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Cloud Tech 2017 Diversity Intro
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1
Proprietary
+
Confidential
Proprietary
+
Confidential
Proprietary
+
Confidential
Cloud
Tech
Diversity
Equity
+
Inclusion
2017
2
Proprietary
+
Confidential
Contents
The
Why
Our
vision
2017
current
state
2017
Goals
Mission
statement
Focus
areas
Objectives
The
Who
Role
of
managers,
council
members,
partners,
googlers
EDII
Council
job
description
EDII
Council
working
group
responsibilities
The
How
Theory
of
Change
Strategy
Core
capacity-building
interventions
Signals
of
effectiveness
Evaluation
Evaluation
plan
Program
effectiveness
Threats
and
mitigations
Scored
OKRs
Guiding
Principles
for
all
of
our
efforts
Defining
diversity,
equity,
and
inclusiveness
Guiding
principles
for
organizational
development
Employing
adaptive
leadership
3
Confidential
+
Proprietary
Confidential
+
Proprietary
The
Why
Our
vision
Our
current
State
4
Confidential
+
Proprietary
Our
vision
Additional
Burdens
15%
Equity
+
Fairness
Inclusiveness
Culture
of
Innovation
Virtuous
Cycle
Virtuous
Cycle
Diversity
All
are
held
to
(the
same
measurable)
high
expectations
All
have
the
opportunity
to
meaningfully
contribute
to
our
most
challenging
and
business
critical
work
All
are
recognized
and
rewarded
for
excellent
work
All
have
access
to
advancement
True
meritocracy
Products
work
for
all
users
Culture
of
innovation,
tolerance
for
mistakes
Muscle
to
sit
in
discomfort,
conflict,
growth
We
have
each
others’
back:
Allyship
from
majority
and
leaders,
and
solidarity
among
minoritized
groups
Multiple
perspectives
valued
and
put
to
use
Many
ways
to
be
and
do
All
can
belong
Workplace
is
accessible
to
all
Workforce
reflects
the
diversity
of
our
users
Leadership
reflects
diversity
of
our
workforce
5
Confidential
+
Proprietary
Inclusion
tl;dr
●
Google
is
great
place
to
work
for
most
males
(globally)
and
white
and
AAPI
males
(US).
Many
women
(globally)
and
Black+,
Hispanic/Latinx+
Googlers
(US)
feel
less
included.
●
At
Google
,
perceptions
of
inclusion
diverge
across
race
and
gender.
The
same
trends
persist
across
Cloud
Tech
,
and
have
persisted
year
over
year.
●
Googlers
think
Google
and
our
leaders
can
do
more
to
foster
a
collaborative,
fair,
psychologically
safe,
and
diverse
environment.
Gender=
global
data;
Race/ethnicity=
US
data.
Diversity
tl;dr
●
The
Google
and
Cloud
Tech
workforce
is
not
yet
representative
of
the
diversity
of
our
users
with
regard
to
gender
(globally)
and
race
(in
the
US).
●
Cloud
Tech’s
leadership
is
not
yet
representative
of
the
race/gender
diversity
of
our
workforce.
Our
current
state
Product
tl;dr
●
Cloud
Tech
products
and
processes
for
developers
(from
readability
to
source
analysis
to
bugscope
to
enterprise-wise
developer
productivity
to
incident
management)
are
not
yet
modeling
fair
and
inclusive
practices.
●
Our
areas
of
influence
and
focus
include
enterprise-wide
(internal
and
external)
developer
community,
Google
Works
(HR
systems
and
processes),
Firebase
(mobile),
OMG
&
Requiem
(crisis-response
processes).
6
Confidential
+
Proprietary
Race
representation
has
remained
relatively
stable
since
2014
EOY,
representation
of
women
has
increased
1%/year
Do
not
screenshot,
copy,
print,
or
distribute
All
GCloud
minus
GCloud
marketing
and
GCloud
Customer
Gender=
global
data;
Race/ethnicity=
US
data.
7
Confidential
+
Proprietary
L8+
race/
representation
has
remained
relatively
stable
since
2014
EOY,
women
representation
has
grown
1%/year
Gender=
global
data;
Race/ethnicity=
US
data.
Do
not
screenshot,
copy,
print,
or
distribute
8
Confidential
+
Proprietary
8
GOOGLE-WIDE
INCLUSION
EOY
2016
Overall
score
Low
aggregate
score?
Significant
race/gender
gaps?
Did
gaps
grow
or
shrink
Year
over
Year?
Google
is
a
place
where
all
types
of
Googlers
(e.g.,
all
genders,
ethnicities,
cultural
backgrounds)
can
succeed
to
their
full
abilities.
✓
✓
grew
TEAM-LEVEL
INCLUSION
My
work
group
is
a
place
where
all
types
of
Googlers
(e.g.,
all
genders,
ethnicities,
cultural
backgrounds)
can
succeed
to
their
full
abilities.
✓
stable
I
feel
comfortable
being
myself
at
work,
even
when
I
am
different
from
others.
✓
stable
When
I
speak
up,
my
opinion
is
valued.
✓
shrank
My
work
group
has
a
climate
in
which
diverse
perspectives
are
valued.
✓
stable
I
feel
safe
taking
social
risks
in
my
work
group
(e.g.,
I
am
able
to
bring
up
problems
and
tough
issues,
I
believe
my
mistakes
will
not
be
held
against
me,
I
don't
feel
deliberately
undermined
by
others).
✓
stable
INDIVIDUAL-LEVEL
BELONGINGNESS
I
feel
included
at
Google.
✓
stable
I
fit
in
with
my
colleagues.
✓
stable
INCLUSIVE
LEADER
BEHAVIOR
The
actions
of
my
manager
show
they
value
the
perspective
I
bring
to
the
team,
even
if
it
is
different
from
their
own.
shrank
My
SVP
demonstrates
a
visible
commitment
to
diversity
and
inclusion.
✓
stable
My
VP
demonstrates
a
visible
commitment
to
diversity
and
inclusion.
✓
stable
My
PA/Function
Lead
demonstrates
a
visible
commitment
to
diversity
and
inclusion.
✓
stable
INDIVIDUAL-LEVEL
FAIRNESS
My
function's
promotion
process
is
fair.
✓
✓
shrank
I
believe
my
performance
is
fairly
evaluated.
stable
Overall,
my
total
compensation
(i.e.,
salary
+
bonus
+
equity)
is
fair
and
equitable.
✓
stable
Respect
Google
is
a
place
where
coworkers
treat
each
other
with
respect.
✓
stable
When
there
are
conflicting
opinions
among
team
members,
we
treat
each
other
with
respect.
