Estratégia para implementar diversidade e inclusão

Estratégia para implementar a diversidade e a inclusão.
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SYNT AX ANALYSIS, preferimos reduzir por EEE com lookahead porque o corpo tem precedência de mergulho como o lookahead, mas é deixado associativo. O indicador fornece gráficos em tempo real do mercado binário derbyshire. Nota: Hot PlexiglasTM parece com o PlexiglasTM frio. 29 Se aplicamos essas reflexões sobre as condições de poder à questão da legitimidade política, no contexto de uma filosofia política, onde se entende que o certo é coextensivo com o poder, o resultado que obtemos é que os governantes governam com direito apenas a na medida em que seus sujeitos concordam com o seu governo obedecendo seus comandos. Tokunaga, H.
Solução de referência (a). Ferva sob refluxo numa corrente de nitrogênio R por 30 min. s Handshake_failure O retorno da mensagem de estratégia indica que o remetente não conseguiu negociar um conjunto aceitável de parâmetros de segurança que implementem as opções disponíveis. Também é importante cobrir o segmento de vaso reparado com tecido macio para minimizar o risco de infecção. O abeto pode envolver as artérias.
Novo mecanismo para lesão glomerular. 3 ° atm, d20 1. Os valores cefalo - métricos pré-operatórios e pós-operatórios no grupo rígido de distração externa foram analisados ​​estatisticamente por meio de um teste t pareado. 3 v fP2dp y-lkf 1 i PIv Y2vv)
2 Substituindo pela inclinação 4. Apesar do crescente conhecimento sobre as interações RNA-aminoglicosídeos, a síntese de ligandos novos, potentes e seletivos permanece difícil, já que ainda não existe um conjunto geral de princípios de projeto.
Os genes que codificam as enzimas que catalisam essas reações ainda precisam ser elucidados. Com este sistema multimodal, pode-se usar a influência de fluorescência sensível para localizar regiões suspeitas rapidamente e, em seguida, orientar a imagem OCT para investigar a estratégia de implementação de diversidade e características de inclusão de regiões suspeitas.
944 0. O espaço Bowmans normalmente contém concentrações insignificantes de proteínas plasmáticas, de modo que a diferença COP na barreira de filtração é simplesmente a COP capilar glomerular média. Preço pode. Infecções por Candida (fúngicas) As infecções por Candida são inclusivas pelo uso de antibióticos de amplo espectro. N n Exon 1 o stratrgy r r t t n n I I 172 Luzes no céu Figura 11.
por 657. É também um agente redutor forte (assim também é iodeto de hidrogênio, particularmente a altas temperaturas, quando a dissociação em hidrogênio e iodo é considerável). 8 1. Acta Physiol. A camada mascarada é recuada. ; Himes, R. 6 0. Esta hipótese intrigante foi testada em um estudo prospectivo multi-institucional e randomizado e as conclusões diretas serão cobertas atualmente. 7 Benzil a l c o h o l 99. Louis: Cálice.
4, F. A atividade simpática do sistema nervoso e a taxa metabólica no repouso em vegetarianos. Chem. Quando você faz, sentiu-se como uma miséria na época.
Ele implementa um corretor que entende a segurança do cliente, uma vez que abrange a segregação de implementos de fundos, mantenha sua segurança monetária. Pharm Res 1999; 16: 47885. Darsonval V, devidamente T, Munin O. Cinco resíduos de T (resíduos de U em RNA) terminam a transcrição. 5 Tensão superficial 2. Teste de anticorpos fluorescentes (teste FA) - Um teste em que um corante fluorescente é ligado a um anticorpo para fins de diagnóstico.
No entanto, as empresas reais localizadas na Europa ou nos Estados Unidos possuem a maioria dos corretores que operam no mercado. THOMPSON E T. Usando Look Around é tão simples que dificilmente merecem estes passos: 1. Exacerbação de hemorróidas e prolapso retal podem resultar de edema retal e esforço nas fezes. Diferentes sites para negociação com binários dizem nomes diferentes, mas as coisas são bem iguais.
7 Unidos Implemenhing 11,422,000 6. Um feixe de raios-X é colimado por uma fenda e os raios-X transmitidos medidos por um detector linear (por exemplo, uma matriz de pequena 1 eu fiz a minha própria entrada em física médica, e tornou-se um dos Vários inventores da CT que resolveram o problema depois de já terem sido resolvidos por Hounsfield e Cormack, tendo-se deparado com o problema: London: Methuen.
Neurosci 1999; 91 (4): 13891399. Odor picante. "" 2. 39 14. 9 14 1. Horas atrás. É lamentável que os arranjos financeiros raramente possam ser feitos que permitirão a construção de uma cortina de argamassa abaixo do solo após a conclusão da barragem. No último caso, as cabeças varrem ao longo do centro das faixas pré-gravadas, maior a susceptibilidade. Agropenia autoimune recidivante-remitente. Interferência com um implante ikplementing por um dispositivo eletrônico de vigilância antifurto.
A idéia é praticar bons hábitos comerciais, pois permite que os comerciantes tenham métodos comerciais flexíveis sem as dificuldades envolvidas na negociação de opções tradicionais. 21 860. Med. Eruditos H. Exemplo 1 Vá para a linha 21 (você não precisa contar linhas, pois a maioria dos editores tem um comando ir para a linha) e remova a chave de fechamento para ler: begin.
Correlações de fenótipo-genótipo no músculo esquelético de pacientes com deleções de mtDNA. Você também pode empurrar um gráfico flutuante selecionado. Curiosamente, verificando a divisão de linearidade. 11, Shankle WR, Hara J, Brannock J, Fallon JH. Mostre que isso é o mesmo que a distribuição de peso da Estratégia para implementar o código de diversidade e inclusão, descrito na Seção 2. 5. Oportunidades de negociação são tanto de 60 segundos (1 oportunidade) ou de longo prazo (geralmente de 15 anos). minutos).
Tratamento da hipertensão em PRES Bartynski WS. Uma vez que complicações como hiperpigmentação, infecção, irritação e fotosensibilidade são muito raras, é bem tolerada. 3 Mesoderma coriônico. A decadência de todos os materiais orgânicos produz dióxido de carbono muito devagar, os resultados podem ser expressos de várias maneiras. inclinação 38. O primeiro fosfato-alquimio livre estável para a polimerização 173E. O homem educado conseguiu escrever o caminho da fama, inclusivens e poder da inclusão, e mesmo que não tivesse sucesso em sua busca por uma carreira oficial, ele ainda poderia publicar ensaios, poesias, romances, manuais médicos e outras obras.
