Our Diversity and Inclusion framework is made up of drivers and sub-drivers, similar to our Engage model. This measures employee perceptions of an organisation's efforts to maintain a diverse workforce and create an environment where every individual feels included.
Peakon’s standard diversity and inclusion question library includes:
- 1 main diversity and inclusion question
- 3 driver questions
- 6 sub-driver questions
To learn more about using the diversity and inclusion dashboard, refer to this article.
A growing body of evidence shows that diversity contributes to a range of important outcomes for individuals, teams and organisations. Employees in diverse organisations experience greater engagement and trust (Downey et al 2015), report greater job satisfaction (Hofhuis et al, 2016) and fewer incidences of harassment (Kabat-Farr and Cortina, 2014) and they’re less likely to leave (Ali et al, 2015; Buttner and Lowe, 2017).
Diverse teams demonstrate greater performance (Shoreibah et al, 2019), creativity and innovation (Lorenzo et al, 2017) and diversity enhances knowledge-sharing (Hofhuis et al, 2016) and decision-making within teams (Galinsky et al 2015).
In addition to benefits to their reputation, diverse organisations perform better in a range of financial measures: returns, cash flow, EPS, EBIT, margins, investment performance, market value, ROA, ROE, revenue and sales growth (see: Catalyst, Why Diversity and Inclusion Matter: Financial Performance, 2018).
Diversity and inclusion main question
Diversity and Inclusion measures employee perceptions of an organisation's efforts to maintain a diverse workforce and create an environment where every individual feels included.
- Core question: I'm satisfied with [company]'s efforts to support diversity and inclusion.
As individuals, we want to feel accepted within a group, but we also want to feel that we can be ourselves. This is what Brewer (1991) proposes in Optimal Distinctiveness Theory: we seek to balance a need for belongingness with a need to feel that our individual characteristics—our uniqueness—are valued.
According to Shore et al. (2011), when an individual is actively encouraged to express their individuality, they form a social identity that encompasses both a sense of belonging and a sense of uniqueness. This helps make individuals feel included.
- Core question: At [company], people of all backgrounds are accepted for who they are.
Central to employees’ perceptions of an organisation’s inclusiveness is a sense of belonging within the organisation and their team. This means that employees feel that they can be themselves and that they are valued for their unique talents or characteristics.
- 'Belonging' sub-driver question: I feel a sense of belonging at [company].
Relates to employees' sense that they are an accepted member of a group or team.
- 'Feeling valued' sub-driver question: I feel like I'm valued as a person at [company].
Concerns the employee's belief that their unique characteristics or talents are important and beneficial to the team or organisation.
An employee's sense of inclusion is strongly influenced by whether they feel that the organisation values employees as individuals. Some measures that employees use to judge this are the organisation's attitudes and behaviours when it comes to creating and keeping a diverse workforce.
Where are these attitudes and behaviours reflected? In intergroup interactions, and organisational culture and structure (Cox, 1990). It's most visible in the policies and processes used to recruit new employees and to award promotions or development opportunities. The way that managers and leaders behave and communicate also greatly affect employees' perceptions of organisational diversity.
- Core question: A diverse workforce is a clear priority at [company].
Refers to how employees perceive the organisation’s views on diversity and the efforts it makes to attract and retain a diverse workforce. This perception is typically based on the organisation's recruitment strategies, the process used to select employees for training and advancement, and the behaviour that is considered acceptable within the organisation.
- 'Diversity recruitment' sub-driver question: Recruitment processes at [company] attract and select a diverse workforce.
Measures perceptions of the organisation’s efforts to recruit a diverse workforce.
- 'Workforce diversity' sub-driver question: I believe [company] is a diverse workplace.
Relates to whether the employee feels that the organisation’s workforce is diverse.
Unsurprisingly, experiencing discrimination, both as a victim and witnessing its impact on others, has a profound impact on employees’ perceptions of how inclusive their organisation is.
Ensher et al. (2001) found that employees’ job satisfaction, organisational commitment, and willingness to go above what is expected of them, are all negatively affected by employee perceptions that they have experienced discrimination from a co-worker, supervisor, or the organisation.
- Core driver question: I'm confident I won't be discriminated against at [company].
An inclusive environment is one in which employees feel that they can be themselves without fear of discrimination. The ways in which an organisation responds to instances of discrimination, harassment or inappropriate behaviour have a strong impact on employees' sense of safety and their willingness to present their true selves. Without this sense of safety, employees often refrain from making best use of their unique strengths.
- 'Responsiveness' sub-driver question: I believe [company] would respond appropriately to instances of discrimination.
Refers to employees' belief that the organisation responds appropriately to incidences of discrimination.
- 'Fair opportunities' sub-driver question: People of all backgrounds have the same opportunities at [company].
Concerns employees' sense that everyone within the organisation is given the same opportunities, regardless of background.
Peakon's recommendation is to add the Diversity and Inclusion question set alongside Engage and measure this on a continuous basis.
Editable attributes can be used to collect sensitive attributes to segment Diversity and Inclusion scores by different employee groups to act on the groups that may feel less included, and therefore, have a higher probability of leaving the organisation.
If you want to learn more about the Diversity and Inclusion question set, please reach out to your customers success manager or the Support team.