Assessments & Cultural Audits
This process examines how managers and employees feel about the conditions at work that help or hinder their ability to work to their full potential. Research techniques include confidential one-on-one interviews, focus groups, surveys, observation, and other methodologies.
The primary aim of a cultural assessment process is to determine the difference between existing conditions (What is now) in contrast with what the organization would like (What is desired). Perceptions of work conditions are likely to differ from group to group based on such issues as race, ethnicity, age, gender, religion, sexual orientation and other variables.
Overall, the assessment process provides a statistical basis for making programmatic decisions such as whether or not policies and practices meet manager and employee expectations, the content or duration a programs, or the overall effectiveness of existing policies, practices, or programs.
How Much Research is Enough?
The ideal mix of research methodologies and individuals or groups from which to obtain input varies based on any factors precipitating an internal intervention, as well as budgetary considerations. For example, an organization facing legal issues or complaints about alleged discriminatory practices is more likely to gain more assessment data, especially among those individuals or groups that feel discriminated against. Organizations that are conducting preventive or proactive programs may want to determine where their training dollars may gain the greatest return on the investment.
Qualitative Data
Do employees who are considered different based on variables like age, gender, race, skin color, religion, sexual orientation, and others, feel they are treated the same as the majority or dominant culture employed by the organization?
Quantitative Data
How does information like the number of employees hired, gender and racial breakdowns, average duration of employment, and promotion processes reflect on white employees at the organization in contrast with others?
One-on-One Interviews
At the outset of any project, it is essential to gain a realistic view of how seriously management views diversity as a benefit to the organization.
The Diversity Collaborative relies on candid observations, feedback, and recommendations from key managers and employees who are knowledgeable about how specific groups relate to the work environment in order to determine an effective training curriculum.
Some key questions we consider: Does the organization hire employees with an interest toward marketing to specific constituencies? Do managers recognize the benefits of a diverse employee base? Are the organization’s recruitment, hiring, and performance appraisal processes regularly evaluated to determine how they affect the organization’s ethnic profile – as well as the bottom line? Do employees in every specific group truly believe the organization protects their best interests.
Focus Groups
Focus groups are the best assessment methodology to gain (qualitative) information from individuals and determine their perceptions about the work environment.
Some key questions to consider: Does the organization’s policies truly match the practices at work? What are the consequences when managers or employees violate anti-discrimination policies? Is action swift and decisive, or slow and selective?
Focus groups are most effective when data is gathered from a variety of groups distinguished by race ethnicity, gender, age religion, sexual orientation, and position in the organization. The ideal number of focus groups is often a budget-driven decision.
The more groups polled for input helps shed a broader light on any particular group that may require more or less training, where a particular program may be most (or least) effective to achieve desired outcomes, and where the employee base recognizes the organization’s strengths and limitations.
Some organizations choose to conduct a minimum of focus groups, depending on the issue(s) of greatest concern. For example Human Resources may select one focus group for men and one for women; one for people of color and one for white/European American employees, and so on. Larger organizations tend to separate ethnic groups so as to obtain contrasting data from key racial or ethnic groups and others.
Online Surveys
The strength of data obtained from online surveys is only as strong as the questions being asked. The Diversity Collaborative engages some of the top research scientists in the Northwest to obtain statistically valid results. Based on the organization and budget concerns, surveys may be brief and easy or more detailed. Some organizations prefer a demographic breakdown of online survey data so as to recognize distinctions between input from various groups. For example, do males and females share the same perceptions of fairness and equality at work? Do people of color and European American employees see the same degree of access and the likelihood of career success within the organization – or do some believe ethic bias works against them?
HPre-Test/Post-Test Data
A Diversity Collaborative Hallmark
In order to measure the effectiveness of any training program or organizational intervention designed to meet specific goals, it is both useful and wise conduct a pre-training assessment (pre-test) and and post-training assessment (post-test). Both assessments are designed to ask the same questions and measure the same parameters so as to provide comparative data that, ideally, shows the degree of learning after the training is complete.
Pre-test and post-test questions must be coordinated so as to measure the extent to which specific learning objectives and organizational objectives are achieved. The success of pre- and post-test data rests on the specificity of learning objectives (what the learner gains from training) and organizational objectives (what the organization gains from a well-trained workforce). To be most effective, objectives must be articulated so that both the learner and the organization (HR) knows what they will gain from the time and expense committed to the program. The best objectives are SMART – Specific, Measureable, Achievable, Results-oriented, and Timely.
As a speaker at many national and international conferences, Lonnie Lusardo has inspired countless training professionals and Human Resource leaders how and when to conduct basic or more detailed pre-test/post-test measures.
HR Managers need to know: Was the intervention worth the cost? Although the pre-test/post-test process may add to the overall cost of training programs and interventions, without data to confirm the extent of learning, organizations often repeat programs that fail to achieve anticipated outcomes.
In the final analysis, statistically valid pre-training and post-training data helps senior managers determine whether or not the return on investment fell short, met or exceeded organizational expectations.