✓
grew
I
feel
comfortable
raising
concerns
regarding
incivility
and
misconduct
(e.g.,
with
my
manager,
HRBP,
go/saysomething).*
✓
-
Googlers
consider
the
impact
of
their
actions
on
coworkers.*
-
I
am
empowered
to
promote
inclusion
at
Google.*
✓
-
Googlegeist
Inclusion
Index
Results
<70%
favorable,
or
a
gap
of
≥5%
≥85%
favorable,
with
no
gaps
≥5%
70-84%
favorable,
and
no
gaps
≥5%
Gender=
global
data;
Race/ethnicity=
US
data.
From
Cloud
2016,
2014
Googlegeist
Do
not
screenshot,
copy,
print,
or
distribute
24
Where
it’s
measured
VP
engagement
tracker
Googler
engagement
tracker
go/inclusiveperf-evaluation
go/DEI101-evaluation
Sojourn
eval
going
live
soon
EOY
self-assessment
folder
EOY
self-assessment
folder
Diversity
Scorecard
(see
Diversity
Business
Partner)
TI
Manager
Survey
(
go/2017tims
)
When
it’s
measured
monthly
quarterly
In
the
first
5
and
last
5
minutes
of
a
session.
Data
is
evaluated
at
the
conclusion
of
each
engagement
End
of
year
End
of
year
Middle
and
End
of
year
(depending
on
metric)
How
it’s
measured
Monthly
1:1s
between
VP,
People
Partner,
and
Diversity
Business
Partner
go/grow
attendance
Pre-post
engagement
surveys
go/cloudtech-D&I-EOY-asses
sment
and
go/journeyselfassessment
go/cloudtech-D&I-EOY-asses
sment
and
go/journeyselfassessment
Googlewide
People
analytics
data
PA-specific
data
such
as
the
TI
manager
survey
Evaluation
Plan
Engagement
completion
rates
of
core
engagements
Effectiveness
Self-
reported
pre-post
(“I’m
more
able
to...)
Leader
practices
Changes
in
leader
behaviors
Outcomes
Changes
in
representation,
retention,
advancement,
culture
Org
practices
Changes
in
org
practices,
norms,
policies
Back
Animation
25
Engagement
50%
of
Cloud
Tech
Googlers
reached.
1H
race/gender
engagement
patterns
mitigated.
Rollout
Core
Engagement
Goal
(%,#)
Outcome
(%,#)
Wins
Opportunities
Scaled
Inclusive
Perf
for
Managers
85%
of
managers,
1210
88%,
1249
>90%
in
DCOps,
HWOps,
SRE
<75%
in
NetOps,
GCD,
UFO
Inclusive
Perf
TTT
for
Directors
90%
of
Directors,
109
86%,
104
100%
in
DCOps,
HWOps,
SRE,
GCD,
Platforms,
<75%
in
NetOps.
Security
and
Privacy,
UFO
UnTownhalls
Topline
VP
of
each
function
attend,
9
8
10
VPs
total
attended,
7
hosted
an
UnTownhall
SRE
did
not
attend
Limited
Scale
Sojourn
1:
Our
Brains
on
Race
5
L7+
per
function,
9
functions
78%
of
functions,
7
GCD,
NetOps,
SRE,
Platforms,
Corp
Eng
met
the
goal
for
2
of
the
three
courses
Scaling
remains
a
challenge,
as
seats
are
limited,
and
Cloud
Googlers
only
showed
for
56%
of
the
seats
we
enrolled
in.
Sojourn
2:
Courageous
Conversations
5
L7+
per
function,
9
functions
56%
of
functions,
5
Sojourn
3:
Building
Muscle
to
Navigate
Race
5
L7+
per
function,
9
functions
11%
of
functions,
1
Piloted
DEI
101
for
Managers
200
managers
309
Through
3
iterations,
increased
pre-post
measures
Scaling
is
a
challenge
due
to
low
facilitation
capacity
and
sensitive
data
Allyship
101
100
Googlers
93
Through
iteration,
broke
Allyship
into
101
and
201
Develop
and
scale
Allyship
201
course
to
further
advance
capacity
EDII
Facilitator
Training
25
Googlers
11
Unable
to
rollout
in
2017
26
Effectiveness
When
attended,
core
engagements
work
Among
the
Majority
UnTownhalls
Sojourn
Race
Learning
Labs
Allyship
training
+50%pt
in
I
understand
my
role
in
working
for
fairness/inclusion.
+43%pt
in
I
know
how
to
tailor
my
leadership
based
on
my
social
power.
+39%pt
in
I’m
aware
of
my
own
social
privilege
and
disadvantage.
+18%pt
in
I
feel
comfortable
working
across
lines
of
race/gender
difference.
Among
Leaders
Sojourn
Race
Learning
Labs
Inclusive
Perf
for
Managers
Inclusive
Perf
for
Directors
DEI
101
for
Managers
+33%pt
in
I
know
the
EDII
health
of
our
org
+27%pt
in
I
know
my
role
in
advancing
EDII
+30%pt
in
I
know
what
to
do
to
make
our
org
more
fair,
diverse,
inclusive
+44%pt
in
I
know
3+
ways
race/gender
bias
could
creep
into
perf
+46%pt
in
I
know
what
to
do
as
a
mgmt
team
to
keep
perf
fair.
Among
G2G
Facilitators
Learning
Facilitation
Corps
Balancing
Social
Power
Sojourn
Train
the
Trainer
+22%pt
in
I
am
able
to
identify
power
dynamics
in
groups.
+21%pt
in
I
have
the
skill/will
to
address
power
imbalances.
+21%pt
in
I
can
course
correct
when
my
power
manifests
unproductively.
2017
YE
Animation
27
Changes
in
leader/org
practices
WINS
Accountability
-
Top
down
leadership
setting
the
tone
and
executives
holding
their
organizations
responsible
●
“Increased
accountability
for
managers
in
perf/promo
processes.
Peer
review
and
commentary,
specifically
focusing
on
biased
language,
patterns
of
discrimination,
etc”
●
“Following
up
on
teams
that
lose
a
disproportionate
number
of
underrepresented
groups.”
Awareness
-
Googlers
understand
what
we
want
to
be
true,
and
how
close/far
we
are
from
there
●
“Deep
awareness
of
depth
of
problems
as
we
scale
our
company
-
confusion
in
values
is
completely
undermining
Google’s
unique
value
to
our
Users
and
industry.”
●
“the
conversation
has
gone
from
being
uncomfortable
or
an
“add-on”
at
the
periphery
of
the
org,
to
being
part
of
the
core
of
the
org.
“
●
I’ve
started
seeing
a
larger
degree
of
“uncomfort”
by
the
majority
(middle
aged,
white
males)
which
I
take
to
be
the
beginnings
of
positive
change.
Capacity
-
Googlers
build
muscle
to
navigate
current
race/gender
climate
at
Google
●
The
leaders
who
have
been
through
Sojourn
are
utilizing
the
tools
for
courageous
conversations.
