Jem Pagan, CTO, Flatiron Strategies Leading Voices D USBE Magazine’s Leading Voices
have a clear view of innovation and the future of work in the Digital Era. In this maiden issue, Morgan State University’s Dr. Michael Spencer, one of the most active engineering deans in the growth of compound semiconductors, microwave devices, power conversion devices, and solar cells, explores Makerspaces, student creativity, and next generation jobs. Innovation expert Jem Pagan takes things to the next level by looking at how you can disrupt yourself, provoke your skill development, and take advantage of opportunities in the digital marketplace.
Leading Voices Contributing Editors .........................
Dr. Michael Spencer Dean
School of Engineering Morgan State University
John W. Morgan Chief Operating Offi cer EagleForce Associates, Inc.
Jem Pagán
Chief Technology Offi cer Flatiron Strategies
Exploring New Ways to Measure Diversity Value
iscussions about how to measure a company’s diversity value have been
debated for several years with various ideas on how to do so most eff ectively. Adding to the commentary of accurately gauging diversity is the changing landscape of what factors to consider when determining core diversity values. As professional organizations move into the next generation of workforce development, it will be imperative to consider new paradigms and new tools to maximize workforce diversity. Beyond Today’s Measuring Parameters Most models of measuring
diversity value implemented by today’s corporations can be categorized into one of two primary approaches. Qualitative analyses capitalize on the expertise of HR executives and managers’ feedback that assesses reports on how teams work together, how the teams view projects and peers working on the projects, and so on. Quantitative analyses assess more statistical activities, such as how many emails are sent between team members, how a particularly diverse team pairs up against a less diverse team, and which team is more expeditious at successful job completion. Although quantitative assessments provide more usable data, the results are often hit or miss. My desire to see a more defi nitive
measurement tool for diversity value has propelled me to create a product that provides systematic analysis and cultural index dashboards for HR executives that can measure diversity from a completely diff erent standpoint. This approach, which relies on internally produced data rather than external assessments, utilizes artifi cial intelligence inside of the organization’s communications resources that collects fi rst-hand employee sentiment directly through team chats, discussion boards, and emails. It also employs artifi cial intelligence bots that cover and oversee compliance of privacy and protection for employees, allowing HR executives to get much closer to employees as they begin company onboarding processes.
78 USBE&IT | WINTER 2017 I believe this is the direction of
next-generation diversity measurement. More than ever before, executives will be able to use digitization to fi ll the gaps professional HR executives simply cannot cover because of the broad ratio between HR professionals and the number of employees they service. The Benefi ts of AI and Virtual Assistance With an internal AI digitization
tool, diversity measurements will come from more altruistic sources: conversations and sentiments that are happening in real time from within the organization. Providing dashboard access to HR professionals will allow them to focus on and gather insights into the organization as a proactive means of driving diversity versus reactive processes. At the same time, executives will be able to reduce the amount of qualitative analyses that are driving HR decisions and produce more data-driven, quantifi able outcomes that will be more believable and actionable. Further, it can present a historical view that will show and support never-before-seen trends from a broader audience, with more data providing the insights needed to drive the organization to a positive culture and inclusion strategy. This will ultimately measure diversity investment against the organization’s critical success factors. At the executive level, diversity will become a more strategic component of the organization, not a forced, mandated application for its workforce. Virtual HR and AI platforms
can also play very important roles in understanding how to tap into the insight of individual employees and help them become high-performing employees. By “listening” more acutely to their day-to-day experiences, orientation processes become extremely deliverable. Executives will have direct access to the questions employees have, which will allow managers to answer in real time, measure the number of questions coming from onboarding processes, and analyze common questions and trends. These executives
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