The success of a company’s diversity initiatives is notoriously difficult to measure. Businesses can spend time, money, and effort on initiatives to promote diversity, but the efforts seem fruitless unless business leaders can observe measurable results. On the other hand, at times numerical results may be obvious, such as higher retention rates for diverse employees, but this does not confirm with certainty that implemented diversity initiatives were truly successful. How, then, can businesses know whether their diversity efforts are effective? The best method is to speak directly to diverse employees! Only the people who are directly affected by the initiatives can determine their effectiveness.

Since sitting down with each employee individually could be a challenge, the best way to give every employee an equal voice is through annual or bi-annual employee surveys.

Read on to learn the 3 best practices to make your company’s employee surveys inclusive!

Why Creating Employee Surveys is Beneficial for Your Organization

Employee surveys offer employees a voice. Surveys demonstrate to employees that upper management wants to hear their perspective on initiatives that they’ve enacted. And only employees – particularly diverse employees – can offer valuable feedback on whether the policies in place are actually changing their professional lives for the better. Diverse employees are more likely to remain hopeful and motivated in their workplace when they know that they’ve been given an opportunity to share their struggles in a constructive way. Surveys also empower diverse employees to take more control over their professional experience by being open, authentic, and honest in their feedback about current company diversity programs and initiatives.

Surveys pave the way for a better employee experience for both current and future diverse employees.

Best Practices to Solving the Problem

#1 Ask neutral questions that encourage honesty.

It can be easy to create survey questions that “lead” survey-takers to answer in a particular way. When creating surveys, try to voice questions in a way that allows employees to answer simply and honestly. This can be done by using uncomplicated, neutral language. For example, instead of asking, “How do you benefit from our diversity initiatives?,” you could ask, “Do you currently benefit from our diversity initiatives? Why or why not?” The first question assumes that the initiatives have been helpful; the second question invites positive or negative feedback.

Additionally, when structuring the survey, aim to only address one issue per question to minimize confusion. A question such as “Do you feel included in meetings, in interviews, and in special events?” offers too many variables. Survey-takers are not likely to break the question down into individual parts. Instead, it would be better to simplify the question: “Do you feel included in manager meetings?”

#2 Keep it anonymous.

Requiring employees to submit their name with their information can cause some problems with survey results. For instance, some employees seek (even subconsciously) to come across positively to their managers or the executive team. This might influence employees to bend the truth or answer questions more optimistically than they truly feel. Likewise, diverse employees might feel obligated to come across a certain way to the leadership team when answering questions about company diversity initiatives.

In most cases, it is preferred to distribute and collect surveys anonymously in order to receive the most accurate results.

#3 Don’t stop with data-gathering.

The problem with surveys lies with the action steps following the survey submissions. When employees take the time to fill out a survey openly and honestly, they expect that their complaints, feedback, or opinions will be heard and acted upon. However, many companies fall into the trap of only tracking the survey data. While it is helpful to have statistics to measure progress, the goal of surveys is not simply to gather numbers – it’s to make changes based upon the needs of employees. Employees who make their voices heard but never see a change often deal with frustration. In their eyes, leadership begins to seem hypocritical: they say with words that they want employee input but never take action to make employees’ lives better.

Employees will not take surveys seriously if they don’t see true change.

In order to create an inclusive and diverse workplace, it’s essential that you create opportunities with inclusive employee surveys. Regularly providing opportunities will help you retain your top diverse talent. Our guide, “Retaining Diverse Talent: Employee Surveys Guide”, will walk you through the process of how to do just that. It’s easy to do, and you can get started today! So what are you waiting for? Download our Guide today! Happy recruiting!

One of the primary struggles for diverse employees is finding a comfortable place to learn, grow, and connect to others in the workplace. Companies that do not offer employees opportunities to do all three often cannot attract diverse candidates. Many companies have embraced Employee Resource Groups, or ERGs, as a solution to meet diverse employees’ desire for development and community. However, even companies with ERGs in place can struggle to attract or retain diverse employees.

Typically this comes down to a lack of structure, funding, or executive support. So, companies with no ERGs find that their diverse employees lack opportunity, and companies with ERGs in place often overlook the specific needs of those resource groups. Both problems result in a low retention rate for diverse employees.

Read on to learn the 3 best practices your company can do now to retain diverse talent through creating ERGs!

Why Creating ERGs is Beneficial for Your Organization

Employee Resource Groups are an effective tool to provide community and offer leadership opportunities to diverse employees.

ERGs are an “open forum” of sorts, where diverse employees can express their needs or concerns in a way that can make real change in a company.

Further, employees involved in ERGs have the opportunity to connect with like-minded coworkers to create a more inclusive environment in the workplace as well as enhance their own work experience.

Employees who are comfortable and included are better contributors, which improves diverse company input and innovation as a whole! Companies with healthy ERGs in place can expect higher retention rates of diverse employees as well as a more inclusive work culture

Best Practices for Solving the Problem

#1 Create a structure for ERGs.

A program without structure will encounter unnecessary stress or even failure, and ERGs are no exception.

When establishing ERGs, decide in advance how leaders will be selected within each resource group, how the groups will be funded, and how the groups will remain in sync with overall company goals.

