Building

Sustainable D&I
By Diversity and Inclusion Research Team
Building Sustainable D&I

Current D&I strategies struggle to balance diverse workforces’

complicated needs with delivering lasting impact. Diversity and
inclusion leaders must design strategies with employees in mind,
hone their metrics for D&I success into a measure of progress and
embed D&I into organizational processes.

Overview
In today’s growing war for talent, D&I leaders must distinguish their organizations by
designing and executing on strategies to foster diverse and inclusive work environments.
Employees expect more conscious action and policy from their organizations amid
heightened social and political movements.

To meet expectations, D&I leaders should ensure their strategies can deliver long-term
results. They must first design strategies with employees in mind, making goals more
relevant and easier for employees to own. Second, they must hone their metrics for D&I
success into a more comprehensive measure of progress on D&I strategy over time.
Finally, organizations should focus on embedding D&I into existing talent and business
processes to ensure they consistently apply D&I values.

Gartner, Inc. | G00711783 Page 1 of 27

Key Findings
■ Modern social movements and diversifying workforces are heightening employee
expectations; HR and D&I leaders are feeling increased pressure to deliver
substantive progress on key D&I and business outcomes for their organizations.

■ Despite pursuing ambitious objectives, current D&I strategies do not “move the
needle” on key D&I outcomes because most employees in a typical organization feel
disconnected from D&I efforts.

■ Current efforts to foster D&I are unsustainable because central D&I teams struggle to
scale their strategy, success metrics and initiatives across the organization.

■ Organizations should foster enterprisewide alignment with D&I change efforts by

communicating their strategy to all employees.

■ Organizations should also consider using a comprehensive metric to better track and
assess D&I progress over time.

■ D&I leaders can more consistently execute their strategies by embedding D&I values
and behaviors into existing talent and business processes.

Higher Stakes for D&I

More than ever before, D&I plays a key role in today’s ongoing war for talent. A diversifying
workforce incites new talent management challenges, such as attracting and retaining
more millennial and Gen Z employees (see Figure 1). This influx of younger employees
also brings in a diverse array of beliefs and expectations, making D&I’s role in unifying a
diverse workforce all the more challenging and crucial. Global unemployment rates are
consistently falling in major countries, signaling tightening labor markets across the globe
and, thus, the opportunity to uniquely position D&I as part of the employee value
proposition.

For example, employees expect their companies to not only respond to but also play
active roles in various social and political movements, such as pay equity or promoting
respect in the workplace for women, LGBT and minority employees. Unable to ignore these
global talent shifts, organizations will look to D&I leaders to help shepherd their
workforces into the future work environment.

Gartner, Inc. | G00711783 Page 2 of 27

Figure 1: Shifting Generational Majority

Leaders Respond With Ambitious D&I Agendas

Business leaders almost uniformly recognize the importance of promoting D&I values.
CEOs ranked D&I as their No. 1 priority for talent management. 1 Over 650 CEOs have
signed the CEO Action Pledge to publicly indicate their organizations’ commitment to D&I.
Even in critical business matters, D&I is a growing concern for board members, with a 17%
increase in D&I mentions during earning calls since 2010. D&I is therefore no longer just
an “HR” issue but also a board-level strategic imperative.

D&I leaders are answering this challenge by pursuing an ambitious set of objectives in
2019:

1. Set goals and accountability for D&I outcomes.

2. Influence diversity talent acquisition efforts.

3. Transform the organization’s D&I culture.

Gartner, Inc. | G00711783 Page 3 of 27

 4. Advance D&I globally.

5. Engage middle managers in D&I.

Any one of these objectives would be enough to fill a typical D&I team’s annual agenda. In
broadening the scope of their efforts, D&I leaders must ensure they have a comprehensive,
practical strategy in place to help their organizations achieve these ambitious goals.

Current Strategies Fail to “Move the Needle”

Despite expressed commitments to meaningful objectives, D&I strategies are not
delivering results. In fact, most organizations struggle to deliver substantive progress, or
“move the needle,” on key D&I outcomes. Only a minority of organizations are effectively
building a diverse workforce and fostering an inclusive work environment, while even
fewer organizations are effectively building diverse and inclusive leaders and managers
(see Figure 2).

