The Diversity & Flexibility Alliance is a think tank dedicated to creating work environments centered on inclusion and innovative thought leadership. The Alliance empowers organizations with the tools necessary for advancing women, fostering flexibility, and retaining top talent.
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Action Step – Taking the Pulse of Your Workforce
The Alliance’s Action Steps are designed to assist organizations with implementing practical strategies and policies related to diversity and flexibility. Members can access full versions of all of the Alliance’s Action Steps in the Member Resource Center.
TAKING THE PULSE OF YOUR WORKFORCE
Before launching any initiative to promote or improve diversity or flexibility within an organization, it’s important to ensure you’re solving for the right problem. That is, rather than rushing to apply the latest industry best practice, the initiative should be tailored to address the particular needs of your organization with input from those who will be impacted. In addition to tracking a variety of workforce metrics, the Alliance recommends seeking that input in a systematic and meaningful way by engaging in one or more of the following three information gathering processes.
Surveys: Conducting engagement or climate surveys can provide a rich set of data points to understand the perception of a variety of diversity, flexibility, and/or other cultural issues within an organization, including what’s going well. These surveys typically take the form of an online questionnaire featuring a series of multiple choice questions for quantitative analysis, as well as a few open-ended questions to allow participants to comment about a specific topic or a range of topics covered by the survey. When developing the questionnaire, the organization should limit inquiry to areas it is prepared to address. Surveying without follow-up action can contribute to low participation in future surveys and even increased frustration among employees due to skepticism about the organization’s commitment to addressing the issues about which it asks…
Action Step – Feedback Essentials Part 2: How to Get the Feedback You Need
The Alliance’s Action Steps are designed to assist organizations with implementing practical strategies and policies related to diversity and flexibility. Members can access full versions of all of the Alliance’s Action Steps in the Member Resource Center.
FEEDBACK ESSENTIALS PART 2: HOW TO GET THE FEEDBACK YOU NEED
In Part 1 of this Action Step, we focused on delivering feedback effectively, which is one side of what should be a two-way conversation. While it may seem the individual providing the feedback is doing all the work, the recipient has an equally important role to play, including initiating the discussion when needed. Following these steps will help you carry out your responsibility to get feedback and make the most of what you receive.
Ask for It: Research shows many lawyers and other professionals feel they receive feedback too infrequently from their supervisors, and find it difficult to improve their performance as a result. While supervisors retain responsibility to provide feedback, professionals can and should be proactive in seeking this information. For example, rather than waiting to hear how things are going in an annual performance review, you can initiate ‘check-ins’ with supervisors at natural intervals, such as when projects are completed…
Action Step – Feedback Essentials Part 1: Delivering Feedback Effectively
The Alliance’s Action Steps are designed to assist organizations with implementing practical strategies and policies related to diversity and flexibility. Members can access full versions of all of the Alliance’s Action Steps in the Member Resource Center.
FEEDBACK ESSENTIALS PART 1: DELIVERING FEEDBACK EFFECTIVELY
Feedback is critical to career advancement, but research shows women and other under-represented professionals are much less likely than their majority group counterparts to receive the kind of constructive feedback necessary to improve performance. The reasons for this vary, but common ones include supervisors’ concerns they will be perceived in a negative light and fear that the person receiving feedback will leave. These issues are particularly pronounced when feedback is being provided across differences. This introduces additional challenges to an aspect of managing and leading others that many supervisors would prefer to avoid. Overcoming these challenges, however, is essential to fostering the success of all talent, and applying the following best practices provides supervisors with a framework to successfully meet this responsibility….