Much,
much
more
to
do…”
Communication
-
Consistent
and
visible
discussion
internally
and
externally
●
“Being
public
about
my
beliefs,
in
listening
event
after
Damore
memo,
Corp
Eng
Womens’
summit,
NYC
events
“
●
“Talking
about
D&I,
and
signaling
it
is
important
to
me.”
*Engagement
-
Focus
on
high
impact,
high
rigor
interventions
and
initiatives
●
“Having
more
frank,
direct
conversations
w/
direct-reports
about
why
these
topic
is
so
important.”
Transparency
-
Measure
what’s
working
and
what’s
not,
and
share
it
regularly
●
“Continued
reporting,
analysis,
etc
of
hiring
practices,
candidate
selection,
hiring
committee
reviews,
interview
feedback.”
*most
frequently
cited
2017
YE
Comment
Coding
Animation
28
Changes
in
leader/org
practices
OPPORTUNITIES
*Engagement
-
Focus
on
high
impact,
high
rigor
interventions
and
initiatives
●
“Where
we
see
the
greatest
leader
engagement,
we
also
see
the
greatest
org
engagement.”
●
“Utilize
leaders
to
activate
engagement
among
white/AAPI
men.”
*Process
Improvement
-
Ensuring
everyone
can
succeed,
thrive,
progress,
and
become
representative
of
our
user
base
●
“New
processes
for
posting
of
open
roles
to
ensure
opportunities
to
apply/pursue,
rather
than
just
having
managers
selecting
individuals
-
increases
opportunities
for
broader
range
of
employees.”
●
“Demographic
improvement
was
not
uniformly
distributed.”
*Stasis
-
Break
the
status
quo;
Refuse
to
return
to
business
as
usual
●
“Survey,
town
hall
questions,
individual
discussion
indicates
people
have
not
seen
significant
progress,
don’t
have
confidence
that
efforts
to
date
have
made
an
impact.”
●
“Some
team
members
still
not
convinced
that
issues
are
“happening
here”,
despite
multiple
reassurances
that
we
have
the
data
and
that
it
is
real.”
●
“Individual
pushback
and
resistance
to
organizational
efforts
regarding
diversity.
Artifacts
of
bias,
techniquest
like
gaslighting,
denial,
“what
about”,
straw-man,
etc.”
●
“Allowed
existing
group
patterns
to
go
unchanged
in
many
areas.”
●
“Conducting
perf
the
same
way
you
did
last
year.”
●
“Basing
hiring
on
the
same
factors
as
you
did
last
year.”
Transparency
-
Measure
what’s
working
and
what’s
not,
and
share
it
regularly
●
“Expand
transparency:
Leader
tracker
and
monthly
VP
1:1s
drove
tone-setting
above.”
*most
frequently
cited
2017
YE
Comment
Coding
Animation
29
Most
VPs
rated
their
own
org
between
reactive
and
proactive
2017
EOY
D&I
Assessments
Drive
&
go/journeyselfassessment
*
Did
not
complete
EOY
self-assessment
by
12/31
30
2017
OKRs:
Diversity
Business
Partner
Pod
Move
Diversity,
Equity,
Inclusiveness
efforts
from
reactive
to
proactive.
●
KR:
Green.
90%
of
Directors
complete
go/inclusiveperf-ttt
by
EOY.
85%
of
managers
complete
go/inclusive
perf
by
EOY.
●
KR:
Red
.
Five
L7+
leaders
from
each
function
complete
go/sojourn
Labs
[
Lab
1:
Our
Brains
on
Race
,
Lab
2:
Courageous
Conversations
About
Race
,
and
Lab
3:
Building
Muscle
to
Navigate
Race
].
3
out
of
9
functions
met
the
OKR.
●
KR:
Green.
100%
of
VPs
read
go/inclusiveperf-handout.
●
KR:
Green.
One
VP
from
each
function
reviewed
their
2016
scorecard.
16
of
18
VPs
completed.
●
KR:
Green.
One
VP
function
is
represented
on
the
D&I
council.
●
KR:
Green.
Recognize
impactful
D&I
work
via
bonus,
time,
and
visibility.
●
KR:
Green.
100%
of
functions
represented
on
the
Diversity
Council.
●
KR:
Green.
Diversity
Council
has
at
least
one
executive
sponsor
and
maintained
between
1
and
2
sponsors
(Melody
Meckfessel
and
Jim
Miller).
●
*KR:
Yellow.
Launch
five
site-based
Allyship
groups.
Launched
2
site-based
Allyship
groups
(SVL
and
SFO).
●
*KR:
Red.
Identify
five
L8+
leaders
to
executive
sponsor
site-based
allyship
groups.
Currently
housing
2
executive
sponsors
for
two
sites.
●
*KR:
Red.
Complete
the
EOY
self
assessment
,
and
meet
with
your
DBP
to
receive
your
diversity
scorecard.
●
KR:
Red.
One
VP
from
each
function
attended
an
UnTownhall.
10
of
18
VPs
completed.
●
KR:
Red.
100%
of
VPs
share
2016
org
assessment
results
at
an
All-hands.
7
of
18
completed.
●
KR:
Red.
100%
OF
VPs
launch
diversity
and
inclusion
OKRs
aligned
with
Cloud,
6
of
18
completed.
●
KR:
Red.
100%
of
VPs
attend
an
UnTownhall
event,
of
which
10
of
18
completed.
●
KR:
Red.
100%
of
VPs
host
an
UnTownhall
event,
of
which
7
of
18
completed.
Animation
31
2017
OKRs:
Diversity
Council
(1
of
2)
Product
Inclusion
:
●
Incorporate
an
inclusion
lens
into
quality
improvements
and
sales
growth
efforts
of
at
least
one
product
or
service
as
part
of
(I)2
project.
○
KR:
Green.
Identify
two
products/services
with
opportunity
for
increased
revenue,
usage,
efficiency,
or
user
satisfaction
○
KR:
Yellow.
Most
inclusive
experience
for
developers.
Google
engineering
culture
centers
around
transparency.
Model
culture
of
inclusion
tools
for
developers,
from
readability
to
source
analysis
to
bugscope
to
enterprise-wide
developer
productivity
analytics
to
incident
management.
○
KR:
Yellow.
Deliver
N
(>2)findings
and
any
short
term
impact
by
end
of
Q3.
○
KR:
Yellow.
Deliver
N
(>3)
findings
by
the
end
of
Q4.
●
Products
are
inclusive
of
diverse
global
user
perspectives
and
needs
by
2018.
Org
Inclusion:
●
Cloud
have
transitioned
from
a
Reactive
→
Proactive
on
the
Diversity
and
Inclusion
Maturity
Matrix
.
○
*KR:
Yellow.
Publish
and
promote
monthly
newsletters
to
all
of
Cloud
teams.
○
KR:
Yellow.
All
Cloud
regions
(APAC,
EMEA,
US-East,
US-West)
have
a
cohort
of
leaders
who
will
champion
and
be
action
initiators
across
all
regions
and
sites.
○
*KR:
Yellow.