Gartner, Inc. | G00711783 Page 4 of 27

Figure 2: D&I Outcomes’ Effectiveness

Organizational Strategies Are Misaligned

Current efforts fall short in part because D&I leaders fail to recognize the many players
who can contribute to key outcomes at their organizations. In many organizations, most
employees remain disengaged from D&I initiatives: 65% of organizations cite leader and
manager unwillingness to own roles and responsibilities as the No. 1 barrier to executing
D&I strategy. On the front lines, only 33% of employees believe they can influence
inclusion at their organizations, and only 27% understand how to promote inclusion in
their day-to-day work. 1 This results in a problematic state where key change agents (i.e.,
business unit leaders) are not aligned or engaged with their organization’s D&I strategy.

Gartner, Inc. | G00711783 Page 5 of 27

D&I leaders and their teams struggle to carry the burden of execution when business
leaders, managers and employees fail to understand or act on their strategies. In fact, this
burden still primarily lies with D&I and HR teams in most organizations (see Figure 3).
Therefore, the rest of the business has a substantial opportunity to not only better
understand their organization’s D&I strategy but also know how to tactically promote and
contribute to its overall goals. Otherwise, D&I teams acting in isolation can find
themselves overly focused on reacting to external pressures, rather than proactively
addressing key business and talent needs.

Figure 3: D&I Strategy Representation by Level

As D&I challenges become more complex and critical to the rest of the business, this
current way of operating will not be sustainable for long-term success. Traditionally reliant
on the efforts of key change agents and centralized teams, D&I leaders will struggle to
scale their efforts while delivering long-standing impact. Unsustainable strategies may
attempt to structurally increase D&I’s presence, only to add additional layers of
operational complexity and, as a result, hinder the organization’s ability to execute on key
goals.

Gartner, Inc. | G00711783 Page 6 of 27

Building Sustainable D&I
Organizations must rethink their approach to D&I strategy. Rather than discretely
expanding the D&I function and its interventions as they currently exist, D&I leaders
should focus on building “sustainable” strategies where they integrate D&I initiatives and
values into business processes. In speaking on what they actually hope to accomplish
from their strategies, D&I leaders consistently cite common themes of increased
organizational commitment, measurable results and embedding D&I into the core of their
existing organization (see Figure 4).

Figure 4: Terms Used by Heads of D&I to Describe Their Strategies’ Overall Goal

In practice, building sustainable D&I means setting up strategy and structure that:

1. Align D&I to business strategy to drive broader ownership across the organization.

2. Measure progress on D&I strategy over time with a comprehensive indicator.

3. Embed D&I into existing talent and business processes to ensure D&I values are
sustainably changed and consistently applied.

Every facet of D&I strategy, from its initial design to its execution, should follow these
sustainability principles to motivate a shared, organizational ownership of D&I progress
(see Figure 5).

Gartner, Inc. | G00711783 Page 7 of 27

Figure 5: Design, Measure and Act Cycle

By distributing their efforts, D&I leaders and their teams can devote more of their time
toward effectively driving key strategic outcomes. Organizations with sustainable D&I
strategies report up to 20% more organizational inclusion compared to their peers without
sustainable D&I strategies (see Figure 6). Moreover, this 20% difference corresponds to
significant differences in talent outcomes, such as employee performance, on-the-job
effort and intent to stay. 2

Gartner, Inc. | G00711783 Page 8 of 27

Figure 6: Sustainable D&I Impact Chart

Developing a sustainable strategy can transform D&I efforts into an organizationwide

priority. Traditionally, D&I functions have acted in a siloed fashion, basing tactics on
charismatic change agents and sweeping, intervention-based trainings or events. While
this approach may yield results in the short term, D&I functions may struggle to scale
these efforts and deliver consistent results in the long term. Achieving true, lasting
progress requires D&I leaders to align their strategy design, measurement and execution to
the values of employees and business leaders alike.