Seek to keep similar structures in place for each ERG within the company. When leaders are selected for ERGs, make sure they are familiar with the structure as well.

#2 Remove obstacles to the success of ERGs.

Sometimes companies establish ERGs only to see them fizzle out over a period of months or years. When this happens, often the culprit is a lack of employee time.

When employees are expected to add ERG activities and responsibilities on top of their current work tasks – not to mention their personal responsibilities – many conclude that being a part of an ERG is not possible due to a lack of time. One way to remedy this is to allow ERG activities to take place during work hours.

A second reason that some ERGs fail to thrive is a lack of financial support. ERG leaders work hard, but typically their efforts are in a volunteer capacity. Because Employee Resource Groups improve the company as a whole, it would be beneficial to consider providing some compensation to ERG leaders. Compensation demonstrates the company’s dedication to ERGs as well as acknowledges the value of ERGs in a tangible way.

#3 Encourage ERGs from the executive level.

An Employee Resource Group cannot succeed long-term without the support of the company’s executive leadership team. Leaders can encourage ERGs in a variety of ways.

First, it is imperative that executive team members talk about ERGs with new hires. Let new hires know what groups are available, and introduce them to ERG leaders or members that they might connect with.

Second, since funding is crucial to the life of ERGs, the executive team can further encourage ERGs by offering financial support. Allocate a portion of the monthly budget to go to ERGs, or seek out sponsors.

No matter how the funding happens, it lets employees know that the executive leaders of the company are fully on board with Employee Resource Groups.

In order to create an inclusive and diverse workplace, it’s essential that you create an inclusive environment with ERGs. Our guide, “Retaining Diverse Talent: Creating ERGs”, will walk you through the process of how to do just that. It’s easy to do, and you can get started today! So what are you waiting for? Download our Guide today! Happy recruiting!

More than half of companies focus their onboarding process on paperwork and procedures.¹ A paperwork-centered onboarding process gives employees factual knowledge of their role, but it does not equip them to feel confident and satisfied in their new position. Interestingly, some companies don’t have any sort of onboarding process in place at all; they simply answer questions as they come up.

This informal approach leaves the new hire feeling chronically “behind the curve” in their learning and performance, which is not a positive way to begin with a company. The lack of an effective onboarding process causes many companies to lose talented, diverse employees soon after they are hired.

Read on to learn the 3 onboarding practices your company can do now to retain diverse talent!

Why Improving Your Onboarding Process is Beneficial for Your Organization

An excellent onboarding process is structured, intentional, and communicative. It sparks excitement in new employees, and it nurtures that excitement over time.

Companies committed to diversity can benefit from an improved onboarding plan because, when putting in the work to attract diverse, talented employees, it is important to retain those employees!

Companies with strong onboarding processes enjoy higher retention rates across the board. New hires are also statistically more likely to refer their friends to a company when their onboarding experience was excellent.

So, by honing and refining the onboarding process, companies can maximize their diverse and talented employees’ time at the company as well as expand their applicant pool.

Best Practices for Solving the Problem

As you’re looking to improve your onboarding program, it would be beneficial to audit your current onboarding process through feedback from your most recent hires. An audit will likely highlight specific areas where you can improve. In addition, you can implement these best practices:

#1 Keep up the communication.

A good onboarding process doesn’t last one week or even two weeks. In order to maximize effectiveness, an onboarding program ought to last around 90 days.

When designing an onboarding process, include intentional communication for at least the first three months. For example, it might be helpful to schedule weekly manager meetings where new hires can ask questions, evaluate their progress, and receive feedback.

In addition, be sure to clearly communicate objectives, goals, and expectations. Allow new hires to share their personal goals as well. As new employees adjust to their new roles, providing opportunities for communication will go a long way in creating a positive work experience.

#2 Focus on structure.

The least effective onboarding processes are not thought out. A reactive onboarding situation – in which management simply answers questions as they arise – sets new employees up for failure.

This lack of support will leave new hires feeling frustrated or inadequate in their role when they have questions.

Creating a consistent onboarding structure is a proactive measure to help new hires acclimate. This might include scheduled communication, intentional learning experiences, and phased assignments.

A structured process creates a sense of security and confidence in new employees.

#3 Involve your new employees.

Finding a sense of community plays a huge role in employee satisfaction at work. Particularly with diverse employees, community and inclusion will make a massive difference in their experience with your company.

Be intentional in involving your new hires in meetings, informal gatherings or check-ins, and social events.

Connect new hires to mentors and/or like-minded coworkers. Encourage new employees to share insights and make their voices heard.

Affirm their feedback and listen to their concerns. Involvement is an excellent way to communicate value, and diverse employees in particular will be drawn to places where they know their presence is desired and valued.

In order to create an inclusive and diverse workplace, it’s essential that you create opportunities with an excellent and organized onboarding experience. Regularly auditing your processes will help you attract the top diverse talent that you seek. Our guide, “Retaining Diverse Talent: Onboarding”, will walk you through the process of how to do just that. It’s easy to do, and you can get started today! So what are you waiting for? Download our Guide today! Happy recruiting!