Establish
a
global
allyship
program
with
training
and
guidance
to
support
Googlers
in
the
majority
in
advocating
for
inclusiveness
○
KR:
Red.
All
site
representatives
will
host
an
introduction
to
the
Cloud/DI
efforts
with
training
materials
to
managers
and
leads.
○
KR:
Red.
80%
of
teams
participate
in
planning
their
Proactive
Roadmap
using
the
designated
hashtag
#TIinclusion.
○
KR:
Red.
80%
of
Cloud
leaders
use
and
publish
the
results
of
the
Proactive
Scorecard
using
the
designated
hashtag
“#TIinclusion”.
●
Cloud
fosters
a
fair
and
inclusive
environment
where
all
can
thrive.
○
KR:
Yellow.
Achieve
≥80%
favorable
rating
in
all
Googlegeist
inclusiveness
index
items,
with
no
negative
gaps
across
gender
and
race.
○
KR:
Yellow.
Achieve
≥90%
favorable
rating
in
the
category
“comfortable
raising
concerns
about
incivility
and
misconduct”,
with
no
negative
gaps
across
gender
and
race.
Animation
32
2017
OKRs:
Diversity
Council
(2
of
2)
Leadership
Diversity:
●
The
composition
of
Cloud
leaders,
from
Directors
to
VP’s,
reflects
and
or
surpasses
the
staff
composition
of
TechInfra.
○
KR:
Green.
Inclusive
perf
and
promo
practices
are
consistently
employed
by
managers
and
promo
committee
members.
○
KR:
Green.
Prior
to
the
perf
and
promo
cycles,
send
Cloud-wide
messaging
to
teams
and
people
managers
re-affirming
our
expectations
that
all
support
a
fair
perf/promo
process.
○
KR:
Yellow.
VP
Sponsorship
program
of
underrepresented
minorities.
●
TechInfra
Leaders
(Directors
and
above)
create
inclusive
and
diverse
organizations
as
measured
by
the
Googlegeist
inclusiveness
scores
(High
inclusiveness
scores;
no
gaps)
○
KR:
Yellow.
VPs
and
Directors
in
TechInfra
advocate
for
and
support
(and
implement/sponsor)
an
allies
program
with
their
organization.
○
KR:
Red.
Race/gender
diversity
on
critical
project
teams
is
representative
of
org
diversity.
Hiring
Diversity:
●
TI’s
hiring
process
is
successful
at
including
/
closing
underrepresented
populations.
As
we
hire
new
team
members,
we
ensure
that
%
of
offers
made
to
underrepresented
minorities
meet
or
exceed
market
supply.
○
KR:
Green.
Establish
monthly
review
of
diversity
recruiting
initiatives
across
staffing
and
hiring
organisations.
○
KR:
Green.
Cloud
has
sponsored
and
participated
in
one
targeted
industry
event
per
quarter,
sending
Cloud
representatives
with
diversity
hiring
focus.
○
KR:
Yellow.
Develop
an
online
management
training
for
hiring
best
practices
reaching
80%
of
active
hiring
managers
by
end
of
year.
○
KR:
Yellow.
Identify
and
collect
hiring
metrics
for
candidates
from
underrepresented
backgrounds
who
opt
into
data
sharing.
(eg.
Pipeline
details
(YTD:
Total
Hires,
%%
of
Diversity,
close
rate,
diversity
close
rate)).
○
KR:
Yellow.
Identify
diversity
champion
interviewers
under
each
Cloud
VP
with
a
goal
to
including
one
champion
on
every
candidate
interview
panel.
○
KR:
Red.
Develop
a
team
inclusion
video
and
talking
points
recruiters
can
share
with
candidates.
“Why
Cloud
is
a
great
place
to
work”
(eg.
go/sre-brand-statement,
go/sre-brand-talking-points).
○
KR:
Red.
Promote
management
training
opportunities
and
track
attendance.
○
KR:
Red.
Develop
a
detailed
process
for
evaluating
the
expansion
of
existing
Google
sites
and
integration
of
new
sites
in
geographic
areas
that
will
attract
and
retain
diverse
talent.
○
KR:
Red.
Expedited
recruiting...decrease
median
candidate
cycle
time
by
20%
for
targeted
hires.
Animation
33
Confidential
+
Proprietary
Confidential
+
Proprietary
Guiding
Principles
for
EDII
org
development
work
34
Confidential
+
Proprietary
What
is
diversity,
equity,
and
inclusiveness
(EDII)?
34
Diversity,
equity,
and
inclusiveness
are
interrelated.
It
is
only
possible
to
achieve
one
with
the
other
two.
All
are
preconditions
to
building
products,
developer
environments,
and
customer
tools
that
are
relevant
and
useful
in
our
multicultural
world.
Definition
What
it
looks
like
in
practice
How
we
measure
it
Diversity
Differences
and
variations
found
in
a
group
including
social
identities
(race,
gender,
class,
etc.)
and
other
personal
attributes
(background,
field
of
expertise,
beliefs,
values).
A
workforce
that
is
representative
of
the
full
diversity
of
our
users
(i.e.
customers,
clients,
etc.)
Leadership
that
is
fully
representative
of
the
diversity
of
our
workforce
New
hires:
Representation
of
women
(global)
and
people
of
color
(US)
brings
total
workforce
and
leadership
representation
to
exceeding
the
representation
found
in
the
external
talent
pool.
Internal
mobility:
No
gaps
across
lines
of
race/gender
in
net
transfer
in
rates
(transfers
in
minus
transfers
out)
Attrition:
Low
regrettable
attrition
rate,
with
no
gaps
across
lines
of
race
and
gender.
Equity
Equally
high
outcomes
of
access,
opportunities,
and
success
for
all
individuals,
regardless
of
any
social
or
cultural
factor.
Fairness
in
individual
performance,
compensation,
and
growth.
No
predictability
in
how
workers
assess
organizational
fairness
or
effectiveness.
No
gaps
across
lines
of
gender
(global)
/
race
(US)
in:
●
Hiring
pass-through
rates
●
Performance
ratings
distributions
●
Promotion
rates
●
Assessment
of
manager
effectiveness
●
Compensation
(after
adjusting
for
role,
tenure,
ladder,
and
performance
history)
Inclusiveness
Valuing
the
perspectives
and
contributions
of
all
people,
incorporating
the
needs
and
viewpoints
of
the
full
diversity
of
the
group.
Effective
communication
and
relationships,
including
across
lines
of
difference
A
work
environment
that
is
accessible
for
all
Employing
multiple
perspectives
and
approaches
in
our
work,
ones
informed
by
a
variety
of
experiences,
backgrounds,
and
fields
of
expertise.
95%favorable
with
no
gaps
across
lines
of
gender
(global)
/
race
(US)
in:
●
Organizational
survey
items
related
to
culture,
respect,
inclusiveness,
values
●
Manager
effectiveness
35
Confidential
+
Proprietary
10
guiding
principles
for
EDII
org
development
35
Goals
EDII
is
how
we
do
our
business
Integrate
EDII
into
all
business
decisions.