Employee-Centric Design
In tackling a business challenge as complex and sensitive as D&I, organizations need a
robust strategy to align key players on a unified plan of action. Leaders clearly understand
this imperative, with nine in 10 organizations reporting they have a D&I strategy in place. 1
Their plans typically contain all the basic elements needed for a successful strategy, such
as a mission statement, success measures and key initiatives to act on (see Figure 7).

Gartner, Inc. | G00711783 Page 9 of 27

Figure 7: Common D&I Strategy Components

However, a strategy does not guarantee effective change. Even with one in place, 70% of
corporate strategists are not confident in their organization’s ability to translate strategy
into action. 3 D&I leaders also face common challenges in implementation.

“We build these strategy plans, and they sit on the shelf for no one
to see or hold us accountable for results. How can we ask the
organization to support and advance something they can’t even
see?”

— Head of Inclusion and Equity, Technology Company

Gartner, Inc. | G00711783 Page 10 of 27

D&I strategies must be more relevant and visible to drive action. For instance, D&I leaders
can partner with other talent and business leaders to deploy their strategic initiatives
across the organization. However, most organizations only involve talent leaders in D&I
strategy design (see Figure 8). When business unit leaders or employees are not involved
in creating or owning strategy, plans unsurprisingly become “shelfware,” instead of real
enablers of D&I progress.

Figure 8: D&I Strategy Stakeholders

To maximize their strategy’s potential impact, D&I leaders should ensure they develop
strategy content and delivery with employees in mind. This way, every employee can
identify with and own the organization’s D&I goals.

Why It Works

Gartner, Inc. | G00711783 Page 11 of 27

Our analysis of over 40 D&I strategy plans and research interviews with more than 30 D&I
leaders revealed the most common failure paths that lead to poor strategy impact. It
shows that strategies should center on employees as consumers to promote execution
throughout the organization (see Figure 9).

Figure 9: Leading Breakdowns in D&I Strategies

Content within a strategy plan, such as goals or initiatives, plays a crucial role in garnering
key stakeholders’ buy-in. However, D&I strategy plans can fail to resonate with employees’
specific needs and values. For example, strategy plans focused primarily on goals defined
solely within HR’s purview can feel irrelevant to employees or other business leaders. To
make their strategies more relevant and comprehensible, D&I leaders should design their
plans around employees’ shared challenges and key aspects of their workplace
experience.

Even with the most compelling content, strategy plans may not be delivered to the right
hands at the right time. D&I strategy is often only shown annually to senior audiences
within HR, such as CHROs and recruiting leaders. In this case, only talent leaders are held
accountable for D&I success. D&I leaders should frequently update and share strategy
plans with key decision makers and employees to expand accountability and ownership
of D&I progress and motivate frequent action.

Case in Point: Creating Organizationwide D&I Ownership (Adobe)

Gartner, Inc. | G00711783 Page 12 of 27

 Despite Adobe’s organizational commitment to D&I, employees were
unsure of what D&I initiatives existed and how they played a role in
supporting D&I goals. Senior Director of Diversity and Inclusion Katie
Juran realized that to drive sustainability and achieve lasting impact on
D&I goals, Adobe had to create a strategy that leaders and the broader
workforce could claim as their own.

To create employeewide D&I ownership, Adobe first designed a simplified, four-pillar

strategy that helped leadership easily communicate D&I goals and progress with their
employees (see Figure 10). With a simple and recognizable strategy in place, Adobe
then communicated this simplified strategy to the broader organization, keeping in
mind a few keys to successful strategy communication (see Figure 11). As part of its
communication efforts, Adobe wanted to emphasize D&I could be owned by everyone
at the organization. This led to its overarching vision of “Adobe for All,” a branded
message that reminded employees that D&I efforts benefit the entire organization, not
just particular talent segments.

Adobe has seen continued impact and progress on D&I goals by creating
enterprisewide ownership of D&I efforts. Over the last three years, the organization has
increased representation of women and underrepresented minorities, announced its
achievement of pay parity and created organizationwide recognition of D&I goals.

