GLOBAL DIVERSITY & INCLUSION

Transcription

1 GLOBAL DIVERSITY & INCLUSION BENCHMARKING REPORT May 2014 Submitted by: Willie Banks Jr., Associate Dean of Students, Cleveland State University Elizabeth Beltramini, Director of Content Curation, ACUI Daniel Maxwell, Associate Vice President for Student Affairs, University of Houston Holly Sateia, Vice President for Institutional Diversity and Equity Emerita, Dartmouth College Maggie Towle, Director, Student Unions & Activities, University of Minnesota Twin Cities 1

2 INTRODUCTION In September 2013, the ACUI Board of Trustees charged a newly crafted Diversity and Inclusion Benchmarking Team to conduct a self assessment of the Association using the 2011 Global Diversity and Inclusion Benchmarks: Standards for Organizations around the World*. These standards are available in Appendix A. Eleven categories were studied. Two benchmarking categories were excluded: Category 10 emphasizes efforts in the local community (i.e., Bloomington, Ind.), and given that only one member institution is located proximately to the Central Office, the Board of Trustees felt the benchmarking team s efforts were better spent assessing other aspects of the organization. Category 13 was more specific to manufacturing, which is not part of the Association s core mission, so it was also excluded. The team began by extensively reviewing relevant governance and administration documents, meeting minutes, educational resources and program evaluations, volunteer and staff training materials, Association communications and media, and results from other recent assessments. Throughout the review process, team members used the best practices and percentages within each category as written, refraining from any subjective filters determining what good progress might be. Additionally, the benchmarks definitions of diversity and inclusion were used. Diversity refers to the variety of differences and similarities/dimensions among people, such as gender, race/ethnicity, tribal/indigenous origins, age, culture, generation, religion, class/caste, language, education, geography, nationality, disability, sexual orientation, work style, work experience, job role and function, thinking style, and personality type. Inclusion refers to how diversity is leveraged to create a fair, equitable, healthy, and highperforming organization or community where all individuals are respected, feel engaged and motivated, and their contributions toward meeting organizational and societal goals are valued. With that review complete, four surveys were distributed to solicit opinions that would inform additional aspects of the benchmarks. In November, a quick survey was sent to executive directors of Council of Higher Education Management Association member organizations. Six responses were received. From Dec. 18, 2013 Jan. 8, 2014, 19 individuals completed a survey sent to Central Office employees (an 86% response rate). From Dec. 18, 2013 Jan. 8, 2014, 28 individuals participated in a survey of current outgoing and incoming International Leadership Team members, excluding staff, for a 70% response rate. Of this number, eight indicated they were on the Board of Trustees. From Dec. 18, 2013 Jan. 8, 2014, 481 individuals participated in a survey sent to ACUI members who were not on the International Leadership Team. This included professional, students, honorary, and faculty members but not associate members. The response rate was 8.5%. 2

3 Survey responses were used in combination with the earlier document review process to determine ACUI s current success in meeting each of the best practices within the various categories. For each category, an overall percentage was determined to indicate progress toward achieving the best practices. Specifically, the team determined whether ACUI had achieved each benchmark statement. Because each statement was associated with a percentage, the team awarded a corresponding number of points for each statement met (25, 50, 75, or 100). The total points awarded for each category was then divided by the total points possible for that category, resulting in a percentage. According to the Global Diversity and Inclusion Benchmarks, percentages symbolize the following: 0%: No D&I work has begun; differences and a culture of inclusion is not on the organization s radar screen. (Note: This does not imply negative D&I culture, so for example, a pervasively harassment filled work environment would be lower than 0%). 25: Compliance mindset at best; symbolic actions only 50%: Beginning of a programmatic thrust; moving in a health direction 75%: Seeing D&I systemically; a robust D&I approach 100%: Current best practices in D&I around the world FOUNDATION BENCHMARKS CATEGORY 1: DIVERSITY AND INCLUSION VISION, STRATEGY, AND BUSINESS CASE Covers the organization s overall concept of and approach to D&I, including its formal articulation of the value of D&I, the requirements of managing D&I, and how D&I is embedded in the fabric of the organization. Overall Rating: 50% CATEGORY 2: LEADERSHIP AND ACCOUNTABILITY Covers the responsibilities of the organization s leadership in shaping, guiding, and leveraging D&I. It also covers the accountability methods for leadership and for the organization as a whole. Overall Rating: 75% CATEGORY 3: INFRASTRUCTURE AND IMPLEMENTATION Explores the way the organization structures or organizes its D&I function so it can effectively carry out its D&I goals, including staffing, councils, and networks. Overall Rating: 50% 3

