Here's a common scenario: As head of diversity, you've been working hard to convey the business case to senior leaders in a way that not only engages them intellectually, but impels them to action. You have succeeded in assembling a cadre of high ranking individuals who are willing to step up and take leadership roles in the diversity and inclusion initiative. They have agreed to sit on the diversity council or sponsor an employee resource group. But once named to these roles, they seem stymied. They are unsure of what to do next. How can you help them move forward and have an impact?
by Mary Martinéz
We all know that top management commitment is critical to the success of any diversity and inclusion initiative. But what does "commitment" actually looking like? Often, executives don't know exactly how to demonstrate commitment in a way that will make a positive difference. They ask for the numbers, they get the numbers, and they tell the organisation to figure out ways to improve the picture. In many organisations, the missing ingredient is more personal involvement by business leaders.
The Global Diversity Forum (GDF) provides a confidential forum in which members learn from each other and get the information and insight they need to create and adapt effective global diversity strategies.
The Global Diversity Forum provides a confidential forum in which members learn from each other and get the information and insight they need to create and adapt effective global diversity strategies.
Not every diversity leader is fortunate enough to have strong, visible support from the CEO and other senior leaders. If you are in that situation, do not despair; you can still make headway by engaging other levels of the organisation:
I always learn something when I teach a session of ORC's seminar, Foundations of Diversity Strategy & Practice, and yesterday was no exception. My colleague, Mary Martinez, and I spent a typically stimulating day discussing the most effective ways to build and implement diversity strategies that make real change in organizations. Although Foundations is a workshop for people new to diversity strategy and practice, it so happened that most of the folks in the room had already had conside
Language is one of the most fundamental attributes of humankind. While many animals communicate on some level and some can even make limited use of symbols, only humans have developed complex symbolic systems capable of transmitting an almost limitless array of information, emotion, and abstract ideas.
B to B- the Challenge of Creating a Diversity Business Case was presented by several WON Members at the October 2009 Meeting. B to B (Business to Business) relationships can prove more challenging for diversity professionals trying to make a strong business case without the benefit of diverse customers and markets.