Resist
siloing
EDII
as
a
separate
or
2nd
goal.
First
do
no
harm,
then
relieve
it
Impact:
interrogate
whether
tactics
have
or
will
relieve
harm.
Critique
proposed
tactics
for
both
their
potential
for
positive
impact,
and
ways
they
could
be
perverted
to
uphold
the
status
quo
or
even
make
things
worse.
Then
turn
attention
to
preventing
future
harm.
All
this
requires
centering
the
perspectives
of
those
most
impacted.
Change
conditions
4
pressures
External
pressure
(Public
criticism
of
the
org
threatening
org
brand
or
value),
Upward
pressure
(Internal
criticism
of
leadership
or
the
org
itself),
Downward
pressure
(Leaders
holding
self
or
org
accountable
to
living
up
to
org
aspirations),
and
Internalize
pressure
(personal
feeling
the
status
quo
is
misaligned
with
own
morals/values,
values
of
the
organization,
or
both)
are
all
drivers
of,
not
threats
to
positive
change.
Personal
transformation
Org
transformation
comes
from
personal
transformation:
deep
inquiry,
trying
on
new
things
in
your
day-to-day,
failing,
receiving
feedback,
and
trying
again.
Business
as
usual
is
the
anti-condition
of
change.
Critical
mass
A
small
committed
group
aligned
around
a
common
goal
is
enough
to
create
change.
Learning
Attempting
to
solve
challenges
that
have
never
before
been
solved
will
require
learning
to
understand
both
the
problem
and
the
solution.
How
to
facilitate
change
Few,
significant,
winnable
goals
Align
around
a
few
central
winnable
yet
significant
goals
to
effectively
confront
avoidance
and
overcome
obstacles.
Walk
the
talk
Expect
oppression
to
show
up
in
the
way
we
take
on
EDII
work,
and
to
counter
it
by
meeting
our
goals
by
modeling
the
behaviors
and
values
we
espouse,
especially
centering
the
perspectives
of
those
most
impacted,
without
overburdening.
Systems
approach
Any
lack
of
diversity,
equity,
or
inclusiveness
is
the
result
of
an
interconnected
system.
Siloed
tactics
will
fail.
Directional,
proportional
Identify
and
address
proportionally
all
the
systemic
leverage
points
connected
to
the
status
quo
(e.g.
hiring,
attrition,
and
net
transfers
in/out
drive
representation,
and
levers
include
hiring
criteria
and
candidate
experience,
inclusiveness
and
fairness
inside
the
team/org,
and
inclusiveness
and
fairness
of
adjacent
teams/orgs.
Plan
to
counter
resistance
Anticipate
resistance
including
denial,
avoidance,
and
countermoves.
Plan
ahead.
If
the
work
is
not
experiencing
resistance,
it
is
not
driving
change.
36
Confidential
+
Proprietary
Kind
of
Challenge
Problem
Definition
Solution
Locus
of
Work
Technical
Clear
Clear,
can
use
existing
know-how
Authority
Technical
and
Adaptive
Clear
Requires
Learning
Authority
and
Stakeholders
Adaptive
Requires
Learning
Requires
Learning
Stakeholders
Ronald
A.
Heifetz,
R.A.,
Linsky,
M.,
Grashow,
A.
(2009).
The
Practice
of
Adaptive
Leadership:
Tools
and
Tactics
for
Changing
Your
Organization
and
the
World.
Creating
Diversity,
Equity,
and
Inclusiveness:
an
adaptive
challenge
Animation
37
What
you
can
do
now
Now
Join
a
D&I
alias
This
month
Review
the
Cloud
D&I
Strategy
go/cloud-diversity-overview
go/joinCloudDiversity
This
quarter
Assess
your
org
go/JourneySelfAssessment
Animation
38
Skipped when presenting
Confidential
+
Proprietary
Race/gender
representation
has
remained
relatively
stable
since
2014
EOY
Do
not
screenshot,
copy,
print,
or
distribute
Tech
Infrastructure
Gender=
global
data;
Race/ethnicity=
US
data.
39
Skipped when presenting
Confidential
+
Proprietary
L7+
race/gender
representation
has
remained
relatively
stable
since
2014
EOY
Do
not
screenshot,
copy,
print,
or
distribute
Tech
Infrastructure
Gender=
global
data;
Race/ethnicity=
US
data.
23
Signals
of
program
effectiveness
time
reliability
Engagement
:
completion
rates
of
core
engagements
Effectiveness
Self-
reported
pre-post
(“I’m
more
able
to...)
Leader
practices
Changes
in
leader
behaviors
Outcomes
Changes
in
representation,
retention,
advancement,
culture
Org
practices
Changes
in
org
practices,
norms,
policies
See
full
details
of
program
evaluation
here
Animation
22
Attorney
Client
Privileged
&
Confidential
Proprietary
+
Confidential
2017
Diversity
Program
Evaluation
21
2017
Eight
Core
Capacity-building
EDII
Interventions
Leaders
(L7+)
Managers
EDII
Stakeholders
Googlers
in
the
Majority
All
Googlers
Un-Townhalls
✓
✓
✓
✓
✓
Sojourn
1:
Our
Brains
on
Race
✓
✓
✓
✓
Sojourn
2:
Courageous
Conversations
✓
✓
✓
✓
Sojourn
3:
Building
Muscle
to
Navigate
Race
✓
✓
✓
✓
EDII
101
for
Managers
✓
✓
Inclusive
Perf
for
Managers
✓
✓
Allyship
Training
✓
✓
✓
Facilitator
Training
✓
Animation
20
2017
EDII
Strategy
Q1
Q2
Q3
Q4
Q1
Motivate
by
telling
the
story
of
our
organizational
health.
Align
vision/direction.
Mobilize
through
structured
entry
points
and
comms.
Build
muscle
to
advance
EDII:
●
Leadership
muscle
●
Muscle
among
those
in
the
majority
●
Product
muscle
●
Capacity-building
muscle
Activated
Googlers
begin
to
exert
influence:
●
Systems-owners
institute
changes
●
People-leaders
model
new
practices/norms
●
Absent
and
nascent
Googlers
begin
to
actively
engage
Assess
health,
evaluate
impact,
iterate
on
the
plan.
Animation
19
18
Confidential
+
Proprietary
Confidential
+
Proprietary
The
how
17
Culture
I^2
Leadership
Diversity
Hiring
Sponsors
Mission
We
exist
to
ensure
TI
is
a
great
place
to
work
for
everyone,
one
where
Googlers
from
all
backgrounds
can
succeed.
We
exist
to
fully
embed
inclusion
into
our
internal
and
external
products/services
to
ensure
they
meet
the
needs
and
exceed
the
expectations
of
the
full
diversity
of
Googlers
and
our
users.