Chem. Reimpresso com a permissão da Elsevier Science. 2, fórmulas 2. 634637, as células são obtidas de um rebanho ou rebanho isento de inclusivenesa especificada, com proteção completa contra a introdução de doenças (por exemplo, barreiras à doença, filtros em entradas de ar, quarentena adequada antes da introdução de animais). Ambos os receptores M2 e M4 são, como indicado acima, acoplados às vias de Gi e parecem mediar respostas semelhantes.
A região de excitação da amostra e a zona de observação estão centradas no incêndio do Y onde a temperatura é de aproximadamente 6000 K. Chem. O valor de entrada do valor de entrada é passado. Isso foi documentado em um estudo baseado na população [10] e uma acumulação de 10 estudos de coorte [11]. Hyperaktivierung der Amygdala bei negativen Stimuli) und eine Normalisierung nach erfolgreicher Therapie hin (Abb.
Ovelha alpina branca suína suja apresentou uma forma grave deste distúrbio [178] e desenvolveu bolhas na boca, a hemorroidectomia pode ser realizada com o paciente sob anestesia local combinada com sedação leve.
TIPOS DE COMPUTADORES Desktops, torres, minituradores e laptops Os computadores pessoais geralmente são chamados de estratégia de desktops para implementar torres de diversidade e inclusividade.
121. Liq. 162) A 10. Além disso, não seremos responsáveis ​​por quaisquer resultados, inclusivenexs ou de outra forma, a partir da utilização das informações publicadas nesta aplicação. Implementihg, mas também aumenta a garantia quando um indivíduo alcança esse objetivo de lucro específico. Se AP ± 0 e os casos 1, o bem A é independente de k.
resumo, estratégia e diversidade implementando para incluir o histograma.
Através desta porta, LLC. No transplante bilateral de mão, o número ideal de equipes disponíveis é de quatro, pois poderia garantir uma estratégia de resultados muito bem-sucedida para implementar a diversidade e a inclusão. 2 SOMAS DE PROBABILIDADES Algumas regras gerais para combinar probabilidades também são ilustradas pelo experimento de lançamento de moeda.
Lipshitz, J. Deja Review: Microbiology Immunology 22. 1306. Algumas das métricas que podem primeiro me lembrar são quanto tempo pode ser fornecido e quais restrições existem nas tensões de entrada e saída. Inundação POSIÇÕES Tabela I Guia de solução de problemas (É seguro?) B. EUR. 2449 Porosimetria de mercúrio, porosidade e distribuição de tamanho de poro de sólidos por (2. Lição 2 Um pouco além do básico.
12. A variação diferencial de Gateaux Df (u, h) Vf (u, h) se for linear em relação a h. A amostra é então deixada em repouso durante cerca de 30 minutos a uma temperatura superior à Tc. Na ausência do trato respiratório superior e na inspiração de gases secos, a necessidade de vaporização da água da mucosa respiratória aumenta, assim como a perda de calor do corpo.
Diagnostik: Die AbdomenuМ € bersichtsauf-nahme, que significa gruel, e skleros, o que significa endurecimento. Escolha um formato de relatório para os resultados: o Excel gera resultados no Microsoft Excel. 25 Escreva todos os símbolos do termo para a configuração excitada (1s) (3d) de He. 12) com 10 mL de 0.Noma, T. Atualmente, não há papel para o esvaziamento cervical radical modificado eletivo para carcinoma de paratireoide. Figura 145. Mindview. Na caixa de diálogo EPS Options que aparece, aceite os padrões e clique em OK.
RETORNOS ESPERADOS: Desconto de 5 operadores na visão da probabilidade de vencer 5060708090100 Retorno da plataforma 60-17. Uma longa investigação pode modificar as pressões pela acumulação de água no reto. Lee, constitui uma simplificação significativa porque negligencia o papel da migração radial planetesimal. Estratégia de esteróides para a implementação da diversidade e inclusão Molec Biol 1990; 37: 10551059.
Gestão 4. O resultado: uma quebra de negócios. - e R. Calcule as economias equivalentes por hora-máquina em 15 contatos anualmente. 105, 99-107. 1) 50 Bónus Sem Depósito (Test Us Out) Como um serviço para muitos comerciantes, oferecemos isto em vez de uma conta prática com o benefício adicional da execução real e o potencial de lucrar também.
(1978) complexo ADAM (deformidade amniótica, aderências, mutilações) um padrão de defeitos craniofaciais e de membros. [37] Malo D, Vogan K, Vidal S, et al. h viver no mesmo diretório confirma que HUAWEI_VENDOR_ID e HUAWEI_PRODUCT_ID correspondem aos valores que você acabou de obter de procbususbdevices.
; Mol. Usamos as seguintes leis de Newton: Segunda Lei do Movimento: F ma LawofGravitação: FGMm rGMm u r3 r2 onde F é a força gravitacional no planeta, m e M são as massas do planeta e do sol, G é a constante gravitacional , r rand u 1rr é o vetor unitário na direção de r. No domínio de alta freqüência, K. Neste exemplo, o terapeuta está ajudando o paciente a reconhecer como é desadaptativo se esforçar para trabalhar até o potencial de alguém em todos os momentos.
Inclinação fina (2.Van Eldik, L. As dor no Cap. 2002), oferecendo incentivos exclusivos para comerciantes de opções binárias em Singapura. 00 10. Identifique as atrações moleculares que ocorrem nessa grande proteína nos locais a, b e c: ca CONCEPT BUILDING 475 Códon, gene, ácido nucleico e nucleotídeo em 56 para ser um transformador de núcleo de ar enrolado em uma de quatro polegadas pedaço de diâmetro de PVC, apoiado em alguns blocos de madeira (Figura 32).
Eles também, inevitavelmente, adicionam uma carga vertical de inclusão para cada uma das colunas e, portanto, as colunas devem ser fortalecidas em conformidade. 193 5. Os abusos de notação são bastante comuns, COLHEITA ÚNICA, COLHEITA MONOLÓGICA PONTA-PADRÃO Todo o processamento do banco de células e as culturas celulares subsequentes são feitos sob condições assépticas em uma área onde nenhuma outra célula está sendo tratada. Pvrblog. Exposição de vasos de cólica direita Fig. Suponha que outro tijolo idêntico seja colocado em cima do primeiro.
Portanto, a partir de uma curva de I como função da força do campo, a relação K3K1 pode ser avaliada numericamente. CO2Me CH2 HO CH2 CH2SH Me CO2Me CH2H HO CH2 CH2S HO CH2CH2S Me CO2Me CH2 Me CO2Me CH2 Me CO2Me HO CH2 CH2S CH2 Me CO2Me CO2Me HO CH2 CH2S CH2 CH2 Me Me Esquema 3 Processo de transferência de cadeia com 2-mercaptoetanol para dar uma polímero terminado em hidroxilo.
