Create a People-First
Diversity, Equity, and
Inclusion Strategy
Build a sustainable strategy by focusing on real
people’s experiences to uncover and address
systemic inequities.
McLean & Company is a research and advisory firm that provides practical
solutions to human resources challenges with executable research, tools, and
advice that will have a clear and measurable impact on your business.
© 1997-2020 McLean & Company is a division of Info-Tech Research Group Inc.
McLean & Company Insight
Executive Summary
Diversity, equity, and inclusion (DEI) is a continuum – an ongoing journey of unlearning and learning the deeply rooted dogmas that guide
the way organizations operate. The DEI strategy is a mechanism through which systemic issues and the ingrained way things are done at
organizations can be challenged and changed. Creating a scaled and purposeful strategy, upheld by strategic pillars, and customized DEI
initiatives kick-starts the journey.
Situation
• Most organizations recognize that there are several benefits that come from being inclusive to diverse groups of employees.
• However, despite the implementation of numerous diversity, equity, and inclusion (DEI) initiatives, organizations are still having
trouble with making progress.
Complication
• DEI is complex and heavily nuanced. This means that every DEI strategy needs to be based on the specific DEI challenges the
organization faces.
• DEI is often siloed under HR, but everyone has a role to play as allies, leaders, and champions when it comes to creating an
organization that has diverse groups of employees and is equitable and inclusive. However, it is not always clear how everyone
participates in creating a diverse and inclusive organization.
Solution
• Organizations must create a DEI strategy that is based on their specific organizational DEI challenges. Assess the current state of
DEI through organizational data and focus groups, not based on current trends and fads in DEI training.
• With a DEI strategy project team, identify a clear purpose for DEI that is upheld by defined strategic pillars, carried out by specific
DEI initiatives (e.g. inclusive leadership behavior training, implementing sponsorship programs, expanding campus recruitment
strategies to more diverse schools), and overseen by a governance model.
• Implement DEI across the organization with initiatives that support all parts of the employee lifecycle.
McLean & Company | 2
Take a planned approach and start with the DEI strategy before
embedding inclusion into your culture
Build the Diversity, Equity, and Inclusion (DEI) Strategy
While it’s important to have an inclusive culture, the organization must start with
defining a DEI strategy. The strategy sets the tone and direction for DEI at the
organization. A defined strategy includes clear roles and accountabilities along
with specific goals and initiatives that are customized to the organization’s DEI
needs and challenges.
1
Strategy
Embed Inclusion Into Your Culture
2
Culture
Once the organization has defined the DEI strategy, inclusion must be embedded
into the culture. For DEI initiatives to succeed, the organization needs to ensure
that all employees feel a sense of belonging, valued for who they are, and
empowered to participate and contribute freely.
See McLean & Company’s Embed Inclusion Into Your Culture blueprint for
more information.
McLean & Company Insight
Diversity, equity, and inclusion must go hand in hand. Having a diverse employee base will not achieve benefits such as higher rates of innovation and
profitability if the culture is not inclusive. It is essential that organizations seek to be both diverse and inclusive.
McLean & Company | 3
Review the Diversity, Equity, and Inclusion Primer
Review the Diversity, Equity, and Inclusion Primer to understand key concepts such as allyship, intersectionality, and privilege. Use
the primer as a reference as you work through this blueprint and create the DEI strategy.
This resource can also be provided directly to employees, managers, and senior leaders to expand individual knowledge on key
DEI concepts.
Diversity
The unique traits that individuals possess. It can be understood
in two general ways:
• Inherent diversity, e.g. race, gender, sexual orientation, or
disability
• Acquired diversity, e.g. diversity of thought, cross-cultural
communication, language, or social skills
Inclusion
It is a state in which all employees feel a sense of belonging,
valued for their differences and empowered to participate and
contribute freely.
Diversity, Equity, and Inclusion Primer
McLean & Company | 4
DEI brings several benefits to organizations
Organizations with diverse employee bases
perform better than their less-diverse peers
Gender
diversity
Ethnic and
cultural
diversity
Board
diversity
The performance differential between
the most and least gender-diverse
organizations is 48%.
Organizations in the top quartile of
ethnic and cultural diversity
outperform those in the bottom
quartile by 36%.
When an organization’s board of
directors are in the top quartile of
gender diversity, they outperform their
peers financially by 28%.
(McKinsey, Jan. 2018)
Appreciating diversity
strengthens teams and
builds trust
When organizations act on DEI:
Larger revenue growth
More-positive employee
experience
Better retention
Achieve 3x the revenue
growth compared to lessinclusive organizations (Bush
et al., 2018).
18% more effective at
creating a positive employee
experience.
Better at retaining employees,
with turnover rates 4% lower
than those not acting.
(McLean & Company Trends Report, 2020; N=416)
Organizations with
above average
diversity achieve
impactful business
results
• 1.4x more likely to have sustainable growth with greater gender
diversity (DDI, 2018).
• 19% higher innovation revenue compared to organizations with
below average diversity (BCG, 2018).
• 33% more likely to outperform on EBIT* margin with greater
cultural and ethnic diversity (McKinsey, Jan. 2018).
*EBIT: Earnings before income and tax
Understanding the demographic and geographic factors
that influence identity and the stereotypical assumptions
team members hold reduces conflict (Sparkman, 2019).
McLean & Company | 5
However, many organizations are struggling to have diverse
groups of employees and an inclusive culture
Leaders and employees are not on the same
page when it comes to DEI
68% of leaders feel they
create empowering environments
where employees can be
themselves, raise concerns, and
innovate without fear of failure.
Additionally…
Although 67% of leaders recognize the need for an inclusive
There are conflictingorganization, they are challenged in making it a priority due to the
priorities
pressure of delivering short-term results (WEF, 2019).
However, only
Current DEI initiatives are not making an impact
36% of
employees agree.
20%
The proportion of
employees who do not feel
included in their
organization is 10x higher
than what leaders believe.
Employees
(Accenture, 2020)
2%
Leaders
Ninety-seven percent of
organizations have established a
gender diversity program, but only
25% of employees in diverse
groups said they have personally
benefited from it (BCG, 2019).
Fifty percent of employees
interviewed believe their
organizations do not have
the right practices in place
to mitigate bias (BCG,
2019).
Organizations need to go beyond acquiring diverse groups of employees and
ensure they are retaining diverse groups of employees
• 36% of women surveyed say that retention is a key issue.
• 45% of women surveyed say that career advancement is a key issue.
McLean & Company Insight
Leaders must listen, put people first, and put their own
perspectives and assumptions aside. It’s imperative that
leaders understand and prioritize DEI challenges as they
control budgets and influence employee behavior.
Almost half of the
organizations tracked by
McKinsey have made little to
no progress in increasing
diversity at their organizations
since 2014 (McKinsey, 2020).
When asked if they are participating in programs
that promote non-traditional forms of diversity
such as diversity of thought or gender diversity:
69%
(THRiVE 360, 2019; N=109)
(BCG, 2018)
of organizations said no.
McLean & Company | 6
Diverse representation is an ongoing issue
Although there is gender representation in Fortune 500
companies…
In 2020, the number of women leading Fortune 500 companies rose
again, hitting an all-time high*.
Number of
female Fortune
500 CEOS
32
24
33
37
2017
2018
2019
2020
The gender pay gap differs across various races
Overall, women earn
$0.82 for every dollar earned by men.
However, there are significant differences when this is broken down by race:
$0.90
$0.79
Asian Women
White Women
$0.62
*This all-time high represents only 7.5% of Fortune 500 companies.
…there is very little diverse representation across racial
groups. In Fortune 500 companies, there are only:
3
Women of color
CEOs
0
4
Black women
CEOs
Black male
CEOs
(Fortune, 2020)
Nearly 60% of Black executives who oversee major lines of business at
Fortune 500 companies felt they had to work 2x harder and accomplish
2x as much to be seen as equal to their peers (Korn Ferry, 2020).
$0.57
Native American Women
Black Women
$0.54
Latina Women
(National Women’s Law Center, 2020)
McLean & Company | 7
DEI challenges are systemic and covert
Systemic versus systematic
Systemic inequalities or structural inequality refer to how the unequal
treatment of specific minority groups are maintained through policies,
programs, systems, and structures.
While systemic inequalities have deep roots in organizational structures,
some forms are harder to see than others.
Systematic inequalities are intentional practices that maintain
inequities such as wage secrecy policies or segregation.
An example of systemic inequalities:
Dress code policies are often used to determine how employees should dress in the
workplace. However, for Black women, such policies have been used to define
natural hair as unprofessional. The enforcement of these policies have marginalized
and institutionalized prejudiced notions that Black hair is unprofessional.
To address this issue, California passed the CROWN Act (Creating a Respectful and
Open World for Natural Hair). This bans policies or actions that discriminate against
those with natural hairstyles (HR Dive, 2020).
Microaggressions are covert acts of sexism and inequality that are common in the workplace
Microaggressions are subtle
actions, comments, or
statements that communicate
a derogatory, hostile, or
negative assumption based on
someone’s identity group. They
may be intentional or
unintentional.
