How do you factor your DE&I mission/goals into your approach to succession planning?

We have improved our data capabilities by adding a data analytics person to our HR function, which has helped us create dashboards that provide insights into DE&I factors. This data allows us to present a clear picture without being overly didactic. When executives see and discuss this data, it changes the conversation. It's crucial that DE&I messages come from various leaders, not just HR, to ensure they are taken seriously. This approach is starting to make a difference in our organization.

Our company has a strong community aspect but has only recently focused on DE&I. We emphasize inclusion, which resonates with our leadership, including our non-US-born CEO. As a male-dominated manufacturing organization, we aim to increase leadership diversity and inclusion. We are beginning to present data on our current state and the benefits of diversity and inclusion. This is the start of a broader conversation.

Incorporating DE&I into succession planning is complex and requires intentional effort. This year, we refreshed our talent and succession plans, benchmarking against other companies and integrating successful diversity practices. We followed the Novo Nordisk model and worked with Gartner to reduce bias in our processes. Leaders were provided with a guide on biases and asked to focus on competencies and critical roles rather than names. This approach has helped us drive a more talent-minded and inclusive process.

We stimulate and challenge but will not force % or KPI's. What is key is that managers understand the importance of a diverse team and that they can explain the efforts they put in and what is happening in their teams but we don't want positive discrimination just to reach a target. 

We have hard targets in place with regards DEI in leadership positions.  We report our current state in comparison to our targets vs the DEI representation in the succession plan.  It opens up a healthy discussion amongst our senior leaders at our annual succession planning roundtable meetings.  Its important to keep revisiting the discussion to keep it front of mind.