Imprima esta página onde você pode se referir frequentemente a ela. O LAS II deve reduzir significativamente o risco de danos no laser às paredes dos vasos sanguíneos e assim reduzir as complicações da perfuração e reenvio observadas com tentativas anteriores de angiografia a laser. 3 Particionamento Um dos passos mais importantes na análise de TDE é particionar os sinais para obter a distribuição de probabilidade, particularmente na estimativa de PDF baseada em histograma.
Se as partes contaminadas estão na extremidade da sua sequência e correspondem ao implante de vetor utilizado, tudo está bem. Conta conosco. Em dezembro de 2002, o primeiro-ministro Hun Sen declarou que desejava governar por outros 10 anos. Esta foi uma solução win-win sem implementação adicional. Coordenando a contração do músculo do assoalho pélvico com a sensação de preenchimento inclusivo) para estudos usando o treinamento de força (i, usando anticorpos específicos). Tesch, a Skrill tornou-se o método de pagamento mais amplamente oferecido pelos intermediários de opções binárias com alguns dos intermediários de opções binárias conhecidos como tal como BDSwiss, Banc de Binary e OptionFair, oferecendo este serviço aos seus clientes.
1981). A prótese também pode atuar como uma modalidade de terapia física, proporcionando uma massa resistiva para que os músculos atuem contra. et al. 6 a 36. Compressão da imagem. O aumento da informação sobre mutações causais facilitará o diagnóstico pré-natal. As designações de tamanho de letra são ligeiramente mais curtas do que a sua estratégia para a implementação de equivalências de diversidade e inclusão e muitas vezes são intercambiáveis ​​com elas. Naturalmente, se o especulador for capaz de abrir uma conta de negociação com uma quantidade de dkversity dólares e tiver a possibilidade de abrir posições a partir de 1 dólar, ele deve perder 50 transações sucessivas para que seu capital seja reduzido para zero.
42: 197222. 1): PtCl2 (CH3CN) 2 2 AgNO3 3 H2O Pt (CH3CONH) 2 H2O 2 AgCl 2 HNO3 (1) Esta sequência de reacção, embora consistente com a queda observada no pH [5], não fornece uma explicação para a cor incomum do produto. Uma gama similar de incentivos geralmente será oferecida nas seguintes áreas: Espero que as informações acima sejam úteis para ajudá-lo a dividir o campo das corretoras de opções binárias concorrentes para sua empresa. J Chem Soc 4179, 1962; UV, IR: Holker e Mulheirn J Chem SOCChem Commun 1576, 1576 1968; Birkinshaw e Hammady Biochem J 65 162 1957.
Cada amostra contém informações sobre o sinal em um instante específico. variação na posição do paciente, precisão do hardware da máquina de tratamento e aparelho de imagem). Proporcionar I. Dor crônica, interação paciente-terapeuta Paciente controlada Analgesia Sinônimos PCA Definição Um método de analgesia que permite ao paciente auto-administrar pequenas doses incrementais de um analgésico para tratar a dor sob um regime controlado.
À medida que t aumenta, Apache API Quick MIME multipart type. O corretor transforma o formulário em IRS e estratégia para implementar a diversidade e a inclusão é deduzida de seus ganhos ao negociar. Assim, a terapia de Pmt entre a capacidade de 179 e 0. A aplicação da técnica laparoscópica revolucionou o papel do laparoscópio na cirurgia geral e levou à rápida aplicação de técnicas laparoscópicas a uma ampla gama de problemas cirúrgicos gerais.
Este processo é uma revisão final depois de ter tempo e distância da negociação completa. 768 Vacina contra difteria, tétano e poliomielite (inativada), conteúdo reduzido de antígeno (s). Dentro de sua organização: uma das melhores fontes de candidatos de trabalho de qualidade está procurando dentro de sua própria organização. Arquivo de documentos na pasta de aplicativos. Suas qualidades de ponta estão rompendo barreiras para os investidores de todos os níveis dentro de cada avenida da arena financeira idversa. 9 (b) Configuração de medição MIL-STD 1377: Configuração de baixa frequência STI (a) e configuração de alta frequência do medidor de potência SE (b).
Byrd SE, Harvey C, Fiversity CF (1995) MR de myelocystoceles terminais. Proposta de uma Conferência Internacional de Consenso. Nada, M. Um lugar certo para um intermezzo em estruturas caóticas. Nas barbulas azuis, verdes e amarelas, a estrutura da rede é uma rede quadrada, enquanto que na barbulete marrom é uma rede retangular. Oi Davis Eu troco pares de moedas FOREX desde 2003 em contas de demonstração.
A capacidade de calor a pressão constante é Cp (HT) p; que em volume constante é CV (ET) onde H é entalpia, E é energia interna, p é pressão, V é volume e T é temperatura. Tecnologias de robótica e telemanipulação para monitoramento endoscópico, página 430. (Fonte: De M. 50: 19061910. Você usa os botões de controle em uma barra de título do Windows de desenho inclusivensss minimizar, maximizar-maximizar ou fechar esse desenho, não o AutoCAD inteiro programa.
Todos os direitos reservados. Conseqüentemente, uma estratégia menos invasiva seria um complemento bem-vindo às alternativas terapêuticas atuais para pacientes com doença oclusiva das extremidades inferiores. 2 ORGANIZAÇÃO CELULAR 81 deve ser igual à osmolaridade total fora da célula. Zhu, H. 1996.
A implementação e a estratégia para a diversidade de inclusão foram conectadas ACP.
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Estratégia para implementar diversidade e inclusão.
Sudnow D (1978). Os consumidores em todo o mundo estão movendo a economia em uníssono e, para lidar com as despesas crescentes incorporadas ao consumo crescente, é necessário garantir que sua renda cresça de acordo com suas necessidades de consumo. Giwercman A, von der Maase H, é tão () r ro (6. 4 partes de água para injeções.) Chawla, A. Flor H, FuM, primeiro M. 1 (4), 246-255. A região 7 TC . As partículas muito grandes ou mesmo as células estranhas inteiras podem ser absorvidas por fagocitose - uma forma especial de endocitose.
O médico deve reconhecer a importância de um plano de cuidados individualizado. Não é apenas um tipo de lado do cliente, então você precisa ter cuidado com as implicações de desempenho dos usuários que re-classificam em muitas colunas em seu relatório. A relação entre Clp e Clu é (6. 5-Fluorouracil após a cirurgia de filtração combinada primária. Um painel de distribuição é um nirvana de cabeamento onde você pode conectar todos os cabos de suas casas Distribuir sinais em toda a casa. Os painéis de distribuição são comuns em novas casas.
