the Right Approach
report tracking inclusion
and those who do are still Percentage of Organizations That Use Metric to Track D&I Progress
not sure whether their
approach is giving them
a clear understanding. Workforce Representation 100%
Diversity Recruiting 82%
D&I-Focused Learning and 72%

Development
Diverse Talent Succession 65%
D&I Functional Effectiveness 54%
Pay Gap Size 50%
Employee Awareness of D&I 37%
Employee Performance 20%
Other 2%
0% 50% 100%
n = 59 D&I leaders
“Diversity is easier to measure, because you can count your workforce representation. Inclusion, however, is more
difficult to capture. How do we understand or measure the conditions by which our employees feel included?”
Global Head of D&I

Professional Services Company
Gartner’s Inclusion Index
is a seven-item battery Gartner’s Inclusion Index
that can help clients
clearly measure inclusion Elements of Inclusion
at their organizations.
• These items are the

most representative
Elements Item
items for each element
of inclusion and therefore
organizations can use Employees at my organization who help the organization achieve
Fair Treatment
these to assess inclusion its strategic objectives are fairly rewarded and recognized.
by including them in their
regular engagement Employees at my organization respect and value each other’s
surveys. Integrating Differences
opinions.
• For each element, a
number of potential survey Member of my team give fair consideration to ideas and
Decision-Making
questions were tested in suggestions offered by other team members.
a factor analysis to reveal
the statement with the Psychological Safety I feel welcome to express my true feelings at work.
highest factor loading,
which was ultimately
selected for the index. Communications we receive from the organization are honest
Trust
and open.
Belonging People in my organization care about me.
Managers at my organization are as diverse as the broader

Diversity
workforce.
n = 9,689 employees
Source: 2019 Gartner Diversity and Inclusion Employee Survey
Additional Resource
Contact your account team to request a conversation to learn more about Gartner’s Inclusion
Index and how you can use it to assess inclusion at your organization.
While over half of
organizations believe they How Organizations Perform on the Elements of Inclusion
are effective at building
trust with employees, Effectiveness at Inclusion Outcomes
they can improve on other Percentage of Organizations
key elements of inclusion
such as psychological Effective Less than Effective
safety and integrating
differences.
Trust: Employees Believe They Can Rely on Their
Organization and Others Around Them to Act 54% 46%
Truthfully and in the Best Interest of All Employees
Fair Treatment: The Organization Fairly Allocates

Opportunities, Resources, and Rewards to Employees 41% 59%
on the Basis of Merit
Belonging: Employees Believe They Fit in as a Professional

37% 63%
and Social Member of Their Organization
Psychological Safety: Employees Feel That They Are

Able to Express Their True Sense of Self Without Fear of 31% 70%
Negative Consequences to Self-Image, Status, or Career
Collaborative Decision-Making: Employees Regularly

Consider the Ideas and Suggestions of Other 31% 70%
Employees Before Coming to a Final Decision
Integrating Differences: Employees Leverage the

Differences in Their Beliefs and Opinions to Improve 25% 75%
Their Work
0% 50% 100%
n = 59 D&I leaders
Organizations looking to
increase organizational Programs Offering Biggest Increase in Inclusion
inclusion should consider
the activities that increase List of the Most Effective Initiativesa Tested Against Inclusion Index
the index most.
D&I Recruiting L&D Benefits
ommitment to supplier
C Diverse interview panels Promoting diversity Flexible scheduling
diversity in succession
Diversity referrals
programs Inclusive leader training
Summer intern programs Leadership development

for diverse student programs for
underrepresented
Blind resume reviews employees
Diversity campus
recruiting
n = 9,689 employees
a
Most effective initiatives: Initiatives from the top quartile of increasing inclusion, or initiatives that can increase inclusion by 1.5% or higher.
organizations can take Strategies for Comprehensive Measurement
to better measure their
progress on inclusion. Key Takeaways
• Evaluate your organization’s ability to foster an inclusive work

Standardize Metrics environment according to 7 key elements identified by Gartner,
and Accountability such as psychological safety and fair treatment.
for D&I Progress • Implement Gartner’s Inclusion Index by adding 7 simple
questions to your engagement survey.
• Use Gartner’s initiative effectiveness data to weigh your

