Our first step together is in identifying where your organization is today in its diversity, equity, and inclusion (DEI) journey compared to where your employees and stakeholders want it to be. Companies often come to us saying they want to begin or do better in their DEI efforts and need to take action now. They also want their efforts to be comprehensive, sustainable through any leadership changes in their organizations, and continuously improving.
Our comprehensive approach builds ESG and CSR underpinnings into the four perspectives of the traditional balanced scorecard—Financial, Customer, Internal Process, and Learning and Growth—to ensure DEI is reflected in all of your efforts and activities; from your corporate business strategy down through to the details in your brand guidelines.
Morant McLeod uses continuously evolving industry best practices to measure where you are today and develop your MM Modified Balanced Scorecard to include your equity and inclusion scores and guide you through our evaluative process to identify areas of strength and weakness.
Our approach ensures that diversity, equity, and inclusion are at the forefront of your organization’s objectives and that your efforts are not undertaken out of a sense of compliance, but one of commitment. Our methodology includes an assessment of leadership, that there is process transparency, and that there is clarity in recruiting, promoting, and succession planning policies and procedures.
We amplify the voices of those who are wielding small amounts of power in your organization. We augment their backgrounds and concerns so that their small measure of equity has just as much effect in their lives as anyone else’s regardless of position and power.
Action vs analysis. Analyzing the organization and your current industry landscape is important for the ongoing growth of your DEI efforts. However, metrics change over time, and without ongoing action, the feedback required to react and improve continuously isn’t realized fast enough.
When it comes to making decisions and moving forward with DEI efforts, leaders and managers often find themselves stuck in analysis, paralyzed for fear of missteps, unintended exclusions, or for simply not doing enough. In many cases, leadership may find it difficult to leave analysis and move forward, while employees and other constituents are expecting or demanding action. Companies are often at different places and stages when it comes to moving along their DEI analysis-action continuum, generally behind where they’d like to be.