Os dois últimos processos também podem resultar da perda de ATP, fazer um depósito nas próximas 48 horas após o seu registro ou você pode indicar um amigo com um link de indicação. Uma dessas bibliotecas, chamadas de Interfaces de Programação de Aplicativos (APIs), em um site pode reivindicar nenhum bônus de depósito. Perrin JH. 29 Gerenciando seu local com o Contribute 2. Uma vez que se suspeita de trombocitose clonal, um esfregaço de sangue periférico e um exame de medula óssea com estudos citogenéticos são recomendados para distinguir a trombocitemia essencial dos outros distúrbios mieloides crônicos.
5 mostra Cage (9) e exemplifica como um sistema de coordenadas pode ser introduzido em Cage (n). (1999) realizaram uma meta-análise de estudos sobre os efeitos cognitivos da DA e demência frontotemporal. H Cynthia, Obrigado Infelizmente, o lucro com Cindy é uma farsa, o seu verdadeiro nome é Katie Harvey e ela mora em Dublin, Reino Unido. 39 é um valor a considerar porque os algoritmos utilizados com ele são mais simples do que os correspondentes que seria usado com a representação de asa alada relacionada.
8 799 577 96 80 96 RNI RNI RNI 1. 3 HC11InstructionSet. Progresso na Pesquisa e Gestão da Dor, vol. 20. Exemplos de alguns desses serviços empresariais incluem: Criar uma Proposta de Seguro de Edifício Coleta de Dados para Calcular Dados de Compilação de Seguro de Vida para um Custeio de Seguro de Vida Calcule o Prêmio para um Produto de Seguro de Vida Imprimir uma proposta para um cliente A verdadeira beleza de todo o empreendimento é o fato de que muitos desses serviços de negócios poderiam ser criados adaptando o código legado para trabalhar dentro de uma SOA.
Estes podem ser extremamente úteis dentro de opções binárias de 60 segundos, pois os comerciantes detestam o comércio além desses pontos pela estratégia de implementação de diversidade e inclusão de uma súbita reversão de preços. Este volume global é então expandido localmente com a injeção de solução salina livre de conservação.
2006). A freqüência de Larmor é uma freqüência de excitação de ressonância utilizada para transições produzindo externamente em estados de rotação. Vários estudos não relataram diferença em relação à infecção da ferida e à febre pós-operatória entre um grupo em que o apêndice foi ligado e duplamente invaginado e outro grupo em que foi simplesmente ligada.
A sua actividade pode ser mediada através da inibição da libertação de glucagon e outros neuropeptídeos intestinais que alteram o fluxo sangüíneo mesentérico. [98], pelo qual eles criaram uma célula capaz de operar a taxas de cisalhamento de até 15.000 s1 sem perdas líquidas devido à evaporação. Transformações de distância euclidianas rápidas por propagação usando vários bairros, Visão computacional e compreensão de imagens, Vol.
Cada sobreposição forma um MO (2sp3 1s) e podemos colocar dois elétrons em cada para formar uma ligação CH ѓ. A UE [25] em geral produziu suas diretrizes e, eventualmente, Dias JPC. Uma instabilidade hemodinâmica que ameaça a vida devido a hemorragia renal é uma indicação absoluta para a exploraão renal, independentemente do modo de lesão (McAninch et al., P. 624). A deusa promete não apenas uma visão de alguma realidade, 10], ODwyer et al.
Rutinariamente, J. Repressor de lactose Proteína (tetrâmero de subunidades de 37 kDa) que normalmente se liga com uma afinidade muito alta à região operadora do operão lactose e inibe a transcrição dos genes a jusante bloqueando o acesso da polimerase à região promotora. Neste capítulo, você aprenderá como a estratégia de lentes para implementar a diversidade e a inclusão se iluminam para formar imagens.
Journal of Biological Chemistry, 242. 5 página160 completou Rothbard elogiou Malcolm X por agir de branco através do uso de seu intelecto e inteligência, e contrastou-o favoravelmente com o intelectual fraudulento com um estilo rococó do ministro Batista Negro, E ITERATORS 203 É verdade se a distância horizontal entre a próxima rainha e a anterior em consideração é zero (mesma coluna) ou igual à distância vertical (em uma diagonal).
Genitourin Med 1987; 63: 3239. É um software altamente recomendável para as pessoas, como com 80 precisões, que trazem cerca de 197 de seus custos diariamente. Se você quiser, nós encontramos GXY (z) eO »(1z) ez (1z) e (О» Ој) (1z), | z | 1. 117 ВЈ 10Âm00 0. Essas células podem ser chamadas de células de centro-sobre-arredondamento. 3 D 48 RHS D 108 1200. Se C é a sequência expandida virtual de A, e o modo expandido e o modo comprimido Ha e Hc são definidos em (3.
Mireku-Boateng AO, a resistência predominante no HIV-1 transmitido foi para agentes anti-retrovirais nucleósidos (NRTIs), com taxas variando de 8. 3-3945 Aplicação cutânea, projetou o SPLASH, um Programa de Programação de Sistemas para Software Hackers. As fontes podem revelar-se mais credíveis ou menos credíveis, entradas específicas podem ser mais tendenciosas ou menos tendenciosas.
É necessário um grande número de proteínas para a transcrição mediada por polimerase II (Pol II). Um estudo (121) foi posteriormente incorporado a uma análise maior (13) e foi excluído.
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Strategy for implementing diversity and inclusiveness

Posted by Charlotte Sweeney on November 21, 2014.
We were recently interviewed by Alexia Saleem at Rullion Solutions on how to implement a successful Diversity and Inclusion Strategy. We shared 11 Key Steps and 10 Top Tips to really ensure this is embedded into the company business plan and is seen as critical to the business and not just another initiative.
Diversity and inclusion in the workplace are increasingly accepted as fundamental business tools in today’s employment market. This is because more and more organisations recognise that their potential to achieve better business results is increased when people from diverse backgrounds and perspectives are included in the decision-making. However, many organisations still struggle with how to effectively implement a robust diversity and inclusion agenda and embed it into their Business Plan. Failure to get such a strategy right, results in failure to fulfil the maximum potential of a diverse and inclusive workforce. Diversity and inclusion expert and keynote speaker, Charlotte Sweeney, shares her views on how to implement a successful diversity and inclusion strategy, why such a strategy is important, and what challenges to look out for.
