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Diversity Audit Checklist Template

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Diversity Audit Checklist Template

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Diversity Audit Checklist

1. Positioning of Diversity within Corporate Context

1.1. Integration in and alignment with corporate policy

Diversity is explicitly integrated into the following fundamental corporate elements of our organization, i.e. it is concretely mentioned and explained:

Strategy

Vision and Values, Corporate Identity/Culture

Scenarios for the future

Code of Conduct

Social Charter

Corporate scorecard / measuring Corporate or performance objectives

It has been secured to ensure the equality of women and men in all of the above in the following way:

1.2. Specific Policies or Business Agreements related to Diversity & Anti-Discrimination our Organisation has the Specific Policies relating to Diversity in Place:

Accessibility policy

Anti- or Non-Discrimination policy

Dignity at Work policy (Anti-Harassment, Inclusiveness) Vision and Values, Corporate Identity/Culture

Diversity and/or Inclusion/Inclusiveness policy

Diversity quota (binding objectives measured by workforce statistics)

Diversity targets (individual objectives measured by specific metrics)

Equal opportunities policy

Gender equality policy

Equal Pay policy

Work-life Balance / Flexible Working policy

Positive Action policy

Supplier Diversity policy

Our organization has signed business agreements with unions regarding:

Wage Scale

Gender Diversity

Policy for the Disabled

Migrant workers

Work Life Balance

Age Diversity

LGBT employees

Religious issues

Other:

The policies mentioned above are binding for:

all staff (employees and all managers)

managers/supervisors only

employees only

1.3. Internal or Public Commitments

There is a senior management commitment in the organization demonstrated by way of written statements endorsing:

CEO statement on D&I communicated to all employees

Other Board member statements on D&I were communicated to all employees

Head of HR statement on D&I communicated to all employees

This statement also details:

Overall goals

Business reasons

Chosen approach/strategy

Roles and responsibilities (expectations)

Accountability framework

Reward systems for Diversity implementation

Sanctions

Allocation of resources

Allocation of time

Our organization has signed the following Diversity Charters promoting Diversity management at the workplace across the EU:

Our organization has signed the following additional public documents of self-commitment to promote Diversity, Inclusion and/or Equality in our organization:

European Pledge

UN Global Compact – UN Women’s Empowerment principles

Talent to the Top (the Netherlands)

Norwegian Diversity Charter

Other

2. Management Structure for Diversity

Whether as a change process, a set of initiatives or an organisational empowerment programme, Diversity management needs some form of organisational structure as well as a governance process. Some common approaches are covered by this following section.

2.1. Central / Corporate / Global position and reporting structure for Diversity Management

Our organization’s highest-ranking employee who is mainly responsible for Diversity reports to:

CEO (or similar top position)

CHRO (or similar top HR position)

Other senior HR executives (e.g. head of HR)

Other senior business executives

Other middle management HR executives (e.g. head of talent management)

Other:

The central/corporate/global Diversity management team or unit in our organisation has a total of _ _ _ staff (direct reports to the above mention manager for Diversity) with the following workloads (FTEs):

Up to 25%

25 to 50%

50 to 75%

75 to 100%

Furthermore, there are additional dedicated resources for Diversity management in the following units:

Each business area (or geographical/country unit)

One or few business areas

Each central function (HR, finance, communication, purchasing etc.)

One or few central functions

2.2. Involvement of Line Manager in Diversity Council / Comitee

A group of line/business managers at our organisation advises on or endorses Diversity goals and strategies (e.g. Diversity Steering Committee or similar), consisting of:

Mainly senior line manager for all major business units

Mainly middle line managers

Mainly HR managers or experts

This group also sets key performance indicators to measure the success of diversity efforts.

This group is chaired by:

The CEO

Another Board members

The Head of HR (or similar)

The Head of Diversity

Internal Diversity consultant

2.3. Involvement of Employees in Task Forces / Implementation

One or several groups of employees (not including dedicated Diversity staff) assists in the implementation of Diversity (e.g. Diversity Task Force or similar, not including employee networks/resource groups which are covered below).

3. Measurement & Monitoring

To evaluate the success of implemented Diversity programs, regular monitoring is necessary. The following section provides an overview of some of the measurement approaches to reach a comprehensive monitoring process from initial audits and analysis to ongoing measuring/controlling.

3.1. Initial Process and Cultural Audits

Our organization has completed an HR process Diversity audit of the following scale:

Full-scale HR Process audit for potential diversity bias

Employer branding audit

Recruitment/sourcing audit

Job advertisement audit

Selection procedure audit

Performance assessment audit

Talent identification process audit

Our organization has completed a cultural Diversity audit of the following scale:

Full-scale corporate cultural audit regarding employee perceptions of dignity at work and inclusiveness

As part of the employee survey (e.g. engagement survey)

Separate field survey

Focus group interviews

Our organisation has completed a communication Diversity audit of the following scale:

Full-scale communication audit regarding diversity aspects

Internal communication / language / images

External communication / language / images

Our organization has completed the additional other Diversity audits:

Supplier Diversity audit

Other Diversity audits:

3.2. External Comparisons

Our organization has participated in the following external indexes, surveys or ratings in Europe:

Working Mother’s Magazine’s 100 Best Companies for Working Mothers

Opportunity Now’s Gender Diversity Benchmarking Award

Race for Opportunity Benchmarking

NAFE Top 50 Companies

Great Places to Work Institute’s Best Places to Work

The Sunday Times 100 Best Companies

DiversityInc Top 50 and Specialty Lists

The Times Top 50 Places Where Women Want to Work

Stonewall Workplace Equality Index

Völklinger Kreis Corporate Benchmarking Initiative

International Business Equality Index (IGLCC)