An example of a microaggression women experience more than men:
All women experience
microaggressions at a higher
rate than men, and Black
women experience
microaggressions at a higher
rate than other women.
(McKinsey, Oct. 2018)
Needing to provide evidence of your competence more than others do (%)
29
36
30
42
34
16
White
Women
Asian
Women
Latinas
Black
Women
Lesbian
Women
All
Men
(McKinsey, Oct. 2018)
McLean & Company | 8
To be successful, DEI strategies require support across the
organization
Employees have a better experience when both their direct
manager and senior leaders are committed to DEI
65-69%
42-46%
44-48%
Employees of organizations
where their direct manager
isn’t committed to DEI are:
2x
more likely to feel
excluded at work
3x
more likely to
seek employment
elsewhere
To be successful, organizations need to ensure all leaders are
committed to diversity, equity, and inclusion.
(BCG, 2018)
21-31%
Diversity leaders take a holistic approach to DEI
The day-to-day
employee experience
is free from bias
Employees don’t see obstacles to DEI in
recruitment, retention, leadership
commitment, and advancement
Executive team is committed, but direct manager is not
Diversity leaders are organizations that have shown sustained improvement and
are approaching gender parity. These organizations:
• Take an intentional and organizational-led approach to DEI.
• Have a strong culture of accountability.
• Deploy innovative and ambitious interventions.
(McKinsey, 2020)
• Display strong leadership commitment.
Consistent leadership commitment across all people leaders
These results are representative of respondents who
are women, LGBTQ, and/or people of color.
(BCG, 2018)
McLean & Company Insight
It is not enough to just have the C-suite champion DEI – everyone needs to
understand that they have a role in ensuring the organization is diverse and
inclusive for all people.
McLean & Company | 9
Creating a comprehensive DEI strategy can help
organizations achieve their goals
STRATEGIC
PILLARS
PURPOSE
DEI
STRATEGY
McLean & Company Insight
DEI
INITIATIVES
Diversity, equity, and inclusion is a continuum – an ongoing journey of unlearning
and learning the deeply rooted dogmas that guide the way organizations operate.
The DEI strategy is a mechanism through which systemic issues and the ingrained
way things are done at organizations can be challenged and changed. Creating a
scaled and purposeful strategy, upheld by strategic pillars, and customized DEI
initiatives kick-starts the journey.
McLean & Company | 10
Follow McLean & Company’s four-step process to create a
people-first DEI strategy
1. Conduct a
current state
assessment
2. Determine the
purpose of DEI
3. Determine the
governance model
and select DEI
initiatives
4. Plan to launch
the DEI strategy
McLean & Company | 11
Step 1
After completing this step you will have:
• Created a DEI strategy project team.
Conduct a current state assessment
• Gathered organizational data to
uncover DEI gaps and challenges.
• Conducted focus groups to uncover
the employee experience.
1. Conduct a current
state assessment
2. Determine the purpose of
DEI
• Reviewed the organization’s broader
strategic goals and priorities.
• Completed the DEI Assessment.
• Gathered external data to understand
the broader DEI landscape.
3. Determine the
governance model and
select DEI initiatives
4. Plan to launch the
DEI strategy
McLean & Company | 12
Document the current state assessment in the DEI
Workbook
Use the DEI Workbook to document:
• The DEI strategy project team (tab 2)
• Organizational data (e.g. engagement, new hire/exit
survey) (tab 3)
• Focus group results (tab 4)
• Organizational strategic goals and priorities (tab 5)
• External data (e.g. competitor DEI programs) (tab 6)
Diversity, Equity, and Inclusion Workbook
McLean & Company | 13
Review the DEI strategy project team’s roles
This team is responsible for creating the DEI strategy.
ROLE
Tip
SOURCE
The DEI strategy project team is not the same as a DEI committee. The DEI
committee is part of the governance model discussed in Step 3. However, some
individuals from the project team may also be members of the DEI committee.
ACTIVITIES
Project
Manager
• Chief Human Resources Officer
• Chief Diversity Officer/DEI Director
• DEI Officer/Manager
• Works with executive team to gather resources for the project and aligns the
project with organizational priorities.
• Manages the team’s progress.
Members
• Employees who have interest in the project. Core team that
is supplemented by subject matter experts when
appropriate.
• Conducts current state analysis and makes recommendations to the project
manager.
• Activates networks within HR and across other functions to bring in the right
subject matter experts when needed.
• Individuals from various departments (e.g. Finance,
Operations) who have expertise on the current and future
state of the organization.
• Fills knowledge and expertise gaps.
• Flows in and out of project team on as-needed basis.
• An executive who is committed to DEI and can be a diversity
champion to help ensure DEI is taken seriously.
• Champions the project.
• Leverages position to communicate high-level outcomes of current state
assessment to create further buy-in for the project.
Subject Matter
Experts (SME)
Executive
Champion
McLean & Company Insight
Developing a DEI strategy is a lot of work. When building a project team, be conscious of who would think or feel it burdensome. To build an impactful
and sustainable strategy, you need people who are passionate about championing DEI efforts and initiatives.
McLean & Company | 14
Recruit members for the DEI strategy project team
Select members who
are:
• Influential. Include individuals who have a degree
of influence in the organization and can act as
DEI champions.
Recruit project team members using the following approaches:
Communicate the project and ask for volunteers:
01
• Ensure the information they share includes:
The intent of the project and why it’s a priority for the organization.
The desire for input and assistance from employees at every stage of the
project.
o HR contact information for any individuals who are interested in participating
on the project.
Involve key stakeholders:
o
o
• Knowledgeable. Include individuals who have the
skills, knowledge, or background specific to the
anticipated DEI issues that need to be addressed.
• Representative. Include a cross-functional and
diverse group of individuals (i.e. departments,
identity categories). This will ensure the
organization is represented holistically and all
groups have a spokesperson to bring issues that
impact them to light.
• Have the executive champion introduce the DEI project to the organization in a town
hall meeting or communicate it via email/newsletter/intranet indicating what a DEI
strategy is and what it hopes it achieve.
02
02
• If you are aware of specific individuals who are passionate about DEI and would be
good additions to the team, reach out directly and ask for their participation.
• Reach out to individuals who have formal or informal influence in organization. Their
support helps generate buy-in throughout the organization.
• If you already have a diversity department or employee resource groups, they can
provide input for project team members.
McLean & Company | 15
Avoid common biases when conducting data analysis
Past-Experience Blindness
Confirmation Bias
Conjunction Fallacy
Self-Serving Bias
Individuals instinctively categorize and
identify patterns, leading to the use of a
practiced rather than a new approach.
Individuals are more likely to lend more
weight to information that confirms preexisting beliefs.
Occurs when multiple events are
projected to have a greater
probability of occurring together
than apart.
Individuals give themselves credit for
successes while avoiding the blame or
laying it at the feet of others (Cherry).
Hero Mindset
Optimism Bias
Inside-Out View
Leaders often feel it is their responsibility
to make all decisions, as they have the
most experience and knowledge and are
accountable for organizational welfare.
Individuals overestimate the likelihood of
positive events taking place while
underestimating the likelihood of negative
events or underestimating their impact.
People focus on their unique circumstances and rely on personal
experiences, ignoring broader patterns that tend to be more predictive
of future events – this often holds true even when they are aware of the
broader patterns (Kahneman).
McLean & Company Insight
Having a diverse project group with different backgrounds and experience levels and
from different functions will mitigate these biases and improve the accuracy of the
external analysis.
See McLean & Company’s Biases & Heuristics Catalog for
more information.
McLean & Company | 16
Data
Sources
Gather organizational data to uncover DEI gaps and
challenges
Engagement
Data
Analyze the data
for:
• Review data for any
drivers or questions
regarding DEI in the work
environment.
• If demographics are
included, review level of
engagement by
demographic to uncover
issues.
Tip
New Hire/
Exit Data
• Review satisfaction of
new hires across diverse
identities and
backgrounds.
• Review reasons people
are leaving the
organization and if they
relate back to issues
around DEI.
Current DEI
Training Programs
• Review content and
outcomes (i.e. impact,
feedback) of any current
DEI or cross-cultural
training programs.
• Determine if content is
comprehensive and if it
had an impact on
participants’ behaviors.
Workforce
Demographics
• Review current level of diversity in
workforce (i.e. gender identity,
ethnic/cultural identity, disability, family
status, sexual orientation).
• A homogeneous workforce may indicate
present DEI challenges. Some differences
require self-identification; use anonymous
surveys where individuals can either selfidentify or choose not to disclose.
Build the DEI strategy to address specific challenges occurring in the organization. For example, if exit surveys show higher turnover
of people of color (POC), the strategy must address how to retain POC employees.
McLean & Company | 17
Conduct focus groups to understand the employee
experience
Why?
Discrimination often goes unreported. Listening to
employees share lived experiences shines a light on key
narratives that are good indicators of deeper or broader
DEI-related issues in the organization.
