Positioning Diversity & Inclusion as a Strategic Imperative
Diversity and inclusion has become a CEO-level issue around the world. The digital organization of today, which operates as a network of teams, thrives on empowerment, open dialogue, and inclusive working styles. Leading organizations now see diversity and inclusion as a comprehensive strategy woven into every aspect of the talent life cycle to enhance employee engagement, improve brand, and drive performance.
Attracting, retaining and developing diverse professionals stirs innovation and drives growth. That statement is backed by decades of sociological and economic research, and there are myriad reasons it holds true. In part it's because people with different backgrounds and perspectives bring different information to the table. Members of diverse teams can't take for granted that their teammates think the same way they do. That leads them to question their own assumptions and anticipate alternate viewpoints. The result? More-creative ideas and solutions. Imperative
D&I professionals have known for years that companies that exhibit gender and ethnic diversity are more likely to outperform those that don't. And research indicates that organizations with more racial and gender diversity bring in more sales revenue, more customers and higher profits. But Diversity and Inclusion practitioners continue to struggle with measuring or even proving the bottom line impact of their efforts.
The global political environment has heightened employee sensitivity to diversity and inclusion. Immigration challenges, nationalism, and fear of terrorism appear with greater frequency in the press. Organizations report that employees are personally concerned about what they read and hear, and they want their employers to offer perspective. The business issue of diversity and inclusion now touches issues of employee engagement, fairness, human rights, and even social justice.
Many large organizations now define themselves as global entities, making religious, gender, generational, and other types of diversity a business reality. However, successfully implementing D&I requires a strategic approach and long term commitment. D&I is not an isolated initiative nor one from which we should expect a short term result. Robust metrics, a solid business case and RO are needed to move D&I from the want list to the “business need list”.
TMA’s 6th Annual Inclusion Summit will examine the role and relationship of D&I with business issues such as innovation, leadership development, and team, individual and organizational performance.
Join a high-level faculty of D&I leaders as they discuss:
• Designing and Communicating D&I Strategy
• Effecting Behavioral Change
• Diversity & Inclusion Analytics, Leveraging Social Media for D&I and Other D&I Tech
• Sustaining Management Engagement and Accountability
• Aligning Diversity with Talent Acquisition and Talent Management Efforts
• Managing the Impact of Societal and Political Events in Organizational Diversity Strategies
• Addressing Intersectionality and Microaggressions
• Exploring non-traditional dimensions of Diversity (LGBTI, generational, cultural, religious, etc)
• Preventing and dealing with harassment and other sexual misconduct
• Measuring the ROI of Diversity
• Diverse Succession Planning
• Promoting Women Leadership
• Generational Diversity
• The role of sponsorship and allyship