Other

Our organization has received the following external labels, predicates, or certificates/certifications on Diversity management:

Our organization has applied and or won the following awards for Diversity management:

Our organization has been recognized for best practices in diversity:

By your employees

By a public institution

By a Diversity organization

By the Media

3.3. Workforce Diversity / Diversity in Management

Our organization is regularly measuring its workforce diversity and diversity in management by tracking the following numbers:

Percentage of

women & men

younger employees

middle-aged employees

older employees

dominant ethnic-racial-cultural groups

ethnic/racial/cultural minorities

sexual minorities/LGBT (e.g. through a survey)

... in the following areas/segments ...

total workforce

management levels

entry-level hires

talent pools

development programs

Other

Our organization has experienced positive changes in the external or internal perception of our organization as it relates to Diversity in the following areas:

The general ranking of our image/reputation as an employer

The specific perception of female candidates

The specific perception of international candidates

The general reputation of our company in our market(s)

The specific perception of female customers or organizations (including lobby groups/NGOs)

The specific perception of international customers or organizations (including lobby groups/NGOs)

The general reputation of our company on the financial markets

The specific perception of rating agencies or advisors with a focus on Diversity / Inclusiveness

The specific perception of special interest organizations

Other

3.4. Ingoing Monitoring of Corporate Processes

The recruitment process is monitored in the following way:

The diversity of the candidates’ pool is monitored against the overall pool it is sourced it is sourced from (general and/or specific)

There are specific targets in place to achieve representation of candidates from specific groups on the long lists (as a result of the initial pre-selection

There are specific targets in place to achieve representation of candidates from □ specific groups on the shortlists (as a result of the selection for interviews)

It has been secured to ensure the equality of women and men in all of the above in the following way:

The integration of Diversity in the talent & performance management is monitored by:

The diversity of the top-rated group is monitored against the overall pool it is sourced from (general and/or specific)

There are specific targets in place to achieve representation of candidates from specific groups in the top-rated pool(s) (as a result of the initial pre-selection)

There are specific targets in place to achieve representation of candidates from specific groups in the wider / future talent pool

Tracking of the success (or attrition) of groups of employees according to specific diversity criteria

It has been secured to ensure the equality of women and men in all of the above in the following way:

The integration of Diversity in the talent & performance management is monitored by:

The diversity of a promoted group is monitored against the overall pool it is sourced from (general and/or specific)

There are specific targets in place to promote candidates from specific groups on the lower management levels (to middle management)

There are specific targets in place to promote candidates from specific groups on the middle management levels (to senior management)

It has been secured to ensure the equality of women and men in all of the above in the following way:

The termination process is monitored concerning Diversity in the following way:

The diversity of employees that are affected by larger lay-offs is monitored against the overall population affected

If employees from diverse groups are more affected than the general workforce, measures are taken to adjust the lay-off process

Exit interviews include questions about equal opportunities, diversity, and/or inclusion to identify biases in these areas as they might lead to attrition

3.5. Ongoing Monitoring of Corporate Culture

Our organisation’s employee and other stakeholder surveys include the following statements of agreement:

Overall, I fell valued and respected with all my personal characteristics by the company

My manager is a role-model and supporter of Diversity and Inclusiveness

I can express my opinion and ideas even if they do not reflect the current mainstream approach

I can fully contribute with all my personal skills to the success of the company

My company does a good job in the area of Diversity and Inclusiveness

Our employee survey splits the results in the following Diversity dimensions to identify biases:

Age

Disability

Ethnicity

Gender

LGBT

Religion

Our organization uses a 360-degree feedback process, where employees provide input to all facets of the process of managing diversity, from needs assessment to evaluation.

Our organization regularly evaluates feedback on our market communication from:

Public watchdogs

Ethics committees

Special interest groups

Market research panels

Our organisation offers a complaint settlement system in the event of harassment or discrimination, which consists of:

Ombudsperson

Mediation

Escalation Procedures

Sanctions

The most severe sanction that is foreseen by the procedure is:

Warning

Note in the file

Re-Training

Internal investigation

Legal measures

Termination

Other:

Our organization is monitoring the nature and number of events of harassment or discrimination that have been reported internally:

By theme / ground / dimension

By division / function / organisational unit

By level

By ...

Our organization is monitoring the nature and number of complaints about discrimination that have been sent by employees in our company to local anti-discrimination organizations or Ombudspersons

Our organization is monitoring the nature and number of complaints about discrimination that have been investigated internally

Our organization is monitoring the nature and number of complaints about discrimination that have been mediated internally

Our organization is monitoring the nature and number of complaints about discrimination that resulted in lawsuits □

3.6. Transparency of Results

Some of the main results of our organization’s internal or external quantitative and qualitative Diversity assessments are published or reported via:

Not reported or published

Presentation of results at internal events/seminars/meetings

Presentation of results on the intranet

Presentation of results on the company website

Presentation of results at external events/conferences/seminars

Participation in Diversity Awards

Participation in Diversity Benchmarking

Press releases

Sharing of best practices through specialized networks

Distributing research on the business case for Diversity

Mentioning of all Diversity indicators in annual reporting

Corporate Annual Reports

Report on Sustainable Development

Other

Our organization recognises “small wins” via:

Presentation of results at internal events/seminars/meetings

Presentation of results on the intranet

Presentation of results on the company website

Not reported or published

Other

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