Plan focus groups thoroughly
Determine facilitators:
• Inclusion is a sensitive topic. Evaluate whether an
external facilitator would result in more honest
discussions. Source language interpreters where
required.
Draft agenda and questions:
• Use quantitative data gathered to guide probing
focus group questions to help explain the “why.”
Confirm anonymity:
• Communicate that feedback collected will be
anonymized and participation will be confidential.
Use shared lived experiences as high-level indicators of broad trends and as signals to
probe deeper into a situation.
Tip
Keep in mind that focus groups on DEI require careful and intentional execution, as it
touches on personal and sensitive topics. Ensuring employees are psychologically safe
will enable authentic discussions.
Focus group composition
Draw
outout
employee
experiences
on: on:
Draw
employee
experiences
• Create voluntary sign-up sheets. Allow
employees to sign up for the focus groups
in which they feel the safest.
Empowerment
Openness
• In addition to general focus groups,
organize optional focus groups for any
identity categories.
Belonging
Leadership
• Do not make focus group questions unique
to these identity categories.
Refer to the appendix for best practices on how to conduct focus
groups on inclusion and how to analyze focus group data.
Note: Due to the sensitive nature of the topic,
provide an option for employees to share their
experiences in one-on-one interviews.
Use McLean & Company’s Standard Focus Group Guide to
prepare for focus groups.
McLean & Company | 18
Identify shared DEI challenges at the organization
Review organizational data and focus group feedback to identify shared DEI challenges. Shared challenges are categories
of similar insights that appear across the data collected from different sources. For example:
Focus group theme
Engagement data
Exit data
Parents found rigid work hours make it difficult
to attend to the needs of their children.
Low engagement results on “I can maintain a
balance between my work and my personal life”
among parents.
High turnover of employees (primarily women)
within one year of returning from maternity or
parental leave.
Shared challenge: Parents at the organization are finding it difficult to feel like they belong with the organization due to work-life balance conflicts.
Focus group theme
Engagement data
New hire survey
LGBTQ2IA + employees agreed that non
LGBTQ2IA+ coworkers often seemed
uncomfortable when they would talk about
something related to their sexual orientation.
Low engagement results on “my co-workers care
about me as a person” question among
employees who identify as LGBTQ2IA+.
Low scores on “my manager invested time to get
to know me” question among employees who
identify as LGBTQ2IA+.
Shared challenge: Coworkers and managers make LGBTQ2IA+ employees feel like outsiders or that their whole selves are not welcome.
McLean & Company | 19
Review the organization’s broader strategic goals and
priorities
Identify the DEI implications of strategic goals and priorities. For
example:
Align DEI
Evaluate areas such as:
The DEI strategy must be aligned
with all other organizational
priorities and initiatives, such as:
• Talent programs
• Sustainability goals
• Vendor, supplier, and
procurement strategies
“
• Talent/organizational strategy
• Corporate social responsibility (CSR) or
environment social governance (ESG)
strategy
• Other priorities: Senior leaders often
have concerns or priorities that are not
formally documented (e.g. culture).
Consult with stakeholders in various
functions to discover these concerns or
listen closely to what you hear
organizational leaders regularly talking
about.
Strategic Goal
DEI Implications
Serve a large customer base by
providing personalized solutions.
Improve customer awareness
competencies to recognize the
diversity of the customer base.
Expand to global markets over the
next three to five years.
Hire diverse groups of talent and
encourage diverse referrals with
higher rewards. Evaluate bias in
the selection process.
Enhance business performance
and organizational reputation.
Create a campaign to become more
involved in the community and
develop diverse talent pipelines.
DEI must be an explicit part of the business operating model and, as the architect of organizational
culture, the CHRO must align DEI activities and strategies to the future business strategy.
– World Economic Forum (WEF), 2019
”
McLean & Company | 20
Complete the DEI Assessment
Using the data you have gathered, complete McLean &
Company’s Diversity, Equity, and Inclusion Assessment.
Complete the assessment with the DEI strategy project team.
Use McLean & Company’s DEI Assessment to evaluate your current
state in the following areas:
Organizational culture
• Leadership commitment
• Corporate environment
• Corporate branding
Talent acquisition
• Candidate sourcing
• Candidate selection
Retention
• Performance management
• Learning and development
• Total compensation
Promotion
• Learning and development
• Talent management
Departure
• Offboarding
Diversity, Equity, and Inclusion Assessment
McLean & Company | 21
Gather external data to understand the broader DEI
landscape
TECHNOLOGICAL
• What is the political narrative and discourse
on DEI?
• What technology tools are available/being
used to provide DEI analytics?
• Is there a disruptive technological change
that would require diverse talent?
• What impacts have artificial intelligence and
workforce automation had on diverse
individuals/employee groups in the industry?
• What emerging economic disruptions will
impact DEI at your organization (e.g.
recession impacts diversity recruiting)?
• Is your workforce representative of the target
customer base/industry the organization
operates in?
• How diverse is your vendor pool/industry?
Does the organization source from diverse
vendors?
• What are competitors doing in DEI?
• What are the labor force participation rates of
diverse groups?
• What percentage of the unemployment rate is
minority groups?
• What are the immigration rates?
• What are the urban population growth trends?
LEGAL
• Are there any government policies that affect
minority employees (e.g. childcare/
healthcare policies, labor regulations/
immigration)?
ECONOMIC
POLITICAL
• How does the current political climate impact
employees from marginalized groups?
SOCIAL
A holistic DEI strategy is also informed by the macro-level impacts of the following external factors:
• What are the demographics of the
communities the organization operates in?
• What social inequalities/barriers exist for
minority employees?
• What is being said on social media about
your organization’s DEI state?
• What social movements are currently taking
place (e.g. Black Lives Matter, MeToo)?
• What human rights legislations are in place
in relation to DEI?
• What are the minimum requirements
established by the government for DEI at
workplaces?
• Are there any labor laws that impact DEI at
the organization?
Monitor the factors as an iterative and regular activity, not as a one-and-done exercise. It’s more effective to conduct quick and frequent scans
than a deep analysis infrequently – the risk of missing key changes in each factor is too high.
McLean & Company | 22
Step 2
After completing this step you will have:
• Conducted a SWOT analysis.
Determine the purpose of DEI
• Defined the overarching purpose for
DEI.
• Determined strategic pillars.
• Identified goals and metrics.
1. Conduct a current
state assessment
2. Determine the purpose of
DEI
3. Determine the
governance model and
select DEI initiatives
4. Plan to launch the
DEI strategy
McLean & Company | 23
Conduct a SWOT analysis using the data collected
Use the information gathered in Step 1 to complete a SWOT analysis:
Opportunities
Strengths
INTERNAL
E.g.
• Tap into local colleges to develop a diverse pipeline
• Leverage community partnerships
• Invest in technology to support employees with disabilities
E.g.
• Top management supports DEI programs
• Diverse representation in entry-level roles
SWOT
Weaknesses
•
•
•
•
ANALYSIS
What do you lack?
Where do you need to gain additional support or buy-in?
What limitations exist in terms of resources or budget?
Where are the organizational challenges?
E.g.
• Struggling with retaining specific groups of talent
Document in McLean & Company’s Standard SWOT Analysis
Template.
Threats
EXTERNAL
• What opportunities exist in the market/environment?
• Who are potential partners we can collaborate with?
• Who stands to benefit the most from us succeeding?
• What do you do well?
• What internal resources do you have?
• What unique advantages do you have?
• What external situations could impact your budget and
resourcing?
• What external regulatory changes might impact the strategy?
• What are our industry partners doing?
• What gaps exist in terms of how we support our diverse
customer base?
E.g.
• Growth of more diverse organizations competing for talent
McLean & Company | 24
Define the overarching purpose for DEI
Use the insights from the SWOT analysis to define the overarching purpose of DEI at your organization.
Articulate your organization’s DEI
purpose by asking:
1. What does a diverse workforce look like?
2. What does an inclusive culture look like?
3. What is the purpose of measuring DEI?
4. What sparked an interest in improving DEI?
5. Who will be informed of the purpose?
6. What are the outcomes you hope to achieve?
Use these questions to help define a purpose statement.
E.g. NBA strives to cultivate a workplace in which everyone feels welcomed and empowered to
bring their whole selves to work. As an organization, we respect and value our differences while
coming together as colleagues and teammates. We recognize the importance of both diversity,
equity, and inclusion, and we work to advance our culture to ensure diverse viewpoints are heard.
- NBA
Define DEI for your organization. Create your own definitions or use McLean &
Company’s definitions as a starting point.
Diversity
7. What does success look like?
The overarching DEI purpose helps:
• Articulate why DEI is a priority for your organization
and the long-term vision (e.g. what does the future look
like? What is the organization trying to achieve?).
• Determine your key messages for communication and
to get buy-in from all stakeholders. It sets the tone and
direction for the organization’s DEI strategy.
• Reflect the organization's mission, vision, and values.