We
exist
to
embed
inclusion
in
people
processes
to
ensure
Googlers
from
all
backgrounds
succeed
and
advance.
We
exist
to
embed
inclusion
in
hiring
processes
to
ensure
our
workforce
becomes
increasingly
representative
of
our
users.
Scope
Our
scope
includes
comms,
events,
and
learning
and
development.
Our
scope
includes
user
research,
and
product
&
service
design
and
review.
Our
scope
includes
leadership
development,
sponsorship,
and
cultivating
leadership
opportunities.
Our
scope
includes
hiring
development,
assessment,
and
recognition
of
hiring
excellence.
Working
Group
Objectives
Objective
5:
Achieve
a
90%
favorable
and
no
gaps
across
race/gender
in
Googlegeist
inclusiveness
index
and
TI
manager
survey
scores.
Objective
6:
<5%
of
Googlers
experience
incivility
in
the
workplace.
Incorporate
an
inclusion
lens
into
quality
improvement
and
sales
growth
efforts
of
at
least
one
product
or
service,
as
part
of
I^2
project.
Representation
of
groups
that
have
been
historically
underrepresented
in
tech
persists
at
levels
7+,
through
development
and
advancement.
Objective
4:
Diversity
on
critical
project
teams
is
representative
of
org
diversity.
Representation
of
groups
that
have
been
historically
underrepresented
in
tech
surpasses
industry
average
at
all
levels,
through
hiring.*
EDII
Council
Working
Groups
*
Groups
that
have
been
historically
underrepresented
in
tech
include
women
(globally),
Black+
and
Latinx+
(US),
and
BAME
(EMEA)*
in
the
workforce.
BAME:
A
person
in
EMEA
identifying
as
Black,
Asian,
or
Minority
Ethnic.
Black:
A
person
in
the
U.S.
having
origins
in
any
of
the
Black
racial
groups
of
Africa.
Latinx:
A
person
in
the
U.S.
with
geographic
origins/ancestry
in
Latin
America,
which
excludes
Spain.
Latinx
is
a
gender-neutral
version
of
Latino
and
also
appears
as
Latin@,
Latinex,
or
Latino/a.
“
+”:including
individuals
who
identify
as
multiracial
or
2+
races,
e.g.
Afro-Latinx.
16
EDII
Council
responsibilities
What:
1.
Accountable
for
ensuring
the
function
you
represent
(e.g.
Corp
Eng,
Bebop,
etc.)
completes
its
quarterly
KRs.
How:
●
Integrate
council’s
quarterly
KRs
into
your
function’s
KR
process
●
Mobilize/rally
your
function
●
Provide
cloud
cover
for
the
EDII
work
●
Ensure
one
council
member
from
your
function
is
present
at
each
monthly
council
meeting.
●
Complete
all
core
EDII
engagements
for
the
year
,
based
on
your
level.
●
Understand
grassroots
EDII
work
and
council-wide
quarterly
KRs,
and
communicate
between.
15
1.
Model:
demonstrate
high
level
of
multicultural
capacity
&
rigor
in
your
own
daily
practice
2.
Mirror:
uncovering
various
raced/gendered+
experiences
that
bring
our
EDII
data
to
life
3.
Instrument:
facilitating
a
focus
on
4
critical
winnable
EDII
goals
4.
Expert:
employing
a
plurality
of
relevant
terms,
frameworks,
tools,
and
resources
The
role
of
council
members
14
●
Demonstrates
a
high
level
of
multicultural
capacity
in
own
daily
practice
●
Demonstrates
accountability
for
outcomes
on
the
four
EDII
goals
(hiring,
retention,
progression,
culture)
●
Integrates
EDII
into
business
decisions
●
Leverages
EDII
expertise
within
and
around
the
business
Managers
&
Leaders
Closest
to
the
business
●
Identifies
patterns,
assets,
and
needs
●
Informs
direction
and
objectives
●
Integrates
EDII
into
POps
practices
and
people
programs
●
Builds
EDII
capacity
of
clients
People
Partners
Closest
to
POps
goals
and
resources
●
Facilitates
a
focus
on
(or
intensifies
the
focus
on)
four,
critical,
winnable
EDII
goals:
hiring,
retention,
advancement,
and
culture.
●
Uncovering
various
raced/gendered+
experiences
that
bring
our
EDII
data
to
life,
●
Employing
a
plurality
of
relevant
terms,
frameworks,
tools,
and
resources.
Diversity
Council
Close
to
EDII
goals,
the
people,
and
the
work
●
Conducts
analysis
●
Aligns
direction
to
company
objectives
●
Recommends
objectives
and
sets
path
●
Connects
partners
and
clients
to
company-wide
EDII
resources
●
Builds
EDII
capacity
of
partners
and
clients
EDII
&
Staffing
Partners
Closest
to
EDII
goals
and
resources
Aligned
EDII
goals,
differentiated
roles
●
Knows
the
EDII
goals
of
the
company
and
org
●
Executes
towards
EDII
goals
,
through
exploration,
piloting,
and
iteration
●
Determines
what
it
means
to
live
out
EDII
aspirations
in
own
role
●
Raises
up
wins
and
misses
Googlers
and
Teams
Closest
to
the
work
13
Confidential
+
Proprietary
Confidential
+
Proprietary
The
who
12
Our
2017
EDII
Areas
of
Focus
Our
org
is
a
great
place
to
work
for
everyone.
Googlers
from
all
backgrounds
can
belong
and
lead.
People
People
processes
ensure
Googlers
from
all
backgrounds
succeed
and
advance.
Hiring
processes
ensure
our
workforce
becomes
increasingly
representative
of
our
users.
Process
Inclusion
embedded
into
internal
and
external
products
and
services
to
ensure
they
meet
the
needs
and
exceed
the
expectations
of
the
full
diversity
of
Googlers
and
our
users.
Product
Animation
11
Source:
Lorem
ipsum
dolor
sit
amet,
consectetur
adipiscing
elit.
Duis
non
erat
sem
Proprietary
+
Confidential
Integrative
A
core
set
of
advocates
lead
transformational
change
across
Google.
Everyone
knows
what
is
expected
of
them
and
is
able
to
react
appropriately
when
situations
arise.
A
critical
mass
of
Googlers
proactively
work
to
make
Google’s
culture
less
biased
and
more
respectful.
Strategic
Visionary
Reactive
Proactive
Absent
Advocates
lead
transformational
change
across
the
Function..
Diversity,
equity,
and
inclusiveness
are
absent
from
our
work,
practice,
and
discussions.
Mission
Statement:
In
2017,
Move
EDII
efforts
from
reactive
to
proactive
go/journeyselfassessment
2017
Focus
Animation
10
Confidential
+
Proprietary
Confidential
+
Proprietary
2017
Goals
Mission
statement
Focus
areas
Objectives
9
Confidential
+
Proprietary
Product
Inclusion
Inclusion
embedded
into
internal
and
external
products
and
services
to
ensure
they
meet
the
needs
and
exceed
the
expectations
of
the
full
diversity
of
Googlers
and
our
users.