4 INTERNAL BENCHMARKS CATEGORY 4 RECRUITMENT, DEVELOPMENT, AND ADVANCEMENT Describes how the organization ensures D&I in the hiring and selection process, and whether it creates an inclusive culture that enhances professional excellence, manages and advances talent, and supports selection, retention, and advancement. Overall Rating: 37% CATEGORY 5: BENEFITS, WORK LIFE, AND FLEXIBILITY Describes the way work is organized and the extent to which there are flexible work arrangements for employees. Gauges the benefits and services provided to employees to meet their specific needs and concerns. Overall Rating: 65% CATEGORY 6: JOB DESIGN, CLASSIFICATION, AND COMPENSATION Explores the way jobs are designed, classified, compensated, and assigned. Includes assessment of reward and recognition systems and the degree to which an organization is fair and equitable. Overall Rating: 46% CATEGORY 7: D&I EDUCATION AND TRAINING Explores D&I awareness, skill building training and education, and the integration of such training into the overall training and development of all employees. Explores the extent to which performance improvement and training are provided equitably to enable all employees to succeed in their careers. Overall Rating: 25% BRIDGING BENCHMARKS CATEGORY 8: ASSESSMENT, MEASUREMENT, AND RESEARCH Evaluates the way D&I is measured, whether or not the organization does research to support D&I strategies, and the organization s assessment processes around diversity, inclusion, and organizational culture. Overall Rating: 25% 4 CATEGORY 9: D&I COMMUNICATIONS Describes how D&I is articulated, promoted, and embedded into the organization s internal and external communication strategy. Overall Rating: 35%

5 EXTERNAL BENCHMARKS CATEGORY 10: COMMUNITY, GOVERNMENT RELATIONS, AND SOCIAL RESPONSIBILITY Covers the organization s efforts to engage and invest in its communities. This category also covers government relations and social responsibility. Benchmark Excluded CATEGORY 11: PRODUCTS AND SERVICES DEVELOPMENT Gauges the organization s recognition of the diversity of its customer base and its effectiveness in designing and delivering products and services to current and future customers. Overall Rating: 33% CATEGORY 12: MARKETING, SALES, DISTRIBUTION, AND CUSTOMER SERVICE Surveys the organization s recognition of the diversity of its customer base and its sensitivity to the nuances of language, symbols, and images used in its distribution, sales and marketing strategies, thereby attracting and satisfying prospective and current customers. Overall Rating: 42% CATEGORY 13: SUPPLIER DIVERSITY: This includes the processes of selecting, contracting, and interacting with the organization s suppliers and vendors in a manner that supports and grows D&I values and goals along the supply chain. Benchmark Excluded *Since this project began, a 2014 version of the benchmarks has been released. 5

6 RECOMMENDATIONS ACUI seems to have excelled in some areas, which has created an inclusive and caring community for most members and staff. This leadership and vision should be commended. Now, the Association must decide how best to build on its strengths while bolstering its weaknesses. This will not be easy. The benchmarking team believes that to achieve success, an intentional plan defining what are and are not ACUI s priorities will be necessary. In the past, countless volunteers and staff members have brainstormed D&I initiatives. For the outcomes of this project to be successful, to be different, the team advocates the following steps be taken, listed in priority order: STAFF SUPPORT To transform the attitude that diversity is everyone s responsibility but no one s responsibility, we recommend that ACUI hire a director of diversity and inclusion before September This individual would have expertise in D&I and would be responsible for advancing ACUI s D&I efforts. The position would directly report to the executive director/ceo and have a full time focus on D&I including but not limited to: embedding D&I into ACUI s training and education efforts, ensuring appropriate market analysis is conducted, formalizing testing and functional area procedures for D&I, and managing Association wide efforts to assess and communicate D&I initiatives. The team feels that unless a staff position is created in this manner, D&I efforts will always be an afterthought or other duties as assigned. Additionally, it is important that the individual have the authority and access to make D&I a priority Association wide. Ideally, this staff member would liaise to the regional inclusivity coordinators as well as supervise several project based diversity networks to support this work. Such new networks should be formal volunteer opportunities and not just grouped by demographic constituency. This approach is recommended instead of trying to utilize one component group founded for another purpose (e.g., the Community of Practice for Multi Ethnic Professionals and Allies). STRATEGIC PRIORITIZATION D&I should be incorporated into Board of Trustees and other volunteer position descriptions. It should be a part of all governance, fiduciary, and strategic conversations at the board level, with the staff member overseeing the operational tasks. Immediately and in the next strategic plan, the benchmarking team recommends a strategic emphasis on the following areas related to D&I: Education and Training As an educational organization, the team feels strongly that this area is one that should be targeted for critical improvement. It should be noted that this requires not just the development of new educational programs/materials with a D&I focus but that D&I training be embedded in all existing education that occurs. Communication More can be done to increase the frequency and quality of communications regarding ACUI s D&I efforts. The Association has done much to improve its brand as a leader in technology, and the team feels a similar level of commitment to awareness could be successfully applied to enhance our reputation for D&I. 6

