Foundations of Diversity Strategy and Practice

19 January 2011

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Setting the Stage


  • Defining diversity and inclusion and their relation to equal opportunity, legal or regulatory mandates
  • The additional challenges of global diversity
  • Legal/regulatory context in the home country and a brief introduction to other major jurisdictions


Engaging Partners and Generating Energy in Diversity


Strategies for engaging senior leadership, middle managers, grassroots; community organizations; board of directors, HR business partners and functional specialists, etc.


  • Roles of the:
    • Diversity function
    • Leadership and management
    • Diversity councils (and how they interact with one another)
    • Supplier diversity function
    • Affinity groups — and how to leverage them: innovative ways affinity groups can make an impact; coordination and collaboration among them; taking affinity groups global


  • Special concerns regarding global diversity structure
  • Mechanisms for tying all the roles and groups together
  • Funding considerations (pros and cons of central funding v. business unit funding; what should be included)


Establishing the Business Case(s) and Setting Goals


  • The ORC model for creating diverse, inclusive organizations
  • How to state a business case that will be compelling in your world


Action Planning


  • The diversity/management nexus: finding ways to integrate diversity with business and people management systems


Managing the Journey


  • Metrics and accountability
  • Communications
  • Putting it all together:
    • Role of Leadership
    • Competencies for the Global D&I Change Agent
    • Tips for Success




Who should attend?

  • Diversity managers with less than a year’s experience in the field
  • Human resources generalists and specialists
  • Members of diversity councils, affinity group leaders, and other managers and employees active in diversity efforts
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