Diversity Accreditation
What is Diversity Certification /Accrediation?
Diversity certification is relatively new and is still in its infancy. There are several ways to review Diversity and Inclusion Accreditation with the most recent being the Accredit Global Frameworks which is an audit-able yearly process to ensure excellence.
| AREA | ASPECT | MEASURE |
| Diversity and Inclusion Initiatives | Strategic planning | Based on sound methodology
Systemic approach designed to: + align with current graduate profiles + encourage progression of that current graduate profile + infill graduate profile (aligned to times) + address current baseline of the business, through pathway planning + overcome external business landscape complexities |
| Org Readiness | Base line Survey
+ Current demographic + Current attitudes Community + Current demographic + Current attitudes Employee Pool + Current demographic + Current attitudes Graduate Pool + Current demographic + Current attitudes Current work environment Target work environment: + Attitudes + Flexibility + Underlying work skills for industry qualifications based on: o course skills and competency o pre-employment and employment screening practices o past/current training models and selection practices and consideration of: § Bias § Promoting for technical / detail competence § Promoting for “soft skills” + Operating Style + Operating environment |
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| People | + Talent management focused on strategy and organizational culture
+ A systemic approach to recruiting, on-boarding and retention + Tools for identifying: o organizational talent gaps o improvement opportunities o making gains + Connected recruiting to business goals with supporting: o Tools o Systems o Processes + Strategies for improved employee engagement through a systemic: o Pre-recruiting o Recruiting o Selection o On-boarding |
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| Quality | Leadership Vision and Commitment | Strong vision:
+ Focus + Financial investment + Accountability Leaders at all levels: + Directors + CEO + Senior Management + Management + Employees + HR |
| Design and Improvement | Based on:
+ best practices + customer requirements + assessable Monitored and Sustained to produce verifiable results |
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| Design and Improvement | Clear on model, purpose and paradigm :
+ Business improvement + Customer alignment + Geographic match + Geopolitical necessity + Sustainability integration + Attraction Strategy + Competitive Edge / Product Development |
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| Design and Improvement | Program, Systems, Tools and Methodology to:
+ Launch + Enhance + Renew |
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| Design and Improvement | + Developmental Program, Systems, Tools and Methodology for effective and sustainability:
o Purpose of the Program o Change drivers o organizational development intervention + The historical evolution of diversity and inclusion and the implications for designing and implementing D&I initiatives o Understanding organizational readiness when launching an initiative o Level-setting organizational understanding of diversity and inclusion o Developing a strategic plan that is aligned with mission, vision and values + The importance of a clear business rationale o Communication and education as key pillars of the initiative o Engaging employees across the organization o Key internal and external stakeholders o Accountability and measurement o Rewards and recognition |
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| Engagement and Empowerment | Capable to taking action and initiative to positively influence:
+ current culture + nature of the experience + quality of the experience for customers, employees and managers |
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| Accountability | Establish the standards
Convert the standards to meaningful actions and outcomes, including: + plans + explicit requirements set out in: o job descriptions o performance evaluations o team reviews Maintain the standards through: + persistent focus + performance coaching + consequences + courageous decisions |
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| Measurement and Feedback | + Use of organizational culture to drive the success of the talent management strategy
+ Challenges and opportunities of pre-recruitment, recruiting and retention + Business drivers for diversity management + The impact and influence of unconscious bias on organisations, management and people and their decision-making + Aligning business strategy, people management strategy and Diversity and Inclusion strategy + Trends (past, current and future) in recruitment and on-boarding + Examining and advancing current programs for: o performance management o mentoring o succession planning o coaching + Examining and advancing current arrangements under: o systems o policies o processes o practices + Reviewing programs and arrangements that influence: o Pre-recruitment o Recruitment o Retention o On-boarding o Integration into the workplace + Developing a balanced approach to quantitative and qualitative measurement |
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| Measurement and Feedback | Measurement and feedback methods:
+ are sound + produce information that leaders can communicate o to drive celebration o to drive improvement |
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| Communication | To advance the primacy of the objectives on consistent high performance outcomes, align:
+ organization’s communication + employee’s personal communication performance + management’s personal communication performance + stakeholder communication performance |
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| Development and Training | All training strategies:
+ connect to diversity strategy + are inclusive + reinforce commitment to outcomes |
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| Reward and Recognition | Recognition practices aligning positive consequences to:
+ customer experience + stakeholder assessment + employee understanding |
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| Performance | Instill and sustain a system for inviting and handling non conformances and identifying improvement opportunities. | |
| Focus and Sustainability | Keep the focus in:
+ meetings + planning + reviewing Continue to allocate resources to improve the service and the vision |
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| Understanding | + intersectionality
+ multiple identities + diversity and change + organisational trends + tensions triggered by change + Past demographics / legacy cultures and diversity + concept of o “race” o “identity” o “identification”: § Gender § Orientation § Culture § Spirituality o Inherited power: § Wealth § Race § Religion § Associations § Institutions + business cases for diversity + cultural intelligence + demographics and attitudes across the ages + religion and spirituality in the workplace + emerging definition of “work” + 21st century skills |
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| Conversations | + Avoiding the blame game
+ Addressing Legal issues + Blended and Experiential learning + Evaluating success + Evaluating under delivery + Emerging issues + External suppliers consultants |