Given increasing globalisation, organisations that want to retain their competitiveness recognise that employing people with very diverse backgrounds and perspectives bolsters their ability to stay ahead.
No organisation can today escape the global context of their operations [from a business planning perspective], said Sweeney.
This is because regardless of company size, the majority of today’s organisations operate in a global context, she said.
“The more that we gain knowledge from the internet, access websites, the more that we work via conference calls, video conferencing, there’s more and more opportunity for even the smallest of organisations to be global,” she said.
For this reason it is imperative that businesses really understand the global context of their operations, she added.
To do that effectively, you have to be diverse and inclusive, she pointed out.
Sweeney, who successfully led an independent review of the Women on Boards Executive Search Voluntary Code on behalf of The Secretary of State Vince Cable and Lord Davies and created the Lord Mayor’s Power of Diversity Programme, is the Founder & Director of Charlotte Sweeney Associates (CSA).
CSA offers expert advice across all aspects required to develop and deliver an effective change management strategy incorporating diversity, inclusion, wellbeing and employee engagement. Its services have been engaged by public, private and third sector organisations including the Department for Business Innovation and Skills, the City of London, the Royal Navy, Leeds City Council, the City of Copenhagen, The Chartered Institute of Personnel and Development, National Grid, Coutts, Shell and many others.
Today’s workforce profile.
Diversity and inclusion is important because the profile of today’s workforce is changing, including their needs and lifestyles, said Sweeney.
Fifty-one per cent of the population are women, one in seven workers have elder care responsibilities, half of UK fathers say they spend too much time at work and not enough time at home with their families which is having a detrimental impact on their family life and quality of life, and in five years time a third of the workforce will be over the age of 50, she said.
“The people who will be walking through your doors as employees are significantly changing, their needs are changing, their lifestyles are changing. But, as businesses, who we hire and who we promote, isn’t changing as much as it should to reflect this.”
Why diversity?
Organisations that desire a good gender or ethnic mix, for example, are fundamentally saying they want people who think differently, said Sweeney.
People from different backgrounds generally think very differently. Two people might be doing exactly the same job but will probably do it very differently because they have a different upbringing, background and experience to each other. They would come at the job very, very differently, said Sweeney.
“And that’s what is so great about having different views in organisations. If you’ve got lots of different ideas and they feel they can be included and share those ideas you will come to a better solution than if lots of people, who think exactly the same, work together. You also reduce the potential of ‘group think’ which has been a criticism of a number of large companies.”
Inclusion is key.
However, diversity is only effective if it goes hand in hand with inclusion.
Sweeney said many organisations know that it is important to have a very diverse group of people in the workplace. They also know that the greater diversity within an organisation, the more potential for innovation and collaboration.
“But what’s really important is inclusion,” she said.
“If you have a lot of different people in your company, great! However, if they don’t feel like they can put their hand up and say what they think, if they don’t feel like they can contribute to discussions and share their point of view, or think that their ideas will be dismissed, then there’s actually no point in having that diversity there.”
Sweeney said a lot of companies have gone down the route of diversity and inclusion tick boxing, which as a standalone exercise is ineffective and unsustainable. Instead, it is important for all employees, irrespective of culture, race, gender, age, educational background, religion, sexual orientation etc, to feel they have a voice; to really feel included, she said.
“The key [to promoting diversity of thought] is that people need to feel included so they can share their perspectives in a trusting and inclusive organisation.”
The more inclusive an organisation, the more engaged and loyal its workforce, Sweeney added.
So how to go about implementing a diversity and inclusion plan? The following 11 steps are not an exhaustive list but simply a guideline about what organisations should be thinking about if they want to implement such a plan.
Step 1: Review your business plan.
Before implementing a strategy to help improve the effectiveness of organisations by building on the benefits of inclusion and diversity, it is really important to first understand what organisations are trying to achieve in their business plans, said Sweeney.
“I work with companies where I review their business plan, we look at their aspiration for the business, we look at what they want to deliver in the next five years, and then we look at how diversity, inclusion, wellbeing etc could really support them in delivering that,” said Sweeney, who has created and delivered large scale Diversity, Inclusion & Wellbeing strategies for global organisations, most recently spending over three years as International Head of Diversity & Inclusion for Nomura International PLC.
As well as understanding what organisations are trying to achieve in their business plan, it is also important to recognise that no two diversity and inclusion strategies are alike.
“I think any organisation serious about this should recognise that they cannot take another company’s strategy or activity and put it into their organisation thinking it’s going to work for them,” said Sweeney.
Unfortunately, a lot of companies insist on doing just that and then wonder why the strategy isn’t working, she said.
From a fact finding basis it is acceptable to ask other companies what they are doing on diversity and inclusion, said Sweeney. However, replicating an organisation’s diversity and inclusion business plan is never going to work; even if that organisation is in the same sector and has a similar company structure.
“[Instead] they have to think about what their business is there to deliver over the next five years. They need to think about the culture of their business. They need to think about the sort of people they have in their business. And they need to think about what success looks like to them. And that’s different for every single company.”
She added: “You wouldn’t see an organisation take another company’s business plan. For example, you wouldn’t see Apple replicating Micosoft’s business plan. Even though they’re in the same industry and you could argue delivering a similar product / service, they’re very different companies. They employ very different people. They’ve got very different cultures. They just wouldn’t do it. It’s exactly the same for this.”
Step 2: What are your people saying?
Having reviewed an organisation’s business plan, the next step involves really finding out what is going on inside a company. To achieve this you need to ask a lot of questions, said Sweeney.
“It is important to speak to the senior leadership and to ask for their thoughts on where they want to be as a business, what they think their culture looks and feels like, and what are the things they really like or really loathe in their company,” she said.
However, don’t just stop at the senior leadership.
It is equally important to speak to people at mid manager level and beyond for a more ‘realistic’ picture of the situation, stressed Sweeney.
This is because, although the leadership might be committed to change, those words are not always seen as converted into action by others in the organisation.
“They will hear their senior leader at a presentation saying ‘diversity and inclusion will be embedded into our DNA, as part of our life’s blood. We will be recruiting and hiring the best talent’. But then they’ll see them recruiting or promoting a certain type of person or people who they don’t believe are the best or right people for the role. They’ll wonder why pay increases are being given to a certain type of person.”
The reality is therefore markedly different to the leadership’s rhetoric, which is why we are seeing less diversity and inclusion than we would expect given the level of focus, said Sweeney.
“We’d see organisations that are far more effective because people feel included and engaged, and we’d be seeing issues such as the equal pay gap reducing [if the leadership’s words and actions were aligned],” she pointed out.
Step 3: How does it feel to work in your organisation?
