VERG Leaders Attend Diversity Best Practices Member Conference Entitled: “Metrics, Analytics, Dashboards to Engage Leaders and To Tell the D&I Story”

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Nolan Melson and Trevor Chan recently attended the Diversity Best Practices (DBP) Member Conference entitled, “Metrics, Analytics, Dashboards to Engage Leaders and To Tell the D&I Story,” as representatives of the Capgemini Veterans Employee Resource Group (VERG).  Capgemini is a member of the DBP organization which is a division of Working Mother Media and the […]

Nolan Melson and Trevor Chan recently attended the Diversity Best Practices (DBP) Member Conference entitled, “Metrics, Analytics, Dashboards to Engage Leaders and To Tell the D&I Story,” as representatives of the Capgemini Veterans Employee Resource Group (VERG).  Capgemini is a member of the DBP organization which is a division of Working Mother Media and the preeminent organization for diversity thought leaders to share best practices and develop innovative solutions for culture change. Through research, benchmarking, publications and events, DBP offers its members information and strategies on how to implement, grow, measure and create first-in-class diversity programs.

As VERG Leaders, we understand the importance of measuring the effectiveness of the VERG, and the ERG program as a whole.  This conference featured many well-respected speakers, each with best practices to share in regards to D&I program measurement effectiveness.

Renee Bondurant, Senior Director and D&I Leader in HR at Capital One shared that according to DBP analysis only 22% of companies are tying in diversity to accountability, metrics, and compensation.  Therefore, if we know that in business, what gets measured gets done, the statistic highlights the opportunity that many organizations have to design and implement metrics which pinpoint the D&I issues that are important to the organization.  For example, at Facebook and Twitter, approximately 40% of their workforce consists of women and underrepresented minorities.

Alan Richter, Ph. D, and President of QED Consulting, presented on Sustainable Development Goals, and other trends in analytics which include:

  •  Data Explosions
  •  Hard analytics becoming more prevalent in D&I organizations, going well beyond perceptual data
  •  Detailed modeling and assessments of actual talent dynamics identifying the root causes of disparities

Dr. Richter also cited some other interesting data points to include:

  •  Google has a current market value of $506B

    •  $112B tangible assets; $394B intangible assets – People assets/capital, customer capital, image, brand, organizational/internal capital – therefore the intangibles count, people count!
  • According to a study done by McKinsey, gender diversity contributes to 15%, and ethnic diversity contributes to 35% of growth within a corporation, furthermore, embedded D&I is a major contributing factor of growth
  • Global Gender Gap Index (GGGI)

    •  Iceland is #1 in the world with the least (smallest) gender gap
    • USA is #28 at 0.74
  •  Mandela Factor

    • During apartheid, South Africa had 68 faults (on average) per Mercedes Benz manufactured, with 14 days of construction time.  During this same time period in Germany, it took 6 days to manufacture a vehicle which had 14 faults (on average). When the South African workers realized that apartheid was ending and that Mandela was going to be president, their production time improved to 4 days to build with only 9 faults.  Ultimately, this is an example of the “Ubuntu” which is a Bantu word for “Humanity” or “Human Kindness.”  This concept aligns with the belief that tying a company’s diversity goals with its overall values and mission will always result in corporate growth and productivity.
  • Diversity of thought is critical for Millennials (which is something that is exemplified in fellow Capgemini ERG, Millennial Innovation Council)
  • D&I needs to be embedded within the company culture to include emphasis in talent acquisition
  • In order to draw conclusions from the data, focus on 3-4 key objectives.   With key metrics that are tied into those objectives, data analysis can be conducted from there.  Don’t fall into “Analysis Paralysis.”

Talking points by Suzanne Cardwell, Senior Manager, Office of D&I, from Capital One, reminded us that for our ERGs, we need to ensure that we are addressing the intersection of various diversity groups from a cross sectional perspective.  For example, not only veterans but Millennial veterans, Female veterans, Or Asian American veterans, etc. 

Dr. Erin L Thomas, Diversity Manager, Grant Thornton, presented the topic: “From Good Faith to Data Drive: A Scientific Approach to Diversity & Inclusion.”  Dr. Thomas recommends the following:

  • ERGs should do a 360 Leadership Analysis on the current performance of the ERG’s leadership team, overall operations, and draw conclusions on ways to improve;
  • Organizations need to initiate a scientific method when analyzing D&I initiative effectiveness;
  • Examine best practices in other companies (DBP, Diversity Inc, etc.)

