7 steps toward managing a diverse workforce: a series of workplace diversity articles
In 7 steps toward managing a diverse workforce part 2, we learned about forming a community outreach, flexible holiday schedules, and the open door policy. Part 3 of this series focuses on translation work as well as evaluating your diversity planning.
If you missed it, you should go back and check out part 1 and part 2 of the series before moving on. They can be found here:
7 Steps Toward Managing a Diverse Workforce (part 1)
7 Steps Toward Managing a Diverse Workforce (part 2)
Step 6 – Translations
In order to facilitate communication, important company documents should be translated into several languages that will meet the needs of your employees. The languages you choose to have documents translated into should close match the demographics of the company. Furthermore, they should also be reflective of local language laws. This becomes even more crucial when the same documents are used in foreign-operated company offices.
To minimize risk, translations should be accurate and complete. Be sure to use a qualified translator from a reputable company like Able Translations. The company you choose should have experience in the translation of technical manuals. Additionally, look for a company that offers cultural consulting to ensure that your company documents are reflective of the cultural nuances associated with the target language.
Some documents that could be translated to meet your diversity needs can include:
• Employee manuals
• Worker safety information
• Request for time off forms
• Application forms
• Employee application forms
• Policy books
• Employee welcome packages
Beyond the translation of company documents, if your company uses proprietary software (software built specifically for your company), you may want to get it localized. Localized software would allow the user to change the language used on the user interface. This could result in improved usability for multilingual staff.
If you’d like to get company documents translated, Able Translations offers free quotes. You can call us at 1-800-840-5370 or email us at email@example.com.
Step 7 –Assessment
Assessment is a critical step in managing a diverse workforce, one that is often overlooked. It is imperative that you take accurate measurements of every diversity and inclusionary initiative you take. These measurements are used during the assessment phase. During this step, you review all of the initiatives you have put in place to ensure that they are operating as expected.
There are three basic ways to assess the effectiveness of the programs and policies you have put in place.
Surveys are a great way to find out the opinions of others. They could provide valuable insights into whether your diversity/inclusion initiatives are effective. In order to set up a proper survey, you must first think about what you would like to find out. In general, surveys that use a rating system (on a scale of 1-10) provide the most useful data for statistical analysis. However, when evaluating initiatives that involve an affective component, it is best to use a combination of open-ended questions and rating systems.
Tip: find a neutral person to hand out the surveys. Having a supervisor give them out could bias the surveys. I.e. the participants may feel obligated to be positive about your diversity strategy if they feel it may affect their supervisor.
The pre-test/post-test is the simplest method for evaluating the effectiveness of your initiatives. It requires that you have some data from before you begin your initiative and some data collected at a milestone. You compare your past information with your current information.
Number of employees that applied for promotions in 2011 = 10
—————————–Mentorship program started Jan. 1/2012————–
Number of employees that applied for promotions in 2012 = 17
Of course, you would have to control for other factors such as turnover and recruitment. If you’d like to look deeper into the relationship, you could survey employees and find out if mentoring was a factor in their decision to apply for a promotion.
In a time series analysis, is a little bit more difficult to do but well worth it. I highly recommend that your time-series be set up by someone familiar with statistical analysis. The idea behind it is that you have data points arranged according to time. You should have several data points for before the initiative was implemented and after. This allows you to see how things are changing over time and gives you insight into any trends that may be occurring.
For the best possible data output, use a Box-Jenkins time-series. It is the standard in program evaluation.
Planning and implementing a diversity and inclusion strategy takes a great deal of time and forethought but most of all, it needs to be genuine. To implement these initiatives because it is “standard practice” or a passing interest will lead to lack luster results.
My advice is to:
• Get excited about celebrating the things that make us unique;
• Get other passionate people on board;
• Listen to the needs of others instead of making assumptions;
• Plan, implement, measure, and re-plan
• Start today
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