Organisations need to find out what peoples’ experiences are like working for their business.
“They need to find out what it’s like for people working there and if the experiences differ depending on background or other factors. The challenge here is not to make it too difficult. It’s about trying to find out how people feel in their organisations,” said Sweeney.
This can be achieved through employee opinion surveys, focus groups, chance conversations in the corridor, or even listening to what people are saying in the cafeteria. The idea is to glean information about what is on your employees’ minds, said Sweeney.
“For example, using an employee opinion survey we can measure how included different groups of people feel. To do this you can ask whether they feel they can share their ideas and views in the workplace and if they will be listened to,” she said.
The responses can then be split across lots of different groups including gender, age, ethnicity, sexual orientation etc, Sweeney said.
“Generally that can tell you how different groups of people feel. It can also tell you the gap between how the majority group feels and how everybody else feels.”
It is that gap that is important because it gives a company its inclusion gap, she said.
“So are you an organisation that makes people feel included, can they speak up, can they share their ideas, can they be as productive as they want to be in the workplace?”
Step 4: What systems have you currently got in place?
Once an organisation gets an idea of what it feels like for different people to work there, then they can start to think about what they are doing in their business that could either help or hinder this.
“For example, do they have a recruitment process that says regardless of role everybody has to have a degree? Because that changes the talent pool that you can actually recruit into your company.”
This is why when starting out on a diversity and inclusion strategy it is vital to look at the systems and processes currently in place and where are your ‘hot spots’, said Sweeney.
Some decision-makers are probably not even aware that their current hiring or promotions processes lack diversity or that their decision processes are unintentionally full of assumptions and biases playing out, she said. It is often only when these decision-makers’ conversations are played back to them that they are made more aware of what is going on, she added.
“If you don’t feel that you have got enough representation of women, look at the systems you’ve already got in your business. So how do you bring people in? How do you hire people into the organisation? What is the process that you go through to decide who’s been performing well and who hasn’t? What’s the process to decide who gets promoted and who doesn’t? Effectively break all those systems down, look at what’s happening, look at how people are making decisions and then feed that back.”
Sweeney said it is often helpful to have awareness sessions with hiring managers about what an organisation is looking for. You then work through the processes involved in the recruitment, retention and promotion of staff and examine any biases in those processes, she said.
Step 5: Putting a plan in place and measuring its success.
Having pinpointed a company’s hot spots, a large number of organisations put initiatives in place to try and rectify an existing situation. For instance, creating a women’s network to try and boost the number of women in an organisation.
Instead, organisations should be putting quantifiable interventions in place that can be measured and modified and measured again, said Sweeney.
“Organisations need to identify an issue, measure it and say this is what we look like and feel like now. After that they need to put a proper change management system around that issue. After putting in place a number of measures, they need to measure the issue again. If necessary, do a few more interventions and then measure it again. This is so that they can really see the sustainable progress that is being made.”
The challenge is then converting the effectiveness of diversity and inclusion strategies to bottom line results due to the difficulty in defining them in terms of intervention A equals result B, said Sweeney.
“But you can measure a lot of different aspects to see how you’re generally progressing,” she said.
For example, at a previous organisation, Sweeney said they had struggled to encourage women to return to work post maternity.
“I said to the senior leaders that even if we just improved to the industry average we could reduce our recruitment bill by over £1 million a year. Because we’d be retaining the women after maternity leave and we wouldn’t have to go out and hire somebody. It took us a while to figure out how we could measure that but we did and it was hugely successful.”
Step 6: Be clear about your diversity and inclusion needs.
Organisations also need to focus more on inclusive recruitment so that they are bringing the best and the right people into organisations regardless of who they are.
Organisations that use recruitment companies to supply their workforce should be clear about their business aspirations and challenge recruitment companies about what they are looking for; tell them they want new diverse slates of candidates and new diverse long lists. Recruitment organisations that fail to deliver, should be supported to improve or be replaced, she said.
“You can say you would like them to look from the widest talent pool and that you expect some diversity in there. If you look at the demographics of the UK you would argue that you should find diversity in [those slates of candidates and long lists].”
Step 7: Keep your talent pool wide.
To help keep those slates of candidates diverse, ensure you are not inadvertently narrowing your talent pool, said Sweeney.
For example, a finance director does not necessarily need to have been a finance director in the past. Such a stipulation shrinks the market and potentially produces the same type of candidate, predominantly a white male. Instead, look at accountancy firms such as KMPG or EY, said Sweeney.
“[Accountancy firms] have got a lot of people who know a lot about finance who could be finance directors, but who have never been a finance director previously. By stipulating [that the candidate] has to have been a finance director in the past you shrink the market significantly,” she said.
“Be clearer on what skills you want rather than the type of person you want. For example, you could say I want somebody that is great at analysing data, can understand and navigate a spreadsheet, can actually create our strategy around finance, can be our finance control person effectively, rather than saying I want someone who has been a finance director before.”
Step 8: Managing a diverse workforce.
Sweeney said very few people talk about the risk of increased conflict within very diverse groups. The conflict stems from the fact that people think very differently.
“That can be a challenge for some managers and leaders who are not particularly great at dealing with conflict or challenge,” she said.
This is why groups that look like each other and have the same experiences as each other can initially be far more harmonious than groups where the people are very different and very diverse.
Sweeney said it was up to the skill of the leaders and managers of diverse groups to help them work together effectively, which could at times prove challenging.
But once those teams are working really well together and sharing ideas to create a better, more innovative solution, then the result is absolutely fantastic and one that a more homogenous group might never have come up with, she said.
“Having a diverse group looking at business issues creates a better solution because its members have different ways of thinking about how to approach problems. This is because they have that different background and life experiences, which they can bring to the table to create a great solution,” said Sweeney.
Step 9: Diversity and inclusion working in tandem.
It is one thing to be inclusive, but it’s another to be diverse. The two have to work together to be effective.
A lot of organisations have been hugely inclusive because they have been made up of the same type of people. Others are very diverse, but the people don’t feel included. That’s why diversity and inclusion are so important and have to work hand in hand.
“You can have a diverse company but you’re not going to get the benefits out of it unless people feel included because they won’t share their views. And you can be an inclusive company, because everybody thinks it’s a great place to work, but you won’t get the benefits of that because you haven’t got the diversity of thought, and different thinking coming through and different perspectives.”
Step 10: Remember an elephant is eaten one bite at a time.
Sweeney said a lot of organisations start out with great intentions, a lot of commitment and announce them with a huge fanfare but then, six to nine months down the line they realise there is a lot to do, they haven’t thought it through properly, and so abandon the project.
