Best Practices in Diversity & Inclusion

Definitions

Diversity refers to the variety of similarities and differences among people, including but not limited to: gender, gender identity, ethnicity, race, native or indigenous origin, age, generation, sexual orientation, culture, religion, belief system, marital status, parental status, socio-economic difference, appearance, language and accent, disability, mental health, education, geography, nationality, work style, work experience, job role and function, thinking style, and personality type.

Inclusion of various diversity dimensions may vary by geography or organization.

Inclusion is a dynamic state of operating in which diversity is leveraged to create a fair, healthy, and high-performing organization or community. An inclusive environment ensures equitable access to resources and opportunities for all. It also enables individuals and groups to feel safe, respected, engaged, motivated, and valued, for who they are and for their contributions toward organizational and societal goals.

THE ULTIMATE GOALS OF DIVERSITY AND INCLUSION

When considering the ultimate goals of Diversity and Inclusion (D&I), people tend to emphasize one of two perspectives: helping to make the world a better (HAPPY) place for all or helping to improve organizational performance. The priority of one perspective over another may be influenced by circumstance or context. Some people emphasize that not only are these perspectives complementary but that when D&I work is done well both goals are achieved. Below are descriptions of each perspective.

CREATING A BETTER WORLD

It has been largely agreed that the ultimate goal is to help create a world that is better for everyone. The goal may be stated in different words and with different points of emphasis; however, a consensus exists on a long-term purpose:

• Contribute to the greater good of society
• Create a world that is fair, just, and respectful of individuals and their similarities and differences
• Create a world where everyone is able to sustain a high quality of life and enjoy peace and prosperity

Globally, social justice underpins much of the D&I work being done in public policy and development initiatives. As well, there are many organizations firmly committed to doing what is right and ethical for all stakeholders.

IMPROVING ORGANIZATIONAL PERFORMANCE

A more immediate outcome of D&I is to help improve organizational performance. This is commonly referred to as the business case or rationale. Each organization should develop its own business case or rationale for D&I. A well-designed and well-executed D&I strategy can help an organization:

• Achieve its organizational vision, mission, strategy, and annual goals/objectives
• Attract and retain diverse talent
• Build strong and high-performing teams
• Cultivate leaders who inspire inclusion and champion diversity
• Leverage an extensive range of backgrounds and skills to enhance creativity, innovation, and problem solving
• Increase engagement, motivation, and productivity
• Improve the quality of work/life integration
• Enhance the organization’s reputation/brand as an employer or provider of choice
• Minimize risk/exposure and ensure compliance with legal requirements
• Sustain an environment that treats people fairly and equitably

D&I VISION, STRATEGY, AND BUSINESS CASE

? 1.1 D&I is embedded in organizational culture and is not seen as an isolated program but rather as a core value, a source of innovation, and a means to growth and success.

? 1.2 All the major components of D&I work, including vision, strategy, business case or rationale, goals, policies, principles, and competencies, are regularly reviewed.

? 1.3 The D&I strategy contributes to specific accomplishments and the organization’s overall success in observable, measurable ways.

? 1.4 The organization is known as a leader in D&I and is frequently acknowledged, cited, and benchmarked for its pioneering D&I accomplishments.

LEADERSHIP AND ACCOUNTABILITY

? 2.1 A large majority of employees across an array of diversity dimensions rate their leaders as treating them fairly and inclusively.

? 2.2 Management performance, pay, bonuses, and promotions are tied to a variety of D&I indicators.

? 2.3 Leaders are seen as change agents and role models and inspire others to take individual responsibility and become role models themselves.

? 2.4 Leaders and board members publicly support internal and external diversity-related initiatives, even if they are perceived to be controversial.

? 2.5 Leaders and board members understand that D&I is systemic. They are fully committed to holding people at all levels accountable for achieving the D&I objectives.

D&I STRUCTURE AND IMPLEMENTATION

? 3.1 The most senior D&I professional is an equal and influential partner on the senior leadership team.

? 3.2 Leaders at all levels lead the organization’s D&I initiatives and are regarded as D&I champions.

? 3.3 Diversity networks serve as partners and advise on recruitment, communications, risk management, product and service development, community engagement, and other organizational issues.

? 3.4 D&I is well integrated into core organizational systems and practices.

RECRUITMENT, RETENTION, DEVELOPMENT, AND ADVANCEMENT

? 4.1 The organization’s talent development processes have resulted in equitable and accessible recruitment, retention, and advancement and a pervasive feeling of inclusion.

? 4.2 The workforce across all levels and functions is generally representative of the organization’s labor markets.

? 4.3 The organization’s reputation for quality D&I efforts enhances its ability to attract and retain employees who contribute to outstanding organizational results.

? 4.4 Turnover of members of underrepresented groups is in parity with that of the majority group.

BENEFITS, WORK-LIFE INTEGRATION, AND FLEXIBILITY

? 5.1 Most leaders model work-life integration.

? 5.2 Part-time, job sharing, and other flexible work arrangements are available for all appropriate positions. Their use, which leaders encourage, does not negatively impact employee performance or advancement.

? 5.3 The organization accepts and recognizes diversity in language and accents, dress, religion, physical appearance, and non-traditional schedules as fully legitimate.

? 5.4 A comprehensive range of flexible benefits and services, including education, health, and counseling, is provided.