Optimize Initiative organization’s D&I offerings against their relationship with
Offerings Towards inclusion.
Inclusion • Assess how your organization’s D&I offerings differentially affect
key demographic groups, such as women, minorities, or veterans.
Additional Resource
Contact your advisor to learn more about Gartner’s Inclusion Index and assess whether your
D&I initiatives are yielding the results you need.
Design Measure Act

Instead of relying on
people to champion D&I Leverage Processes Over People
efforts, organizations
should focus on Percentage of D&I Leaders Who Are Primarily Benefits of Embedding D&I Into Processes
developing D&I by making Using People or Processes
changes to talent and
business processes.
“Creating processes that are structurally resistant
to bias creates consistency and ensures that
35%
D&I values are upheld no matter who is at the
Processes
organization.”
65% Global Head of Diversity

People Technology Industry
n = 59 D&I leaders “As a small team, it is impossible to be everywhere at

once. By embedding D&I into processes across the
business, I can ensure that D&I is being considered
and executed across the organization.”
Percentage of D&I Leaders Who Believe People Chief Diversity Officer
or Processes Are More Effective Financial Services Industry
33%
People
67%
Processes
n = 59 D&I leaders
Talent management
processes are highly Talent Management Processes Most Susceptible to Bias
susceptible to bias, and
are therefore a good place Percentage of D&I Leaders Perceiving Bias in Talent Management Processes
to start embedding D&I.
100%
88%
78% 78%
75%
69%
65%
50% 45%
39%
0%
Promotions Recruiting Performance Manager Organizational Team Total Onboarding
and/or Management Interactions Changes Interactions Rewards
Succession
n = 59 D&I leaders
Note: D&I Leaders were asked to select all talent processes they believed were susceptible to bias.
While most organizations
are striving to embed Your Results on Embedding D&I
D&I into existing talent
processes, only 40% Percentage of Organizations Actively Percentage of Organizations Effective at
believe they’re effective Embedding D&I into Existing Talent Processes Embedding D&I
in doing so.
6% 12%
No Not Effective
40%
Effective
48%
Neither
94% Effective nor
Yes Ineffective
n = 59 D&I leaders n = 59 D&I leaders
Source: 2019 Gartner Diversity & Inclusion Benchmarking Survey Source: 2019 Gartner Diversity & Inclusion Benchmarking Survey
Top 3 Barriers to Embedding D&I

Rank Barrier
Those responsible for talent management processes don’t feel comfortable with the topic of D&I.
No one is specifically responsible for coordinating embedding efforts.
Leaders of talent processes are not bought-in to embedding D&I.

n = 59 D&I leaders
Even though most
organizations are Current Embedding Efforts Aren’t Yielding Results
currently embedding
D&I across their talent Effectiveness at Mitigating Bias
processes, few believe Percentage of Organizations
their efforts are effective
at mitigating bias. Percentage of Organizations
Embedding D&I
Effective at Mitigating Bias
96%
Recruiting
28%
75%
Onboarding
30%
Total Rewards 73%

(i.e. Compensation and Benefits) 43%
71%
Promotions And/or Succession
20%
64%
Manager Interactions
8%
61%
Performance Management
26%
54%
Team Interactions
13%
Organizational Changes 35%

(e.g. Transferring to a New Team/Role) 18%
0% 50% 100%
n = 59 D&I leaders
Organizations are also
making efforts to embed Opportunity to Embed D&I Across the Business
D&I across various
business functions, Embedding D&I Into Other Functions
such as marketing and Percentage of Organizations
customer service.
Marketing/Market Research 81%
Corporate Administration (Strategy,

75%
Public Relations, Legal, Real Estate, etc.)
Customer Service 73%
Retail (In-Store Sales and Management) 67%
Information Technology/Systems
67%
(Including Software Engineering)
Purchasing 64%
Sales (Business-to-Business
61%
and Business-to-Consumer)
Research and Development 59%
Manufacturing 57%
Engineering and Design

