The Conference Board
News Release
May 27, 2008
Corporate diversity and inclusion executives are under growing pressure as key players in their companies' strategic business growth, according to an analysis by The Conference Board.
A compliance-driven business function when it was first created, the role of diversity and inclusion practitioners is rapidly becoming an important part of overall business strategy. However, a lack of clarity about the new role of diversity and inclusion executives may be hampering both the potential and way companies value this business function. Fast-paced technological change, globalization, immigration, an aging workforce, and a demand for high-level skills and education are driving the new trend.
The report is based on detailed discussions from The Conference Board Council on Workforce Diversity, with representatives and contributions from seven other diversity and inclusion councils both inside and outside the U.S. The discussions make it clear that these executives are facing growing demands to meet higher corporate expectations than ever before.
"The emphasis has progressed from valuing gender and racial differences, which was largely achieved through awareness training, multi-cultural celebrations and employee groups, to strategic and often global business planning and growth," says Toni Riccardi, Senior Vice President of Human Resources and Chief Diversity Officer of The Conference Board. "The focus is on how these executives can help their companies capture new markets, build effective global teams, and manage their companies' brand reputations. Companies are increasingly seeking the expertise of their diversity executives as they enter new markets, build profitable relationships, and develop credibility across different cultures."
A lack of clear definitions regarding both the role and responsibility of diversity and inclusion executives may be causing many firms to under-value these executives. The report pinpoints five key trends behind changing expectations for this corporate position (globalization, demographic shifts, technology, legal environment and the socio-political climate) and provides a set of measurable executive competencies companies can utilize to maximize the impact of this important business function in overall corporate growth strategies.
A Competency Model for Diversity and Inclusion Practitioners
The report provides a competency model (outlined below), which covers seven major areas, including: change management; diversity, inclusion and global perspective; business acumen; strategic external relations; integrity; visionary and strategic leadership; and HR disciplines. The report provides further discussion and analysis within each category.
1. Change Management Organizational Development; Corporate Communications; Critical Interventions
2. Diversity, Inclusion and Global PerspectiveCultural CompetenceNegotiation and FacilitationContinuous LearningComplex Group DynamicsJudgmentSubject Matter Expertise
3. Business AcumenExternal Market Knowledge; Holistic Business Knowledge; Diversity and Inclusion Return on Investment
4. Strategic External RelationsCorporate Social Responsibility / Government / Regulatory Strategic AlliancesDiverse Markets / Supplier DiversityBrand / Reputation Management
5. Integrity Ethics; Resilience; Influence; Empathy; Communication
6. Visionary and Strategic Leadership Diversity and Inclusion Future State PragmatismPolitical skills (at HQ and local levels)
7. HR Disciplines Total Rewards / Talent Management / Organizational Development / Work and Life Balance / TrainingCompliance Employee Relations
To be effective, these competencies should be integrated into a company's business metrics, notes the report. Organizations should be asking the question: how can this person use this competency to strengthen the business? Or, what does this person need to achieve to further our organizational goals? Says Riccardi: "The 21st Century diversity and inclusion practitioner, embracing a more public, strategic role, requires a complex challenging new set of competencies."
For a copy of the report, email: courter@conference-board.org
Source: Creating a Competency Model for Diversity and Inclusion PractitionersReport No. 1420 The Conference Board
Read this report
For further information contact:Carol Courter(1) 212 339 0232carol.courter@conference-board.org
http://www.conference-board.org/utilities/pressDetail.cfm?press_ID=3398
1 comment:
As a supplier to the Corporate Diversity Practitioner I agree with the sentiment of this article. Globalisation, the demands of Generation Y, women as consumers and all manner of issues in creating a 21st Century working culture create an opportunity for the Diversity professional to become a key influencer. However, whilst I hear the strategic imperative being pushed from the top I am still seeing a lack of assumed power and much confusion from the buyer (Diversity professional) For our work in this area please see here www.eve-olution.net
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