7 Assessment These benchmarks should be used to craft a D&I scorecard and track progress annually. Additionally, each functional area (from Procure to awards/scholarships to the annual conference) should be expected to identify annual D&I goals for which they are held accountable. Participation in the advancement of ACUI s D&I goals should be part of all staff and volunteer evaluations as a step toward accountability. Finally, an intercultural competency inventory of regional and international Leadership Team volunteers and staff should be conducted to inform training efforts. The team believes that if these recommendations are implemented, progress will also occur in these areas: Category 1 ACUI will have a specific business case and measurable action plan related to diversity. Category 2 Accountability will be easier given the existence of a plan and specific individuals tasks. Category 4 Increased communications and enhanced brand reputation for D&I will lead to a stronger position from which to recruit leaders and members. Category 11 With formalized diversity networks and a staff leader, the Association will better be able to meet a range of member needs and create a more inclusive environment. ADDITIONAL INITIATIVES In addition to the above recommendations, the team recommends the following steps be considered in the area of diversity and inclusion. Please note, the team feels strongly that unless the recommendations are implemented with the necessary staff and environmental support outlined, the Association will not be able to achieve notable progress in diversity and inclusion. The board must decide whether these easy wins are sufficient or if the previous section s more comprehensive philosophical shift is desired. Consider the creation of several formal diversity networks to support this work instead of trying to utilize one component group founded for another purpose (i.e., COMP). Make sure the networks are project based, not just grouped by demographic constituency The team believes ACUI has struggled with D&I because it has tried to implement its efforts using existing frameworks. Such models as a standing program team, grassroots community, or think tank might not be appropriate. Instead, a comprehensive approach is advised in which existing positions have formal D&I expectations and other groups can be created not to oversee all multicultural initiatives but to inform and support select initiatives. Regardless of the approach, a dynamic leader with D&I expertise is needed for coordination. Invest in research to study D&I in the union and activities profession, perhaps using the Summit on Physical Space model Given the self assessment nature of this report, most of the recommendations are focused internally. This external step would a visible reminder that ACUI values D&I. It would require ample financial and time resources not dependent on waiting for the right individual or funding source to surface. 7

8 Add someone to staff hiring committees who brings a diverse perspective, such as local individuals who might understand nonprofits but not be part of the ACUI culture It was noted that while Bloomington, Ind., is without significant racial diversity, the ACUI staff is even more homogenous. Therefore, the Central Office being in Bloomington cannot credibly be used to excuse the lack of racial diversity on the staff. In addition to enhancing the ACUI brand as a local D&I leader, the Central Office might consider including individuals on hiring committees who have had some success in reaching underrepresented populations. Conduct a salary review and ensure the compensation policy is discussed with staff members during the process It appeared that most staff know that ACUI has a compensation policy but are unaware of its specifics. Factors determining fair compensation also appeared contentious. It is advised that ACUI conduct a salary review and that education about the compensation policy is an intentional part of the process. Develop procedures for determining diversity ROI Given that significant D&I initiatives could be implemented as a result of this report, it will be necessary to identify for how the return on each investment will be tracked. New procedures could be piloted on the high school clay targets program as that is relatively new and reaches a niche audience. Create an advisory board during the development and infancy phases of any new programs/services The team sees diverse advisory boards as assets in helping ACUI shape new programs, develop relationships with new vendors, and launch new services. Such boards should not be constituency based and should have parameters so that their role is to provide input but not oversight. Ensure procedures exist and are implemented for members and nonmembers testing new online initiatives and other services ACUI has been somewhat reactionary in evaluating online technology and other services instead of including members in the development process. To change this practice, formal procedures for testing during the R&D stage and a commitment to using those procedures are critical to better meet the members needs. Increase the spotlight projects among non Leadership Team volunteers and non department head staff In terms of volunteer projects, many seemed to be driven by those at large, fouryear public institutions. Whenever possible, the Association should make an effort to seek out (rather than hope for) potential volunteers who do not fit a traditional pattern of ACUI experience. In terms of staff, department head level employees have overseen major projects in recent years, at times overshadowing the rest of the staff. In both volunteer and staff cases, an intentional effort should be made to foster new leaders and bring them into the spotlight. Review affirmative action statement and formally adopt new statement The Association has struggled with defining diversity almost to the point of stalling its D&I efforts. Therefore, the 8

9 team recommends a review of this statement only if: 1) We want to recommit to the concept of affirmative action to ensure we are actually taking action related to the categories mentioned, or 2) We want to broaden the statement beyond affirmative action and emphasize a nondiscrimination stance for alternative kinds of diversity such as institution type, job title, personality, etc., which some members considered more important than language, ability, religion, etc. CONCLUSION ACUI achieved higher ratings in the foundation benchmarks, indicating that our leadership understands the value of diversity and inclusion. However, more can be done to ensure we have a well trained staff and volunteer workforce to take us to the next level. Therefore, the benchmarking team recommends immediate steps to recruit expertise, enhance our existing workforce s expertise, and track our progress over time. Smaller initiatives are also important for ACUI to maintain its current level in the benchmarks, but it should be noted that these will not create broad cultural or systematic change. The team spent significant time discussing how previous boards have also reviewed how diversity and inclusion, are valued and demonstrated by the Association. To move diversity and inclusion beyond a perceived espoused value with common sense initiatives occasionally achieved in between reviews, systematic change must take place. The stated recommendations provide the board with a roadmap for organizational change and an outright manifestation of a commitment to diversity and inclusion. It would be unfortunate to find the Association and a future board having a similar conversation on this topic in a few years. The Association needs to either be comfortable with its current commitment to diversity and inclusion and what that looks like with current programs, services, activities, volunteers, and staff or the leadership needs to formally allocate human and financial resources to truly achieve the benchmarks as outlined. 9

