Case studies.
Barrier Analysis.
Partnering with the the largest modern transportation agency in the U.S. to conduct a Barrier Analysis to identify gaps in a decade old selection process.
Challenge.
The largest modern transportation agency in the U.S. enlisted us to review of selection process that was implemented almost a decade earlier by conducting a Barrier Analysis. The main goal of the Barrier Analysis was to identify if the process was still working as designed or whether certain inconsistencies arose over the years that might reduce the utility of the process. In particular, the agency was interested in determining if aspects of the selection process inadvertently resulted in reduced accessibility of the jobs to people as a function of race, gender, and disability status.
Solution.
We conducted a systematic review of the quantitative information regarding applicants pass rates and conducted systematic qualitative review (e.g., interviews, policies, archival sources) to identify racial, gender, and disability barriers.
Results.
A new selection system was developed and implemented. Certain components of the prior system were eliminated resulting in substantial saving of time and money. Further, we established an oversight committee to ensure standardization of the process going forward.
Selection.
Partnering with a construction plumbing union to develop a hiring process including both assessment and interview components from scratch.
Challenge.
A construction plumbing union apprenticeship program was struggling with the cost and effectiveness of their existing selection process, and was especially concerned with the potential adverse impact of that process. We were engaged to develop a hiring process including both assessment and interview components from scratch to improve academic performance, field performance, and retention while minimizing the potential for adverse impact.
Solution.
We conducted a thorough job analysis, and refined and developed a reasoning and personality assessment as well as a structured interview to enable the Union to select apprentices for both in-class and in-field performance. Hiring practices were identified and created to increase diversity, retention, and performance, and validated according to best practices to provide legal protection to the Union Apprenticeship program.
Results.
We successfully implemented a new selection process, including rigorous interview training, that allowed for the hiring of several hundred apprentices while protecting the apprenticeship program against possible litigation. Foremen noted that new apprentices were excellent team players.
Training & Development.
Partnering with a construction plumbing union to design and implement a general training program around best practices in interviewing.
Challenge.
Serving several hundred construction plumbing, pipefitting, and stream-fitting union apprenticeship programs nationally, the International Training Fund/United Association had never offered structured training for interviewing candidates. As a result, many programs ran unstructured interviews when selecting apprenticeship candidates, exposing them to potential liability related to adverse impact in selection processes.
Solution.
We were retained to design and implement a general training program around best practices in interviewing, including providing information related to unconscious biases, structured interviews, benchmarks, behavioral note-taking, and logistics for effective interviewing.
Results.
Attendees noted that, after participating in our training, they realize that they had not been conducting interviews as effectively as possible. After our training, the client undertook development of a comprehensive, evidence-based hiring process that pulled from best practices shared in this training.
Training & Development.
Partnering with a law firm to develop a mentorship program.
Challenge.
This law firm struggled to retain women and Black, Indigenous, and People of Color (BIPOC). Their existing mentoring program did not translate into retention of women and BIPOC attorneys, and they were looking into developing a mentoring program that more rigorously supported retention in the firm. We were retained to develop the mentoring program.
Solution.
We engaged in discovery to understand the current strengths and gaps in the existing mentoring program. Capitalizing on the knowledge that informal mentoring tends to be more effective than formal mentoring, and that women and black, indigenous, and people of color often require more mentors than men and white employees to benefit from both career and social support, we developed a group mentoring program to increase the likelihood that otherwise marginalized attorneys would be able to connect with supportive mentors. In addition to developing this program and supporting its implementation, we created and implemented an assessment of its effectiveness in increasing connections and networks for associates in the firm.
Results.
The Development Circles were received positively by associates, with one saying “I cannot say enough good things about the Development Circle program. The opportunity to have both structured and unstructured mentoring/sharing across practice groups is invaluable.” These mentoring circles especially helped develop peer relationships.
Climate and culture.
Partnering with an association of research libraries to conduct a climate assessment.
Challenge.
A research library association sought a climate assessment in 2000. Specifically, they were interested in creating a healthier, more diverse workplace, and assessing the extent to which interventions resulted in changes over time.
Solution.
We developed, implemented, and refined a healthy climate survey over the course of eight years for over 20 University libraries internationally. Working in collaboration with the association we enabled the development of a mutually supportive community for Libraries to share and improve interventions.
Results.