? 5.5 Based on research and assessment, benefits and services are regularly adapted to changing conditions, technology, and innovative ideas.

JOB DESIGN, CLASSIFICATION, AND COMPENSATION

? 6.1 The organization maintains equitable internal and external compensation and job classification practices.

? 6.2 Innovative job design results in employees being paid for performance rather than “putting in time,” and enables flexible work options.

? 6.3 Inequitable previous compensation systems have been addressed and individuals compensated.

? 6.4 Classification and compensation systems have been modified to address conscious and unconscious biases and assumptions.

D&I LEARNING AND EDUCATION

? 7.1 D&I is integrated into all learning and advances the organization’s strategy.

? 7.2 A variety of innovative D&I tools, including both extensive self-directed and instructor-led learning resources, are accessible to all regardless of location.

? 7.3 Learning from D&I best practices leads the way in creating new organizational culture, structures, services, and products that impact performance and sustainability.

? 7.4 Challenging and sometimes controversial issues such as racism, sexism, ageism, classicism, hetero-sexism, religious bias, stereotype threat, and unconscious bias are effectively addressed with sensitivity, fairness, conviction, and compassion.

ASSESSMENT, MEASUREMENT, AND RESEARCH

? 8.1 In-depth D&I assessments covering behavior, attitude, and perception are regularly conducted for the overall organization and within organizational units and feed into strategy and implementation.

? 8.2 D&I measurements are included as part of the organization’s overall performance, linked to the organizational strategy, and tied to compensation, and publically shared.

? 8.3 The organization has demonstrated significant annual improvements in meeting D&I goals consistently over several years.

? 8.4 The organization is known for its investment in D&I research and in sharing the findings publicly.

D&I COMMUNICATIONS

? 9.1 The organization has branded its D&I initiative internally and externally enhancing the organization’s reputation.

? 9.2 D&I topics are easily and quickly located on the organization’s internal and external websites. Information is thorough, fully accessible, and regularly updated.

? 9.3 D&I communication is frequent, ongoing, innovative, and contributes to an enhanced reputation for the organization.

CONNECTING D&I AND SUSTAINABILITY

? 10.1 D&I is integral to the overall and long-term success and sustainability of the organization and all its stakeholders. Sustainability is fully integrated into the D&I strategy and vice versa.

? 10.2 The organization takes a leadership role in influencing and supporting the connection of D&I and sustainability initiatives locally and globally.

? 10.3 D&I and sustainability progress are regularly measured, externally verified, and publicly reported.

? 10.4 The organization has evidence that its sustainability and D&I initiatives benefit from their alignment with each other and show more meaningful impact than if they were separate and unconnected initiatives.

? 10.5 D&I results reflect actions in at least three of the following aspects of sustainability as defined by the United Nations?People, Planet, Prosperity, Peace, or Partnership.

COMMUNITY, GOVERNMENT RELATIONS, AND SOCIAL RESPONSIBILITY

? 11.1 Employee time and labor are provided for a wide variety of community projects; employees may receive additional compensation or rewards recognizing their community involvement.

? 11.2 Organizational facilities serve and promote economic growth of the whole community, particularly communities that have been historically denied access to resources, or are presently in the greatest need.

? 11.3 The organization leads in supporting and advocating for diversity-related interests in government and societal affairs.

? 11.4 The organization is generous in supporting and assisting other organizations in their D&I initiatives and in promoting the advancement of D&I and social responsibility in the community.

? 11.5 The organization’s D&I initiatives in the community are treated as more than philanthropy. They are perceived as a core function mainstreamed into organizational strategy.

PRODUCTS AND SERVICES DEVELOPMENT

? 12.1 The product, service, and policy development cycle recognizes diversity and accessibility from the outset. It doesn’t merely adapt products first developed for the dominant group or culture.

? 12.2 Almost all teams involved in the ongoing development of products and services are diverse and likely include customers, stakeholders, and community representatives.

? 12.3 The organization shows the link between diversity and innovation, consistently leveraging D&I to increase product and service innovation.

? 12.4 Culturally-sensitive services, such as engaging a traditional healer in a hospital or serving foods only enjoyed by one culture, are provided even though that practice may not be accepted or enjoyed by others.

MARKETING AND CUSTOMER SERVICE

? 13.1 The organization uses sophisticated analysis techniques on an ongoing basis to understand and respond to its diverse customer base.

? 13.2 The organization is keenly aware of the needs, motivations, and perspectives of diverse customer and stakeholder groups and successfully adapts marketing, sales, and distribution strategies to meet these needs.

? 13.3 If the organization uses a systemic marketing and customer service approach it ensures that it can be customized or adapted within and across countries, regions, cultures, languages, and other diversity dimensions.

SUPPLIER DIVERSITY

? 14.1 The organization’s suppliers are required to have a significant percentage of their business with diverse suppliers and to provide evidence that they are committed to achieving their own D&I goals.

? 14.2 The organization’s suppliers reflect the community’s composition across a broad array of diversity dimensions.

? 14.3 The organization collaborates with its underrepresented suppliers to improve all aspects of supply management.

? 14.4 The supplier diversity function is fully aligned with the broad goals of D&I for the organization.

? 14.5 The organization procures both essential and non-essential goods and services from underrepresented suppliers.