Diversity and Inclusion | February 2012
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Every CEO and HR director knows that diversity is a legal and economic priority, as well as one that has ethical principles. When change comes, managers at every level must support the push for diversity in their departments in order for the organization to change. As diversity expands, the change is change that is not always easily introduced to a workforce that may already be coping with downsizing and career transition, but these 10 ways start to show you that the basics come out of mutual respect—a concept that goes far beyond the workplace.
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The impact of diversity, at first glance, might seem to be abstract, but it can be measured accurately. The common wisdom says the metrics must be introduced through executive development—to the men and women who will rise or fall with the numbers. Start with the simple numbers: a diversity study shows that context for diversity can be demonstrated across four layers; they may make measurement more difficult, but they can also make it more realistic.
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A look at the ABC company—not its real name— provides a sobering lesson. ABC achieved a high rank with DiversityInc one year after its chief diversity officer joined diversity-related organizations and was a visible face of corporate diversity. The CEO held senior leaders accountable for results, and ABC's workforce and lower management was racially diverse. But then it all came unglued. “Making Diversity Stick” provides insight into what happened at ABC that can help other organizations learn from those mistakes.