Read the article below, Diversity Best Practices Built to Last. Imagine that you

Question

Read the article below, Diversity Best Practices Built to Last. Imagine that you’re chairing a committee to plan an event for your place of work to help bring more awareness of diversity. (If you’re not currently employed, plan an event for your family.) 1. Describe in two or three paragraphs your idea, and the activities you plan for the event.

Article:
NEW ORLEANS—Diversity and inclusion initiatives are being re-examined, reprioritized, downsized and sometimes dismantled during the current turbulent economy, but diversity and inclusion are more important now than ever, according to Shirley Davis, Ph.D., SHRM’s director of diversity and inclusion initiatives.
Not only are such initiatives the right thing to do from a values viewpoint, it’s also the smart thing to do from a business-case standpoint and will improve the bottom line, she said during a June 29, 2009 SHRM Annual Conference concurrent session “Built to Last: Best Practices in Building a Strategic Diversity Management Plan.”
To be sustainable during a turbulent economy, initiatives must be relevant, fully integrated into the business strategy and able to demonstrate measurable results, she told HR professionals. Do not limit diversity actions to hiring. And commit to being actively inclusive—offering stretch assignments, for example, to get a diverse mix of employees in the company’s leadership pipeline, Davis noted.
Building a diversity strategy that lasts beyond those who implemented it requires finding people in the organization who can help champion the initiatives, including those who report directly to the CEO.
Find advocates “so it can continue” beyond your tenure or a company reorganization. Build an advisory council and include one or two “resisters”; their contribution can help strengthen the strategy and win over others who are resistant.
“We are the architects and designers, but we don’t stay and live in the house,” she said. She emphasized the importance of making the strategy a visible part of an organization, including writing and publishing its definition of diversity—and putting it on its web site.
She pointed to best-practices company Cummins Inc., an Indiana-based manufacturer, which has a powerful definition based on two fundamentals.
“The first is creating a workplace that reflects the diversity of the general population from which we draw our people and to whom we sell our products,” according to Cummins’ definition. “The second is creating an environment that celebrates people’s differences, and in doing so, inspires innovative ideas and solutions.”
It’s also imperative for HR professionals to know the organization’s top three business objectives so that they can link those objectives with HR’s efforts toward diversity and inclusion. Limit those initiatives to three to five items and make sure they not only are measurable, but measure what the CEO cares about, Davis cautioned.
CEO and C-suite engagement is critical, she said, for a diversity effort to have impact and success. That commitment includes:
Actively contributing to the vision, mission and strategy of the strategic diversity management plan. Communicating the importance of diversity to all stakeholders. Holding directors, managers and supervisors accountable for moving the diversity plan to all levels of the organization. Removing barriers to successful implementation. Adequately funding the diversity plan. Also, senior leaders must demonstrate their commitment to diversity by attending workplace diversity activities and events, sponsoring or advocating for employee network groups, dedicating resources to diversity and inclusion, and establishing annual priorities for action.
SHRM members can access, for free, a new downloadable report, Global Diversity and Inclusion: Perceptions, Practices and Attitudes. The findings are based on a 2008 study SHRM commissioned that researched the diversity readiness of 47 countries.
Kathy Gurchiek is associate editor of HR News
Read the article below, Diversity Best Practices Built to Last. Imagine that you’re chairing a committee to plan an event for your place of work to help bring more awareness of diversity. (If you’re not currently employed, plan an event for your family.) 1. Describe in two or three paragraphs your idea, and the activities you plan for the event.

