Using metrics to reduce discrimination. The old adage is that you get what you measure. Money is the ultimate metric. If you want to monitor how women and under-represented minorities are doing in an organization, the best way to compare status is on how they rank in terms of compensation. Just as companies that issue publicly held stock annually report certain financial results, such companies should also annually report financial metrics on female and under-represented minorities in their workforce.

1. Using Metrics to Reduce Discrimination
Eve Sprunt
Eve Sprunt and Associates

2. Importance of Metrics
“You can’t manage what you don’t measure.”
- old business adage
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Often attributed to Peter F. Drucker or W. Edwards Deming

3. Metrics Matter
“Human beings adjust behavior based on the metrics
they’re held against. Anything you measure will
impel a person to optimize his score on that metric.
What you measure is what you’ll get. Period.”
Dan Ariely, a professor of psychology and behavioral
economics at Duke University
Ariely, Dan, 2010, You Are What You Measure, Harvard Business Review,
http://hbr.org/2010/06/column-you-are-what-you-measure/ar/1
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4. Metrics Inside and Out
4
• Money is the ultimate metric
• Must be able to see and compare metrics
• It is not who you hire – it is who you retain
• Motivate with metrics – inside and out

5. Women Lag Behind
High school grade
point average is
significantly higher
for women, but men
have significantly
higher annual
earnings
Study led by Michael T. French, Professor of Health Economics at the University
of Miami that was published in 2014 in the Eastern Economic Journal
http://www.as.miami.edu/news/news-archive/your-high-school-gpa-could-affect-
your-income.html and
http://EconPapers.repec.org/RePEc:mia:wpaper:2010-26 5

6. The Leaky Talent Pipeline
“Women now make up more than half of the incoming classes
in the top U.S. universities, but still only a small fraction of
CEOs, board directors, and government leaders. This data
makes it clear that while we’re now getting women into the
game in equal numbers, we are not yet getting them through
to the top.”
“We’ve identified three critical pivot points where we’re losing
women on the way to the C-suite:
• The launch
• The child rearing years
• The transition to senior leadership”
Sally Blount, Dean of Kellogg School of Management
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July 16, 2014 http://www.fastcompany.com/3032946/strong-female-lead/why-the-first-years-
of-college-are-crucial-for-women-aiming-for-the-c-sui

7. Metrics Design
• Simple
• Transparent
• Easy to compare between
organizations
• Collected on a regular interval
• Monitor suspected problem areas
• Accountability
• To top management
• To employees
• To stockholders
• To the public
We need monetary metrics inside and out 7

8. Schlumberger HR Benchmark Survey
Schlumberger Business Consulting Data for 2013 HR benchmark
based on 2012
• Female gender diversity data only
• 6 National Oil Companies (NOC’s)
including
• Asia
• Middle East
• South America
• 6 International Oil Companies (IOC’s)
• 8 Independents
• Worldwide
• 25% of companies from the US
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9. Schlumberger HR Benchmark Data
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• 2013 benchmark is based on 2012 data
• Percentages computed for NOCs, IOCs and independents based on %
of each company weighted by relative importance of its population

10. Schlumberger HR Annual Benchmarks
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11. BP’s Website Data -Women
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• Good start but
insufficient information
• Titles are ambiguous
• Need monetary metrics,
not titles
• What % of all
employees are in each
category?
http://www.bp.com/en/global/corporate/sustainability/our-people-
and-values/diversity-and-inclusion.html

12. BP’s Website Data -Men
• Insufficient information
to be meaningful
• What % of employees
are in each category?
• No progress for UK and
US racial minorities
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http://www.bp.com/en/global/corporate/sustainability/our-people-
and-values/diversity-and-inclusion.html

13. Metrics Context
• Organization’s definition of who is
included in the “under-represented
minority” group
• Location of headquarters of group for
which metrics are being reported
• Number of employees in the group
covered by the metrics
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14. Proposed Annual Metrics
Percentage of Women
Under-represented
Minorities (Male and
Female Separately)
Entry Level Professionals
Top 50% employees by
compensation
Top 25% employees by
compensation
Top 10% employees by
compensation
Top 2% employees by
compensation
Board of Directors
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15. Why Percent Compensation?
• Allows easy & consistent comparison between organizations by
members of potential talent pool
• More granularity for identification and elimination of “choke
points”
• Increased understanding of attrition of mid-career women
• Work-life integration challenges
• Career frustration
• Level beyond which women and minorities struggle to advance
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16. Survey of Companies -Minorities
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30
25
20
15
10
5
0
Entry Level Top 50% Top 25% Top 10% Top 2% Board
% Compensation Level
Under-Represented Minorities
Max Average Min
Note: No average shown if not all companies reported for that level of
compensation.

17. Survey of Companies -Women
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80
70
60
50
40
30
20
10
0
Entry Level Top 50% Top 25% Top 10% Top 2% Board
Includes 2 IOCs, 2 IOC subsidiaries, 1 NOC, 2 US Independents
Not all companies reported data above top 50% by compensation
% Compensation Level
Women
Max Average Min

18. Comparison with SLB Benchmark Data
for Average Female Employee
18
30
25
20
15
10
5
0
Comparison SLB 2013 Benchmark and
New Survey - Average Employee
Max SLB avg IOCs SLB avg Ind SLB avg NOC Average Min
Percentage of Women
SLB – Average of global population
New Survey – Top 50 percent of population by compensation
Includes 2 IOCs, 2 IOC subsidiaries, 1 NOC, 2 US Independents

19. Comparison of SLB Benchmark Data
for Female Managers with Top 10%
19
30
25
20
15
10
5
0
Female Managers or top 10% by Compensation
Max SLB avg IOCs SLB avg Ind SLB avg NOC Average Min
Percentage of Women
Includes 2 IOCs, 1 IOC subsidiary, 1 NOC, 2 US Independents
Difficult to compare compensation of managerial titles between employers

20. Conclusions
• Inside and outside, metrics matter
• Public disclosure of clear metrics on an
annual basis provides strong motivation
to eliminate discrimination
• Monetary metrics can enhance attraction
and retention
• Measure our way to equality
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21. If you would like to assist in collecting clear
metrics on an annual basis that are available to
the general public, please contact me –
Evesprunt@aol.com
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22. Acknowledgements / Thank You / Questions
Slide 22