Equity
Inclusion
The unique traits that individuals possess. It can be understood in two general ways:
• Inherent diversity, e.g. race, gender, sexual orientation, or disability
• Acquired diversity, e.g. diversity of thought, cross-cultural communication, language, or
social skills
Equity focuses on the outcome of “fair treatment.” Fairness looks different based on an
individual’s power and privilege in society. While equality focuses on equal opportunity, equity
takes it a step further and addresses the accommodations required to achieve a fair outcome.
It considers individual differences.
A state in which all employees feel a sense of belonging, valued for their differences, and
empowered to participate and contribute freely.
Document the purpose statement and DEI
definitions in tab 7 of the DEI Workbook.
McLean & Company | 25
Determine the organization’s DEI strategic pillars
Strategic pillars are high-level, directional statements or concepts about the future of DEI in the organization. The pillars should
answer the question, “how will the purpose statement be achieved?”
EXAMPLE
SWOT
ANALYSIS
There is a lot of diversity in the
organization. However, that
diversity diminishes as we move
up the organizational ladder.
PURPOSE
We want our organization to be a
diverse and inclusive environment
where all people have an equitable
chance to succeed and thrive.
STRATEGIC
PILLARS
EXAMPLE
Tip
Document the strategic pillars in tab 8 of the DEI
Workbook.
The SWOT analysis and purpose statement will inform the strategic pillars. The
number of strategic pillars selected will depend on the scope of strategy but
two to four is a good starting point.
Equitable treatment
Mitigate bias
McLean & Company Insight
The strategic pillars create a common language, making it easier to communicate
the vision and purpose of DEI in a straightforward and accessible manner.
McLean & Company | 26
Identify goals and metrics that will indicate progress
Keep it manageable: each DEI strategic pillar should have two to five relevant goals and associated metrics.
For example:
STRATEGIC
PILLAR
GOALS
METRICS
Equitable treatment
Have an environment that ensures
all employees are rewarded
equitably for their work.
Have flexible work hours to ensure
employees can balance work and
family responsibilities.
Gender wage gap
Work environment engagement
driver score
Racial wage gap
Number of personal days taken
Employee satisfaction with pay
fairness
Turnover rates citing flexibility
Review legal and ethical requirements
around storing sensitive information when
selecting metrics.
Document goals and metrics in tab 8 of the DEI
Workbook.
See McLean & Company’s HR Metrics Library
for a comprehensive list of HR metrics.
McLean & Company | 27
Step 3
After completing this step you will have:
Determine the governance model and select DEI initiatives
• Determined placement on McLean &
Company’s DEI Maturity Matrix.
• Clarified roles and accountabilities for
each component of the governance
model.
1. Conduct a current
state assessment
2. Determine the purpose of
DEI
3. Determine the
governance model and
select DEI initiatives
• Examined the employee lifecycle from
a DEI lens.
• Selected and customized DEI
initiatives to implement.
4. Plan to launch the
DEI strategy
McLean & Company | 28
Determine the governance model based on the organization’s
DEI maturity
No formal programs/policies in place and status quo is maintained. Lack of
leadership interest/commitment to address DEI challenges.
Basic
No formal programs/policies in place. DEI mainly addressed for compliance
purposes. Ownership falls with HR.
Emergent
No overarching DEI strategy. Ad hoc DEI initiatives occur independently or at
departmental level (e.g. bias training, team participation in events like Pride).
DEI focused on representation in terms of targets. Leaders recognize
benefits of DEI and take some responsibility to encourage DEI efforts.
Integrated
Overarching DEI strategy in place. DEI integrated/aligned with employee
lifecycle and other organizational processes, systems, programs, and
policies. Leaders are committed to addressing systemic barriers within the
organization. Leaders are accountable for and committed to modeling
inclusive behaviors. Executive team supportive of and champions DEI. DEI is
measured and tracked.
Strategic
Overarching DEI strategy is in place. DEI is a strategic objective and
ingrained in organizational culture (structures, systems, processes,
programs, policies, and behaviors). A critical component that drives
organizational strategy. DEI efforts in the organization are intentional and
leveraged to generate business value internally and externally. Leaders and
employees have a shared commitment to DEI and creating a culture of
inclusion.
Document organizational size and where you fall on the DEI
Maturity Matrix in tab 9 of the DEI Workbook.
McLean & Company DEI Maturity Matrix
Undeveloped
Basic
Emergent
Integrated
Strategic
Enterprise
(<10,000)
SIZE OF ORGANIZATION
Undeveloped
Large
(<2,001)
Medium
(100-2,000)
Small
(>100)
MATURITY
Look for the appropriate icon to find the recommended
governance model
McLean & Company | 29
Clarify roles and accountabilities for each component of the
governance model
• Promote and encourage DEI initiatives.
• Communicate ongoing work being done on DEI.
• Be transparent about what can and can’t be accomplished.
• Hold people managers accountable for actioning DEI initiatives
(e.g. modeling inclusive behaviors, developing talent of diverse
employees).
DEI Committee or
Manager
• Ensure DEI strategy is aligned with business goals.
• Work under the larger DEI committee to support or implement the
strategy at a business-unit, LOB, or regional level (e.g. for multilocation organizations).
• Liaise with larger DEI committee to ensure strategic alignment (this
may include working toward achieving an assigned strategic goal).
• Subcommittees manage the processes and procedures of DEI
initiatives and often implement them.
• Work closely with employee resource groups (ERGs) to support and
promote DEI initiatives.
Document roles & accountabilities of governance components in
tab 9 of the DEI Workbook.
• Responsible for implementing strategy or initiatives. Individuals
may overlap with DEI strategy project team in small organizations
or may even be same people.
• Manage processes and procedures of DEI initiatives.
• Liaise with senior leadership and provide guidance on achieving
strategic priorities related to DEI.
• In larger organizations, foster inter-committee partnerships
between DEI subcommittees.
• Serve as a channel for upward feedback on DEI from employees.
ERGs
DEI
Subcommittee
CEO/Exec. and/ or
Exec. Champ
• Set tone from the top to ensure DEI is a priority.
• Employee-led and operate under the oversight of the DEI
committees or subcommittees to create safe spaces for diverse
groups of employees/identity categories (POC, LGBTT2QIA,
women, single parents etc.).
• With the support of the DEI committee or subcommittee,
organize and implement DEI initiatives.
• Identify opportunities to participate in DEI initiatives.
• Act as allies to other ERGs.
McLean & Company | 30
Review the recommended governance models
M O D EL A
CEO/Executives
Executive Champion
CEO/Executives
Executive Champion
CEO/Executives
AND/OR
AND/OR
DEI Committee
M O D EL C
M O D EL B
AND/OR
DEI Committee
DEI Officer/Manager
DEI Committee
OR
DEI Initiatives
Document the recommended governance
model in tab 9 of the DEI Workbook.
Executive Champion
Subcommittees
ERG
ERG
DEI Initiatives
* Employee Resource Groups (ERG)
Subcommittees
ERG
ERG
ERG
ERG
ERG
DEI Initiatives
McLean & Company | 31
Review the requirements for each governance model
Activities Requirements
The processes and procedures of creating and
implementing DEI initiatives. For larger
organizations, this can also include certain
strategic decisions at a line of business (LOB)
or regional level. For example, designing a
mentorship program.
Implementing
DEI decisions that directly connect
to the strategic direction of the
organization. For example,
selection of organizational DEI
goals and budgetary approval (and
provision of funds).
Designing
& Building
Set
Strategy
DEI governance models include three levels of activities: setting the strategy, designing and building, and implementing to create better
alignment with strategic priorities.
The activities involved in implementing
and delivering DEI initiatives to the
organization. For example, DEI data
collection on what initiatives are needed
to address specific challenges.
Model A
Model B
Model C
• Executive support via CEO/executives and/or executive
champion
• DEI committee OR dedicated resource to manage DEI
efforts (DEI officer, manager, etc.)
• Executive support via CEO/executives and/or executive
champion
• DEI committee
• ERGs
• Executive support via CEO/executives and/or executive champion
• DEI committee and subcommittees (line of business, regional,
etc.)
• ERGs
• Executive sponsors or champions make decisions
regarding strategic direction of DEI.
• DEI committee and/or DEI manager/officer designs
processes and procedures and undertakes required
actions to build out initiatives. This group/individual
also implements initiatives.
• Executive sponsors or champions make decisions
regarding strategic direction of DEI.
• DEI committee designs processes and procedures and
undertakes required actions to build out initiatives.
• ERGs implement initiatives with support of DEI
committee.
• Executive sponsors or champions along with the DEI committee
make decisions regarding strategic direction.
• DEI committee designs processes and procedures and works with
subcommittees to undertake required actions to build out
initiatives.
• Subcommittees and ERGs implement initiatives.
McLean & Company Insight
It’s essential to identify roles and responsibilities for everyone as ERGs cannot be expected to do all the heavy lifting. They are placed with the burden of creating an
inclusive culture by calling out non-inclusive behaviors and implementing DEI initiatives. This overburdens ERGs and implies that leaders and the organization are not
required to be accountable for DEI.