As ERG Leaders, we can engage in the process of examining best practices in other companies by reaching out to our network of contacts at other organizations.  Dr. Thomas led conference attendees through a group exercise to discuss, “How can your organization increase diversity in your talent pools, candidate pools or hiring pools?”  Some responses included:

  • Leverage diverse conferences like SXSW, National Society of Black Engineers (NSBE), etc.;
  • Continue leveraging social media in order to grow the presence of D&I both internally and externally
  • Meeting D&I goals/metrics must be tied to compensation and accountability

According to Dr. Thomas, there are six checkpoints for attracting a diversity of top talent:

1)      Cast a wide net: Actively recruit a broad talent pool.

2)      Disrupt assumptions: Mitigate bias and its influence.

3)      Get organized: Instill meritocracy and process transparency.

4)      Level the playing field: Design and implement an objective interview process.

5)      Seal the deal: How to secure the hire.

6)      Welcome aboard: An inclusive first 90 days and beyond.

Ultimately, the information that we gained from attending this conference will have a direct benefit on the VERG’s efforts for 2016.  The mission of the VERG is to encourage and assist Veterans in pursuing and building careers in various fields at Capgemini while employing the skills, experience, talent and dedication they bring, as well as providing opportunities to the families of Veterans as a tribute to their service.  The VERG’s objectives for 2016 are to: 

  • Leverage partnerships with Veteran organizations in order to place Veterans in positions with Capgemini;
  • Provide key training and assistance for Veterans adapting to the Capgemini culture while enabling ongoing career development for existing Veteran employees;
  • Show respect to Veterans and military families by raising awareness of Veteran’s causes and actively supporting Veteran’s initiatives both online and in the community; and
  • Leverage the internal and external VERG networks in order to add business value and increase business growth.


Follow Capgemini NA on Twitter @JoinCapgemini for more updates on our Diversity & Inclusion efforts.

This article was written by Nolan Melson, VERG North America Co-Leader and Trevor Chan, VERG DC Region Lead

Nolan Melson


Currently, Nolan works in Austin as a Business Analyst within the Capgemini Custom Software Development business unit in addition to serving as the Capgemini Veterans Employee Resource Group’s (VERG) North America Co-Lead.  Previously, Nolan served in the United States Army as an Air Defense Artillery officer specialized in the Patriot Missile System.  Nolan is a graduate of the United States Military Academy at West Point where he received his Bachelor of Science in Systems Engineering and was a four year letter winner on the NCAA Division 1 Men’s Gymnastics team.  Nolan holds certificates from Stanford University Graduate School of Business Summer Institute in General Management, Peking University Beijing International MBA Program (West Point Summer Exchange), NCEES Industrial Engineering (FE), The George Washington University Division of Information Technology Business Analysis, and Capgemini Lean Six Sigma Green Belt.  Nolan also serves on the Board of Directors for the Merivis Foundation, a non-profit organization in Austin that trains veterans in Salesforce and assists them with career placement.

Twitter: @NolanMelson



Trevor Chan

Trevor K. Chan currently supports the Air and Marine Operations (AMO) within the Customs and Border Protection, Department of Homeland Security as a Senior Consultant, Operations Research Analyst with Capgemini Government Solutions in the Washington, D.C. In this capacity, he is developing a resource allocation model and future-year requirements gathering tool. Trevor is Capgemini’s VERG DC Region Lead. Previously, Trevor helped the Department of Defense’s Corrosion Policy and Oversight office estimate the impact of corrosion on safety, cost, and availability for military weapon systems. He served in the United States Air Force Reserves as a Communication and Navigation Systems Craftsman on the C-5A Galaxy and was honorable discharged in 2008, achieving the rank of Staff Sergeant. In his spare time, Trevor enjoys photography, tennis, and spending time with his family. He holds a B.S. in Operations Research and Engineering from Cornell University.

Twitter: @trevorkchan

Photography Portfolio:


For more information about Capgemini NA’s Employee Resource Groups, contact Yvonne Harris, Assistant Director for Corporate Responsibility & Sustainability (CR&S) and Project Manager for Diversity & Inclusion.  You can email Yvonne at and follow her on Twitter @ynharris.




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