Figure 10: Adobe’s Four-Pillar Strategy

Gartner, Inc. | G00711783 Page 13 of 27

Figure 11: Three Keys to Communicating D&I Strategy

Comprehensive Measurement
A strategy’s metrics for success substantively shape its potential to drive meaningful
progress for the organization. Even the most well-designed or -executed strategy will fail
to add value to an organization if it pursues the wrong outcome. Understanding this, D&I
leaders have made “setting the right goals and accountability for D&I outcomes” their No.
1 business objective in 2019. 1 Organizations therefore focus on determining the right
metrics by which their strategy and its owners will be held accountable.

Progress in D&I can naturally be defined as fostering a diverse and inclusive work
environment. D&I leaders cite “workforce diversity” and “organizational inclusion” as their
two most important talent outcomes. 1 Diversity and inclusion should theoretically go
hand in hand: Increasing diversity brings in employees with new and unique perspectives,
while inclusion retains and engages employees throughout the organization.

Gartner, Inc. | G00711783 Page 14 of 27

In practice, however, measuring D&I is complicated. When asked which metrics they used
to track progress at their organizations, D&I leaders unanimously cited workforce
representation, while a majority cited other diversity-related measures such as diversity
recruiting (see Figure 12). On the other hand, significantly fewer organizations use some
kind of inclusion metric to track the success of their D&I efforts.

Figure 12: Metrics Used to Track D&I Progress

A clear discrepancy exists between organizations’ prevalence in tracking diversity and

inclusion. According to D&I leaders, this is due to the difficulty of collecting the proper
data to measure these concepts. While workforce representation can clearly be seen and
collected through employee demographics, inclusion isn’t nearly as straightforward to
measure. D&I leaders do not have a standardized way to measure organizational
inclusion and are therefore executing strategies that may only fulfill diversity goals, which
merely represent half the picture. As long as strategies are not held fully accountable to
both diversity and inclusion, organizations will fail to make comprehensive progress on
D&I in the long run.

Gartner, Inc. | G00711783 Page 15 of 27

 “Diversity is easier to measure because you can count your
workforce representation. Inclusion, however, is more difficult to
capture. How do we understand or measure the conditions by
which our employees feel included?”

— Global Head of D&I, Professional Services Company

Organizations should ensure their strategies hold the business accountable for D&I
outcomes. For many D&I leaders, this means improving how their organizations measure
inclusion to more accurately gauge whether their efforts are “moving the needle.” For
instance, D&I leaders can implement a standardized set of questions into their employee
engagement surveys to track and measure perceptions of inclusion in the organization.
D&I leaders can use this data to track how their D&I efforts are impacting the organization
over time and adapt their strategies accordingly.

Using Our Inclusion Index

We designed a comprehensive yet simple inclusion index to measure an organization’s
ability to foster an inclusive work environment. Informed by primary and secondary
research inputs, this index has been validated through dozens of conversations with D&I
leaders and a quantitative survey with over 10,000 employees across the globe.

Our inclusion index encompasses seven fundamental elements of inclusion, which were
developed under the following definitions:

1. Fair treatment — The organization fairly allocates opportunities, resources and

rewards to employees on the basis of merit.

2. Integrating differences — Employees leverage the differences in their beliefs and

opinions to improve their work.

3. Collaborative decision making — Employees regularly consider the ideas and

suggestions of other employees before coming to a final decision.

4. Psychological safety — Employees feel that they are able to express their true sense
of self without fear of negative consequences to self-image, status or career.

Gartner, Inc. | G00711783 Page 16 of 27

 5. Trust — Employees believe they can rely on their organization and others around
them to act truthfully and in the best interest of all employees.

6. Belonging — Employees believe they fit in as a professional and social member of

their organization.

7. Diversity — The organization’s workforce representation is diverse.

A series of factor analyses revealed the following list of the most representative
statements for each inclusion element (see Table 1).

Gartner, Inc. | G00711783 Page 17 of 27

Table 1: Inclusion Index

Elements Item

Fair Treatment Employees at my organization who help the

organization achieve its strategic objectives
are fairly rewarded and recognized.

Integrating Differences Employees at my organization respect and

value each other’s opinions.

Collaborative Decision Making Members of my team give fair consideration

to ideas and suggestions offered by other
team members.

Psychological Safety I feel welcome to express my true feelings at

work.