Participating libraries demonstrated growth in diversity, inclusion, and service scores over the four year periods between climate surveys. Additionally, Libraries in the supportive community effectively learned from and benefited each other. Twenty years after the first climate survey, the ClimateQUAL survey for University Libraries has been administered to over 60 University Libraries, with close to a quarter of these libraries retaking the survey at least once.
Analytics.
Partnering with Mercer, Inc. to conduct social network analyses.
Challenge.
Mercer, Inc., a large global human resources consulting firm, had multiple clients who would benefit from network analysis insights on topics such as inclusive workplace cultures, the identification of individuals in key positions in the “informal” organizational structure, assessing the impact of leadership development programs, and generally supporting talent management objectives. At the time, Mercer did not have the capability to meet those client needs.
Solution.
We worked closely with Mercer’s workforce analytics team to develop a theoretical framework for linking social network analytics to client interests, partnered with Mercer to deliver social network analyses to several clients, and trained Mercer consultants in the technique, thus creating a sustainable internal capability to conduct and apply social network analyses to future clients.
Results.
Examples of applications of network analysis to support inclusion and diversity objectives include the identification of hot spots of non-inclusive workplaces in a professional services firm, providing the business case for interventions to close generational gaps in a pharmaceutical company, and confirmed the gender-inclusive culture of a manufacturing firm. In the talent management space, it has supported the redesign of career progressions in several firms and verified the long-term impact of developmental interventions.
Strategic recruiting.
Partnering with a local government organization to create an affirmative action recruiting function.
Challenge.
This local government organization was under consent decree for discrimination in hiring based on race and gender for over 30 years. One of the requirements for exiting the consent decree was to create an affirmative diversity recruiting function for the County. As of 2016, no affirmative recruiting function and no staff were dedicated to full time recruitment for the County. Our consultant was required to staff up and skill up a diversity recruiting division in Human Resources from scratch.
Solution.
We successfully hired the first manager of recruiting for the County, then assisted her in building her team from one to five people. Our Conducere Consultant helped the Recruiting Manager set strategic priorities among over 200 jobs to develop a recruiting calendar and pathway. As part of this process, we partnered with selection professionals in the County to identify jobs for which the minimum qualifications included certifications held predominantly by white men. For these jobs, we established training and apprenticeship pathways to improve internal recruitment and development opportunities for diverse entry-level employees at the County.
Results.
The Recruiting Division evolved over time into the Strategic Relationship Management Division, which encompassed recruiting, internal and external communications, and talent development. This Division successfully prioritized diversity recruiting for over 200 positions, coordinating with another local agency and forming a number of strategic partnerships that improved brand for the County as a whole. By 2018, County staff had proactively recruited for over 70 jobs from entry- to executive-level. For those positions, the County was effectively able to diversify the applicant pool, including for positions where historically only white men had ever applied. Ultimately, the County was released from Consent Decree in 2020 after meeting all goals, including diversity recruiting requirements.
Executive hiring.
Partnering with a local government organization to hire talented, diverse executive leadership to drive organizational change to better diversity in the County from the top down.
Challenge.
This local government organization was under consent decree for discrimination in hiring based on race and gender for over 30 years. At the time the County was entered into Receivership, a number of key top leadership positions were vacant, including Director of Human Resources and Deputy Director of General Services. Several leadership positions in Departments key to the Consent Decree were occupied by temporary appointees, including Chief Information Officer and Director of Roads & Transportation. In short, at the time of the Receiver’s appointment, the County was facing a leadership crisis from the top down. One critical need was therefore to hire talented diverse executive leadership to continue to drive organizational change to better diversity in the County from the top down.
Solution.
We developed a leadership competency model tailored to the future, rather than present, needs of the County. Based on this competency model, we developed and delivered day-in-the-life assessment centers using simulations, role play, and written responses to get a holistic view of each candidate for Director and Deputy Director positions as a leader. These assessment centers were instituted to enable the County to hire diverse, high quality executive leadership.
Results.
By 2018, fourteen executive leadership (six Directors, seven Deputy Directors, and one Deputy County Manager) had been hired through this rigorous process in Departments ranging from Roads & Transportation to Finance. Of these hires, nine (64%) were female, and eight (57%) were people of color. Ultimately, the County was released from the Consent Decree in 2020 after meeting all goals.
Selection.
Partnering with a local government organization to hire and develop an internal Selection function and to create unbiased hiring practices.
Challenge.
