Purpose
Turn raw disaggregated equity analysis into a tight, defensible slide deck that a business leader or Talent Partner can absorb in minutes — surfacing the one insight that matters per slide, framing disparities without jargon, and ending on decisions the audience can actually make.
When to Use
Invoke this skill when the user asks to:
- Build a presentation from representation, pay equity, promotion, or attrition data
- Translate a people-analytics analysis into slides for non-analyst leaders
- Prepare an equity readout for an executive sponsor, business unit head, or Talent Partner
- Turn a disaggregated data cut into a board-ready or leadership-ready deck
- Make DEI findings land with an audience that won't read a full report
- Reframe a dense analytics dashboard into a narrative sequence of slides
Inputs Required
Before starting, collect:
- Equity metric(s): What the analysis covers — representation, pay equity, promotion velocity, attrition, hiring funnel, etc.
- Disaggregation dimensions: How the data is cut — gender, race/ethnicity, level, function, intersectional segments
- Key findings: The 2-5 headline results or disparities the user wants to communicate
- Audience: Who receives the deck — executive committee, single business unit, Talent Partners, board
- Decision or ask: What the user wants the audience to do, approve, or fund after the deck
- Sample sizes / confidentiality thresholds: Minimum cell sizes and any groups too small to report individually
- Tone constraints: Any organizational sensitivities, legal review needs, or terminology preferences
If the decision/ask is missing, default to a "monitor vs. act" recommendation and flag it as a required decision point.
Instructions
Step 1: Establish the Narrative Spine
Before building any slide, define the through-line in one sentence: "We have [gap/strength] in [population], it matters because [business consequence], and we recommend [action]." Every slide either sets up, supports, or resolves this sentence. Discard findings that don't serve the spine — a leadership deck is not a data dump.
Step 2: Apply Data-Integrity Guardrails
- Suppress small cells: Any group below the confidentiality threshold is aggregated or labeled "sample too small to report" — never expose individuals.
- Show base rates: Every percentage carries its denominator ("18% of 340 managers"), so the audience can weigh significance.
- Distinguish gap from noise: Label whether a disparity is statistically meaningful, directional, or within normal variance. Do not present a 2-person swing as a trend.
- Time-anchor everything: State the reporting period and comparison baseline on each data slide.
Step 3: Build the Slide Sequence
Construct 8-12 slides following this arc. For each slide, produce a headline (a full-sentence insight, not a topic label), the key visual to build, and speaker notes (2-4 sentences of plain-language explanation).
Slide 1 — Title & Framing Deck title, reporting period, audience, and the single question this deck answers.
Slide 2 — The One Thing The single most important takeaway stated as a sentence. If the audience remembers nothing else, this is it. No supporting data yet — just the claim.
Slides 3-4 — Context & Baseline Where the organization stands today on the headline metric, with base rates and the comparison point (prior period, benchmark, or workforce composition). One clear visual: bar or waterfall, not a table.
Slides 5-8 — The Disparity Story (1 insight per slide) Each slide isolates a single disaggregated finding. Structure per slide:
- Headline: the finding as a sentence ("Women advance to senior manager at 0.7x the rate of men.")
- Visual: one chart type per slide, disaggregated cleanly
- Framing callout: one line translating the number into human/business terms
- So-what: why this matters to this audience Never stack two disparities on one slide.
Slide 9 — Root-Cause Hypotheses 2-3 plausible drivers behind the pattern, labeled as hypotheses (not conclusions). Distinguish what the data shows from what it suggests.
Slide 10 — Recommended Actions 2-4 concrete actions, each tagged Owner, Effort (Low/Med/High), and Expected impact. Lead with the highest-leverage action.
Slide 11 — The Ask The specific decision, approval, or resource request. State exactly what the audience must do and by when.
Slide 12 (optional) — Appendix Pointer Note where the full methodology, sample sizes, and detailed cuts live — signaling rigor without cluttering the main deck.
Step 4: Translate Analyst Language to Leader Language
Replace every technical term with a plain equivalent: "statistically significant" → "not a fluke"; "representation index" → "share of the group vs. the workforce"; "attrition delta" → "how much faster this group is leaving." Keep the rigor in the speaker notes and appendix, not on the slide face.
Step 5: Framing Discipline
- Frame gaps as organizational patterns, not group deficits ("The promotion process advances men faster," not "Women underperform in promotion").
- Pair every disparity slide with a business consequence (retention cost, pipeline risk, brand/legal exposure).
- Avoid blame language; keep the tone diagnostic and forward-looking.
Output Format
- Structure: Slide-by-slide, numbered, each with Headline / Visual to build / Framing callout / Speaker notes
- Length: 8-12 slides; 900-1,400 words total including speaker notes
- Format: Structured slide spec (not prose narrative and not a table dump) — each slide clearly delimited
- Sections: Narrative spine statement → full slide sequence (Title through Ask, plus optional Appendix) → one-line facilitation tip per contentious slide
- Tone: Clear, diagnostic, non-defensive; executive-brief cadence — sentence headlines, no jargon on the slide face
Quality Checklist
Before delivering output, verify:
- [ ] The deck has between 8 and 12 slides (count them)
- [ ] Every data slide carries exactly one insight and one primary visual
- [ ] Every percentage on a data slide is accompanied by its denominator/base rate
- [ ] No group below the stated confidentiality threshold is reported individually
- [ ] Every slide headline is a full-sentence insight, not a topic label
- [ ] The deck ends with a specific, owned, time-bound ask
- [ ] Disparities are framed as organizational patterns, not group deficits
Notes
- The most common failure is one slide trying to carry three findings — enforce one-insight-per-slide even when it means more slides.
- Speaker notes are where methodological caveats live; keep the slide face clean so the audience reads the insight, not the footnotes.
- If findings touch pay equity, flag that the deck likely needs legal/privilege review before distribution — note this rather than assuming it's cleared.
- When a finding is directional but not significant, say so; overclaiming a small sample undermines credibility on every other slide.
How to use this skill
This file is a Claude Code skill in Anthropic's standard format — markdown with YAML frontmatter at the top.
Installing in Claude Code:
~/.claude/skills/<folder-name>/SKILL.md— auto-loads in every session anywhere on your machine (recommended for skills you'll use across multiple projects)<your-project>/.claude/skills/<folder-name>/SKILL.md— auto-loads only when working in that project (recommended for project-specific skills)
Restart Claude Code or open a new session to register.
Using in Claude.ai, ChatGPT, Gemini, or other AI tools:
- Drag this file into a new chat, or copy and paste its contents
- Send your task or request as your next message — the AI will apply the skill where it fits
For Claude Code skill details: https://docs.anthropic.com/en/docs/claude-code/skills