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Inclusion as a Growth Strategy Assessment

Measure and improve your organization's diversity and inclusion practices with these organizational culture assessment questions.

The Inclusion as a Growth Strategy Assessment is designed to help leaders measure and improve their organization's diversity and inclusion practices – and to make inclusion an important part of their growth strategy. The assessment covers four key areas: Enterprise Leadership, Workforce Representation, Consumer Experience, and Health & Well being.

Upon completion, you will receive a detailed report including multiple indicators that can help leaders make informed decisions about where they should focus their efforts in order to create a more inclusive workplace.

About 20 minutes to completion

32 questions in total

This questionnaire measures 23 key indicators in four key areas:

  • Enterprise Leadership : Does your organization give leaders the tools, training, metrics, and methods to lead with inclusion and individuality?
  • Workforce Representation : How ready is your organization to create inclusive cultures and teams? How do leaders build trust with employees?
  • Consumer Experience : How does the organization build connection and trust with consumers and/or clients?
  • Health and Wellbeing: How ready is your organization to be proactive in getting to know your diverse employees and their communities?

Note: For this tool to be most useful to you, treat this as an assessment of reality – NOT as a quiz for the right answers. Choose answers that best reflect what you have done in the past, what you do today, what you think, or what you know about yourself. The more honest you are, the more you’ll learn about yourself and the more insight you’ll gain about how you can improve your ability to unleash the people you lead.

Let’s get started.

Section 1: Enterprise Leadership
This section will assess how ready your organization is with tools, training, metrics and methods that can help leaders include individuality in their work toward a diverse workforce.

1.Our leaders are given training opportunities to learn how to be inclusive across the enterprise.

2.It’s someone’s job (someone is accountable) to make sure leaders have the knowledge, skills and tools to make their departments more inclusive.

3.Our organization has performance metrics that help us measure how well we work together across functions and silos as an organization.

4. We have organizational processes An "organizational process" means this is not just an idea. There are steps to follow or some other official process in place. for getting to know our diverse employees and consumer populations as they change over time.

5. We have organizational processes An "organizational process" means this is not just an idea. There are steps to follow or some other official process in place. for applying what we learn (about our diverse populations as they change over time) to how we deliver our products and services.

6. Our executive team is fully committed to forging external partnerships with other organizations to improve how we lead and serve our diverse employees, consumers/clients and communities in ways that drive growth. Revenue-generating activities to increase the value of your organization and brands.

7.I have access to data from across our enterprise that enables me to locate facts like: total number of Hispanic leaders, managers, and employees; total number of African-American consumers and/or clients; the total number of diverse suppliers in our network (or other totals related to particular demographic groups).

8.We have methods in place for making sure our supplier network is diverse, and for making sure that outcomes from our supplier network improve our ability to lead and serve our diverse employees, communities, and consumers/clients.

Section 2: Workforce Representation
This section will assess how ready your organization is with tools, training, metrics and methods that can help leaders include individuality in their work toward a diverse workforce.

9.To ensure a diverse workforce into the future, we actively engage with a variety of groups representing the shifting (diverse) demographics in the markets we serve.

10.Our talent acquisition strategy and outreach includes multiple age groups – elementary, middle school, high school, colleges and universities.

11. When we’re hiring at any level, we understand that experience and education are not the only indicators of potential – we give at least equal weight to individual capability, and we know how to identify individual capability Individual capability is the knowledge, skills, expertise and unique abilities that an individual brings to an organization.

12.Our organization feels like a place where anyone can harness their full capabilities, no matter their background (i.e. culture, heritage, gender, etc.).

13.We have a way to measure how employees feel about the impact they can have on the organization.

14.One of our employee engagement indicators measures whether or not employees feel safe to be their whole selves at work, meaning they don’t have to hide aspects of themselves from leaders or coworkers.

15.We have tools and resources for helping employees bridge silos and functions, to get cross-functional support to make better decisions and improve outcomes across the enterprise.

16.We support employee resource groups that are voluntary social networks focused on celebrating differences.

Section 3: Consumer Experience
This section will assess how ready your organization is with tools, training, metrics and methods that can help leaders include individuality in their work toward a diverse workforce.

17.In addition to satisfaction surveys, we have ways of allowing our consumers/clients to share feedback about our products or services, helping us understand who they are as individuals.

18.We require employees who interact with our consumers/clients to complete cultural competency training to best serve our consumer/client populations.

19. We have processes in place to get to know our consumers/clients as individuals By "consumers/clients as individuals" we mean learning about their lives beyond their current needs: family structure, cultural values and influences, and community factors that might affect their approach to their immediate needs related to the specific product or service they get from us. , and to make sure that knowledge is shared (as appropriate) with all employees who interact with customers/clients (call centers, marketing, public relations, etc.).

20.We have strategies for engaging with consumers/clients in a way that invites them to tell us their whole story – beyond the immediate needs related to the specific product or service they get from us.

21.We have organizational processes to make sure our consumers/clients feel seen, heard and/or respected by us.

22.We have processes in place to help us understand how our growing diverse consumer/client populations’ needs are shaped by family, community and lifestyles – and we have processes for implementing changes in the organization based on what we learn.

23.We have processes in place to make sure we consider diverse consumer/client preferences when we streamline services or cut costs – to help us do so in a way that doesn’t diminish the experience for diverse consumers/clients.

24.I can think of an example of when we learned something about how a particular diverse population accesses and/or experiences our products or services, and we’ve applied that lesson to the way we deliver our products or services.

Section 4: Health & Well-being
This section will assess how ready your organization is with tools, training, metrics and methods that can help leaders include individuality in their work toward a diverse workforce.

25.Our commitment to employee health & well-being goes beyond legal/compliance obligation – we look for ways to tie our community outreach, philanthropy, and/or corporate social responsibility activities to improve employee health and wellness where we can.

26.We actively evaluate our employee benefit plan design to identify unique healthcare needs that will help us continually improve strategies to best serve our diverse employee populations.

27.We have strategies, processes or partnerships in place to help us identify and resolve health disparities and inequities that might have an impact on our diverse employee populations.

28.We have one or more strategies in place right now to help us better understand the factors that influence the health and wellness choices made by a particular diverse demographic we serve.

29.We have active partnerships with non-profit or other community groups that are tackling disease-prevention by addressing related factors like poverty, food insecurity, lack of public space, and others.

30.We know which aspects of health tend to vary by culture, gender or demographic.

31.We offer our leaders and employees resources for learning about the health needs relevant to particular demographic groups.

32.I can think of an example of when we learned something about how a particular employee population takes action to improve their health and wellness (or doesn’t take action), and we’ve applied that lesson to the way we promote prevention.

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