Data and reporting in diversity and inclusion initiatives  | Article

During The Whitehall & Industry Group’s tenth annual Diversity and Inclusion Conference, a cross-sector panel of speakers discussed the power of using data effectively to drive change.

Paul Gerrard, Director of Campaigns, Public Affairs and Board Secretariat at Co-op and Beth Moon, Head of Customer Insight & Behavioural Science at Ofgem shared insights on using data and reporting in their Diversity and Inclusion initiatives.

Key takeaways

• Quantitative data helps organisations see where there is an issue by identifying a pattern, while qualitative data helps highlight reasons this issue may be occurring and showcases people’s experience of the issue
• Normalising conversations about impact can help increase self-declaration
• Thinking about what your audience values and prioritises helps better communicate your findings and proposals
• Use data to prove, stories to move

The need for data: Without data, you’re lost

Organisations can identify issues and understand changes that need to be made by collecting and analysing relevant data. This can be done when looking at employee policies and when creating policies affecting the wider public.  

Quantitative and qualitative data

Both quantitative and qualitative data are needed when creating and evaluating diversity and inclusion policies. Quantitative data helps organisations see where there is an issue by identifying a pattern, while qualitative data helps highlight reasons this issue may be occurring and gives a flavour of the experience of the people affected by the issue.

In action: hiring and promotion

For example, organisations can use data to help identify any patterns of characteristics of people getting hired and people getting promoted – who is getting in and who is getting on.

At one organisation, the quantitative data showcased that senior levels of the organisation had fewer percentages of people from lower socioeconomic backgrounds. The qualitative data they gathered from employee feedback and surveys suggested that one reason for this was unpredictable hours which limited the ability to progress from lower-level positions.

Based on these findings, they were able to prioritise giving people much more stable contracts to enable progression. Data allowed them to take action.

Collecting Data

Organisations rely on people self-reporting to gather the needed data. Because it is voluntary, it can be difficult to collect enough data to see issues at scale and work out where interventions are needed.

Organisations typically are able to collect a good amount of data about some characteristics, such as age and gender, but other characteristics have a lower rate of self-declaration. Where this is the case, leaders must create a strategy to increase this rate.

Leaders have found that an effective way to encourage colleagues to complete self-declaration forms is to explain why the information is needed and important and how it will be used to help create change.

One way to do this is by normalising conversations about how people’s backgrounds have helped or hindered their progress. This technique is especially impactful when senior leaders participate in these conversations. When teams hear colleagues talking about this across the organisation, it helps them realise others are going through the same thing and encourages participation.

When collecting data from external audiences, emphasising inclusive data collection practices can support reaching the largest variety of audiences, including those who are vulnerable.

Creating change with the data

Once the data is collected, it must be communicated effectively with others across the organisation to create change.

Know your audience

Different audiences will be convinced by different approaches.

Identify your stakeholder’s values, priorities, and preferred way of communicating, and shape your messaging based on that.

For example:

• For those considering an organisational perspective, highlight the impact on cost and the possibility of missing out on talent
• For colleagues, centre on how policies will enable people to move forward in their career
• Boards will usually prefer a short, sharp, focused approach. Communicate what you know and what you want to do about it. Supplement your data with a case study approach.

Vary the way you communicate

Using multiple formats can help get your message across. This can include dashboards, reports, written content, and videos.  Speakers emphasised the need to use data to prove and stories to move.

More technical industries may have a preference for charts and numbers, so prioritising using this type of data can help ensure the message garners attention.

Other times, it can be beneficial to take a storytelling approach to make it more real to others and prevent getting lost in the data. Qualitative examples can give richness to the data and bring it to life.

For example, when communicating how policies affect vulnerable people, creating a video can help make the effects more tangible to an audience without the lived experience to naturally understand and relate to the situation.

Use qualitative data when quantitative is unavailable

When lacking quantitative data, for example, because you are at the start of the process or are working in a region of the world where self-declaration can be dangerous, it can be useful to use qualitative data and stories to help form the policy. Without having complete data, this process will be iterative and will change shape as more data is collected and information is gained.

Delegate the responsibility

Breaking down the data further into a more granular level and distributing goals throughout the organisation can encourage leaders at all levels to prioritise the work that needs to be done to create change. This helps encourage initiatives at the right level.

Continued support from WIG

 WIG offers regular opportunities for our members to connect with other professionals in the D&I space and enhance their skills through our professional networks and events, including our annual Diversity and Inclusion Conference.

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