10 CATEGORY 1: DIVERSITY AND INCLUSION VISION, STRATEGY, AND BUSINESS CASE Overall Rating: 50% SUCCESSES: ACUI HAS ACHIEVED THE FOLLOWING BENCHMARKS D&I has become embedded in the fabric of the organization and is not seen as an isolated program, but rather as a key value and a means to growth and success. In terms of its guiding documents, the Association added diversity as a core value, and its Statement of Commitment to and Vision for a Multicultural Organization speaks directly to inclusion. The Code of Ethics was structured with the core values in mind and to date does not expound upon the diversity core value. In the three surveys the benchmarking team conducted, the membership, staff, and leadership agreed that ACUI meets this benchmark. This was consistent across all demographic characteristics queried. All employees and the board of directors demonstrate that D&I is aligned with and integral to organizational success. Ongoing emphasis of this aspect of the strategic plan, documented in terms of the Key Success Factors Matrix, component group meeting agendas, and Board of Trustees minutes highlights that the organization will not feel it has achieved success without progress in this area. The organization credits accomplishment of its D&I strategy for contributing to its overall success. In addition to the comments relative to the previous benchmark, mentions of the Association s tradition and history often include its role on the forefront of civil rights, gay rights, and more recently work in the areas of becoming a knowledge based instead of constituency based organization. The organization is known as a leader in D&I and is frequently benchmarked for its D&I accomplishments. Representatives on the Council of Higher Education Management Associations listserve were asked about ACUI in terms of the two parts of this benchmark. While only a handful of responses were received, most agreed that ACUI meets this benchmark. The organization s strategy includes pioneering D&I components. The current strategic plan includes a section directing work on this area. It outlines that standards be created for Association programs and services, member competency in Intercultural Proficiency be bolstered, and short term and long term plans be crafted with a goal of increasing inclusivity. The spirit, as well as the requirement to embed equity, prevent harassment, reduce discrimination, and so forth is fully supported; violations of diversity related policies are not tolerated. From a structural standpoint, the Board of Trustees is introduced to the anti harassment policy as part of its training, and most staff survey respondents believe they are paid and treated 10

11 equitably. Additionally, the regional inclusivity coordinators are trained on the Affirmative Action Statement and involved in the recruitment and selection of regional volunteers. Beyond these, there are inconsistencies in how equity is defined and achieved, but the spirit is honored. For example, one selection team might decide to make geographic and institutional diversity its priority whereas another focuses on ethnic diversity. It is acknowledged by the majority of stakeholders that D&I is important for contributing to the success of the organization and it is the right thing to do. Of all the questions asked, members, staff, and volunteer leaders most strongly agreed with the statement that Diversity and inclusion are vital components to the well being of the Association and its future. D&I is included in organization wide strategy meetings, including meetings on R&D, marketing, risk management, community involvement, and mergers and acquisitions. The recent organization wide strategy meeting involving this topic occurred with the full Leadership Team in July Other than that, the Association seems to convene about its strategy when it is time to create a strategic plan. Less formal strategy meetings (e.g., related to marketing and risk management) occasionally include factors of D&I, though these might not be visible. Examples include discussions among Conference Program Team members about the importance of selecting a range of keynote speakers; discussions about the growing clay targets program as a way to reach those beyond our traditional student leaders; and paying for volunteers to attend ACUI meetings so neither they nor their institution needs to absorb that cost. The organization has examined its practices, requirements, and culture and created strategies to reduce barriers to inclusion. In the survey sent to the volunteer leadership, respondents felt the Board of Trustees creates strategies to address barriers to inclusion. Additionally, respondents to all three surveys discussed the recent volunteer selection process and regional restructuring as visible steps to reduce barriers to volunteerism. D&I is defined broadly. The Association s Affirmative Action Statement is the closest ACUI comes to defining diversity. It mentions many categories of diversity. Those not in the Affirmative Action Statement but included in the Global Diversity and Inclusion Benchmarks definition are: tribal/indigenous origins, generation (the benchmarks definition lists age separately), class/caste, language, education, geography (nationality was listed separately), work style, work experience, job role and function, thinking style, and personality type. It is possible that not all these additional categories would be appropriate for ACUI s statement. Additionally, perhaps speaking to how the membership defines diversity, respondents to the three surveys indicated through the open ended comments that they consider diversity more broadly than achieving racial quotas. 11