Article:
NEW ORLEANS—Diversity and inclusion initiatives are being re-examined, reprioritized, downsized and sometimes dismantled during the current turbulent economy, but diversity and inclusion are more important now than ever, according to Shirley Davis, Ph.D., SHRM’s director of diversity and inclusion initiatives.
Not only are such initiatives the right thing to do from a values viewpoint, it’s also the smart thing to do from a business-case standpoint and will improve the bottom line, she said during a June 29, 2009 SHRM Annual Conference concurrent session “Built to Last: Best Practices in Building a Strategic Diversity Management Plan.”
To be sustainable during a turbulent economy, initiatives must be relevant, fully integrated into the business strategy and able to demonstrate measurable results, she told HR professionals. Do not limit diversity actions to hiring. And commit to being actively inclusive—offering stretch assignments, for example, to get a diverse mix of employees in the company’s leadership pipeline, Davis noted.
Building a diversity strategy that lasts beyond those who implemented it requires finding people in the organization who can help champion the initiatives, including those who report directly to the CEO.
Find advocates “so it can continue” beyond your tenure or a company reorganization. Build an advisory council and include one or two “resisters”; their contribution can help strengthen the strategy and win over others who are resistant.
“We are the architects and designers, but we don’t stay and live in the house,” she said. She emphasized the importance of making the strategy a visible part of an organization, including writing and publishing its definition of diversity—and putting it on its web site.
She pointed to best-practices company Cummins Inc., an Indiana-based manufacturer, which has a powerful definition based on two fundamentals.
“The first is creating a workplace that reflects the diversity of the general population from which we draw our people and to whom we sell our products,” according to Cummins’ definition. “The second is creating an environment that celebrates people’s differences, and in doing so, inspires innovative ideas and solutions.”
It’s also imperative for HR professionals to know the organization’s top three business objectives so that they can link those objectives with HR’s efforts toward diversity and inclusion. Limit those initiatives to three to five items and make sure they not only are measurable, but measure what the CEO cares about, Davis cautioned.
CEO and C-suite engagement is critical, she said, for a diversity effort to have impact and success. That commitment includes:
Actively contributing to the vision, mission and strategy of the strategic diversity management plan. Communicating the importance of diversity to all stakeholders. Holding directors, managers and supervisors accountable for moving the diversity plan to all levels of the organization. Removing barriers to successful implementation. Adequately funding the diversity plan. Also, senior leaders must demonstrate their commitment to diversity by attending workplace diversity activities and events, sponsoring or advocating for employee network groups, dedicating resources to diversity and inclusion, and establishing annual priorities for action.
SHRM members can access, for free, a new downloadable report, Global Diversity and Inclusion: Perceptions, Practices and Attitudes. The findings are based on a 2008 study SHRM commissioned that researched the diversity readiness of 47 countries.
Kathy Gurchiek is associate editor of HR News
Read the article below, Diversity Best Practices Built to Last. Imagine that you’re chairing a committee to plan an event for your place of work to help bring more awareness of diversity. (If you’re not currently employed, plan an event for your family.) 1. Describe in two or three paragraphs your idea, and the activities you plan for the event.

Article:
NEW ORLEANS—Diversity and inclusion initiatives are being re-examined, reprioritized, downsized and sometimes dismantled during the current turbulent economy, but diversity and inclusion are more important now than ever, according to Shirley Davis, Ph.D., SHRM’s director of diversity and inclusion initiatives.
Not only are such initiatives the right thing to do from a values viewpoint, it’s also the smart thing to do from a business-case standpoint and will improve the bottom line, she said during a June 29, 2009 SHRM Annual Conference concurrent session “Built to Last: Best Practices in Building a Strategic Diversity Management Plan.”
To be sustainable during a turbulent economy, initiatives must be relevant, fully integrated into the business strategy and able to demonstrate measurable results, she told HR professionals. Do not limit diversity actions to hiring. And commit to being actively inclusive—offering stretch assignments, for example, to get a diverse mix of employees in the company’s leadership pipeline, Davis noted.
Building a diversity strategy that lasts beyond those who implemented it requires finding people in the organization who can help champion the initiatives, including those who report directly to the CEO.
Find advocates “so it can continue” beyond your tenure or a company reorganization. Build an advisory council and include one or two “resisters”; their contribution can help strengthen the strategy and win over others who are resistant.
“We are the architects and designers, but we don’t stay and live in the house,” she said. She emphasized the importance of making the strategy a visible part of an organization, including writing and publishing its definition of diversity—and putting it on its web site.
She pointed to best-practices company Cummins Inc., an Indiana-based manufacturer, which has a powerful definition based on two fundamentals.
“The first is creating a workplace that reflects the diversity of the general population from which we draw our people and to whom we sell our products,” according to Cummins’ definition. “The second is creating an environment that celebrates people’s differences, and in doing so, inspires innovative ideas and solutions.”
It’s also imperative for HR professionals to know the organization’s top three business objectives so that they can link those objectives with HR’s efforts toward diversity and inclusion. Limit those initiatives to three to five items and make sure they not only are measurable, but measure what the CEO cares about, Davis cautioned.
CEO and C-suite engagement is critical, she said, for a diversity effort to have impact and success. That commitment includes:
Actively contributing to the vision, mission and strategy of the strategic diversity management plan. Communicating the importance of diversity to all stakeholders. Holding directors, managers and supervisors accountable for moving the diversity plan to all levels of the organization. Removing barriers to successful implementation. Adequately funding the diversity plan. Also, senior leaders must demonstrate their commitment to diversity by attending workplace diversity activities and events, sponsoring or advocating for employee network groups, dedicating resources to diversity and inclusion, and establishing annual priorities for action.
SHRM members can access, for free, a new downloadable report, Global Diversity and Inclusion: Perceptions, Practices and Attitudes. The findings are based on a 2008 study SHRM commissioned that researched the diversity readiness of 47 countries.
Kathy Gurchiek is associate editor of HR News
Read the article below, Diversity Best Practices Built to Last. Imagine that you’re chairing a committee to plan an event for your place of work to help bring more awareness of diversity. (If you’re not currently employed, plan an event for your family.) 1. Describe in two or three paragraphs your idea, and the activities you plan for the event.