Some
examples
of
things
we
need
to
fix:
●
Respect:
disrespectful
terms
and
associations
such
as
master
/
slave
have
creep
into
our
codebase,
UIs,
and
documentation,
often
without
malicious
intent.
We
need
to
clean
up
these
terms
to
enable
everyone
to
work
without
being
offended,
disturbed,
or
distracted.
This
is
equally
important
for
our
internal
products
as
well
as
customer
facing
products.
●
Inclusiveness:
enhancing
our
HR
system
Workday
to
support
more
inclusive
values
for
race,
ethnicity,
gender.
●
Respect:
investigate
gender
bias
in
code
reviews
following
reports
of
bias
at
Facebook
and
GitHub
.
●
Equity:
Measure
and
monitor
systemic
bias
through
evaluation
of
performance
calibration,
promotion
rates
and
time-to-promotion
by
demographic.
Proprietary
+
Confidential
Proprietary
+
Confidential
Proprietary
+
Confidential
Cloud
Tech
Diversity
Equity
+
Inclusion
2017
2017
OKRs:
Diversity
Council
(1
of
2)
Product
Inclusion
:
●
Incorporate
an
inclusion
lens
into
quality
improvements
and
sales
growth
efforts
of
at
least
one
product
or
service
as
part
of
(I)2
project.
○
KR:
Green.
Identify
two
products/services
with
opportunity
for
increased
revenue,
usage,
efficiency,
or
user
satisfaction
○
KR:
Yellow.
Most
inclusive
experience
for
developers.
Google
engineering
culture
centers
around
transparency.
Model
culture
of
inclusion
tools
for
developers,
from
readability
to
source
analysis
to
bugscope
to
enterprise-wide
developer
productivity
analytics
to
incident
management.
○
KR:
Yellow.
Deliver
N
(>2)findings
and
any
short
term
impact
by
end
of
Q3.
○
KR:
Yellow.
Deliver
N
(>3)
findings
by
the
end
of
Q4.
●
Products
are
inclusive
of
diverse
global
user
perspectives
and
needs
by
2018.
Org
Inclusion:
●
Cloud
have
transitioned
from
a
Reactive
→
Proactive
on
the
Diversity
and
Inclusion
Maturity
Matrix
.
○
*KR:
Yellow.
Publish
and
promote
monthly
newsletters
to
all
of
Cloud
teams.
○
KR:
Yellow.
All
Cloud
regions
(APAC,
EMEA,
US-East,
US-West)
have
a
cohort
of
leaders
who
will
champion
and
be
action
initiators
across
all
regions
and
sites.
○
*KR:
Yellow.
Establish
a
global
allyship
program
with
training
and
guidance
to
support
Googlers
in
the
majority
in
advocating
for
inclusiveness
○
KR:
Red.
All
site
representatives
will
host
an
introduction
to
the
Cloud/DI
efforts
with
training
materials
to
managers
and
leads.
○
KR:
Red.
80%
of
teams
participate
in
planning
their
Proactive
Roadmap
using
the
designated
hashtag
#TIinclusion.
○
KR:
Red.
80%
of
Cloud
leaders
use
and
publish
the
results
of
the
Proactive
Scorecard
using
the
designated
hashtag
“#TIinclusion”.
●
Cloud
fosters
a
fair
and
inclusive
environment
where
all
can
thrive.
○
KR:
Yellow.
Achieve
≥80%
favorable
rating
in
all
Googlegeist
inclusiveness
index
items,
with
no
negative
gaps
across
gender
and
race.
○
KR:
Yellow.
Achieve
≥90%
favorable
rating
in
the
category
“comfortable
raising
concerns
about
incivility
and
misconduct”,
with
no
negative
gaps
across
gender
and
race.
Click
to
edit
master
title
style
First
level
•
Second
level
•
Third
level
•
Fourth
level
•
Fifth
level
•
Sixth
level
•
Seventh
level
•
Eighth
level
•
Ninth
level
#
Changes
in
leader/org
practices
OPPORTUNITIES
*Engagement
-
Focus
on
high
impact,
high
rigor
interventions
and
initiatives
●
“Where
we
see
the
greatest
leader
engagement,
we
also
see
the
greatest
org
engagement.”
●
“Utilize
leaders
to
activate
engagement
among
white/AAPI
men.”
*Process
Improvement
-
Ensuring
everyone
can
succeed,
thrive,
progress,
and
become
representative
of
our
user
base
●
“New
processes
for
posting
of
open
roles
to
ensure
opportunities
to
apply/pursue,
rather
than
just
having
managers
selecting
individuals
-
increases
opportunities
for
broader
range
of
employees.”
●
“Demographic
improvement
was
not
uniformly
distributed.”
*Stasis
-
Break
the
status
quo;
Refuse
to
return
to
business
as
usual
●
“Survey,
town
hall
questions,
individual
discussion
indicates
people
have
not
seen
significant
progress,
don’t
have
confidence
that
efforts
to
date
have
made
an
impact.”
●
“Some
team
members
still
not
convinced
that
issues
are
“happening
here”,
despite
multiple
reassurances
that
we
have
the
data
and
that
it
is
real.”
●
“Individual
pushback
and
resistance
to
organizational
efforts
regarding
diversity.
Artifacts
of
bias,
techniquest
like
gaslighting,
denial,
“what
about”,
straw-man,
etc.”
●
“Allowed
existing
group
patterns
to
go
unchanged
in
many
areas.”
●
“Conducting
perf
the
same
way
you
did
last
year.”
●
“Basing
hiring
on
the
same
factors
as
you
did
last
year.”
Transparency
-
Measure
what’s
working
and
what’s
not,
and
share
it
regularly
●
“Expand
transparency:
Leader
tracker
and
monthly
VP
1:1s
drove
tone-setting
above.”
*most
frequently
cited
2017
YE
Comment
Coding
Effectiveness
When
attended,
core
engagements
work
Among
the
Majority
UnTownhalls
Sojourn
Race
Learning
Labs
Allyship
training
+50%pt
in
I
understand
my
role
in
working
for
fairness/inclusion.
+43%pt
in
I
know
how
to
tailor
my
leadership
based
on
my
social
power.
+39%pt
in
I’m
aware
of
my
own
social
privilege
and
disadvantage.
+18%pt
in
I
feel
comfortable
working
across
lines
of
race/gender
difference.
Among
Leaders
Sojourn
Race
Learning
Labs
Inclusive
Perf
for
Managers
Inclusive
Perf
for
Directors
DEI
101
for
Managers
+33%pt
in
I
know
the
EDII
health
of
our
org
+27%pt
in
I
know
my
role
in
advancing
EDII
+30%pt
in
I
know
what
to
do
to
make
our
org
more
fair,
diverse,
inclusive
+44%pt
in
I
know
3+
ways
race/gender
bias
could
creep
into
perf
+46%pt
in
I
know
what
to
do
as
a
mgmt
team
to
keep
perf
fair.