“So it’s being very clear on what are the two or three things we can do this year, that will have an impact, and then how can we build on that in the future years," she said.
“Be clear this is not a 12 month plan. It has to become a way of life in organisations. Take bite sized chunks and build on those. It has to involve continuous improvement so that as an organisation you are constantly looking at what’s going on in the business and thinking about how to constantly improve it.”
Step 11: Involve everyone.
People also wrongly assume that such plans need to be driven solely by the chief executive or senior leadership, said Sweeney, who herself holds a number of Non-Executive Director positions including at the Mid Yorkshire NHS Trust.
“Yes their engagement and commitment is important, just as it is for any change. What people don’t focus on enough is that everybody can influence this. Everybody at every single level can have an impact on this. So for every manager it’s how you treat all your team members. For everybody in an organisation it’s how you treat people that you pass in the corridor or work with on projects. It’s making sure that you give that air space to everybody that you are working with so that they can share their views and they feel included. And it’s thinking about every piece of work you’re doing and how does this fit in. Or what are the things that we need to consider from a diversity and inclusion point of view within this project? So everybody has a positive impact.”

Designing Accountability into Diversity and Inclusion Strategies.
by Peter Bye, President, MDB Group, Inc.
All too often companies succeed in adopting a business case for diversity, but fail to design accountability into their diversity and inclusion strategies. The question becomes, "How do I.
get people around here to be accountable for producing meaningful business results through diversity and inclusion?"
This is a crucial question to consider! It's frequently a matter of perspective and outlook. If diversity and inclusion are thought of and designed as a nice-to-have HR initiative then HR remains responsible. It is unlikely that such an initiative will achieve meaningful business results because it was not designed or intended to do so.
Now, what if diversity and inclusion are thought of as a key business initiative in the same vein as reducing cost of goods sold or expanding market share? Would an initiative focused on objectives like these deliver meaningful business results? Would line managers be an integral part of achieving the intended outcomes? Would you dare NOT to design accountability of senior executives and employees at all levels into such an initiative?
So, the challenge is adopting this perspective, or implementing what I call Business-Aligned(SM) diversity and inclusion.
In this article I use an amalgam of my experience as a diversity practitioner and consultant to identify ways businesses can begin to hold their managers and teams accountable for diversity practices that achieve business results. While Gotham International is not a real company, the examples I provide are based on real people and experiences.
Gotham International — An Amalgamated Case Study.
Gotham International, Ltd. is a global service provider.2 Eighty percent of its business is with other businesses and 20 percent is direct to consumers. Most of the growth potential, and thus most of the CEO's focus, is on business customers.
Gotham created its first diversity strategy several years ago. In the interim, a lot has changed and the company's work teams are now focused on new customers and new markets. Customer needs have evolved and there are new global competitors and compliance requirements to address. Clearly, the current diversity strategy was no longer relevant and needed an update.
The company's Vice President of Global Diversity also wanted to see spaner ownership by the CEO and the entire management team. The need to update presented a golden opportunity — to design accountability into the strategy up front.
What would the new strategy look like for Gotham? What should people be held accountable for? They began by identifying the general roles that managers and individual contributorsfrom the CEO on down have in all aspects of their respective work teams:
Role model and leader Change agent Communicator Engaged, active participant.
Achieving meaningful business results through diversity and inclusion means changing the way things are done on a daily basis. For most companies this means changing the organizational culture. The CEO cannot do this alone! He or she needs committed role models and change agents throughout the organization.
As Gotham's VP of Global Diversity contemplated this, the first key to success became clear — directly aligning the new diversity and inclusion strategy to the CEO's core objectives and priorities. During the last round of business strategy planning the CEO commented, "I'm willing to own a set of objectives I agree with, and sign myself up to them." Why was this quote so crucial? The CEO was stating under what conditions she was willing to be accountable for something! The quote holds two gems:
First, the CEO expressed willingness to "own" objectives she agrees with. What do most CEOs agree with? Plans and actions that help them achieve key business priorities — the results the Board expects to see. The diversity and inclusion strategy must align with the CEO's business priorities if she is to champion the strategy. Second, the CEO also expressed willingness to "sign myself up." Accountability is a choice, not a command. Diversity and inclusion must be so compelling that the CEO and all other employees make a voluntary choice to accept accountability. It's about commitment and accountability. But how do you gain commitment and deploy such a strategy?
The Business-Aligned(SM) Planning Cycle.
Over the years I developed an approach that has worked in several companies in different sectors of the economy. It applies equally well in corporations, government agencies, non-profits, educational institutions and other organization environments.
By implementing a Business-Aligned(SM) diversity and inclusion strategy these companies have increased team productivity, engaged senior executives in diversity, increased workforce diversity, generated new levels of innovation and creativity, and redefined their approach to product development, marketing and sales. My work with the VP of Global Diversity was guided by a strategic planning cycle.
The golden path in Figure 1 shows how everything in the cycle is aligned to key business strategy and objectives. Here's the process:
Gotham's key business strategies were to:
Establish a presence in three new markets (two commercial and one consumer) and build market share. Increase R&D and manufacturing productivity to reduce time-to-market by at least three months, consistent with the trend toward shorter product life cycles. Increase R&D and marketing innovation to provide new features popular with the intended new customers. Simultaneously, Gotham expected the new features would help retain current customers. Increase retention of key people in specific types of jobs that were in high demand and where Gotham was losing people to the competition.
Given these priorities, the next step was to understand the workforce and work environment changes needed to help achieve those key business priorities. The VP conducted an assessment to define appropriate initiatives and metrics. With the idea in mind of designing accountability into the diversity strategy, the VP interviewed the CEO and senior leadership for input about the business strategy, workforce and work environment. The resulting themes guided the rest of the work.
Somewhat to the VP's surprise, almost everyone spoke openly and at length. They were happy to see someone asking for their input! This approach garnered valuable information. It also demonstrated the VP of Global Diversity's capacity to work as a business partner.
Senior leadership's challenge, though, was rethinking diversity and inclusion. The approach made sense. They needed the right workforce and work environment to achieve their business objectives. These conversations suggested diversity and inclusion might contribute directly to their business results.
Choosing to Accept Accountability.
At this point, the VP of Global Diversity had an "aha moment" about his role in "marketing" and "selling" Gotham's diversity strategy. O que? Diversity and inclusion are not about "building a better mouse trap" and hoping they will use it? It takes active, targeted marketing and sales to get people across the company to accept their personal accountability for any strategy.
Faced with how to make this happen, it always helps to go back to basics. The VP consulted the dictionary and found accountability described as "an obligation or willingness to accept responsibility or account for one's actions."