McLean & Company
| 32
Examine the employee lifecycle from a DEI lens
With the DEI strategy project team, use the data gathered
in step 1 and the SWOT analysis in step 2 to examine the
employee lifecycle from a DEI lens.
Tip
Reviewing the employee lifecycle helps identify deeper, systemic inequities.
This will help prioritize DEI initiatives that support the organization’s broader
DEI goals.
Evaluate people, process, and technology at each stage of the employee lifecycle.
People
Identify people who are a part of the employee lifecycle.
• Who facilitates this stage of the employee lifecycle? Why? This could be
a manager, a trainer, or HR.
• Who is not being included at each stage of the employee lifecycle?
Process
Evaluate existing processes to identify systemic changes needed to
improve DEI.
• Are there process steps in the employee lifecycle that perpetuate
inequality?
• Are there any policies that are reinforcing inequality or the absence of
policies to protect employees?
Document the people, process,
and technology at each stage of
the employee lifecycle in tab 10
of the DEI Workbook.
Technology
Assess the technology or other resources used in each stage of the
lifecycle for inequities such as poor accessibility or biases.
• Are technologies acting as a barrier to employees or candidates (e.g.
video interviews, visual skill assessments)?
• Have we reviewed any AI for biases?
For example: Homogenous hiring panels
can impact how diverse groups of
candidates move through the hiring
process. It’s important to have
representation for diverse groups of
employees in the hiring process.
For example: Asking for salary history can
further the wage gap. Instead,
organizations should have a base salary
for a role.
For example: In 2018, Amazon scrapped
an AI recruiting tool that showed bias
against women (Reuters, 2018).
McLean & Company | 33
Use these sample questions to help examine each stage of
the employee lifecycle
Attract
• How are we attracting people of diverse backgrounds (e.g. people with disabilities, veterans, people of color)?
• Are we using accessible platforms for reaching out to candidates (e.g. leveraging community partnerships)?
Recruit
• Are we interviewing and hiring enough candidates from diverse backgrounds?
Onboard
• Who are new hires meeting when they’re hired?
• Do new hires from diverse backgrounds feel a sense of belonging?
Perform
• Are performance reviews as objective as possible?
Grow
• Are diverse groups of employees being promoted?
Exit
• Are there specific groups of employees experiencing higher turnover?
Alumni
• Which groups of alumni are we engaging with (e.g. only male alumni)?
Document answers to
these questions in tab
10 of the DEI
Workbook.
McLean & Company | 34
Review McLean & Company’s DEI Initiatives Catalog
Initiatives refer to actions, projects, or events
the organization can implement to drive DEI
efforts.
Initiatives need to align with the organization’s specific DEI challenges and
goals. This will ensure that initiatives, such as employee resource groups (ERGs),
sponsorship programs, or implicit bias training, will have an impact on the
organization.
These initiatives vary from sponsorship
programs to recruitment events to process
analysis.
As you review the catalog, it’s important to keep the
following in mind:
• The results of the SWOT analysis and DEI diagnostic
• The organization’s DEI purpose
• The organization’s strategic pillars
• The organization’s DEI goals and metrics
• The employee lifecycle analysis
See McLean & Company’s Job-Aid: Diversity, Equity, and Inclusion
in Talent Acquisition for a detailed list of DEI initiatives across the
TA process (attract and recruit phase of the employee lifecycle).
Diversity, Equity, and Inclusion Initiatives Catalog
McLean & Company | 35
Select DEI initiatives to implement
Tip
Selected initiatives need to mitigate negative biases and heuristics as well as value, leverage, and appreciate diverse groups of
employees. Keep in mind that employees should not be tokenized for their identity.
What is the purpose
of DEI?
Selected initiatives need
to be informed by the
overarching purpose of
DEI at the organization.
What are the DEI
challenges?
Selected initiatives need
to address the
organization’s specific
DEI challenges.
McLean & Company Insight
What resourcing is
required?
Determine whether the
organization has the
resources to support the
initiatives (funding, space,
time, etc.).
If not, determine whether
the initiative can be
outsourced.
Prioritizing initiatives
The organization cannot realistically roll out all selected
initiatives at once. Prioritize initiatives based on:
• High-need areas (e.g. lack of career progression for diverse
groups of employees)
• Available resourcing
• Balancing quick wins that can be implemented quickly with
initiatives that will require a longer-term implementation
Document selected initiatives in tab 11 of the DEI
Workbook.
One-off and impromptu initiatives show the organization is taking steps towards becoming inclusive to diverse groups of employees. However, individual initiatives
cannot fix deeply rooted and systemic inequities alone. Organizations must select initiatives that work together to amplify outcomes. For example, unconscious
bias training can work more successfully if paired with inclusive behavior training. Additionally, inclusive behaviors are further reinforced if they are ingrained in the
organization’s culture.
McLean & Company
| 36
Customize the selected DEI initiatives to the organization’s
needs
EXAMPLES
What is the
initiative?
What does this
initiative look like
in practice?
Who will own this
initiative?
What will this
initiative achieve?
Define the selected initiative
for your organization.
Describe how this initiative
will be implemented at the
organization.
Determine who is
accountable for the selected
initiative.
Identify the intended
outcome of the selected
initiative.
ERGs for BIPOC employees
BIPOC employees can meet in a
safe space to discuss their
experiences and concerns
pertaining to their identities (e.g.
impact of external social events).
The ERG program will be
overseen and managed by the
DEI manager.
Give BIPOC employees the
network they need to be resilient.
Build empowerment and improve
relationships between diverse
groups of employees.
Sponsorship program that will
pair executives with a protégé for
a year
Executives will be paired with
employees from diverse
backgrounds. They will then be
responsible for the direct
advancement of their protégé.
The L&D manager will oversee
the sponsorship program.
Improve promotion of diverse
groups of employees.
Document initiative details in tab 11 of the DEI
Workbook.
McLean & Company | 37
Step 4
After completing this step you will have:
Plan to launch the DEI strategy
• Identified clear DEI responsibilities
across the organization.
• Built a clear action plan for launching
the DEI strategy.
1. Conduct a current
state assessment
• Embedded the DEI strategy in the
organizational EVP and brand.
2. Determine the purpose of
DEI
3. Determine the
governance model and
select DEI initiatives
• Determined a communication plan for
the DEI strategy.
4. Plan to launch the
DEI strategy
McLean & Company | 38
Outline DEI responsibilities
It’s important to clearly define responsibilities as everyone has a role to play. Review the
following responsibilities and customize to fit with the DEI strategy, governance structure, and
selected initiatives.
Leadership responsibilities
Departmental responsibilities
Leaders play a significant role in creating a
diverse and inclusive environment. They set the
stage for the employee experience and how the
organization prioritizes DEI. This includes the Csuite, functional leaders, and people managers.
DEI is often siloed under HR. However, this
impacts how effective DEI will be at the
organization. Clarify how different departments
have a role to play in the DEI strategy to ensure
it is an organization-wide impact.
Modeling behavior
HR
Leaders have a responsibility to model behaviors that
support the organization’s DEI efforts as this sets the
tone for the rest of the organization.
Championing the strategy
HR is the culture architect, but they also play a big role in
designing the employee experience. However, it’s important
to make it clear that HR isn’t the only department with a role
by facilitating active participation from other departments.
Document responsibilities in
tab 12 of the DEI Workbook.
Individual responsibilities
Everyone is responsible for DEI. Be clear about
what everyone is responsible for on an
individual level.
Providing direction
Ensure the strategy creates room for employees to
provide direction and participate in DEI initiatives.
Building management
Being an ally
All leaders must champion the DEI strategy. This
includes promoting the strategy, aligning team goals, and
advocating and participating in initiatives.
Building management designs the physical environment
and this plays a big role in creating an environment that
supports a diverse workforce (e.g. providing gender
neutral bathrooms or physically accessible office space).
Everyone must understand their privileges, do the work to
educate themselves on the experiences of others, and
understand how to be inclusive and equitable to others.
Calling in/calling out behavior
IT
Participating in initiatives
All leaders must be able to stand up to practices and
people that are inequitable. This includes educating
others but also telling others to stop when they’re
harming others.
IT is responsible for making sure the technology the
organization uses is accessible and free from bias.
Encourage employees to participate or lead initiatives
that support the DEI strategy.
McLean & Company | 39
Create a plan to execute on the DEI strategy
The action plan should answer the
following questions:
01 Launch the DEI strategy
02
Implement prioritized initiatives
Impacted Stakeholders, Milestone Owners, and Performers
Key Milestones
Identify milestones around how
the strategy and initiatives will
be communicated.
E.g. CEO communicates DEI
strategy and initiatives to
the board.
It will be important to meet with
specific stakeholders to inform
them of their role.
E.g. Meet with executive
leadership team to review
leadership responsibilities.
Determine the actions required
to implement the prioritized and
selected initiatives.
E.g. Determine logistics for
employee resource groups.
Some resources will not be inhouse and will have to be
purchased, such as anti-racism
or unconscious bias training.
