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A Leader’s Guide: Finding and Keeping Your Next Chief Diversity Officer
Company Level: Mid-size employer (250-1000 total employees)Type: Informational and ImplementationDiversity, inclusion & equity have become headline issues, putting pressure on organizations and leaders to respond
in a meaningful way. Investors are also expressing their displeasure with discrimination allegations. Russell Reynolds
Associates’ review of 2017 and 2018 incidents involving bad executive behavior showed that companies experienced
an average 7 percent decline in market capitalization, or $4 billion, in the days and weeks following the news.In this paper, we take a data-driven approach to analyze the Chief Diversity Officer (CDO) role and what makes it successful. We examine
the career paths and competencies of today’s CDOs, based on the 234 CDOs currently at S&P 500 companies. We
then uncover the barriers many CDOs face within their organizations. Finally, we look at the actions leaders and
organizations can take to make CDOs more successful. Three key questions are addressed:1. What experiences and competencies define today’s CDOs?
2. What are the current barriers CDOs face in embedding D&I into the organization?
3. How can CEOs, CHROs and other top executives set CDOs up for success?
Download the full story PDFTeam Member Resource Groups
Company Level: Mid-size employer (250-1000 total employees)Type: ImplementationTeam Member Resource Groups (TMRG) are groups of team members who share a common interest to help support the business. They can be used to Recruit, Retain, Engage, and Grow talent.
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Corewell Health | Inclusion Resource Group Guiding Principles
Company Level: Mid-size employer (250-1000 total employees)Type: Informational and ImplementationAt Corewell Health, Inclusion Resource Groups (IRGs) are employee-led and are formed around common demographics, characteristics or shared interests. They foster a more inclusive work environment, advance business objectives, provide professional development opportunities for members, strengthen brand reputation, and much more.
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Together We Make Things Happen: EY Professional Networks Guide
Company Level: Large employer (over 1000 total employees)Type: ImplementationEY provides an example of how to implement professional networks within an organization. EY professional networks are organizations formed around a shared set of interests, experiences or perspectives. Professional networks help us to be diverse, in part by serving as an important recruiting tool. But they also make EY inclusive. While networks support firm diversity and inclusiveness goals, they also help members individually to learn about differences as well as each other and on the basis of shared interest in those differences.
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Towards a Racially Just Workplace: Diversity efforts are failing black employees. Here’s a better approach.
Company Level: Any SizeType: Informational and ImplementationAccording to both quantitative and qualitative data, working African Americans — from those laboring in factories and on shop floors to those setting C-suite strategy — still face obstacles to advancement that other minorities and white women don’t. They are less likely than their white peers to be hired, developed, and promoted. And their lived experience at work is demonstrably worse even than that of other people of color.
In our work with leading management thinkers and practitioners across the country, we have arrived at a four-step strategy to help companies move toward greater and better representation for black leaders. It involves shifting from an exclusive focus on the business case for racial diversity to embracing the moral one, promoting real conversations about race, revamping diversity and inclusion programs, and better managing career development at every stage.
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TalentFirst | 2015 Inclusion Interview Reports
Company Level: Any SizeType: Informational and ImplementationThe purpose of this report is to educate TalentFirst member companies and the West Michigan employer community on effective strategies used by local companies to attract and retain diverse talent. The interviews, focus groups, and survey were centered on gender, race, ethnicity, family structure, and veteran inclusion. The strategies and recommendations are based on the results of these interviews as well as other data collected.
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Diversity Matters | McKinsey & Company
Company Level: Any SizeType: Informational and ImplementationThe “Diversity Matters” research looked at the relationship between the level of diversity (defined as a greater share
of women and a more mixed ethnic/racial composition in the leadership of large companies) and company financial
performance (measured as average EBIT 2010–2013). The research is based on financial data and leadership
demographics compiled for this purpose from hundreds of organizations and thousands of executives in the
United Kingdom, Canada, Latin America, and the United States. The size of the dataset allows for results that are
statistically significant and the analysis is the first that we are aware of that measures how much the relationship
between diversity and performance is worth in terms of increased profitability.The report includes data, steps for successful diversity programs, and techniques for overcoming bias.
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