Learning Methods
A traditional classroom couples on-site learning with the added value of face-to-face interaction with instructors and peers. With courses and exams scheduled worldwide, you will be sure to find a class near you.
Highly Interactive
On-going interaction with instructor throughout the entire classroom event
Interaction with peers/professionals via face-to-face
Components (May Include)
On-site instructor-led delivery of course modules, discussions, exercises, case studies, and application opportunities
Supplemental learning elements such as: audio/video files, tools and templates, articles and/or white papers
E-course materials available two weeks prior to the course start date; printed course materials ship directly to the event location
One + Days
Varies by course ranging from one to multiple days
Technical Needs
Specific requirements are clearly noted on the course page
Virtual Classroom
Ideal for those who appreciate live education instruction, but looking to save on travel. A virtual classroom affords you many of the same learning benefits as traditional–all from the convenience of your office.
Highly Interactive
On-going interaction with instructor throughout the entire virtual classroom event
Interaction with peers/professionals via online environment
Components (May Include)
Live online instructor-led delivery of course modules, discussions, exercises, case studies, and application opportunities
Supplemental learning elements such as: audio/video files, tools and templates, articles and/or white papers
E-course materials available up to one week prior to the course start date. Recorded playback and supplemental materials available up to seven days after the live event.
Varies by course ranging from one to multiple sessions
Technical Needs
Adobe Flash Player
Acrobat Reader
Computer with sound capability and high-speed internet access
Phone line access
A self-paced, online learning experience that allows you to study any time of day. Course material is pre-recorded by an instructor and you have the flexibility to view content modules as desired.
Independent Learning
Components (May Include)
Pre-recorded course modules
Supplemental learning elements such as: audio/video files, online quizzes
E-course materials are available online within one business day of purchase
Optional purchased print material ships within 7 business days
120 Days - Anytime
120-day access to e-course materials available online within one business day from the date of purchase
Direct access to all components
Technical Needs
Adobe Flash Player
Acrobat Reader
Computer with sound capability and high-speed internet access
Contact Sponsor
Paul Thompson
Phone: 1 44 01614322584
Contact by Email | Website
Sorry, you can't add this item to the cart.
You have reached the maximum allowed quantity for purchase in your cart or the item isn't available anymore.
Product successfully added to your cart!
View your cart
Continue shopping
Please note our website will be down this Friday, November 5 from 9pm ET – 11pm ET for routine maintenance. We apologize for any inconvenience.

inclusion-endeavors How to Promote Equity in Your Diversity and Inclusion Endeavors

WorldatWork has designated October as “Workplace Equity Month.” To shine the spotlight on issues of pay equity, diversity and inclusion, and social justice, Workspan Daily will be publishing various articles throughout the month on related topics. Visit our Workplace Equity page for more content on this critical area of total rewards.

Diversity, equity and inclusion are three different concepts that work together to create a workplace that allows all employees to bring their best self to work and reflects the communities in which we work and live. 


Diversity focuses on outreach — implementing a recruiting plan that casts a wide net to attract qualified applicants from a cross section of the community. Inclusion exists when all employees, regardless of race, ethnicity and gender, feel that they belong in the workplace.

Equity refers to equal access for all employees to workplace opportunities. Achieving equity in the workplace necessitates a close look at the full range of HR practices, including recruiting, hiring, promotion and compensation practices as well as trends in both voluntary and involuntary terminations. 

Often, when we talk about pay equity, the discussion is focused on determining if there are disparities in pay based on gender, race or ethnicity and making pay adjustments to correct any unexplained differences. In other words, we rarely look for the “E” across personnel practices and how the lack of equity in other areas impact overall pay equity.

A Roadmap for Eliminating Barriers to Equity

Federal contractors are required to collect and retain gender and race data in order to prepare annual affirmative action plans (AAPs). AAPs allow contractors to review a snapshot of their workforce along race and gender lines. A review of their workforce, job groups and goals analyses, in combination, quickly reveal if certain negative trends exist. For example, the organization might find that women or minorities are concentrated in certain departments or levels within the company that can limit their promotion and compensation potential.

Non-federal contractor employers are not required to collect this data, but those that do so voluntarily can run similar reports from their human resources information system (HRIS).  Employers should sort the data by departments and/levels to identify negative and positive trends.

Periodically Assess the Success of Your Recruiting Efforts
Title VII of the Civil Rights Act of 1964 as amended, Executive Order 11246 and similar state and local anti-discrimination laws prohibit employers from taking applicants’ gender, race and ethnicity into account during the hiring process.

Although the laws were initially implemented to prohibit discrimination against women and minorities, the laws apply equally to all genders, races and ethnicities. Race, ethnicity or gender-based decisions that intentionally favor women and minorities are just as unlawful as those that intentionally favor whites and males. Employers can get creative with their recruiting, however. 