Trust Communications we receive from the

organization are honest and open.

Belonging People in my organization care about me.

Diversity Managers at my organization are as diverse

as the broader workforce.

n = 9,689 employees

Source: 2019 Gartner Diversity and Inclusion Employee Survey

Organizations largely have room to improve on every facet of inclusion (see Figure 13).
Standardizing inclusion metrics will enable strategies to hold leaders and employees
accountable and focused on achieving true, long-lasting D&I progress.

Gartner, Inc. | G00711783 Page 18 of 27

Figure 13: Organizational Effectiveness at Inclusion Outcomes

D&I leaders can use our inclusion index to generally capture and track employee
perceptions of inclusion at their organizations over time. For example, consider adding
this seven-item index to employee surveys (e.g., engagement surveys). Ask employees to
respond to each item on a scale from 1 (“Strongly Disagree”) to 7 (“Strongly Agree”). If
you already feature a preexisting inclusion index in your survey, you can evaluate whether
any elements are missing and which statements have the greatest opportunity to add
value.

Based on your employees’ responses, assess your strengths and weaknesses in driving
inclusion along these key inclusion elements. You can also segment inclusion ratings
along different business units or teams, offering insight into where there may be
misaligned practices or problem areas at your organization.

Case in Point: Optimizing D&I Initiatives to Drive Inclusion

Gartner, Inc. | G00711783 Page 19 of 27

 Organizations can also use our inclusion index to understand which of their D&I-
focused activities positively contribute to inclusion. With inclusion data from over
10,000 employees across the globe, our research team discovered the most effective
initiatives across key talent management categories for driving inclusion (see Table 2).
D&I leaders can investigate the full findings of our analysis into 44 initiatives and
ultimately determine whether their current portfolio of initiative offerings efficiently
drives inclusion. See the full research study.

Table 2: List of the Most Effective Initiatives Tested Against the Inclusion Index

D&I Recruiting L&D Benefits

Commitment to Diverse interview Promoting diversity Flexible scheduling

supplier diversity panels in succession

Diversity referral Inclusive leader

programs training

Summer intern Leadership

programs for development
diverse students programs for
underrepresented
employees

Blind resume
reviews

Diversity campus
recruiting

n = 9,689 employees

Source: 2019 Gartner Diversity and Inclusion Employee Survey

Rather than implementing initiatives based on assumptions of what is favorable to

employees or the external environment, D&I leaders should strategically select initiatives
based on their standardized impacts to inclusion. This way, organizations can optimally
allocate resources and efforts toward initiatives that will substantively improve inclusion
for key employee demographics.

Gartner, Inc. | G00711783 Page 20 of 27

Embedded Practices
Once a relevant and measurable strategy plan is in place, D&I leaders must translate these
initiatives into action. Such D&I-related changes should be consistent and scalable
throughout the various business segments. As in any change management effort,
organizations tend to rely on people or processes to achieve these change efforts. When
asked which method they thought was more effective, 67% of D&I leaders voted for
process-based change.

In other words, most D&I leaders believe changing talent processes (e.g., D&I-based KPIs,
inclusion nudges) is the most effective way to guide employees toward more diverse and
inclusive behavior in the workforce. 1 Processes offer a key advantage over relying on key
individuals or role players for D&I efforts because they are structurally resistant to bias
and can be embedded in many business places at once.

“Creating processes that are structurally resistant to bias creates

consistency and ensures D&I values are upheld, no matter who is
at the organization.”

— Global Head of Diversity, Technology Industry

“As a small team, it is impossible to be everywhere at once. By

embedding D&I into processes across the business, I can ensure
D&I is being considered and executed throughout the
organization.”

— Chief Diversity Officer, Financial Services Industry

Gartner, Inc. | G00711783 Page 21 of 27

While process-based change is desired, most organizations (65%) primarily work through
people mechanisms to effect D&I change, such as through employee-led initiatives (e.g.,
ERGs) and events-based interventions (e.g., trainings). Central D&I functions traditionally
drive change through grassroots movements in various segments of the organization
where passionate and charismatic leaders or employees call for local change. This
people-dependent approach, however, is vulnerable to employee turnover and human bias,
making it difficult to ensure change will be consistent and scalable in the long run.