56%
(Excluding Software Engineering)
Operations (Service & Product

56%
Delivery), Distribution & Logistics
Finance/Accounting 53%
Quality Control/Assurance 44%
0% 50% 100%
n = 59 D&I leaders
organizations can take to Strategies for Embedding D&I Into Talent Processes
embed D&I into existing
talent processes. Key Takeaways
• Identify talent and business processes across the organization

vulnerable to bias (e.g., succession or recruiting).
Understand Existing
• Map vulnerable processes end-to-end to identify critical points
Processes
where tactical changes could be used to mitigate bias and
improve inclusion.
• Meet with business function heads and process owners to

align them on organizational D&I goals, as well as identifying
Partner with opportunities to embed D&I.
Process Owners • Shift D&I towards a consultative, rather than an authoritative,
role by connecting and influencing key partners across the
organization to incorporate a D&I lens.
• Hold business function heads and process owners accountable

for increasing inclusion, such as by clarifying metrics of success
Update Processes and/or failure.
Using Inclusion- • Use a structured discussion guide when meeting with function
Based Interventions heads and process owners to ensure their understanding of
the purpose, challenges, and next steps when executing an
intervention.
Additional Resource
Contact your advisor to learn about how Novo Nordisk used tactical shifts to embed D&I into
their succession management process.
Survey Methodology
and Demographics
41
We surveyed leaders
from organizations across D&I Leader Benchmarking Survey
various industries and
regions. Demographics
Region Representation Industry Representation

North America 89% Aerospace 2%
Europe 5% Construction 0%
Asia 5% Consumer Goods 3%
Latin America 0% Education 2%
Australia or New Zealand 0% Financial Services 25%
Africa 0% Government/Non-Profit 7%
Health Care 2%
Organizational Head Count (FTEs) Representation Insurance 9%
1 to 1,000 Employees 5% Leisure 0%
1,001 to 5,000 Employees 14% Manufacturing 9%
5,001 to 10,000 Employees 19% Media and Entertainment 0%
10,001 to 50,000 Employees 46% Oil and Gas/Mining 2%
More Than 50,000 Employees 17% Pharmaceuticals 5%

Professional Services 0%
Real Estate 0%
Restaurant 0%
Retail 2%
Technology 14%
Travel/Transportation 0%
Utilities 14%
Other 7%
n = 59 D&I leaders
Source: 2019 Gartner Diversity and Inclusion Benchmarking Survey
Note: Totals may not round up to 100% due to rounding.
We surveyed nearly
10,000 global employees D&I Employee Survey
across 20 industries and
19 countries. Demographics
Region Representation Industry Representation

North America 43% Aerospace 1%
Europe 32% Construction 3%
Asia 15% Consumer Goods 3%
Latin America 7% Education 9%
Australia or New Zealand 0% Financial Services 7%
Africa 3% Government/Non-Profit 9%
Health Care 12%
Organizational Head Count (FTEs) Representation Insurance 2%
1,001 to 5,000 Employees 23% Leisure 1%
5,001 to 10,000 Employees 17% Manufacturing 10%
10,001 to 50,000 Employees 19% Media and Entertainment 1%
More Than 50,000 Employees 42% Oil and Gas/Mining 1%

Pharmaceuticals 1%
Professional Services 4%
Real Estate 1%
Restaurant 2%
Retail 10%
Technology 10%
Travel/Transportation 4%
Utilities 3%
Other 7%
n = 9,689 employees
We surveyed nearly
10,000 global employees D&I Employee Survey (Cont.)
across 20 industries and
19 countries. Demographics
Function Percentage Generation Percentage

Corporate Administration 9% Generation Za 7%
Customer Service 15% Millennialsb 47%
Engineering and Design 3% Generation X c
32%
Finance/Accounting 7% Baby Boomers d
15%
Human Resources/Education/ a
Gen Z: Born 1995 and after.
8%
Training b
Millennial: Born 1980-1994.
c
Gen X: Born 1965-1979.
Information Technology/Systems 12% d
Baby Boomers: Born 1946-1964.
Marketing/Market Research 1%
Manufacturing 5%
Operations, Distribution
9%
and Logistics
Purchasing 1%
Quality Control/Assurance 3%
Research and Development 3%
Retail 6%
Sales 3%
Other 14%
n = 9,689 employees
Our quantitative research
process consisted of two Inclusion Model Overview
stages.
Deployed Employee Surveys Conducted Data Analysis
• We deployed a survey Step 1 Step 2
and conducted statistical
analyses on business
We used multivariate linear regression to determine
outcomes. Employee Survey: We surveyed nearly 10,000 global
the impact of sustainable D&I strategies on
employees across 20 industries and 19 countries.
organizational inclusion.
Y = α + βX + γC + ∑
Outcome Variables (Y) Control Variables (C)