Article:
NEW ORLEANS—Diversity and inclusion initiatives are being re-examined, reprioritized, downsized and sometimes dismantled during the current turbulent economy, but diversity and inclusion are more important now than ever, according to Shirley Davis, Ph.D., SHRM’s director of diversity and inclusion initiatives.
Not only are such initiatives the right thing to do from a values viewpoint, it’s also the smart thing to do from a business-case standpoint and will improve the bottom line, she said during a June 29, 2009 SHRM Annual Conference concurrent session “Built to Last: Best Practices in Building a Strategic Diversity Management Plan.”
To be sustainable during a turbulent economy, initiatives must be relevant, fully integrated into the business strategy and able to demonstrate measurable results, she told HR professionals. Do not limit diversity actions to hiring. And commit to being actively inclusive—offering stretch assignments, for example, to get a diverse mix of employees in the company’s leadership pipeline, Davis noted.
Building a diversity strategy that lasts beyond those who implemented it requires finding people in the organization who can help champion the initiatives, including those who report directly to the CEO.
Find advocates “so it can continue” beyond your tenure or a company reorganization. Build an advisory council and include one or two “resisters”; their contribution can help strengthen the strategy and win over others who are resistant.
“We are the architects and designers, but we don’t stay and live in the house,” she said. She emphasized the importance of making the strategy a visible part of an organization, including writing and publishing its definition of diversity—and putting it on its web site.
She pointed to best-practices company Cummins Inc., an Indiana-based manufacturer, which has a powerful definition based on two fundamentals.
“The first is creating a workplace that reflects the diversity of the general population from which we draw our people and to whom we sell our products,” according to Cummins’ definition. “The second is creating an environment that celebrates people’s differences, and in doing so, inspires innovative ideas and solutions.”
It’s also imperative for HR professionals to know the organization’s top three business objectives so that they can link those objectives with HR’s efforts toward diversity and inclusion. Limit those initiatives to three to five items and make sure they not only are measurable, but measure what the CEO cares about, Davis cautioned.
CEO and C-suite engagement is critical, she said, for a diversity effort to have impact and success. That commitment includes:
Actively contributing to the vision, mission and strategy of the strategic diversity management plan. Communicating the importance of diversity to all stakeholders. Holding directors, managers and supervisors accountable for moving the diversity plan to all levels of the organization. Removing barriers to successful implementation. Adequately funding the diversity plan. Also, senior leaders must demonstrate their commitment to diversity by attending workplace diversity activities and events, sponsoring or advocating for employee network groups, dedicating resources to diversity and inclusion, and establishing annual priorities for action.
SHRM members can access, for free, a new downloadable report, Global Diversity and Inclusion: Perceptions, Practices and Attitudes. The findings are based on a 2008 study SHRM commissioned that researched the diversity readiness of 47 countries.
Kathy Gurchiek is associate editor of HR News
Read the article below, Diversity Best Practices Built to Last. Imagine that you’re chairing a committee to plan an event for your place of work to help bring more awareness of diversity. (If you’re not currently employed, plan an event for your family.) 1. Describe in two or three paragraphs your idea, and the activities you plan for the event. Read the article below, Diversity Best Practices Built to Last. Imagine that you’re chairing a committee to plan an event for your place of work to help bring more awareness of diversity. (If you’re not currently employed, plan an event for your family.) 1. Describe in two or three paragraphs your idea, and the activities you plan for the event.