Lasting progress for D&I endures through process, not people. D&I leaders should assess
whether their current change efforts are delivering inconsistent results and identify the
processes that may be impeding progress on key D&I outcomes.

Why It Works
D&I leaders can shift their current focus by embedding D&I values and practices into
existing talent and business processes. For example, organizations can mitigate bias by
embedding D&I into the most susceptible talent management processes. In fact, D&I
leaders perceive significant bias in a range of areas, with nearly 90% finding promotions
and/or leadership succession as the most vulnerable process at their organization (see
Figure 14).

Gartner, Inc. | G00711783 Page 22 of 27

Figure 14: Talent Management Processes Most Susceptible to Bias

By integrating D&I values and behaviors into existing processes, employees and leaders
will see new changes as adding value and meaning to their day-to-day work rather than as
a barrier or compulsory measure. While individual change agents and trainings still play a
role in changing employees’ mindsets regarding D&I, process-based shifts (e.g., nudges)
are more effective at changing and guiding behavior toward key D&I outcomes, such as
organizational inclusion. Our inclusion index can help assess whether D&I-related
changes are improving inclusion or having mixed effects in various business units.

Case in Point: Embedding D&I Into Succession Management (Novo Nordisk)

Gartner, Inc. | G00711783 Page 23 of 27

 When assessing its workforce composition by level, Novo Nordisk realized that despite
overall company diversity, it had an opportunity to increase diversity at the senior
levels. To increase diversity among senior leadership, Novo Nordisk’s head of
succession partnered with the D&I team to identify common pitfalls that hindered
inclusion in the succession process (see Figure 15). They then worked to embed
tactical interventions throughout the process to combat these pitfalls.

First, the company assigns senior leaders bias prework immediately before succession
conversations to educate them on the effects of unconscious bias. Next, to remove
personal biases, it asks senior leaders to identify a successful successor’s
qualifications before discussing potential candidates. Lastly, during succession
conversations, the company assigns all senior leaders a role to hold each other
accountable for broadening the talent pool and ensuring all talent is equitably
considered.

After embedding D&I into its succession management process, Novo Nordisk has seen
increased diversity in its senior leadership pipeline and is more confident it is
identifying the best possible candidates for succession.

Figure 15: Three Pitfalls to Succession Management

Gartner, Inc. | G00711783 Page 24 of 27

Make D&I Strategy Accessible
Strategies fail to drive meaningful action and results when most employees are not given
the opportunity to understand or engage with organizational priorities. D&I leaders should
ensure their strategies and respective initiatives are communicated to all employees.
Beyond securing buy-in from other senior stakeholders, relevant and accessible strategy
plans grant all employees a clear sense of their roles in fostering a diverse and inclusive
work environment.

Mobilize Efforts Toward a Single, Comprehensive Outcome

Strategy becomes difficult to operationalize when it prioritizes a myriad of success
metrics, thinly spreading attention and resources across often redundant goals.
Organizations should home D&I strategy in on a few key metrics to firmly establish what
success means for D&I, such as holding every part of the business accountable for a
single, standardized measure of inclusion. Use our inclusion index to continuously track
D&I-related initiatives’ effects on your organization’s inclusion climate over time and
understand how D&I efforts differentially impact unique business units or employee
demographic groups.

Embed D&I Into Existing Processes

D&I risks losing momentum when execution primarily hinges on the consistent and
sustained efforts of individual role players, such as charismatic D&I leaders and their
teams. To better scale D&I change in the business while making it resistant to individual
bias or fatigue, organizations should embed D&I practices into existing talent and
business processes. Prioritize process-based methods, such as nudges or D&I-based
performance indicators (i.e., KPIs), to directly change employee behavior and consistently
promote D&I values throughout the organization.

Conclusion
When armed with relevant strategies, highly progressive D&I leaders can be a
differentiating factor in talent attraction and retention. However, current strategies that
emphasize centralized D&I efforts and employee-driven initiatives fail to deliver
substantive progress. Such strategies can be unsustainable and unscalable in different
business areas while only effecting short-term progress.

