Documente Academic
Documente Profesional
Documente Cultură
November 2010
CLC Human Resources, Corporate Leadership Council 2010 The Corporate Executive Board Company. All Rights Reserved. CLC6163410CUS
CORPORATE LEADERSHIP COUNCIL CLC HUMAN RESOURCES Research Analyst Prashasti Mishra Senior Research Analyst Alexandra Mininger Managing Director Brian Kropp Senior Director George Penn
NOTE TO MEMBERS This project was researched and written to fulfill the research request of several members of The Corporate Executive Board Company and as a result may not satisfy the information needs of all member companies. The Corporate Executive Board Company encourages members who have additional questions about this topic to contact the Member Support Center at EXBD_Support_CLC@executiveboard.com for further discussion. The views expressed herein by third-party sources do not necessarily reflect the policies of the organizations they represent. PROFESSIONAL SERVICES NOTE CLC Human Resources has worked to ensure the accuracy of the information it provides to its members. This project relies upon data obtained from many sources, however, and CLC Human Resources cannot guarantee the accuracy of the information or its analysis in all cases. Furthermore, CLC Human Resources is not engaged in rendering legal, accounting, or other professional services. Its projects should not be construed as professional advice on any particular set of facts or circumstances. Members requiring such services are advised to consult an appropriate professional. Neither The Corporate Executive Board Company nor its programs are responsible for any claims or losses that may arise from any errors or omissions in their reports, whether caused by The Corporate Executive Board Company or its sources.
CLC Human Resources, Corporate Leadership Council 2010 The Corporate Executive Board Company. All Rights Reserved. CLC6163410CUS
Page 2 of 9 www.clc.executiveboard.com
CLC Human Resources, Corporate Leadership Council 2010 The Corporate Executive Board Company. All Rights Reserved. CLC6163410CUS
Page 3 of 9 www.clc.executiveboard.com
Diversity Reputation
The organizations reputation for diversity in the external media
Diversity Function
The effectiveness of a diversity function or department
Attribute Grading Potential Impact If performed to the highest standard, the impact of this diversity attribute on employee attraction and commitment would be the following:
This grading system has been determined based on CLC Human Resources data on the impact of diversity attributes on overall employee satisfaction with diversity, which in turn impacts employee attraction and commitment. Attributes impacting diversity satisfaction levels by more than 29% are very high impact attributes, followed by high impact attributes (12%-28% impact), and moderate impact attributes (3%-11% impact). The higher the impact of the attribute on employees diversity satisfaction level, the greater the importance of the attribute for employee attraction and retention. The high impact attributes also better support organizational innovation and business performance. Diversity Recruiting
The effectiveness of recruitment practices for minority groups
Diversity Training
The effectiveness of diversity and inclusion training for all employees
Marketplace Diversity
The effectiveness of customer and supplier diversity programs
For more information on diversity attributes and their impact on employee attraction and commitment, refer to the Employment Value Proposition Design Center and select Diversity Preferences within Step 2 after launching the tool.
CLC Human Resources, Corporate Leadership Council 2010 The Corporate Executive Board Company. All Rights Reserved. CLC6163410CUS Page 4 of 9 www.clc.executiveboard.com
CLC Human Resources, Corporate Leadership Council 2010 The Corporate Executive Board Company. All Rights Reserved. CLC6163410CUS
Page 5 of 9 www.clc.executiveboard.com
CLC Human Resources, Corporate Leadership Council 2010 The Corporate Executive Board Company. All Rights Reserved. CLC6163410CUS
Page 6 of 9 www.clc.executiveboard.com
Diversity Capability Level Score Range 36-71 Diversity Capability Level Level 1: Foundational Description The organization maintains limited diversity practices and they tend to not be integrated or strategic.
72-107
Level 2: Progressive
The organization maintains basic diversity practices, but has not yet integrated diversity into talent management strategy.
108-154
Level 3: Integrated
The organization has a well-defined diversity strategy, integrating diversity into talent management programs, but diversity is not perceived as a part of the organizational culture.
155-180
Level 4: Institutionalized
Diversity is embedded as an organizational value and the organization embodies its diversity values, providing an inclusive environment to employees to raise issues and concerns.
CLC Human Resources, Corporate Leadership Council 2010 The Corporate Executive Board Company. All Rights Reserved. CLC6163410CUS
Page 7 of 9 www.clc.executiveboard.com
Diversity Attributes
CLC Human Resources Support Improve your workplace diversity by appropriately defining the diversity dimensions that reflect the demographic make-up of the workforce. Use to the study Defining Global Diversity Dimensions and Metrics to identify diversity dimensions most commonly tracked by companies in different geographic locations. Effectively maintaining ERGs requires convincing the leadership to sponsor them and communicating their advantages to the employees. Refer to our resources on Sponsoring Employee Resource Groups to effectively build and maintain organizational ERGs. An organizations diversity reputation is based on its commitment to diversity and practices adopted to display that commitment. Access our Diversity Topic Center for end-to-end guidance on embedding diversity in your organization. Organizations can use a variety of ways to define their diversity philosophy, strategy, or mission. Use the study Diversity Mission and Values Statement to understand what type of information companies include in their diversity statements. Organizations should start focusing on high-potential employees at the early stages of their careers, in order to maintain a strong minority representation within the management and leadership teams. Refer to the study Tactics to Develop a Diverse Leadership Pipeline to learn how leading organizations develop formal leadership training programs. Organizations can develop minority talent by making diversity a component of high potential (HIPO) and succession management programs. HR can also launch focused mentoring and development programs to help underrepresented groups gain leadership skills and navigate career challenges. Use our resources on Developing Diverse Talent to improve diversity development and mentoring programs. Organizations should ensure that their diversity strategy includes elements of marketplace diversity. Read our study Developing a Diversity Strategy for information on how to include marketplace diversity within a broader diversity strategy. Diversity training should be offered to all employees with a focus on people managers to help them create a more inclusive environment for their direct reports. Use our resources on educating the workforce to design and run diversity training programs. Maintaining a competitive employment value proposition and targeting attraction and retention initiatives toward underrepresented talent segments helps improve minority hiring. Use our resources on attracting and retaining diverse talent to identify tactics to improve minority hiring.
Diversity Mission and Values Management and Leadership Diversity Diversity Development Programs Marketplace Diversity
Diversity Training
Diversity Recruiting
CLC Human Resources, Corporate Leadership Council 2010 The Corporate Executive Board Company. All Rights Reserved. CLC6163410CUS
Page 8 of 9 www.clc.executiveboard.com
Diversity Function
CLC Human Resources, EVP Design Center, Arlington, Virginia: Corporate Executive Board (2010). Diversity Maturity Model, Lockheed Martin Corporation (Date Unknown). (Obtained through http://www.complianceweek.com/s/documents/Compliance%20Week%202007/Resource%20Materials/Eldridge,%20Alice%20-%20Lockheed%20Martin%20Corp%2349F4/Compliance%20Week%20%20DMM.pdf). [Accessed 10 August 2010].
2
CLC Human Resources, Corporate Leadership Council 2010 The Corporate Executive Board Company. All Rights Reserved. CLC6163410CUS
Page 9 of 9 www.clc.executiveboard.com