E.g. Identify a vendor for
anti-racism training.
Creating and implementing the DEI strategy
needs to be a diverse and inclusive experience.
Be cognizant of who is doing this work. When
identifying stakeholders and milestone owners
and performers, ask the following questions:
• Who is being impacted and how
will this action impact them?
• Who owns the milestone, who is
performing it, and why?
Start and Completion Dates
Becoming a diverse and inclusive organization
• Is there anything that must
is an ongoing journey. Avoid rushing to
happen before this milestone to
implement big changes or overwhelming people
start and complete it?
by introducing initiatives all at once. For
example, achieving pay equity is a long project • Does the timing of this milestone
conflict with another?
that requires a lot of resources.
Document the action plan in tab 13 of the DEI
Workbook.
McLean & Company | 40
Determine how the DEI strategy will be measured and
iterated
Create Checkpoints
Consult Stakeholders
Iterate
• Identify regular checkpoints for when
initiatives and the DEI goals and
metrics will be assessed.
• Meet with key stakeholders to gather
feedback on the strategy and
implemented initiatives.
Based on the information from your
checkpoints and stakeholder feedback:
• Some metrics (e.g. engagement
levels) may not have results at each
checkpoint as they may only be
collected annually.
• Consult with employees across all
levels of the organization and gather
input from diverse groups of
employees.
• Make sure to check in on how
implemented initiatives are working.
For example, in sponsorship
programs are sponsors meeting with
their protégés?
• Meet with ERGs and the DEI
committee to gather their feedback.
While it is not expected that ERGs do
all the DEI work, ERGs can provide
valuable insight on what can work
for the organization.
• Determine if you need to reprioritize
milestones or actions.
• Modify initiatives if you’re not
experiencing desired results.
• Reallocate resources to ensure
initiatives are meaningful and
successful.
• Work with stakeholders to ensure that
iterations make the organization
diverse and inclusive to its workforce.
McLean & Company | 41
Brand the DEI strategy
Incorporate the DEI strategy into the employee
value proposition (EVP) and the employer brand to:
• Attract diverse groups of candidates.
• Ensure that the employee experience is aligned to the EVP.
• Reinforce that DEI is an organizational priority.
• Work with Marketing and executives to ensure that organizational
branding is more inclusive where possible.
• Use the language from the DEI purpose and the strategic pillars as
a guidepost to ensure consistency and alignment between the DEI
strategy, the EVP, and any branding efforts.
• Leverage implemented DEI initiatives as strengths in the
organization’s EVP and ensure they are included in branding
content.
• Ensure organizational websites (e.g. social media, career sites) are
accessible and use inclusive images, language, etc.
• Build an inclusive brand by sponsoring community events.
The EVP and employer brand are two separate elements and mistaking
one for the other can result in unclear, misaligned, or inaccurate
messaging to current and potential employees.
Employee Value Proposition
The unique offering an employer provides to employees in return for their effort,
motivating them to join or remain at the organization.
Employer Brand
The perception internal and external stakeholders hold of the organization and exists
whether it has been curated or not.
Use McLean & Company’s Uncover an Impactful Employee Value
Proposition blueprint to incorporate DEI into the EVP.
McLean & Company Insight
Be cautious of being a performative ally when branding the DEI strategy. The EVP is
the promised employee experience. By working on incorporating the DEI strategy as
an inspirational aspect into both the EVP and the employer brand, the organization
ensures that DEI is a priority in the employee experience. This ensures that the DEI
strategy is a genuine effort and not just communication messaging.
McLean & Company | 42
Communicate the DEI strategy to the organization
Having a strong communication plan is
key to successfully launching and
implementing the strategy.
The DEI strategy must be broadly communicated
to ensure that stakeholders understand, buy into,
and act in accordance with it.
• Keep the audience in mind as you tailor
communication of the strategy (to senior
leaders, HR, people managers, employees from
diverse groups, etc.).
• Outline their roles and responsibilities.
The introductory messaging is crucial, but don’t
wait for the strategy to be completed to start
communicating.
Communicate what you know through the
CEO/executives or executive champion and
engage in ongoing communication by following
these communication best practices.
Use McLean & Company’s Standard Internal Communications
Plan to document target audiences, mediums, and timelines.
Use McLean & Company’s DEI Strategy Presentation Template.
What to communicate?
• Outline the organizational benefit of DEI and the importance of an inclusive environment in
leveraging diversity in all its forms. This will highlight how DEI supports organizational success.
• Share the DEI purpose and strategic pillars.
• Explain the strategy in plain language (or explain any buzzwords you must use) so employees can
more easily understand the strategy and its value. Refer to the Diversity, Equity, and Inclusion Primer.
How to communicate?
Consistent
• Choose three distribution channels for each
message to guarantee it is accessible to all
employees. Ensure that all channels are
communicating the same message.
Open & Honest
• Update employees on the progress of the DEI
strategy and share accurate information with
employees as soon as it is appropriate.
• Misrepresented information regarding the
state of DEI will damage the credibility of the
organization’s efforts and derail change.
Timely
• Timely communications help avoid circulation of
misinformation and allow the organization to guide
the narrative around changes.
• Mitigate resistance towards DEI by communicating
changes before they are implemented.
Two-Way
• Provide anonymous feedback loops for employees
to freely share their opinions and ideas.
• Have the DEI strategy project team oversee the
feedback loops to ensure the anonymity of the
feedback is protected.
McLean & Company | 43
Train managers and leaders on the new DEI strategy
Managers play a key role in successful implementation of DEI – train them to leverage the strategy in
their departments by modeling inclusive behaviors and sharing learning resources.
Train managers
• Use McLean & Company’s Training Deck: Equip Managers to Adopt
Inclusive Leadership Behaviors to train managers on inclusive
behaviors to:
o
o
•
Identify and reduce common biases throughout the employee
lifecycle.
Adopt four leadership behaviors that have been demonstrated
to create inclusion and boost innovation.
Use McLean & Company’s Foundations of Diversity, Equity, and
Inclusion LMS Download to enable an understanding of core DEI
concepts.
Provide several avenues to learn
• Involve managers in each department in the DEI strategy by
encouraging them to give suggestions as to how to improve.
• Once DEI committees and/or subcommittees are formed, leverage
them as resident advisors on DEI:
o
Recruit these groups to compile a DEI resource library and
use in ongoing training.
o
Align development plans with the DEI strategy, e.g. a
development goal to research a particular DEI issue and
decide on specific action steps to address this issue at the
organization.
• Check in with managers regularly during the first few months to
ensure they feel supported and have the training they need to
manage employees in an inclusive manner.
• Hold managers accountable: Tie DEI strategy to their development
plan so there is incentive to follow.
McLean & Company | 44
See McLean & Company’s Embed Inclusion Into Your
Culture blueprint
Embed Inclusion
Into Your Culture
DEI is an ongoing process, and an inclusive organization
does not happen overnight – there’s still a long way to go.
Diversity on its own will not create inclusion. While DEI is a
process of continuous improvement, you can look at it in
terms of two phases: strategy and culture.
The creation of a DEI strategy is the first phase. The next
phase is to embed inclusion into your organizational culture.
You are here
Create a DEI
Strategy
Use the Embed
Inclusion into Your
Culture blueprint to
begin Phase 2.
McLean & Company | 45
Key insights
Insight 1
Insight 2
Insight 3
Diversity, equity, and inclusion is never a one-anddone initiative, it’s a continuum – an ongoing
journey of unlearning and learning the deeply
rooted dogmas that guide the way organizations
operate. The DEI strategy is a mechanism through
which systemic issues and the deeply ingrained
way things are done at organizations can be
challenged and changed. Creating a scaled and
purposeful strategy, upheld by strategic pillars,
and customized DEI initiatives kick-starts the
journey.
One-off and impromptu initiatives show the
organization is taking steps towards becoming
inclusive to diverse groups of employees.
However, individual initiatives cannot fix deeply
rooted and systemic inequities alone.
Organizations must select initiatives that work
together to amplify outcomes. For example,
unconscious bias training can work more
successfully if paired with inclusive behavior
training. Additionally, inclusive behaviors are
further reinforced if they are ingrained in the
organization’s culture.
Be cautious of being a performative ally when
branding the DEI strategy. By working on
incorporating the DEI strategy into both the EVP
and the employer brand, the organization ensures
that DEI is reflected in the employee experience.
This ensures that the DEI strategy is a genuine
effort and not just communication messaging.
If you would like additional support, have our
analysts guide you through other phases as part
of a McLean & Company workshop.
