Diversity. Self Assessment of Diversity Performance. Sponsored by:

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1 Diversity Self Assessment of Diversity Performance Sponsored by:

2 Instructions This self assessment tool is intended to be conducted by the organization, with participation of at least three or four members of the organization. Discussion will naturally take place, so allow two to three hours to complete the self assessment tool. of the practices called for below can be in the form of written documentation, video presentations of programs, on-site interviews, the testimony of employees and community members, and other examples of behaviors and practices consistent with the intent of this evaluation. can include published standards, active training programs, the utilization of appropriate tools and standards in measuring performance, specific systems, policies and procedures that reflect appropriate practices, and evidence of leadership within the organization and in the external community directed toward improving the community s recognition and commitment to valuing and embracing diversity. Claims of commitment and intent will always be of less impact when they are not supported by complementary evidence. The presentation of evidence and examples should be structured so as to inform and educate the evaluator, without attempting to achieve recognition through the volume of materials cited or presented. Note: Please label each section for the level and question you are answering. Submit no more than three pieces of evidence for each element from the self evaluation form that you believe reflect your practices. The evaluator should not be expected to extract evidence from a large but unfocused presentation. A selective presentation of the best practices will generally carry greater weight in an evaluation than will a presentation focused on amassing a significant volume of diversityoriented practices. There are five levels of performance, reflecting the movement from a basic level to, ultimately, a high level of commitment to the values of diversity. Level 1 Level 2 Level 3 Level 4 Level 5 Acknowledgement and Compliance Awareness and Commitment Explicit Recognition of Value Pro-actively Embraced Leveraged as a Key, Long-term Strategy For more information about New North, Inc. and the diversity initiative visit

3 The Self Assessment Level 1 Acknowledgement and Compliance Management Practices and Behavior 1A. EEO/Civil Rights Compliance Plan for the State of WI/Affirmative Action Plan (AAP) is in place and routinely audited. 1B. All managers are trained in EEO/Affirmative Action requirements (interviewing, termination, promotion, etc.) and all leaders are trained to understand and comply with all federal and state equal employment laws (EEO). 1C. An internal strategy/program is in place for handling any EEO complaints. 1D. If applicable, required Office of Federal Contracts Compliance Program (OFCCP) guidelines are followed.

4 Level 2 Awareness and Commitment Leadership Practices and Behavior 2A. There is a commitment to diversity by top leadership. 2B. The value of diversity is communicated by executives and leaders throughout the organization. 2C. There are dedicated resources and a structure in support of diversity. 2D. The diversity initiative has a budget. 2E. Basic awareness and skills training, focused on diversity principles, has been implemented. 2F. The organization promotes and participates in diversity-related event(s). 2G. The organization undertakes a regular values and culture assessment in support of diversity, that includes: Ga. An environmental survey focused on assessing the health of current diversity initiatives; Gb. that the organization has achieved a culture of diversity and works to orient new members to that culture; and Gc. A regular assessment of the organization s culture and values in support of diversity.

5 Level 3 Explicit Recognition of Value Management Practices and Behavior 3A. The CEO models a commitment to diversity through words and actions. 3B. The top leadership team s commitment (or the leader s commitment) is evident through actions that support attracting, recruiting and retaining a diverse workforce. Changes in Culture / Company Values 3C. A diversity council or committee drives and implements new diversity initiatives. 3D. The business case has been made and a strategic plan for diversity has been developed, with clearly defined goals, expectations and measurements that are supported by the CEO/leadership team. 3E. The business case and strategic plan for diversity have been rolled out at organizational, group, department and team levels. 3F. The organization tracks employee demographics and measures diversity in recruitment, retention and advancement. 3G. HR functions including learning opportunities, pay structure, benefit structure, and performance review processes integrate the values of diversity and inclusion. 3H. Managers/leaders demonstrate diversity skills and understanding in their day-to-day interactions. 3I. Retention strategies are in place and support diversity (e.g., mentoring initiatives, internal work networks/affinity groups, community resources and connections). [This criteria may not apply to all firms due to size.] 3J. The organization is actively involved in community partnerships that promote diversity. 3K. Awareness and skills training in diversity have been implemented and their focus is to go beyond basic EEOC compliance.

6 Level 4 Pro-actively Embraced Management Practices and Behavior 4A. The organization tracks progress of its diversity efforts and holds itself accountable for the results. 4B. The Board of Directors is knowledgeable about the organization s diversity initiatives. Changes in Culture / Company Values 4C. Organization vision, mission and values identify diversity as a strength. 4D. The organization regularly communicates its diversity results to key stakeholders. 4E. The Diversity Leader plays a strategic role in the organization and is solid lined to the CEO and the senior executive level. 4F. Diversity values are internalized throughout the organization s culture. 4G. Leading/managing a diverse workforce is a key factor in the performance measurement systems. 4H. Employee and community feedback loops inform leaders on diversity-related issues and opportunities. 4I. Diverse team members, groups and their needs are included and considered in strategic decisions. 4J. The organization recognizes and rewards employees for a commitment to diversity and the results that arise from it. continued on next page >

7 Level 4 Pro-actively Embraced (Continued) Vendor Selection 4K. A supplier diversity program is staffed and functions to drive performance. Marketing Practices 4L. Diversity is a factor in product design, marketing, customer service and communications strategies.

8 Level 5 Leveraged as a Key, Long-term Strategy Changes in Culture / Company Values 5A. A spirit of diversity permeates the organization s culture. 5B. The focus is on diversity beyond diversity. 5C. The organization s leadership pipeline (its development of the next generation of leaders) is diverse and advancement decisions support diversity. 5D. The composition of each leadership level reflects the diversity perspective of the organization and the community s demographics. 5E. Broad diversity exists at the board level. Involvement in the Community 5F. Leaders drive change and are viewed as advocates for diversity and diversity beyond the organization. 5G. The organization is recognized as a model among diverse, high performing organizations. 5H. The organization has a reputation as an employer of choice internally and in local, regional or national communities (or markets) where diversity is highly valued. Full permission granted to use this material for organizational self-assessment and training, but not for commercial sale INCLUSIVE SOLUTIONS, Michael D. Troyer, 926 Willard Drive, Suite 234, Green Bay, WI troyerm@uwgb.edu