D&I Goal Setting


We want to attract, grow and retain the world’s best talent while also increasing the overall diversity of our organization. Increased diversity builds customer empathy and fuels innovation. Increased inclusion of each employee results in better ideas and higher engagement. We don’t believe in setting quotas by manager or interview teams. We do believe in “input goals” for talent acquisition, retention and promotion processes which we believe will result in year-over-year progress for workforce diversity and inclusion. 


We are solving for a thoughtful, unbiased talent system that results in hiring and growing the world’s best talent. We also want a workforce that reflects our diverse base of 50 million customers and the communities where we operate to fuel customer empathy and innovation.

Developing the Foundation:

  • Conducted industry benchmarks and reviewed with outside consultants
  • Interviewed internal senior leaders (globally)
  • Partnered with stakeholders across the company including Talent Acquisition, HR and Employee Resource Groups.
  • Developed a set of guiding principles
  • Outlined current state, input goals and outcome metrics for our Diversity and Inclusion framework.
  • Set aspirational representation goals, but then declare “input goals” that are aggressive but achievable in the next year. Input goals include candidate slate composition, written rubrics for every interview and increasing sources of diverse talent. 
  • Be specific on what we want to achieve, how we’ll know when we’re successful, and in what timeframe.

Taking Action:

  • Ensure every technical job slate of candidates has at least one woman.
  • Ensure every slate of candidates has at least one person of color (in the US).
  • Ensure every interview panel has a written rubric of selection criteria to reduce unconscious bias and shifting criteria.
  • Explore relationships with Native American educational institutions.
  • Establish relationships with Historical Black Colleges and the Posse Foundation.
  • Advance our relationship with MLT (Management Leaders for Tomorrow).
  • Continue to increase our investment in Girls Who Code, Grace Hopper, NCWIT and University Recruiting. 
  • Encourage all people managers to participate in the Leading Inclusively training.

Measuring Success and Transparency:

  • Goals should be developed with the idea that they can be shared externally.
  • Data for goal setting and progress reporting should be easily attainable and automated. We want to collect and analyze data without having to build a team around this work.

We are now measuring written rubrics, candidate slate diversity and number of diverse sources of talent. We are seeing increases in women in technology and executive positions. Our African American employee population is 116 index-to-prior-year (as examples of outcomes).


Scott Beth

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