This local government organization was under consent decree for discrimination in hiring based on race and gender for over 30 years. One of the requirements for exiting the consent decree was to create unbiased hiring practices for the County. As of 2016, the few selection staff who were employed by the County were creating selection processes using different procedures than the external consultants. Additionally, they had never submitted formal selection reports establishing the validity or adverse impact of their selection practices to the Courts. Our consultant was retained to staff up and skill up a selection division in Human Resources. As part of this process, she had to lead the internal team in submitting reports to federal court and plaintiff oversight, and in aligning their processes with the external consultants.
Solution.
Our consultant first staffed and skilled up the internal selection team, building from a team of 6 to a team of 13. She facilitated closer collaboration between the consulting firm and the internal team to naturally expedite the process of aligning development practices, and worked with the internal team to create and deliver both a promised procedural manual and reports to the Court and plaintiff’s counsel.
Results.
Since our engagement with the County, the Employee Selection division was trained to capacity to create valid, rigorous selection procedures, including structured interviews, simulations, and realistic job previews. Additionally, the County also now effectively uses low-impact testing in cognitive ability, biodata/personality, and cultural preferences to select into certain positions (e.g., some Administrative and Accounting jobs). Rules around developing and implementing these procedures, including around the use of subject matter experts, were created and codified in a Procedural Manual. Additionally, standard templates were developed to document the creation of all selection procedures. Finally, a dedicated testing space for the County was created. Most importantly, hiring procedures are fair, valid, and minimize adverse impact from entry level to executive. Ultimately, the County was released from Consent Decree in 2020 after meeting all goals, including hiring requirements.
Training & development.
Partnering with a local government organization to staff up and drive strategy for a centralized training and development team in the Human Resources office, as well as establish an analytical strategy for assessing the impact of training and development interventions.
Challenge.
This local government organization was under consent decree for discrimination in hiring based on race and gender for over 30 years. Training and development was informal and decentralized, resulting in white and male employees having more opportunities to develop than women and Black employees. The few training and development employees working within Human Resources were unsure of their direction and goals. A goal for the local government organization was to staff up and drive strategy for a centralized training and development team in the Human Resources office, as well as establish an analytical strategy for assessing the impact of training and development interventions.
Solution.
We created and mobilized a centralized, formalized training & organizational development function that enabled individual/specialized support for each Department while capitalizing on opportunities to scale similar services across departments. This required establishing processes and procedures, identifying needs and the potential for inequity to enter into informal and formal processes, and establishing methods of creating and implementing learning solutions that meet established needs of different departments. We also trained learning & development professionals in this organization on methods for assessing the impact of interventions on affect, knowledge, behavior, and return on investment for the organization as a whole.
Results.
The County effectively implemented apprenticeship and internship programs as well as the first standardized onboarding program for significant departments. Custom training programs were implemented in a number of Departments to improve customer service, and the team was effectively able to track and report on interventions and outcomes. Ultimately, the County was released from Consent Decree in 2020 after meeting all goals.
Leadership coaching.
Partnering with a local government organization to develop 5-year strategic plans for their Departments; driving organizational change around diversity, equity, and inclusion; and creating accountability for consent decree related goals.
Challenge.
This local government organization was under consent decree for discrimination in hiring based on race and gender for over 30 years. Existing and new Department Directors were tasked with developing 5-year strategic plans for their Departments; driving organizational change around diversity, equity, and inclusion; and creating accountability for consent decree related goals.
Solution.
We engaged in executive leadership coaching for both existing and newly hired Department leadership. Executive coaching covered both leadership skills (e.g., delegation, accountability, feedback, progressive discipline, equity) and establishing five year strategic plans for each Department addressing changes in staffing, workflow, and climate. Coaching was tied to the leadership competency profile illuminating strengths and areas of development for each executive.
Results.
Several executive coaching clients obtained further promotions (Chief Financial Officer and Deputy County Manager) after coaching. Coaching helped with integration, strategic planning, and accountability throughout the County. Ultimately, the County was released from the Consent Decree in 2020 after meeting all goals.
Performance management.
Partnering with a local government organization to implement a new hiring system and competency model for leadership.
Challenge.
This local government organization was under consent decree for discrimination in hiring based on race and gender for over 30 years. As we implemented a new hiring system and competency model for leadership at the County, it was also imperative that we created accountability for leadership.
Solution.