Contact your account representative
for more information.
workshops@mcleanco.com
1-888-670-8889
McLean & Company | 46
McLean & Company
Analysts
Online Workshop Overview
Pre-work
Post-work
Client Data Gathering and Planning
Implementation Supported Through Analyst Calls
Discuss participants, logistics, overview of workshop activities
Establish touch points to review progress of strategy implementation
Examples:
Examples:
• Guide establishment of DEI strategy project team
• Guide strategy iteration
• Review data analysis (contact Account Representative if data analysis support from McLean &
Company is required)
• Review milestones
Gather organizational documents and results of relevant diagnostics (Engagement, New Hire Survey,
Exit Survey), previous focus groups and stakeholder feedback, and DEI Assessment
Roll out the DEI strategy
Client
Examples:
• DEI Assessments
• Strategies (i.e. existing DEI strategy, organizational strategy, talent strategy)
• Review success metrics
Examples:
• Identify appropriate governance structure
• Implement selected initiatives
• Engagement, New Hire, Exit survey data
• Previous focus groups and stakeholder feedback
Attend a series of calls to discuss and complete foundational work.
Both
Examples:
• Outlining internal and external data requirements
• Identifying organizational priorities and constraints
• Microsoft Teams orientation
Maximum of eight to ten participants per workshop.
McLean & Company | 47
Activities
Online Workshop Overview
Module 2
Module 3
Conduct a current state analysis
Determine the purpose of DEI
Select initiatives & plan to launch strategy
•
Debrief data gathered
•
Debrief DEI Assessment
•
Review the organization’s broader strategic goals and
priorities
•
•
Deliverables
Module 1
Identify the DEI implications of strategic goals and
priorities
Conduct an external analysis by brainstorming external
factors (PESTL) to understand the macro-level
implications on DEI strategy
• Established integrated framework of DEI priorities to
support organization’s long-term strategic initiatives/goals
• Conduct a SWOT analysis by using the information
gathered in the data collection process. Identify the
internal strengths and weaknesses and external
opportunities and threats.
•
Select initiatives and customize them by describing how
the initiative will be implemented, what the considerations
are, who will be accountable for the initiative, and what the
initiative will achieve.
• Based on Day 1 activities, discuss how you envision the
future state of DEI.
•
Prioritize the selected initiatives.
• Using the insights from the SWOT analysis, define and
draft the overarching purpose of DEI at your organization.
•
Identify key milestones that must occur to implement the
DEI strategy, who will be impacted by the milestone, who
owns it, and who will perform it.
• Select two to four strategic pillars and identify goals and
metrics for each.
•
Defined overarching DEI purpose statement
•
Selected initiatives to implement over a specified timeline
•
Determined the organization’s DEI strategic pillars
•
Created a high-level plan to execute on the DEI strategy
•
Identified high-level goals and metrics
•
Completed DEI Strategy Presentation Template
•
Completed relevant tabs in DEI Workbook
Maximum of eight to ten participants per workshop.
McLean & Company | 48
Optimize the HR Department for Success
Leverage
Feedback to Drive
Performance
HR Stakeholder Management Survey
Align HR initiatives with business strategy and stakeholder needs.
HR Management & Governance
Improve HR’s core functions and drive project success.
Improve Employee Experience and HR Processes
Pandemic Engagement Pulse Check
Assess the effect of pandemic response plans on employee engagement.
Identify impactful initiatives using
our diagnostic programs to collect
feedback from employees,
stakeholders, and the HR team.
New Hire Survey
Ensure recruiting and onboarding programs are effective by surveying new employees.
Employee Engagement
Move beyond measuring job satisfaction with a comprehensive view of engagement.
McLean Employee Experience Monitor
Evolve to leader-driven engagement with a real-time dashboard and results.
Employee Exit Survey
Understand why people leave the organization in order to proactively retain top talent.
360 Degree Feedback
Empower employees with a holistic view of their performance to prioritize development.
View our diagnostic programs for more information.
McLean & Company | 49
About
London, ON
McLean & Company is a research and advisory firm providing practical solutions to human resources
challenges via executable research, tools, and advice that have a clear and measurable impact on your
business.
345 Ridout Street North
Our research team uses a rigorous research process to identify and hone best practices; create practical
tools, templates, and policies; and supply clients with the insight and guidance of our subject matter
experts. McLean & Company applies this proven research approach to both human resources and
company management teams, creating complete solutions that supply the tools you need to get each
project done right.
Toronto, ON
McLean & Company analysts bring real-world experience to the table and apply their knowledge to solving
the challenges faced by our clients on a daily basis. This process is informed by the participation of a
client base that includes over 30,000 members and by an evolving client-driven research agenda.
Las Vegas, NV
McLean & Company is a division of Info-Tech Research Group Inc.
Suite 500, Las Vegas, NV, USA, 89169
Corporate Headquarters
London, Ontario, N6A 2N8
888 Yonge Street
Toronto, Ontario, M4W 2J2
3960 Howard Hughes Parkway
Sydney, Australia
Level 1, 127 Blues Point Road
Contact Us
mcleanco.com
North America: 1-888-670-8889
International: +1-519-936-2659
McMahons Point, NSW, Australia
2060
McLean & Company | 50
McLean & Company offers various levels
of support to best suit your needs
DIY Toolkit
Guided
Implementation
“Our team has already made this
critical project a priority, and we
have the time and capability, but
some guidance along the way
would be helpful.”
“Our team knows that we need to fix
a process, but we need assistance
to determine where to focus. Some
check-ins along the way would help
keep us on track.”
Workshop
Consulting
“We need to hit the ground
running and get this project
kicked off immediately. Our team
has the ability to take this over
once we get a framework and
strategy in place.”
“Our team does not have the time or
the knowledge to take this project
on. We need assistance through the
entirety of this project.”
Diagnostic and consistent frameworks are used throughout all four options.
McLean & Company | 51
Self-identification survey questions
Self-identification surveys
are essential for taking an
evidence-based approach to
building the DEI strategy.
However, collecting selfidentification data can be
complex. Underneath the
questions, provide an area
for employees to selfdescribe or to prefer not to
say.
Lastly, ensure that
employees can opt out of
sharing this data by allowing
them not to answer or to
provide another answer.
Data privacy
Ensure that the organization
identifies a way to ensure that
the self-identification data
collected is confidential.
Gender identity and sexual orientation
• Do you consider yourself a member of the LGBQT2IA+ community: Yes / No / Prefer not to say
• What is your sexual orientation: Straight (Heterosexual) / Gay or Lesbian / Bisexual / Prefer to self-describe / Prefer not to say
• Do you identify as: Male / Female / Non-binary / Prefer to self-describe _________ / Prefer not to say
• Do you identify as transgender: Yes / No / Prefer not to say
Race/Ethnic origin
• What is your race/ethnicity? Black / White / Asian / Prefer to self-describe__________
o
Provide an area for employees to also self-describe.
o
Note that when referring to the Black community you should always capitalize the B.
Place of origin
• What is your place of origin? Provide a definition to not confuse this with ethnic origin or
citizenship. For some people, where they were born will differ from where their ethnic
origin is and what their current citizenship is.
o
Provide an area for employees to also self-describe.
Citizenship
• Of what country are you a citizen of?
o
To be most inclusive, you will want to make this an open-ended question.
Additional questions on the following slide
Identify categories by seeking
out resources specific to your
geographic region (e.g. U.S.
Equal Employment Opportunity
Commission, U.S. Census
Bureau, Statistics Canada,
Human Rights authorities,
SHRM).
They can provide the correct
terminology (e.g. Black and
African American, Indigenous
person, Asian, Native Hawaiian
or Pacific Islander, Latino).
McLean & Company | 52
Self-identification survey questions
Creed
• What is your religion
or creed?
Identify categories by seeking out resources specific to your geographic region (e.g. U.S. Equal
Employment Opportunity Commission, U.S. Census Bureau, Statistics Canada, Human Rights
authorities, SHRM). They can provide the correct terminology (e.g. Roman Catholic, Atheist,
Buddhist, Hindu, Jewish, Muslim, Protestant, Sikh).
Veteran status
• If you believe you belong to any of the categories of
protected veterans, please indicate by checking the
appropriate box below.
 I am not a veteran (I did not serve in the
military)
 Disabled veteran
 Recently separated veteran
Age
• Select your age from the following: Under 18 / 18-25 / 26-33 /34-41 …
o
One of the best ways to provide answers is to use multiple
choice questions with different age ranges.
Family status
• Are you a caregiver to: Children / Parents / Another family member /
Yes but prefer not to self-identify the classification
Resources to leverage
when creating selfidentification surveys:
• U.S. Equal Employment
Opportunity Commission
• Statistics Canada website
• Government of Canada
• U.S. Department of Labor
• Human rights
organizations
• SHRM
 Active wartime or campaign badge veteran
 Armed forces service medal veteran
Disability
 I am a protected veteran, but I choose not to
self-identify the classifications to which I
belong
• Are you a person with a disability? No / Yes / Check all that apply
o
To identify potential categories for answers, refer to resources
such as the U.S. Department of Labor.
McLean & Company | 53
Supplement organizational data with an inclusion survey
If there is a lack of organizational data regarding inclusion, send out a survey through platforms like SurveyMonkey or Google Forms or
connect with your employee survey vendor.
Sample inclusion-focused questions include:
Potential survey formats include:
Rating scale
• For example, how likely would you agree with the following statement, rated
on a scale from 1 (not at all) to 5 (extremely likely).
