The third major research question for this study focused on determining how the diversity initiatives were planned in the corporations. To address this objective, the study participants were asked to explain how the needs for diversity initiatives are determined. In addition, they were asked how diversity initiatives are planned in their organizations.
The study participants were asked to describe how the needs for diversity initiatives were determined in their organizations. All of the corporations in the study had informal and formal methods in place for identifying their diversity initiative needs. In addition, they all used a variety of methods for gathering information. The informal methods for gathering information consisted of two types. First, most of the organizations had an open door policy where employees could come to the diversity department and state their needs and concerns regarding diversity issues. Second, diversity councils, employee groups, advisory councils, minority advisory groups, diversity committees, and other networking groups were used as a valuable informal method for obtaining information about the diversity needs of the corporation.
The study participants together cited ten formal methods for determining diversity initiatives needs. The range of formal methods cited by participants numbered from 3 to 5. The average number of formal methods used was 3.5. Table 23 lists in rank order by frequency all the formal methods for determining diversity initiative needs that were cited by the study participants.
| Method | f | % | |
| 1. | Employee surveys | 6 | 75 |
| 2. | Cultural audits | 4 | 50 |
| 3. | Benchmarking | 4 | 50 |
| 4. | Demographic statistics | 3 | 38 |
| 5. | Focus groups | 3 | 38 |
| 6. | Interviews with managers | 3 | 38 |
| 7. | Employee exit interviews | 2 | 25 |
| 8. | Former employee surveys | 1 | 13 |
| 9. | Electronic brainstorming | 1 | 13 |
| 10. | Research conducted on diversity by external researchers | 1 | 13 |
Six of the study participants (75%) indicated they used employee surveys to determine the diversity initiative needs. These employee surveys are used to gather quantitative and qualitative data. In these surveys, all employees are asked questions related to organizational issues such as management, work-life issues, barriers in the workplace, work environment, discrimination, equality, and leadership.
Half of the study participants also reported using cultural audits and benchmarking for determining diversity initiative needs. The cultural audits were conducted to determine the types of barriers within the organization that are preventing employees from performing to their full potential. The cultural audits were conducted with the help and assistance of external consultants to identify the organizations' challenges and weaknesses. Benchmarking was conducted to determine the types of diversity initiatives and programs that had proven to be effective in leading edge companies.
Three of the corporations in the study (38%) used demographic statistics, focus groups, and interviews with managers to determine the diversity initiative needs. Demographic statistics were used to determine whether the organization had enough representation of women, minorities, older workers, people with disabilities, and other diverse groups. Focus groups were used to validate the information that had been compiled from other data collection methods. Interviews with managers were used to determine the business and diversity needs of the corporations.
Employee exit interviews were conducted by two of the corporations (25%) that were in the study. Employee exit interviews were conducted to obtain information about diversity-related reasons for the employee leaving the company and about how well the organization met the needs of the employee. One of the corporations (13%) used former employee surveys, another one (13%) used electronic brainstorming, and still another one (13%) used research conducted on diversity by external researchers. Former employee surveys were sent three to six months after the employee had left the company to determine the barriers they encountered that hindered their work performance while they were working for the company. Electronic brainstorming was used to identify employees' needs. The brainstorming was done via computer, and the information was kept confidential. Research conducted on diversity by external researchers was used to get updated information in the field of diversity and to determine the critical needs related to diversity.
The study participants were asked to describe how the diversity initiatives were planned. All of the corporations based their planning on the findings and recommendations from the informal and formal needs assessment. Seven of the corporations (88%) had both macro and micro planning, while one had only macro planning.
At the macro level, diversity initiatives were planned at the corporate headquarters. In this case, diversity departments and top executives planned the corporatewide diversity initiatives. At the macro level, goals and objectives are set and priorities are determined corporatewide. At the micro level, business unit managers plan their own diversity initiatives based on the specific needs of their business units.
The companies that use both the macro and micro levels of planning use the corporatewide diversity plan as a guide and framework for planning their business unit's diversity initiative plans. In the cases where corporations had internal diversity consultants, they would help their assigned business units plan their diversity initiatives. In addition, in most cases, the company diversity department staff were available to work with the different business units to help them move forward in their diversity initiative plans. Since all of the corporations in the study were very big, the majority (88%) operated their diversity initiative planning in a decentralized way. However, they used the corporatewide diversity plan as a guide and framework to develop plans for their specific diversity initiatives.
A study participant described the combined macro and micro diversity initiative planning process this way:
We give an outline of the framework of what is important for addressing diversity in the company to the different business units. Then we give the different business units the responsibility of identifying their own needs and developing their own diversity plans, and then we hold them accountable for their diversity and business success.
Overall, the different business units in these corporations determine what they need to do to address diversity and integrate it into their strategic business plan, which is tied to the corporate strategic business plan.