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HR teams are busier than ever now with managing remote workforces, improving employee engagement, and planning for next year. Addressing inclusivity is also top-of-mind for many companies, but often they’re not sure where to start. We've collected a number of best practices in our blog post here.
To support your DEI efforts, we have built a DEI Engagement Survey template, created in consultation with ReadySet, a high-touch consulting firm specializing in making more human-centric, inclusive work environments.
All our customers with the Engagement Surveys entitlement will be able to use this new template. Access them under the Admin panel > Engagement Surveys > Create Surveys > Templates.
It takes on average 7 minutes to complete the 20 questions that cover the following topics:
- Work Environment
- Belonging
- Feeling Valued
- Fairness
- Opportunities
Engagement Survey Admins can launch the template as is, or can make modifications as they see fit. However, to utilize our benchmark data, it's suggested that you stick to the default settings.
After launching the survey and collecting the results from your employees, you can view the results within People Intelligence, and via a new dashboard called DEI Dashboard.
The dashboard will display reports (if the data is available) on:
- Overall Favorability
- DEI Favorability Breakdown
- Overall Responses
- DEI Favorability by Department
- DEI Heatmap by Factor and Department
- DEI Favorability by Gender
- DEI Heatmap by Factor and Gender
- DEI Favorability by Location
- DEI Heatmap by Factor and Location
You will be able to create Action Plans when viewing the DEI Engagement Reports within People Intelligence. Something important to note: Because creating an Action Plan effectively creates a Goal, a more detailed description of what the Action Plan entails will appear when created as a goal within the Goals tab.
| Question Number | Factor | Question | Take Action text in-product -- (shortened version as seen within a report in People Intelligence | Take Action text -- FULL (as seen in the Goals tab after creation) |
| 1 | Work Environment | My company values everyone's opinions, regardless of race, gender, gender identity, sexual orientation, or any other demographic factor. | Conduct employee focus groups to understand where/when people feel unequal treatment; develop plans to address gaps including training on DEI | Segment data to understand if low scores are coming from a particular demographic group. Conduct focus groups with employees to understand where and when people feel unequal treatment, and develop a plan to address specific gaps including training on diversity, equity, & inclusion topics. |
| 2 | Work Environment | Diversity is a priority at my company. | Educate to ensure leaders are aware of the importance of DEI. Form taskforce, drive efforts on recruiting, retaining & advancing underrepresented groups | Educate leaders first, so they're aware of the importance of DEI. Then, form a DEI taskforce to drive efforts on recruiting, retaining, and advancing underrepresented groups. |
| 3 | Work Environment | My company is taking effective action to promote diversity, equity, and inclusion (DEI). | Establish & communicate DEI goals to employees; update workforce on progress & milestones | Establish goals to improve diversity, equity, and inclusion at your company, and communicate these goals to all employees. Update your workforce on progress and milestones. |
| 4 | Work Environment | I feel like my workplace provides a positive and healthy environment for me. | Conduct focus groups to understand what "healthy environment" means to employees & what the gap is | Segment data to understand if low scores are coming from a particular demographic group. Hold a focus group to better understand what a "healthy environment" means to employees, and what the gap is between the current environment and a healthy one. |
| 5 | Work Environment | I can achieve work/life balance at my company. | Conduct focus groups on work-life policies, determine which your organization can improve; audit policies & benefits to ensure inclusion of groups' needs | Conduct a focus group on the work-life policies would be most helpful for employees (e.g., work from home program, PTO policy). Decide on the policies that your organization can support, and inform employees about these policies with training and email communications. Your HR team can also audit policies and benefits to ensure they are inclusive of many marginalized groups' needs. |
| 6 | Belonging | I feel respected at my company. | Develop a code of conduct & educate all employees about it; examine corporate values to ensure they represent how employees want to be treated | Develop a code of conduct and educate all employees about it. Examine corporate values to ensure they represent how employees want to be treated. |
| 7 | Belonging | I feel like I belong at my company. | Develop ERGs and incorporate recommendations, set corporate goals on sourcing candidates & leadership from underrepresented groups | Develop ERGs so employees have a forum for discussing top-of-mind issues and sharing recommendations with the company. Set corporate goals on sourcing candidates from underrepresented backgrounds, and having a leadership team with individuals from underrepresented backgrounds. Recognize holidays (e.g., Martin Luther King Day, Diwali) that are important to employees. |
| 8 | Belonging | I feel safe being vulnerable with my coworkers. | Provide employee education on being vulnerable; encourage leaders to be vulnerable in public forums | Encourage leaders to be vulnerable in public forums to set the example. Provide employee education on being vulnerable, such as Brené Brown's "Dare to Lead". Ensure that leaders don't penalize employees for making a mistake and taking ownership for it. |