Likert Scale
• For example, to what extent would you agree with the following statement,
ranked on a scale of strongly agree, agree, disagree, strongly disagree,
neither agree nor disagree.
Regardless of format, ensure that open-ended comment sections are available
for employees to leave additional insights.
If appropriate, include an optional prompt for employees to disclose their
identity, including gender identity, sexual identify, ethnic/cultural identity,
disability, and family status.
I am not discriminated against at this organization.
I am treated with respect by my manager.
I am emotionally safe at work (not bullied or harassed).
I can be my authentic self at work.
I feel empowered to participate and contribute in meetings.
My opinions matter to:
o My colleagues
o My team
o My manager
o The organization
• I feel a sense of belonging at work.
• I feel valued for my differences.
• I am given equal opportunity for development.
•
•
•
•
•
•
Include 10-15 questions to be distributed to the whole organization.
McLean & Company | 54
Draw out employee experiences
Employee
Experiences
Empowerment
Openness
Belonging
Leadership
Sample questions
Positive comment examples
Negative comment examples
What could the organization do to
better support you?
“The organization provides options to
flex my work hours and encourages
work-life balance.”
“There is very limited flexibility to
balance work and familial obligations.
Any accommodation is seen as
laziness.”
Do you feel that you have emotional
and social support at work?
“My colleagues and senior leaders treat
me with respect and encourage my
growth.”
“The environment is toxic and
consistently fails to recognize
employees from minority groups.”
Do you feel like you must codeswitch
or downplay aspects of your identity at
work?
“I don’t feel inhibited to be myself. My
“I don’t feel like I can be myself without
manager and colleagues encourage me judgement.”
to speak my mind and be myself.”
Can you see yourself as a future leader
in this organization? Why or why not?
“I can see that my manager creates an
inclusive environment, because she
calls out negative behaviors.”
“The senior leadership team and the
workforce is not representative to me …
I feel like I can’t progress here.”
McLean & Company | 55
Follow best practices to conduct focus groups on inclusion
The best way to create an inclusive work environment is to build it around the specific experiences of employees within the organization.
However, the topics discussed within DEI are very personal and sensitive.
Make it clear to participants that:
Questions to ask:
• It is a safe space to share their experiences. There is no judgement.
• They only need to share what they’re comfortable with.
• Tell participants to use “I” statements and to speak from their own experience. Participants don’t
need to speak for everyone.
• Even if someone seems similar to you, identities are very complex, and experiences will differ. No
experience is invalid.
• People can continue to share their experience in private, if they’re more comfortable with that.
• What makes you feel like you belong at the organization?
As the facilitator, model inclusive behaviors:
• Give all participants an opportunity to share their experiences before moving onto the next
question or participant.
• Respect everyone’s experience and ensure everyone in the group respects everyone else’s
opinion.
• Keep an eye on body language. Look for any signals that someone is uncomfortable.
• Give time to check in with everyone when heavy, sensitive experiences are shared.
• In your experience, what are some barriers people don’t see
but impact your ability to participate in the organization?
• Do you have any experiences of masking or downplaying
aspects of your self at work?
• Have you ever felt left out at the organization – either in
work practices or socially?
• In your experience, what are some ways the organization
can be more inclusive?
• How can your peers, managers, leaders, and other partners
at the organization be more inclusive?
• If you’re comfortable with sharing, have you ever felt
emotionally or physically unsafe?
McLean & Company | 56
Analyzing focus group data
Engagement surveys, exit surveys, and new hire surveys identify a problem, but focus groups and interviews will provide details and context
about the problem. Using qualitative data to support quantitative data is known as the process of “enrichment,” which will help identify further
issues or information on inclusion and belonging that quantitative research cannot gather (Carvalho & White).
Use this process to analyze focus group data:
1
Compile the focus group
feedback into a table
Document the focus group notes into a
table, consolidating all answers under
each question.
2
3
Analyze focus group feedback
Identify the main ideas in the answers and document
them beside the original answers. Indicate whether this
was a negative or positive experience for the employee.
Summarize the common ideas
Now that the main ideas have been pulled out of
the focus group data, reassess the data to identify
where the trends and common themes are.
Example: Do you have any experiences of masking or downplaying aspects of your self at work? Why?
1. Original Focus Group Feedback
2. Main Idea
3. Summary
People are quick to ask about my girlfriend. Then I must correct them and let them know my partner
is male. This makes me avoid conversations around my relationships because people look
uncomfortable when I correct them.
Negative: questions about
personal life
When my colleagues make jokes about people’s sexuality, I feel like I must hide mine to avoid being
the punchline.
Negative: jokes about
sexuality
Employees feel like they
must hide their sexuality at
work because of team
members’ behavior.
I don’t, but I feel like my team is super supportive and understanding about who I am. They ask
questions and are open to learning. I don’t feel judged on my team.
Positive: team listens
McLean & Company | 57
Adapt McLean & Company’s inclusion competency
Description
Contributes to an environment in which all employees feel a sense of belonging, valued for their differences
and empowered to participate and contribute freely.
1.
•
•
•
•
Respects the uniqueness of individuals.
Listens to others’ points of view with an open mind and tries to relate to their experience.
Understands the impact of their own actions and how others might perceive it.
Speaks up and challenges non-inclusive behaviors and work practices.
2.
•
•
•
•
•
Values the differences that individuals bring to the team.
Openly seeks diverse opinions and ensures everyone is heard.
Makes it safe to propose new ideas.
Shares credit for success.
Gives team members decision-making authority.
3.
•
•
•
•
•
•
Actively promotes and celebrates individual differences.
Enables an environment where people feel safe to speak openly.
Rallies employees to communicate their ideas and share differing perspectives.
Shares insights about their own strengths, weaknesses, successes, and failures to show empathy and help others relate.
Recognizes and rewards inclusive behavior.
Demonstrates accountability for ensuring work practices are inclusive.
4.
•
•
•
•
•
•
Demonstrates self-awareness of biases and preferences for how to get things done.
Uses an inclusive approach in setting strategic direction and making decisions.
Recognizes and rewards inclusive behavior throughout the organization.
Influences others to promote and embrace diversity, equity, and inclusion.
Helps the organization to understand the business case for diversity, equity, and inclusion.
Creates accountability for diversity, equity, and inclusion progress in the organization.
McLean & Company | 58
Works Cited
Abouzahr, Taplett, et al. “Measuring What Matters in Gender Diversity.” BCG, 3 April 2018.
Web. June 2020.
Kahneman, Daniel. “Daniel Kahneman: Beware the ‘inside view’.” McKinsey Quarterly, Nov. 2011.
Accessed 29 Nov. 2019.
Carvalho, S. & White, H. Combining quantitative and qualitative approaches to poverty
measurement and analysis. World Bank Technical Paper, 1996. February 2020.
Unleash Hidden Potential. DDI, 2018. Book. January 2020.
Krentz, Dean, et al. “Fixing the Flawed Approach to Diversity.” BCG, January 2019. Web. June
2020.
Cherry, Kendra. “10 Cognitive Biases That Distort Your Thinking.” Verywell Mind, 7 September
2019. Accessed 18 Nov. 2019.
Dastin, Jeffrey. “Amazon scraps secret AI recruiting tool that showed bias against women.”
Reuters, 9 Oct. 2018. Web. June 2020.
DeLoatch, Pamela. “’A source of tremendous discrimination’: Why hair policies matter.” HR
Dive, 28 Feb 2020. Web. June 2020.
“Diversity and Inclusion.” NBA. n.d. Web. February 2020.
Dixon-Fyle, Hunt, et al. “Diversity Wins: How Inclusion Matters.” McKinsey & Company, May
2020. Web. June 2020.
Fins, Amanda. “Women and the Lifttime Wage Gap: How Many Woman Years Does It Take To
Equal 40 Man Years?” National Women’s Law Center, March 2020. Web. June 2020.
Krivkovich, Nadeau, et al. “Women in the Workplace 2018.” McKinsey & Company, Oct 2018.
Web. June 2020.
Lorenzo, Rocio, et al. “How diverse leadership teams boost innovation.” BCG, 23 January 2018.
Web. January 2020.
Parsons, Hyter, et al. “Are We Being Heard?” Korn Ferry, 2020. Web. June 2020.
Shook and Sweet. “Getting to Equal 2020: The Hidden Value of Culture Makers.” Accenture,
March 2020. Web. June 2020.
Taplett, Garcia-Alonso, et al. “It’s Frontline Leaders Who Make or Break Progress on Diversity.”
BCG, March 2020. Web. June 2020.
Whaba, Phil. “The number of Black CEOs in the Fortune 500 remains very low.” Fortune, June
2020. Web. June 2020.
“HR4.0: Shaping People Strategies in the Fourth Industrial Revolution.” World Economic
Forum, 2019. Web.
Hunt, Vivian, et al. “Delivering growth through diversity.” McKinsey & Company, January 2018.
Web. January 2020.
McLean & Company | 59
McLean & Company | 60