In order to ensure that recruiting efforts yield a diverse pool of qualified applicants, employers should track each recruiting source. They should then assess the success of recruiting efforts at least annually and drop those sources that do not yield a diverse qualified talent pool, replacing them with new sources of applicants. 

This is a time for employers to think outside the box and get creative. Consider implementing longer-term efforts to add diversity such as apprenticeships or internships for students from diverse local high schools.

Review Hiring and Promotion Processes for Patterns
Assuming recruiting strategies are effective and discrimination is absent, the pool of those selected should closely mirror the applicant pool. If this is not the case, it is critical that employers take a closer look at each stage in their selection processes to determine where diverse candidates are exiting the process and why.

For example, is the gap occurring at the resume review stage for entry-level positions that attract a high volume of applicants? Are the recruiters’ screening questions blocking diverse candidates?  Is the employer losing applicants at the interview stage?  Are there steps in the selection process that are not necessary because they assess qualifications already considered elsewhere in the process?

Possible corrective actions include:

  • Standardizing procedures at each stage in the hiring and promotion processes as much as possible — resume review; interview processes and ultimate selection criteria.
  • Ensuring recruiters have clear guidance on screening questions;
  • With respect to initial hiring decisions, consider implementing a blind resume review at the initial stage.
  • To the extent possible, conducting panel interviews with a diverse slate of interviewers.
  • Identifying high-potential candidates for promotion and implement mentoring or other developmental programs to position these employees for success. Note: Developmental opportunities must be available to all employees who meet the selection criteria, regardless of gender, race and ethnicity.
  • Train everyone involved in the selection process in the employer’s non-discrimination obligations and on implicit bias.
  • At least annually, conduct a privileged analysis of the company’s hiring and promotion decisions to determine whether there are disparities based on race, gender or ethnicity.

Performance Evaluations
Performance evaluation processes are somewhat subjective by necessity. However, there are strategies for minimizing subjectivity and bias at all levels. 

  • One-size does not fit all when it comes to performance evaluations. Performance criteria should be tailored to the type and level of position.
  • Transparency around performance criteria and expectations is critical. Ensure all employees at all levels are aware of the standards against which they will be measured and how to exceed expectations.
  • Performance evaluations should be reviewed to ensure consistency across similar positions and supervisors.
  • Train managers on how to conduct an effective, consistent and unbiased evaluation.
  • Consider conducting a privileged assessment of the performance evaluation processes to determine whether there are disparities based on gender, race or ethnicity.

Conduct Exit Interviews
Knowing why employees are choosing to leave the company is critical information. Most employees are reluctant to share the true reasons for leaving for fear of retaliation should they need to use their former manager as a reference later. Be transparent to exiting employees about the process — who sees the information, why it is being collected and a commitment to keep confidential the identity of the employee to the extent possible. Consider allowing employees to submit information anonymously. Finally, develop a simple and consistent approach to collecting information from departing employees. 

Reaching Pay Equity

Unexplained pay disparities rarely occur in a vacuum. As discussed above, there is always a driver behind the differences and those can stem from any combination of the employment processes discussed above. However, this does not mean that employers do not need to monitor pay practices and build a structure about those practices to minimize bias. Pay equity is a critical component of building a diverse, equitable and inclusive workforce.

  • Train everyone who has input on starting pay and pay increases on non-discrimination obligations under federal and state law, implicit bias and on importance of making consistent pay decisions based on objective, job-related criteria.
  • As of Aug. 7, 19 states and 21 cities have passed salary history bans. Instead of asking applicants to provide their pay at their last position, ask for their pay expectations. Determine starting pay based on job-related factors such as the skills, experience and potential that the candidate brings to the table compared to the market and your other similarly situated employees.         
  • Conduct annual privileged pay equity analyses. Dig into any identified disparities to determine the drivers behind the differences. Consider whether the disparity stems from base pay or add-on compensation such as bonuses; assess starting pay; and look for trends. Make corrections where there are unexplained pay gaps.

As employers take stock of their personnel process, keep in mind the “E” in DE&I. All three concepts — diversity, equity and inclusion — must work together in order to create and maintain a successful diverse and inclusive workforce.

Click here to receive the FortneyScott Pay Equity Bulletin

About the Author

Consuela Pinto Bio Image

Consuela Pinto is a shareholder and head of the pay equity practice at FortneyScott.

About WorldatWork

WorldatWork is a professional nonprofit association that sets the agenda and standard of excellence in the field of Total Rewards. Our membership, signature certifications, data, content, and conferences are designed to advance our members’ leadership, and to help them influence great outcomes for their own organizations.

About Membership

Membership provides access to practical resources, research, emerging trends, a professional network, and career-building education and certification. Learn more and join today.