Organizational Inclusion: The organization’s • Gender
ability to foster an inclusive work environment • Age
along 7 key dimensions, such as fair treatment • Employee Level
and psychological safety. • Country
• Organization Size
Drivers (X) Impact (β)
• Recruiting Initiatives: What methods does your Impact on Outcome of Driver X
organization use to support diversity recruiting? Impact (γ)
• Benefits Initiatives: Which of the following benefits Impact on Outcome of Control C
does your organization provide?
Constant (α)
• Learning and Development Initiatives: Which learning Statistical Error (∑)
and development opportunities does your organization
provide?
• D&I Initiatives: Does your organization engage in the
following D&I activities?
n = 9,689 employees
We conducted extensive
primary and secondary Sample Sources for Measuring Inclusion
research to best
understand how inclusion Primary Research Secondary Research
has been defined and
measured in the past
and adapt it best for Employee Panel Surveys Academic Papers
D&I leaders. • 2016 Gartner Leadership Validation Survey • The Benefits of Climate for Inclusion
• 2019 Gartner D&I Strategy Survey for Gender-Diverse Groups (Nishii, 2013)
• Inclusion: Conceptualization and
Measurement (Jansen et al., 2014)
Client Conversations Articles by Thought and Industry Leaders

• Over 30 Research Interviews Exploring • Amy Edmondson on Psychological Safety
Engagement Surveys, Vendors and • Google’s Team Effectiveness Attributes
Inclusion Outcomes
Other Inclusion Indices

• Proprietary Client Indices (e.g., Volvo)
• Vendors and Competitors (e.g., Gallup)
• D&I Benchmarking and Maturity Models

Build Sustainable PDF

Transféré par

Informations du document

Titre original

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Build Sustainable PDF

Transféré par

Droits d'auteur :

Formats disponibles

Building

For further guidance, please see Gartner’s complete policy at https://www.gartner.com/en/about/policies/antitrust-guidelines.

Social and Political Change

Source: Gartner (2019)

Setting Organizational Goals and

Set up a strategy and structure that is:

Source: Gartner (2019)

D&I strategies must be Organizations need to prioritize

D&I needs to be embedded into

Design Measure Act

Employee-Centric Comprehensive Embedded

Design Measure Act

Employee-Centric Comprehensive Embedded

At Least Once a Month 0%

Once a Year 63%

Once Every Few Years 29%

The Organization’s Aspirational Goals

Alignment to Business Strategy 72%

Discrete Initiatives to Meet

Timeline for Strategy Execution 72%

Partnerships With Other Functional

A Review of Past D&I Performance 56%

Assessment of/Plans to Assess D&I’s

Clearly Assigned Roles and

D&I Strategy Is Integrated Into the

D&I Strategy Is Primarily Carried Out

D&I Strategy Is Integrated Into Each 43%

D&I Strategy Is Primarily Carried Out

Diversity & Inclusion Lead

70% of strategists report low confidence in the

Head of Inclusion & Equity

Key D&I Goals Are

Unclear Measures and

D&I Strategy Is Difficult to

Limited Access to Employee

Uncertain Timeline for

Unsure How to Decide on the

D&I Initiatives Fail to Connect

Focused on external trends, rather than internal challenges

Priorities for Strategy Design

Developing and Communicating

Source: Gartner (2019)

Effectiveness at Employee-Centric Strategy

Strategy Tactical Steps

• Seek employee feedback from across the organization to

• Simplify your D&I strategy by framing it around central pillars to

• Communicate strategy using accessible and inclusive language,

Design Measure Act

Employee-Centric Comprehensive Embedded

Setting Organizational Goals and Accountability for

Workforce Representation 100%

Diversity Recruiting 82%

Employee Engagement 82%

D&I-Focused Learning and 72%

Employee Retention 69%

Diverse Talent Succession 65%

Organizational Inclusion 57%

D&I Functional Effectiveness 54%

Pay Gap Size 50%

Employee Awareness of D&I 37%

Employee Performance 20%

Performance of Teams 15%

Women in Leadership Ethnic Diversity

Focused on external trends, rather than internal challenges

Summer intern programs Leadership development