| 9 | Belonging | I can discuss tough problems openly and honestly at work. | Consider an "open-door" policy, listening to employee concerns; drive feedback culture with training sessions on giving & receiving feedback | Ensure that managers and department heads have an "open-door" policy for listening to employee complaints. Drive a culture of feedback with a training session on giving and receiving feedback. |
| 10 | Feeling Valued | My coworkers are open and receptive to my feedback. | Lead employee-wide training on feedback's importance & the most productive ways to deliver and receive feedback | Lead an employee-wide training session on the importance of feedback and the most productive ways to deliver and receive feedback. |
| 11 | Feeling Valued | My manager cares about my well-being. | Lead inclusive management training on the drivers of employee engagement & how managers can cultivate positive experiences for employees | Lead an inclusive management training on the biggest drivers of employee engagement, and how managers can cultivate positive experiences for their employees. |
| 12 | Feeling Valued | I feel safe speaking up or having a different opinion from others. | Establish a new corporate priority, such as "ensure all employees can express their opinions"; Encourage employees to share opportunities for improvement | Establish a new corporate priority, such as "ensure all employees can express their opinions". Encourage employees to share feedback and opportunities for improvement during all-hands meetings. |
| 13 | Fairness | My job performance is evaluated fairly. | Develop a standard evaluation framework that employees are measured against; collect regular feedback to eliminate recency bias | Develop a standard evaluation framework that employees are measured against. Take notes throughout the year to eliminate recency bias. Set specific goals for each employee to help them improve their skills. |
| 14 | Fairness | Promotions are fair at my company. | Ensure managers share developmental paths & promotion requirements; when promo decisions are made, reiterate criteria with reports; articulate whether they met the criteria & why | Managers should share development paths with all new employees so they know what is needed to get promoted. When promotion decisions are made, managers should reiterate their criteria with direct reports, and articulate whether or not the employee met the criteria and why. |
| 15 | Fairness | Compensation is fair at my company. | Conduct audit to identify & remedy pay disparities. Examine promotion & salary increases, bonus & equity guidelines to ensure fairness & alignment across departments & locations | Conduct a pay audit to identify and remedy pay disparities. Examine promotion and salary increases, bonus payout guidelines, and equity refresher guidelines to ensure fairness and alignment across departments and locations. When making compensation decisions, leaders should consider employee demographics (e.g., time in job, performance in job). Prior to making an offer, leaders should review market data and ensure that there is internal equity across the role. |
| 16 | Fairness | I have what I need to succeed in my role. | Provide training to ensure managers communicate duties & responsibilities; check in that reports have tools, training & resources to do their job; provide regular feedback | Provide manager training and ensure that all managers: 1) communicate duties and responsibilities to their reports 2) check in with employees to ensure they have the tools, training, and resources to do their job and 3) providing regular feedback in 1:1 meetings or in Reflektive. |
| 17 | Fairness | Workloads are divided fairly here. | Adhere to manager best practices when divvying up workloads: consider strengths & development opportunities; clarify roles; set expectations on expected effort & engagement | Lead a training session on how members of marginalized groups tend to fulfill more "housekeeping" tasks. Also ensure that managers adhere to best practices when divvying up workloads: 1) plan ahead of time to capitalize on team members' strengths and development opportunities 2) clarify roles 3) set expectations on the effort and engagement expected from team members. |
| 18 | Opportunities | I have an opportunity to get promoted at this company. | Ensure development paths are in place for the majority of roles; educate staff about paths & how to get promoted | Ensure that there are development paths in place for the vast majority of roles. Managers and department heads should lead trainings to educate their staff about development paths and how to get promoted. HR can also lead a bias training so managers and leaders can identify and address workplace biases. |
| 19 | Opportunities | I have an opportunity to become a leader at this company. | Identify criteria for leadership; ensure everyone has opportunities to develop these criteria; develop sponsorship & mentorship programs | Identify criteria for leadership and ensure that everyone has the opportunity to develop these criteria. Develop sponsorship and mentorship programs at your company. |
| 20 | Opportunities | I have an opportunity to pursue projects, skills, or knowledge that is interesting to me. | Encourage employees to proactively drive development & projects aligned with the company's mission & needs; set aside funds for each employee to pursue development | Managers should encourage employees to proactively drive projects that align with the company's mission and needs, while also enabling the employee to develop skills. Consider setting aside $X annually for each employee to pursue educational and developmental opportunities. |
For more information on creating Action Plans from Engagement Reports in general, please check out this article.
If you have any questions about this feature, please reach out to your Reflektive contact. For information about Engagement Surveys in general, check out this resource.
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