12 The Association does not define inclusion directly in any guiding documents, although it is referenced in the Statement of Commitment to and Vision for a Multicultural Organization and Affirmative Action Statement. Respondents to the three surveys did agree ACUI is an inclusive organization according to the following Global D&I Benchmarks definition: Inclusion: How diversity is leveraged to create a fair, equitable, healthy, and high performing community in which all individuals are respected, feel engaged and motivated, and their contributions toward meeting organization goals are valued. SHORTCOMINGS: THE ASSOCIATION DOES NOT CURRENTLY MEET THESE BENCHMARKS All major components of D&I, including vision, strategy, business case, goals, policies, principles, desired behaviors, and competencies are regularly reviewed to leverage opportunities for organizational success. While several aspects of this benchmark are met, most are not. For instance, few data were found to be measured related to the business case for diversity or marketing approaches to specific audiences. When data were tracked, most frequently it was related to institutions not individuals. Policies, mostly unrelated to D&I, were not generally available to or reviewed by the staff or volunteers, although individual policies were discussed. The best examples of documented desired behaviors were in the staff s office norms, Customer Service Guidelines, and document about what (not) to wear to the annual conference. Despite references to the core values, none explicitly discussed desired behaviors related to D&I. Finally, no documentation could be found related to a review of the staff s or volunteer leadership s D&I competency. In fact, some survey respondents comments could be interpreted as indicating that an increase in racial diversity within the staff and volunteer leadership would be an effective approach in building the competency desired on the team. While such a strategy might be desirable, it would not help the Association achieve this benchmark. Organizational functions, locations, and market areas have a business case and annual goals are based on their specific D&I related needs and issues. This most commonly was seen in the sales area with respect to market segments. A more global examination revealed that while some component groups had undertaken projects related to helping ACUI be recognized as a multicultural organization, it would be a stretch to say these were developed based on any documented business case or D&I related needs or issues. A compelling D&I vision, strategic, and business case has been communicated to all employees. It enables the achievement of organizational goals and the multiple ways the organization benefits from D&I. In their survey responses, staff members were not able to affirm that a compelling vision, strategy, or business case had been communicated beyond the discussions at the Leadership Team meeting in July

13 D&I individual behaviors and expectations that help achieve the strategy are known by all employees. Annual D&I qualitative and quantitative goals that include input from a variety of internal and external stakeholders are in development. In the survey of staff, respondents did not know what individual behaviors and expectations of them would help achieve the goal in the strategic plan. Additionally, no documentation nor survey responses were able to confirm the existence of annual D&I goals, let alone having both qualitative and quantitative goals derived from a variety of stakeholders. 13

14 CATEGORY 2: LEADERSHIP AND ACCOUNTABILITY Overall Rating: 65% SUCCESSES: ACUI HAS ACHIEVED THE FOLLOWING BENCHMARKS Senior leadership routinely discusses the importance of D&I as a core organizational strategy and provides consistent, visible leadership. The vast majority (90%) of the Leadership Team survey respondents agreed that D&I are vital components to the well being of the organization and that D&I initiatives provide a means of growth and success for ACUI. This strong support was also particularly apparent in the Board of Trustees meeting minutes in which the organization s successes and challenges regarding its D&I work was frequently discussed by the board and was intentionally embedded in the work of the board s Strategic Direction committee. In 2012, the board identified D&I as one of three strategic initiatives for the organization and voted to replace Communication with Diversity as one of the core values for ACUI. Senior leaders are seen as change agents and role models and inspire others to take individual responsibility and become role models themselves. In the Leadership Team survey, the majority of the respondents (88.4%) agreed or strongly agreed that D&I was a priority of ACUI s senior leadership and that the Board of Trustees inspires others to take individual responsibility. Leaders receive coaching in D&I and provide coaching to others. In the Leadership Team survey, this particular aspect garnered significant support with 80% of respondents indicating that D&I was an integral part of their training and ongoing meetings. A majority (65.4%) of respondents agreed or strongly agreed that the training was tied to ACUI s strategic plan and provided employees and leaders with the knowledge and skills necessary to demonstrate diversity and inclusion concepts. A recent example occurred at the July 2013 Leadership Team meeting when a faculty member from Indiana University, with expertise in this area, was invited to lead a discussion of how ACUI will be recognized as a multicultural organization and what specific measures could be utilized to track its success. Volunteer leaders and board members understand that the work of D&I is systemic and designed to strengthen the organization s culture. They are owners, not just sponsors, of the organization s D&I work Over 70% of the respondents agreed that the Board of Trustees demonstrates that D&I is aligned with and integral to ACUI s success. No one disagreed. Additionally, 65.4% felt that the board members are owners and not just sponsors of ACUI s D&I work. Most leaders in the organization can articulate the D&I strategy, business case, and goals including how D&I enables the achievement of the organization s vision, mission and goals. Another aspect that gathered support was board members ability to articulate ACUI s D&I strategy and goals, with 60% of respondents agreeing. However, comments throughout the surveys of members, volunteer leader, and staff indicated that a plan of action was undefined. It 14

