I have long maintained that becoming proficient in diversity and inclusion is a competency and just like any other must be developed over time. In my book, Inclusion Starts with I, I posit that in order to achieve an inclusive work environment, we must start with the individual. After all, corporate cultures are made up of individuals, each with different world views and perspectives.
Do you want to test your DQ?
Continue reading » »
Sustainability as expressed in the triple bottom line concept captures an expanded spectrum of values and criteria for measuring organizational (and societal) success: economic, environmental and social. Some call it: People, Profit and Plant. In Andrew Savitz’s book, The Triple Bottom Line (Jossey Bass, 2006), he postulates that a company’s sweet spot is where its financial interests coincide with social and environmental interests.
The Diversity leader’s job is ever more complex. Originally sequestered in human resources, today’s role is much more expansive, touching on just about every aspect of the business including marketing, manufacturing, global operations, mergers and acquisitions, governance and everything in between. The recognition of the need for diversity to play in the larger business realm has caused many companies to position the chief diversity officer (CDO) position in the “C” suite reporting directly to the CEO.
