Diversity Incubator
Spearheading a Diversity Process at your Organization: Six Recipes that Might Satisfy Your Palate .
Many organizations that are operating in the topical fast paced environment that has emerged in this millennium have
realized that they are losing a competitive advantage because they don’t have a diversity department, division or process
in place. After years of resistance in many circles, a great deal of attention has finally been generated and directed
towards diversity as a critical line of business. No longer is marketing, finance, operations and legal the only elite
departments in an organization. Internal and external stakeholders have come to realize the value proposition of
leveraging diversity. In many ways we have gotten past the notion that diversity is the flavor of the month. There has
been an articulation of the business case for diversity which is firmly related to stock performance, board composition,
supplier diversity, demographic dynamics, strategic prospecting and retention of talent, employee and senior leadership
representation and globalization.
The organizations that are engaging in best practices are to be recognized for placing this issue on their radar screen.
However those organizations who haven’t given this topic much thought should read this article (and others) in order to
make an informed decision. Whether you are an organization that has the diversity function operating out of the human
resources department, or an organization that would like to start a stand alone division of diversity and inclusion the
following six steps might be helpful as you begin your journey.
1. Collaborate with a diversity executive coach who will work directly with the CEO/President of the
organization. In order for a diversity and inclusion process to be successful the most senior stakeholder in the
organization must be onboarded to understand the plethora of dynamics and nuances that impact diversity benchmarking,
best practices and cultural competence. If the CEO/President does not support the creation of a diversity line of business
it is doomed to fail.
2. Deputize leaders in the organization from divergent lines of business and different functional titles who will
serve as initial diversity and inclusion ambassadors. They should be appointed by the CEO which will lend credibility and
prestige to the assignment. Consequently, every employee will realize this is a significant undertaking. Hire a facilitator
who will engage this core group in focus groups to uncover and explore the diversity “landscape” of the organization. The
goal is to develop a barometer of what employees feel are important as it relates to all the internal and external
dimensions of diversity. This will ensure employee adoption of the diversity process once it is implemented.
3. In conjunction with human resources and legal, develop a mission and values statement and establish a
sustainable, comprehensive and compelling policy as it relates to diversity and inclusion. Make sure that the other
company policies are modified (eg: Ethics) and that there is some reference to diversity and inclusion.
4. Hire an outstanding leader to champion the diversity line of business with members of the core group serving
as the hiring committee. The individual selected must be hired as a senior member of the leadership team at the VP or SVP
level. This commitment will send a strong message to the employees that the organization is serious about spearheading,
maintaining and releasing a diversity department who has a leader who will take the organization in a precedent setting
direction. Moreover it is crucial that this VP or SVP must have direct reporting responsibility to the CEO.
5. Empower the newly hired VP or SVP to analyze the focus group findings as well as oversee the design and
development of a thought-provoking curriculum for training immersion in diversity and inclusion for all the employees at
the organization. This training must take into consideration the needs of adult learners from a kinesthetic, visual and
auditory perspective.
6. Create a marketing strategy that should include but not be limited to developing print materials and a
corporate/organizational film that captures the diversity in the organization based on the divergent dimensions of
diversity which means not just race and gender. This short film will serve as a promotional tool to show to employees,
board members and other external stakeholders affiliated with the organization.
Instituting a diversity process will require your organization to expend a considerable amount of mental and intellectual
capital, but the investment is worthwhile.
Written by Arthur T. Matthews
Arthur is a partner in the boutique firm Matthews & Matthews Consulting. He and his partner Evelyne specialize in
spearheading customized solutions in the area of human resources and labor workforce matters. He serves on the
consulting faculty at Cornell University School of Industrial and Labor Relations and as an Adjunct Professor at NYU and
the University of Arkansas. He earned his B.A from C.W Post College of Long Island University and his Juris Doctorate
(J.D) from Howard University School of Law. Look him up at diversityofficers.com