15 was also generally agreed (57%) that the board holds the Leadership Team and staff accountable for achieving ACUI s vision for D&I. All employees are involved in D&I initiatives; rewards and/or recognition are given to D&I champions and advocates. In the staff survey, the majority of staff felt that D&I have been an integral component of their work expectations including the way that they carry out their duties and communicate. They also identified the flexibility of work arrangements and employee benefits as ways in which the diverse needs of staff are addressed. SHORTCOMINGS: THE ASSOCIATION IS NOT AS SUCCESSFUL IN MEETING THESE BENCHMARKS Management performance, pay, bonuses, and promotions are tied to a variety of D&I indicators While the majority of the staff felt that D&I are integral components to their work expectations, currently there is no instrument in place that specifically ties their performance regarding D&I goals to pay, bonuses, and promotions. And when asked about ongoing D&I training, only 21% of the staff felt that diversity and inclusion training was an ongoing professional development expectation for employees. In addition, members responding to a 2011 survey expressed a desire for ACUI to be more transparent in hiring practices, leadership opportunities, and selection. Leaders are accountable for implementing the D&I strategy In the Leadership Team, staff, and member surveys, the majority of respondents agreed that everyone plays a role in moving the D&I agenda forward. However, there is no one person identified solely for advancing ACUI s diversity strategies and agenda. This is a prime example of the management adage, When everyone is responsible, no one is responsible. Undoubtedly this has contributed to the challenges ACUI had experienced over the years in trying to implement various D&I recommendations. For example, the team could not identify a single recommendation that had been implemented from the 2007 Diversity Think Tank s 17 recommendations. Leaders support and are actively involved in diversity networks and advocate for the development of nontraditional talent. There is no plan in place to develop nontraditional talent of members or staff. And while the organization supports three communities of practice related to D&I (Gay, Lesbian, Bisexual and Transgender; Multi Ethnic Professionals and Allies; and Women s Leadership), these are not considered formal diversity networks. Additionally, there is no specific protocol to ensure diverse groups have access to the Board of Trustees and senior staff. 15

16 CATEGORY 3: INFRASTRUCTURE AND IMPLEMENTATION Overall Rating: 46% SUCCESSES: ACUI HAS ACHIEVED THE FOLLOWING BENCHMARKS Employee teams or change agents exist throughout the organization to advise and drive D&I change efforts. They are rewarded and compensated for their work. No employee teams exist for this purpose. Thus, there are no formal rewards or compensations available. However, several volunteer and component groups have the potential to be change agents. 16 The Board of Trustees job descriptions incorporate language regarding advancing ACUI s core purpose and values, providing and supporting the strategic direction of ACUI, and nominating qualified members that reflect the diversity of the association for leadership positions. All other volunteer job descriptions include language regarding incorporation of the ACUI core competencies, which includes Intercultural Proficiency, and advancing the principles articulated in the Association s statement of Commitment to and Vision for a Multicultural Organization. There are three communities of practice related to D&I (Gay, Lesbian, Bisexual, and Transgender; Multi Ethnic Professionals and Allies; and Women s Leadership), though with membership at close to 52% women, one could argue that the Women s Leadership Community of Practice not be included in a D&I benchmark study. In the survey of members, when asked who is responsible for D&I efforts within ACUI, the majority of the responses were everyone, meaning the staff, leadership, other volunteers, and all members. However, there was no evidence of comprehensive efforts initiated by any of these groups. The organization lives its D&I values; it supports the raising of issues, concerns and opportunities, and encourages ideas from all employees. D&I is part of ACUI s core values, strategic plan, incorporated in all volunteer job descriptions, and the recent survey is evidence of listening to ACUI members regarding their issues, concerns, and ideas. D&I councils/committees in departments or divisions exist, and are in alignment with the organization s strategy. The Board of Trustees, Regional Leadership Teams, Education Council, and Conference Program Teams are aligned with ACUI s strategic plan. D&I professionals are viewed as change agents and, as such, collaborate with other organizational functions. In the recent D&I survey of volunteer leaders, 88.4% of the respondents agreed or strongly agreed that they are seen as change agents and role models and inspire others to take individual responsibility.

17 Diversity networks exist and have some support. The communities of practice are supported by Central Staff and the Leadership Team. These are perhaps the only groups that would fall under the term diversity networks (defined as employee networks, resource groups, affinity groups, worker councils, and so forth ). SHORTCOMINGS: THE ASSOCIATION DOES NOT CURRENTLY MEET THESE BENCHMARKS The D&I function is headed by a senior leader who regularly interacts with the board of directors, and is supported by a knowledgeable staff of professionals, adequate for the size and goals of the organizations. There is not a specific senior leader who leads the D&I efforts for ACUI. There are adequate resources and a structure designed to assure full implementation of the organization s D&I strategy and plans. Even if D&I staff is decentralized they are in alignment with implementing the organization s strategy. D&I initiatives are clearly a priority for ACUI as they are included as part of the strategic plan, core values, core competencies, and volunteer job descriptions. Some resources exist for members in the form of access to the ACUI website, articles in The Bulletin, and opportunities for webinars and other educational sessions, at regional and annual conferences. The Volunteer Development Team and staff development and volunteer manager also serve as resources for implementing D&I strategies related to volunteer leadership. 17 However, there is not a specific structure, process, or resources defined to fully implement the D&I strategy and plans. In the recent volunteer leadership survey, 46% agreed or strongly agreed that there are adequate resources and a structure designed to assure full implementation of ACUI s diversity strategy and plan, while 54% were neutral, disagreed, or strongly disagreed. While everyone is responsible, no one is making substantial progress with D&I. The senior D&I professional is a member of the senior management team, is treated as an equal partner, and serves as the diversity coach to its leaders. There is no professional identified as responsible for advancing ACUI s diversity strategies/agenda. Diversity networks are treated as business partners and are engaged to support organizational goals. They may advise on marketing, recruitment, risk management, and so forth. Communities of practice do support organizational goals but are not considered business partners advising on marketing, recruitment, risk management, etc. Diversity networks have access to the organizations senior leaders and decision makers. The Board of Trustees, Regional Leadership Teams, and Central Office staff are accessible to the Communities of Practice, Conference Program Teams, Education Council, and ACUI members. In the recent D&I leadership survey, 50% agreed or strongly agreed that diversity networks have access to the Board of Trustees and 50% were neutral, disagreed, or strongly disagreed. In any

