Individual Connectivity

In This Section

Guide to Sustaining Organizational Change

Section 2.3: Tracking and Measuring Progress

Talent Processes

Section 5.1: Succession Planning

Guide to Sustaining Organizational Change

2.3 Tracking and Measuring Progress

To know whether and how we are achieving the goals of the 50 – 30 Challenge and building belonging in our organizations, we need to measure and track our progress. Without that understanding, there is no clear way of knowing how we are working towards our vision and strategy.

1. Use data to assess gaps and report on a regular basis (at least on a semi-annual basis)

Identify data that you need to gather (e.g. organizational level, retention, engagement, turnover, self-identification, etc.)
Gather data required to conduct gap analysis
Analyze representation at the leadership and board levels – it is important for employees to feel seen and represented in their leadership (both in values and in intersectional identities)
Go to Section 2.3a in this tool, the Guide to Sustaining Organizational Change, to learn more about collection and management of self-identification data

2. Build ownership and assign accountability

Who (or which team) is the owner of different initiatives? What activities are being done to work towards that long-term goal?
How is performance tied to equity and inclusion?
Build ownership for leaders and board members to move this strategy and vision forward by tying leader and board roles and responsibilities to specific parts of this strategy and tracking progress in moving these goals forward through their performance evaluations

3. Tie the data you are collecting to strategic initiatives to track progress

2.3.a: Guidance on Self-Identification Data

As part of measuring and tracking progress, organizations can collect self-identification data. It is important to make it clear to people why you are collecting this data and how it will be used.

Reasons why self-identification data should be collected and how it will be used:

Help organizations have conversations about EDI-related goals and creating a welcoming environment for everyone
Understand success of EDI efforts and success in creating a space where everyone feels welcome
Analyze gaps to understand what programs need to be created and which resources to provide
Evaluate equity of policies and processes
Measure employee engagement
Measure success of EDI initiatives
Maintain compliance with regulation to report on representation of the four designated employment groups in the Employment Equity Act

2.3.b: Data Management Lifecycle

1. Creation and Collection

Identify the purpose, objective and intended uses of the information
Select the appropriate data elements to be collected so that it is fit for purpose
Notify individuals about the collection, the purpose/objective and intended uses of that data
Include language at the point of collection to indicate that providing self-identifying data is voluntary, and providing it serves as consent for its use for the specified purposes
There should never be repercussions or retaliation for an individual deciding not to provide self-identifying data
Limit data collection to scope and scale of disclosed purposes and uses
Use multiple choice response format. Include options ‘prefer not to answer’ and ‘I don’t know’ and allow for checking off multiple boxes. Do not use “free text” response format.
Ensure that self-identifying information is anonymous

2. Storage

Ensure the self-identifying information is protected by the appropriate physical, organizational, and technological controls corresponding to its level of sensitivity
Clarify roles and responsibilities to ensure who does what, when, and how in the event the self-identifying information is subject to a security breach
Ensure that you abide by the rules relating to that client and data as it relates to transferring it across borders

3. Usage

Ensure the self-identifying information is used only for disclosed purposes and uses
When aggregating / grouping data for analysis, consider a minimum sample size to maintain confidentiality and anonymity, otherwise there is a risk that a specific respondent could be identified / linked back to their responses

4. Archival

Ensure the self-identifying information is protected by the appropriate physical, organizational, and technological controls corresponding to its level of sensitivity
Clarify roles and responsibilities to ensure who does what, when, and how in the event the self-identifying information is subject to a security breach

5. Destruction

Ensure the information is properly disposed once retention period has expired
A person should always have a convenient way to ask for their information to be deleted

Talent Processes: Succession Planning

5.1 Succession Planning: Program Development

Developing a robust succession planning process and program ensures that employees can visualize their journey to becoming a leader, and current leaders see growth in their roles.

leading practices:

Provide candidates from priority groups with the opportunity to participate in informational interviews so they are able to prepare for the promotion process and receive feedback
Integrate equity, diversity and inclusion into leadership competencies and link back to performance evaluation

Specific actions to follow:

Develop a formal succession planning program so candidates are aware of opportunities to grow within the organization, if resources are available
Create a structure where employees are able to self-nominate for promotions and / or participation within a succession planning program
Ensure an established structure and criteria are in place to assess candidates objectively and mitigate various biases