Among
G2G
Facilitators
Learning
Facilitation
Corps
Balancing
Social
Power
Sojourn
Train
the
Trainer
+22%pt
in
I
am
able
to
identify
power
dynamics
in
groups.
+21%pt
in
I
have
the
skill/will
to
address
power
imbalances.
+21%pt
in
I
can
course
correct
when
my
power
manifests
unproductively.
2017
YE
Where
it’s
measured
VP
engagement
tracker
Googler
engagement
tracker
go/inclusiveperf-evaluation
go/DEI101-evaluation
Sojourn
eval
going
live
soon
EOY
self-assessment
folder
EOY
self-assessment
folder
Diversity
Scorecard
(see
Diversity
Business
Partner)
TI
Manager
Survey
(
go/2017tims
)
When
it’s
measured
monthly
quarterly
In
the
first
5
and
last
5
minutes
of
a
session.
Data
is
evaluated
at
the
conclusion
of
each
engagement
End
of
year
End
of
year
Middle
and
End
of
year
(depending
on
metric)
How
it’s
measured
Monthly
1:1s
between
VP,
People
Partner,
and
Diversity
Business
Partner
go/grow
attendance
Pre-post
engagement
surveys
go/cloudtech-D&I-EOY-asses
sment
and
go/journeyselfassessment
go/cloudtech-D&I-EOY-asses
sment
and
go/journeyselfassessment
Googlewide
People
analytics
data
PA-specific
data
such
as
the
TI
manager
survey
Evaluation
Plan
Engagement
completion
rates
of
core
engagements
Effectiveness
Self-
reported
pre-post
(“I’m
more
able
to...)
Leader
practices
Changes
in
leader
behaviors
Outcomes
Changes
in
representation,
retention,
advancement,
culture
Org
practices
Changes
in
org
practices,
norms,
policies
Back
Changes
in
leader/org
practices
WINS
Accountability
-
Top
down
leadership
setting
the
tone
and
executives
holding
their
organizations
responsible
●
“Increased
accountability
for
managers
in
perf/promo
processes.
Peer
review
and
commentary,
specifically
focusing
on
biased
language,
patterns
of
discrimination,
etc”
●
“Following
up
on
teams
that
lose
a
disproportionate
number
of
underrepresented
groups.”
Awareness
-
Googlers
understand
what
we
want
to
be
true,
and
how
close/far
we
are
from
there
●
“Deep
awareness
of
depth
of
problems
as
we
scale
our
company
-
confusion
in
values
is
completely
undermining
Google’s
unique
value
to
our
Users
and
industry.”
●
“the
conversation
has
gone
from
being
uncomfortable
or
an
“add-on”
at
the
periphery
of
the
org,
to
being
part
of
the
core
of
the
org.
“
●
I’ve
started
seeing
a
larger
degree
of
“uncomfort”
by
the
majority
(middle
aged,
white
males)
which
I
take
to
be
the
beginnings
of
positive
change.
Capacity
-
Googlers
build
muscle
to
navigate
current
race/gender
climate
at
Google
●
The
leaders
who
have
been
through
Sojourn
are
utilizing
the
tools
for
courageous
conversations.
Much,
much
more
to
do…”
Communication
-
Consistent
and
visible
discussion
internally
and
externally
●
“Being
public
about
my
beliefs,
in
listening
event
after
Damore
memo,
Corp
Eng
Womens’
summit,
NYC
events
“
●
“Talking
about
D&I,
and
signaling
it
is
important
to
me.”
*Engagement
-
Focus
on
high
impact,
high
rigor
interventions
and
initiatives
●
“Having
more
frank,
direct
conversations
w/
direct-reports
about
why
these
topic
is
so
important.”
Transparency
-
Measure
what’s
working
and
what’s
not,
and
share
it
regularly
●
“Continued
reporting,
analysis,
etc
of
hiring
practices,
candidate
selection,
hiring
committee
reviews,
interview
feedback.”
*most
frequently
cited
2017
YE
Comment
Coding
Engagement
50%
of
Cloud
Tech
Googlers
reached.
1H
race/gender
engagement
patterns
mitigated.
Rollout
Core
Engagement
Goal
(%,#)
Outcome
(%,#)
Wins
Opportunities
Scaled
Inclusive
Perf
for
Managers
85%
of
managers,
1210
88%,
1249
>90%
in
DCOps,
HWOps,
SRE
<75%
in
NetOps,
GCD,
UFO
Inclusive
Perf
TTT
for
Directors
90%
of
Directors,
109
86%,
104
100%
in
DCOps,
HWOps,
SRE,
GCD,
Platforms,
<75%
in
NetOps.
Security
and
Privacy,
UFO
UnTownhalls
Topline
VP
of
each
function
attend,
9
8
10
VPs
total
attended,
7
hosted
an
UnTownhall
SRE
did
not
attend
Limited
Scale
Sojourn
1:
Our
Brains
on
Race
5
L7+
per
function,
9
functions
78%
of
functions,
7
GCD,
NetOps,
SRE,
Platforms,
Corp
Eng
met
the
goal
for
2
of
the
three
courses
Scaling
remains
a
challenge,
as
seats
are
limited,
and
Cloud
Googlers
only
showed
for
56%
of
the
seats
we
enrolled
in.
Sojourn
2:
Courageous
Conversations
5
L7+
per
function,
9
functions
56%
of
functions,
5
Sojourn
3:
Building
Muscle
to
Navigate
Race
5
L7+
per
function,
9
functions
11%
of
functions,
1
Piloted
DEI
101
for
Managers
200
managers
309
Through
3
iterations,
increased
pre-post
measures
Scaling
is
a
challenge
due
to
low
facilitation
capacity
and
sensitive
data
Allyship
101
100
Googlers
93
Through
iteration,
broke
Allyship
into
101
and
201
Develop
and
scale
Allyship
201
course
to
further
advance
capacity
EDII
Facilitator
Training
25
Googlers
11
Unable
to
rollout
in
2017
Proprietary
+
Confidential
Contents
The
Why
Our
vision
2017
current
state
2017
Goals
Mission
statement
Focus
areas
Objectives
The
Who
Role
of
managers,
council
members,
partners,
googlers
EDII
Council
job
description
EDII
Council
working
group
responsibilities
The
How
Theory
of
Change
Strategy
Core
capacity-building
interventions
Signals
of
effectiveness
Evaluation
Evaluation
plan
Program
effectiveness
Threats
and
mitigations
Scored
OKRs
Guiding
Principles
for
all
of
our
efforts
Defining
diversity,
equity,
and
inclusiveness
Guiding
principles
for
organizational
development
Employing
adaptive
leadership
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