18 case, ACUI has not identified diversity networks with procedures that enable regular access to decision makers. An adequate budget has been allocated to cover implementation. There is no specific budget for D&I efforts. There is awareness in the organization about the role and functions of the D&I team. There is not a specific D&I team. There is a D&I manager and staff with responsibilities for D&I. There is not a specific D&I manager and staff, despite pervasive agreement that all play a role in moving the D&I agenda forward. An organization wide D&I council/committee is given visible support by leaders, represents internal stakeholders, and has some influence on D&I efforts. There is not an organization wide D&I council, though according to the volunteer leadership survey, 65% agreed or strongly agreed that the Board of Trustees are owners not just sponsors of ACUI s D&I work. D&I councils/committees work collaboratively with D&I professionals, the senior management team, and labor unions. The Education Council has a specific charge for providing leadership in developing the vision for educational programs and services in line with the strategic direction of the Association and developing a vision for the application, education, and visibility of the core competencies. The council is charged with maintaining communication with the communities of practice and communicates regularly with the Leadership Team and Central Office staff. Using this structure, diversity networks could be created. 18

19 CATEGORY 4 RECRUITMENT, DEVELOPMENT, AND ADVANCEMENT Overall Rating: 37% SUCCESSES: ACUI HAS ACHIEVED THE FOLLOWING BENCHMARKS The organization s talent development processes have resulted in equitable recruitment, retention, advancement, and a pervasive feeling of inclusion. D&I is embedded in all parts of the organization. Majorities of the three surveys respondents indicated that D&I is embedded in the organization. Additionally, members, volunteer leaders, and staff described a pervasive feeling of inclusion using examples such as hugs, accessibility of volunteer opportunities, and staff potlucks. Recruitment sources are diverse, including advertising on diversity focused career websites, using social media, and networking with internal and external diversity groups. For the most recent openings, positions were not only posted on career and classifieds sites, but also advertised with local diversity organizations and members expressly stating that women and individuals from underrepresented populations were encouraged to apply. Employees are in jobs based on meeting job requirements, rather than based on stereotypes, preferences, or traditions. This is most evident in the diversity of educational background and life experiences represented on staff. While most job descriptions indicate a preferred major or degree, several staff members have what might be considered nontraditional backgrounds for their current role with the organization. Employees are able to consider development opportunities and positions outside their current functional, technical, or professional area. ACUI meets this benchmark. This process has been practiced informally for years and formalized more recently with the Professional Development Planning Form, on which individuals are asked to identify other areas of the Association in which they would like to grow their experience. This has allowed a range of staff members to learn about event planning, accounting, development, etc. The workforce is beginning to reflect the diversity found in the organization s labor market, but there is still underutilization of certain groups in senior positions and some concentration of similar groups within certain functions. The ACUI Central Office is headquartered in Bloomington, Ind., with two staff members working remotely in Galesburg, Ill., and Rochester, N.Y., respectively. Of 24 total staff members, 92% are white, compared to 83% of Bloomington residents. Half are men, compared to 50.3% of Bloomington residents. There is diversity of age, religion, generation, job role, class, geography, sexual orientation, work style, work experience, thinking style, education, and personality type. Senior staff and department heads (n=8) are all able bodied, white, English speaking, Americans. Religious and gender diversity are more limited in this subgroup. Given the small size 19