Gartner, Inc. | G00711783 Page 25 of 27

Instead, organizations can simplify strategy design, measurement and execution to
mobilize effective and consistent action in every part of the business. The entire
organization should understand and feel ownership of D&I strategy. Organizations should
then unify and track their D&I efforts against their impact on a comprehensive measure of
progress, such as organizational inclusion. Finally, D&I leaders should embed D&I into
how the business naturally operates, such as by implementing structurally resistant
processes that continually promote and reinforce D&I. These key strategic shifts will make
achieving D&I progress more sustainable and viable in the long term.

Recommendations
To build sustainable D&I that delivers long-lasting progress, D&I leaders must:

■ Redesign and communicate D&I strategy so it is accessible and actionable for all
employees at the organization.

■ Evaluate all D&I efforts and initiatives by their impact on a comprehensive measure
of progress over time, such as organizational inclusion.

■ Reinforce D&I behaviors by embedding them within existing talent and business
processes to ensure D&I values are consistently sustained and applied.

About This Research

This research is drawn from extensive qualitative interviews with over 40 D&I leaders to
understand their challenges and identify unique practices and solutions that can apply
to other organizations. We also drew on quantitative survey data from nearly 10,000
employees and 60 heads of D&I globally to determine the most effective approaches to
driving D&I progress.

Endnotes
1
2019 Gartner Diversity and Inclusion Benchmarking Survey (n = 59 D&I leaders)

2
2019 Gartner Diversity and Inclusion Employee Survey (n = 9,689 employees)

3
2019 Gartner Strategy Agenda Poll (n = 45)

Gartner, Inc. | G00711783 Page 26 of 27

© 2021 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of
Gartner, Inc. and its affiliates. This publication may not be reproduced or distributed in any form
without Gartner's prior written permission. It consists of the opinions of Gartner's research
organization, which should not be construed as statements of fact. While the information contained in
this publication has been obtained from sources believed to be reliable, Gartner disclaims all warranties
as to the accuracy, completeness or adequacy of such information. Although Gartner research may
address legal and financial issues, Gartner does not provide legal or investment advice and its research
should not be construed or used as such. Your access and use of this publication are governed by
Gartner’s Usage Policy. Gartner prides itself on its reputation for independence and objectivity. Its
research is produced independently by its research organization without input or influence from any
third party. For further information, see "Guiding Principles on Independence and Objectivity."

Gartner, Inc. | G00711783 Page 27 of 27

Table 1: Inclusion Index

Elements Item

Fair Treatment Employees at my organization who help the organization achieve its strategic
objectives are fairly rewarded and recognized.

Integrating Differences Employees at my organization respect and value each other’s opinions.

Collaborative Decision Making Members of my team give fair consideration to ideas and suggestions offered
by other team members.

Psychological Safety I feel welcome to express my true feelings at work.

Trust Communications we receive from the organization are honest and open.

Belonging People in my organization care about me.

Diversity Managers at my organization are as diverse as the broader workforce.

n = 9,689 employees

Source: 2019 Gartner Diversity and Inclusion Employee Survey

Gartner, Inc. | G00711783 Page 1A of 2A

Table 2: List of the Most Effective Initiatives Tested Against the Inclusion Index

D&I Recruiting L&D Benefits

Commitment to supplier diversity Diverse interview panels Promoting diversity in succession Flexible scheduling

Diversity referral programs Inclusive leader training

Summer intern programs for diverse Leadership development programs

students for underrepresented employees

Blind resume reviews

Diversity campus recruiting

n = 9,689 employees

Source: 2019 Gartner Diversity and Inclusion Employee Survey

Gartner, Inc. | G00711783 Page 2A of 2A

Connect With Us.
Get actionable, objective insight to deliver on your most critical
priorities. Our expert guidance and tools enable faster, smarter
decisions and stronger performance. Contact us to become a client:

U.S.: 1 855 811 7593

International: +44 (0) 3330 607 044

Become a Client

Learn more about Gartner for HR Leaders

gartner.com/en/hr

Stay connected to the latest insights

Attend a Gartner conference

View Conference

© 2022 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GBS_1673209