Quantitative Measurements for managers outside the US

Many quantitative measures focus on how an organization "looks", for example, the percent of women as compared to the percent of men, or the percent of minorities as compared to the majority culture.

Representation: What does your organization look like in terms of diversity? You should analyze your organizational unit and identify the percent of men, women, and minorities. Are these percentages consistent with similar organizational units within your company? Outside your company? Which groups are under-represented?

Hiring: Who is getting hired within your organization? You should analyze the demographic diversity of new hires within your organization as well as the demographic diversity of the applicants and candidates who received interviews. Does this reflect the range of diversity available in the pipeline? Are certain groups less represented? What does the diversity of applicants and hires look like for external candidates vs. internal candidates? What does it look like for various recruiting sources?

Development: How many employees have an individual development plan? Dissatisfaction with development drives employees to seek opportunities outside the company. Having a development plan helps employees to see beyond their immediate position to longer-term opportunities, which ties them to the company, thereby preventing future turnover. In addition, written development plans have been found to be helpful for the advancement of women and people of color.

Pay equity: Are women and women being paid the same as males from the dominant culture in similar positions? The human resource department can conduct a pay equity review to determine if all employees are being paid the same for similar responsibilities. You should review this data to make sure that there are no discrepancies.

Promotion: who is getting promoted within your organization? You should analyze the promotion rates of men, women, and minorities within your organization. Are the rates similar for men and women? Are the rates similar for minorities and people from the dominant culture? If not, then you will need to research potential reasons for the disparity. The Career development and planning section may give you some ideas for resolving the disparity.

Turnover: Who is leaving your organization? You should analyze your voluntary and involuntary turnover by demographic category. If the turnover rates for each demographic group are not similar, then you will need to research the reasons for the disparity. You also may want to look at the retention of high performers. Some companies set goals to retain a certain percentage of high performers; for example, at least 90%. The Retention section of this toolkit will give you some ideas for decreasing turnover and improving retention.

This toolkit is provided for informational purposes only. It is not intended to replace legal, compliance, or other professional advice. TWP assumes no liability for the use of this toolkit.
Web-based Leaders' Toolkit, © Copyright, 2002. Technology Workforce Partners. All Rights Reserved. Technology Workforce Partners was a consortium of high technology companies that worked collaboratively on diversity issues in the workplace from 1995-2005.