20 20 of departments, clustering of demographic characteristics is relative. For example, the information technology staff (n=3) is all straight, middle aged, white men. Hiring managers are educated in understanding cultural differences and the impact their biases may have on talent management decisions. Staff members have some but not a lot of training in this area. Specific biases discussed during recent hiring decisions have included language, ability, age, education, personality, and geography. SHORTCOMINGS: THE ASSOCIATION DOES NOT CURRENTLY MEET THESE BENCHMARKS The overall workforce crossing all levels and functions is generally representative of the organization s labor markets; it manifests the perspectives and behaviors needed to serve diverse markets. The Association staff is generally less diverse than its labor market (locally and within the association management community). The organization s reputation for quality D&I efforts makes it an employer of choice, enhancing its ability to attract and retain employees who contribute to outstanding organizational results. Anecdotally, potential employees of ACUI are not familiar with the Association before applying and so it has no reputation good or bad in the area of D&I. In the survey of staff, employees indicated that they value the culture of the organization but that D&I efforts are not a primary reason they remain on staff. Talent is developed and advanced based on competencies most needed for the organization. Doing so usually results in diverse senior leadership. High potential diverse talent is provided with internal coaches, mentors, and external coaching opportunities to maximize performance and careers within the organization. While talent is developed and advanced as makes sense for the organization s priorities, an outcome has not been diversity among senior leadership. Additionally, formal or informal coaching has not been intentionally provided to potential senior leaders from underrepresented populations. Recruitment and selection panels are representative of the diverse population the organization wants to attract and advance. Typically formal recruitment and selection activities are conducted only by staff, although some members have been involved in screening committees for classified positions. In all cases, diversity of the panel may have been a consideration but was limited based on the staff population with knowledge of the open position s job responsibilities. Special efforts are made to place members of underutilized or underprivileged groups in positions that serve as feeder systems or pipelines for advancement. The Central Office does not necessarily have formal pathways for promotion. The two positions most commonly hired with a goal for advancing the individual are the educational program coordinator and administrative assistant roles. In the most recent searches for an educational program coordinator, emphasis on underprivileged groups was not apparent. However, in the

21 most recent administrative assistant searches, such emphasis was apparent. For other staff positions within the organization, few obvious pipelines for advancement exist. The talent management process, including succession planning, focuses on competencies, potential, and qualifications. Leaders are aware of potential bias and integrate D&I goals into talent management. ACUI does not have a formal talent management process; however, individuals have been promoted when they have proven they are ready for a new role/greater responsibility, not merely because they have completed a degree program or because they are well liked. D&I goals related to talent management have not been articulated. Development through self assessment, coaching, mentoring, and service on task forces, participating in significant and visible projects, and receiving special and relief assignments, is encouraged, facilitated, and open to most levels and functions. Numerous such opportunities can be documented for senior staff and department heads (strategic plan development, management of contracted association services, 100 th anniversary projects, etc.); however, at this time only one non senior staff member has a role that might be categorized in this way (service on an inter association council). Design and delivery of development programs ensure employees are exposed to a variety of cultures, markets, values, and practices. In years in which professional development funds are available, staff members tend to request attendance at programs or conferences relevant to their job responsibilities. Exposure to other cultures, markets, values, and practices might be an ancillary benefit, but is without intentionality. The organization offers a variety of training and development programs including job rotation, crosstraining, and apprenticeship, and encourages employees to take advantage of them. Such programs are not currently available to staff members. UNKNOWN External search firms are selected based in part on their expertise in presenting diverse slates of candidates. Diversity expertise was included as part of the request for proposals from search firms for the CEO position. How this expertise factors into a firm s selection is unknown at this time. 21

22 CATEGORY 5: BENEFITS, WORK LIFE, AND FLEXIBILITY Overall Rating: 75% SUCCESSES: ACUI has achieved most of the benchmarks for Category 5, which include providing staff with flexible work schedules, flexible benefits and services and other accommodations. All of these aspects are addressed in various personnel documents such as: The Central Office Customer Service Operational Plan Cultural Norms of all Central Office Employees ACUI Flextime and Compressed Schedule Procedure Staff policies and procedures It is significant to note that 100% of the staff feels that diversity and inclusion are vital components to the well being of the Association and its future, and 94.8 % agree that diversity and inclusion are embedded in the fabric of ACUI as a key value. In the survey, 89.5% of the staff agreed that Leaders are equipped with the skills to respond to requests for flexibility and visibly role model work life balance. Across the board, staff survey responses generally support the conclusion that ACUI is doing an exemplary job in meeting the Category 5 benchmark. It is apparent in ACUI s personnel materials that clearly identify the policies, procedures, and benefits for all ACUI employees: Flextime and compressed schedule options are available for all employees in certain instances. These options are used to improve coverage, enhance recruitment, extend service hours, enhance staff morale, and reduce tardiness. They are implemented at the discretion of department heads, and according to the staff survey, the majority of staff ( 78.9% ) feel that these options are encouraged and do not negatively impact career development or progress. Staff have access to a flexible benefits plan that includes a health plan as well as health care expense and dependent care expense accounts. Staff also have access to certain Indiana University services such as reduced pricing on recreational and fitness facilities, libraries, and parking. And staff family members are given a reduced rate to attend ACUI s annual conference. When asked if employee spouses/significant others are included and welcomed in organizational events, the majority of staff (78.9%) agreed that they were. SHORTCOMINGS: The only shortcoming expressed in the staff survey was in response to the following: Diversity and inclusion training is an ongoing professional development expectation of employees. Only 21% of the employees agreed that such training was an expectation. And it should be noted that in all of the evaluation tools (e.g., annual performance plans, department head and 22