We were engaged to create and implement an executive performance management process tied to the competencies used for hiring at the executive level. This performance management system was tied both to the competency model developed and used for hiring at the executive level, and to both aspirational and realistic goals. The system was designed to hold executives accountable for the climate, culture, and performance of their entire department.
Results.
We created an executive performance process that was endorsed by the Departmental leaders, balancing goals and competencies. We left the County with training and an implementation plan to roll out the executive performance process across Directors and Deputy Directors, prior to scaling the process across all levels of leadership in the County.
Climate & culture.
Partnering with a local government organization to establish a baseline understanding of climate and culture through a County-wide survey.
Challenge.
This local government organization was under consent decree for discrimination in hiring based on race and gender for over 30 years. This organization did not have a vision, mission, and values. While colloquially it was well known that employee trust and morale was low, there was no data available to substantiate this claim. As part of a broader effort toward cultural change, and to provide information essential for creating a vision, mission, and values, it was essential to establish a baseline understanding of climate and culture through a County-wide survey.
Solution.
We developed and implemented both focus groups and a climate and culture survey to establish a baseline measure of climate and culture throughout the County. Working in collaboration with internal staff, consultants were able to frame and execute these elements in a way that developed buy-in from employees while collecting data, and that enabled feedback from all employees, including those who do not work on computers. The results of this survey were then used in an integrative process with County leadership and commissioners to develop a vision, mission, and values for the County.
Results.
We successfully heard from over half of over 2000 County employees either in focus groups or through the survey including employees who do not have or work with computers. The benchmarks we established were essential in creating the vision, mission, and values for the entire County, as well as for guiding strategic planning and coaching processes for individual Departments. Additionally, through this process, we were able to identify key interventions, including performance management and leadership development, to continue to improve the internal and external brand of the County.
Workforce planning.
Partnering with a local government organization to develop a strategic plan and conduct an audit of their workforce.
Challenge.
This local government organization was under consent decree for discrimination in hiring based on race and gender for over 30 years. Due to turnover, we hired a number of new Directors across a variety of Departments. None of the Departments had ever conducted a strategic plan or audit of their workforce. The County as a whole had not developed a strategic plan. And, the Human Resources department was being built from the ground up. The County as a whole, and multiple Departments (including the Human Resources Department) needed support in strategic planning.
Solution.
We worked with Department leadership to establish five year strategic plans for each Department (including finance, environmental services, general services, roads & transportation, and others) addressing changes in staffing, workflow, budget, and climate. Consultants also conducted an audit and restructuring/reorganization of the Human Resources department, including the development of policies, practices, and procedural manuals. We also conducted strengths, weakness, opportunities, and threats analyses for Departments and integrated insights from the climate and culture survey as appropriate.
Results.
The developed strategic plans allowed Departments to make substantive changes to their workforce, including hiring more needed and specialized skillsets. Strategic plans also presented Departments with opportunities to set attainable goals and obtain needed resources. For example, the Department of Transportation was able to replace all existing trucks (manual transmission) with newer automatic vehicles utilizing a strategic buy-back program.
Analytic support.
Partnering with a local government organization to conduct an initial analyses on key diversity metrics and establish a reporting structure to measure progress on an ongoing basis.
Challenge
This local government organization was under consent decree for discrimination in hiring based on race and gender for over 30 years. One of the requirements for exit from the consent decree was to establish a semi-annual reporting practice of key metrics documenting progress in recruiting, hiring, and promotional diversity. However, there was no internal analytic expertise in the County. Regular analytics were not conducted at the County, which at the time had a mainframe computer system. When County employees attempted to meet the requirements of the consent decree, errors in different systems storing employee information led to inaccurate reporting. Our consultants were asked to conduct initial analyses and establish a reporting structure for the future.
Solution.
We established both monthly and semi-annual reports detailing patterns in recruiting, offers, and separations by protected subgroups, linking trends to interventions implemented within human resources. Consultants also conducted analyses on racial and departmental patterns in discipline as a foundation for establishing a progressive discipline process. Finally, consultants also trained internal staff on how to run these reports on an ongoing basis in order to monitor progress.
Results.
For the first time since being entered into the Consent Decree, the County was able to meet all analytic reporting requirements using appropriately quality assured data and analyses. Despite not having trained statisticians, the County was also able to conduct these analyses after being trained by Conducere consultants, even after the conclusion of the consulting relationship. Ultimately, the County was released from Consent Decree in 2020 after meeting all goals, including analytic reporting requirements.