Article:
NEW ORLEANS—Diversity and inclusion initiatives are being re-examined, reprioritized, downsized and sometimes dismantled during the current turbulent economy, but diversity and inclusion are more important now than ever, according to Shirley Davis, Ph.D., SHRM’s director of diversity and inclusion initiatives.
Not only are such initiatives the right thing to do from a values viewpoint, it’s also the smart thing to do from a business-case standpoint and will improve the bottom line, she said during a June 29, 2009 SHRM Annual Conference concurrent session “Built to Last: Best Practices in Building a Strategic Diversity Management Plan.”
To be sustainable during a turbulent economy, initiatives must be relevant, fully integrated into the business strategy and able to demonstrate measurable results, she told HR professionals. Do not limit diversity actions to hiring. And commit to being actively inclusive—offering stretch assignments, for example, to get a diverse mix of employees in the company’s leadership pipeline, Davis noted.
Building a diversity strategy that lasts beyond those who implemented it requires finding people in the organization who can help champion the initiatives, including those who report directly to the CEO.
Find advocates “so it can continue” beyond your tenure or a company reorganization. Build an advisory council and include one or two “resisters”; their contribution can help strengthen the strategy and win over others who are resistant.
“We are the architects and designers, but we don’t stay and live in the house,” she said. She emphasized the importance of making the strategy a visible part of an organization, including writing and publishing its definition of diversity—and putting it on its web site.
She pointed to best-practices company Cummins Inc., an Indiana-based manufacturer, which has a powerful definition based on two fundamentals.
“The first is creating a workplace that reflects the diversity of the general population from which we draw our people and to whom we sell our products,” according to Cummins’ definition. “The second is creating an environment that celebrates people’s differences, and in doing so, inspires innovative ideas and solutions.”
It’s also imperative for HR professionals to know the organization’s top three business objectives so that they can link those objectives with HR’s efforts toward diversity and inclusion. Limit those initiatives to three to five items and make sure they not only are measurable, but measure what the CEO cares about, Davis cautioned.
CEO and C-suite engagement is critical, she said, for a diversity effort to have impact and success. That commitment includes:
Actively contributing to the vision, mission and strategy of the strategic diversity management plan. Communicating the importance of diversity to all stakeholders. Holding directors, managers and supervisors accountable for moving the diversity plan to all levels of the organization. Removing barriers to successful implementation. Adequately funding the diversity plan. Also, senior leaders must demonstrate their commitment to diversity by attending workplace diversity activities and events, sponsoring or advocating for employee network groups, dedicating resources to diversity and inclusion, and establishing annual priorities for action.
SHRM members can access, for free, a new downloadable report, Global Diversity and Inclusion: Perceptions, Practices and Attitudes. The findings are based on a 2008 study SHRM commissioned that researched the diversity readiness of 47 countries.
Kathy Gurchiek is associate editor of HR News

Explanation / Answer

DICERSITY AT WORKPLACE

Promoting workplace diversity has many bottom line benefits. But you need to approach the hiring process holistically — retaining employees can be more difficult than recruitment. This is especially true for companies in less diverse regions where relocated minority employees may feel disconnected. You may need to take a more active role in helping them adjust to the culture at work as well as in their new communities. First, identify what your needs are. Does your workforce resemble the communities that you operate in? Do they match the demographic that you serve or want to serve? If not, develop a hiring strategy to increase workforce diversity.

Talk to local organizations with community connections, including churches, cultural institutions and colleges. They can help you connect with candidates. You can also enlist help from nonprofits like the Urban League. But don’t limit yourself to local chapters or schools. If you have something to offer out-of-area workers, expand your search to other cities, states or countries. The Internet makes it easy to cast a wide net.

Ask employees for referrals, since they will have peers in the industry or know qualified candidates who may be looking for work. The relationship can also help new employees adjust to the move. Offer rewards for successful referrals. Develop and implement an equal opportunity employment policy. The goal is to establish a meritorious hiring practice that is age, race, gender and minority neutral.

Provide diversity training in your workplace. All employees should understand that hiring decisions are based on finding the best candidate and not by quotas. Making the recruiting process more transparent can help ease the minds of skeptical employees. Also be sure managers fully understand the benefits of a diverse workplace. They will be implementing personnel policies so should be fully committed to supporting the practice.Give new hires a reason to stay. Devote an equal amount of time and effort in retaining new employees. Familiarize them with the new job and company culture.

The first few weeks can be the most difficult time for any employee. It’s important to show they have a future in the company. Clearly communicate opportunities for advancement. Set up mentoring programs to build close working relationships. Finding mentors that share personal interests can foster new friendships. Be willing to make changes.

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