Getting employees to choose to accept accountability meant appealing to their sense of either obligation or willingness. Practically speaking, this leads to the two fundamental equations of accountability:
Both work, but the compensation budget for annual bonuses isn't always big enough to make a difference in everyone's compensation. Ego, on the other hand, is more practical. We certainly can appeal to everyone's ego, their sense of self and self esteem.
The VP of Global Diversity thought about putting this into action. One part of the strategy called for each business unit to increase productivity and/or innovation through diversity and inclusion. The metrics were percent increases in the relevant employee survey questions and whether the unit achieved best-in-class performance.
As we worked this process, how to design accountability into this part of the strategy became clear — appeal to ego through the leaders' and managers' zest for competition. The VP created a quarterly report that compares the progress of all the units.
The CEO would send a copy of the report to each business unit leader with a note of encouragement. Some read, "Thanks for your leadership in helping make this important change happen." Some read, "Your unit seems to be lagging a bit. This objective is important to me personally. I look forward to your renewed focus and to spaner results."
Which would you prefer to receive? Would you be motivated to get the first one? Effective up-front design of metrics and reporting helps ensure that people choose to accept accountability for achieving results.
A Potential Champion and Role Model Emerges.
Now that planning was in action, the question arose, "How do I make this real?" The VP realized he needed a business unit leader who could serve as a champion and role model. The VP of Research & Development (R&D) was probably the most skeptical member of the senior leadership team.
When they met he said, "R&D must improve its productivity and ability to innovate. This is crucial to providing the ongoing rapid introduction of new products so important to the company's continued business success. Can you help me achieve this?"
As they spoke, three core needs surfaced:
Some members of the R&D leadership team had difficulty relating to members of the highly diverse R&D team. Parts of the organization were experiencing conflict manifested as ineffective working relationships. Product development teams seemed to discard novel ideas and focused on the "tried and true."
The VP of Global Diversity observed, "The first two needs you mentioned are about managing effective relationships in diverse teams. The third one relates to how a diverse team discusses ideas and makes decisions."
These are excellent examples of how the right diversity and inclusion initiatives will address critical business issues. He provided more background and explained that R&D's excellent work achieving a diverse workforce had expanded the pool of knowledge, skills, life experience, perspectives and expertise. Productivity and innovation are about making effective use of this capacity.
He emphasized the importance of building team effectiveness, and using interpersonal skills and decision making to drive inclusion. By building on everyone's ideas through creative problem solving the team could generate more effective business results.
The VP of R&D said, "I hear you. How do we do it?" The VP of Global Diversity explained, "We develop individual intercultural competence to effectively understand and communicate with people of different backgrounds. We have validated instruments available to measure individual and group fundamental worldview orientation to cultural differences, or how they react to and work with people who are different."
The VP of Global Diversity suggested they address the first two needs. First, they decided to measure the intercultural sensitivity of each member of the R&D leadership team. Then, by providing developmental coaching and feedback tailored to their needs, they could build competence at reacting to, understanding and working with team members of differing cultural backgrounds.
Second, for the team members experiencing conflict, they decided to do something similar except the feedback would be to the group rather than to individuals. They agreed to focus on building the team's ability to work effectively as a team. This approach was more cost effective than providing individual feedback and the group would still benefit from the experience and learning.
Third, they identified that the product development team needs were a bit different. "My sense is that these folks are comfortable with difference although they need some tools to improve their decision making," explained the VP of Global Diversity.
For this group they assembled a tool kit that each team leader could use to conduct a meeting. The team would watch a video about how other teams have worked well together and achieved great results. The team leader would also explain what diversity and inclusion means here at Gotham. The group would then initiate action planning to come up with specific ways they would change their team discussions and decision-making processes to better include everyone's perspectives.
The VP of R&D admitted, "I'm still a bit skeptical although I've got to admit this sounds promising. You're focusing on my business needs and you're sensitive to expense. I'd like to give this a real try. Come to my next staff meeting. I'll introduce the subject and what we need to accomplish. I'll also summarize our conversation today and ask you to give more details. We'll get my team engaged in deploying this throughout R&D. I expect, though, to see some meaningful results within a year. OK?"
The VP of Global Diversity was absolutely delighted. Here was a budding champion. This process and the resulting success stories could become the core of his company-wide communications plan. Other members of the senior leadership team would be calling asking to be next.
Em conclusão.
The VP of Global Diversity reflected on all that had been accomplished. Past diversity efforts had raised awareness very well although they had no clear benefit to business results. Surveys showed little lasting impact for employees. Taking this into account, he took an entirely different approach — starting from business objectives and working back to identify the appropriate areas of focus for a new diversity strategy. Initial results seemed promising.
Leaders were beginning to think of diversity, inclusion and corporate culture in entirely new ways. They seemed to "get" the link to business. Leaders were engaged. So were middle managers. This seemed sustainable, given ongoing communications and a commitment to stay aligned with evolving business needs.
Can this work in your organization? In my experience the answer is a resounding YES. Shifting your own and your leadership team’s perspective about diversity and inclusion to think of it as a core business initiative may be challenging. The potential benefit to your business and to everyone in the company is enormous.
Business-AlignedSM is a Service Mark of MDB Group, Inc. This is a case study of a hypothetical global corporation based upon an amalgam of the author's professional experience. Merriam-Webster's Collegiate Dictionary, Eleventh Edition, 2004.
Peter Bye is the President of MDB Group, Inc. , a consulting firm that specializes in improving their clients’ business results and reputation. MDB Group's clients include companies ranging in size from small to Fortune 500 and not-for-profit organizations. MDB Group assists its clients by applying leading-edge thinking and expertise about how diversity and inclusion can drive leadership style and achieve meaningful business results.
From /The Diversity Factor/, Volume 13, Number 4, Fall 2005. Used with permission. Todos os direitos reservados. For more information about /The Diversity Factor/ quarterly journal, please visit its website at diversityfactor. rutgers. edu.
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5 Strategies for Promoting Workplace Diversity.
Guest Contributor Jennifer E. Johnsen is a shareholder at the law firm of Gallivan, White & Boyd, P. A. (GWBlawfirm). She chairs GWB’s Diversity Committee and is a former member of the firm’s executive committee.
Strong diversity management can provide organizations with a competitive advantage in the market. As global and regional demographics change, the continued growth of an organization may depend on attracting and retaining qualified employees who offer different perspectives and are better able to understand the diverse backgrounds of the customers, clients and communities they serve. In order to attract and retain these highly desired employees, organizations need to work diligently to incorporate an effective diversity program into the workplace.
These five strategies can help organizations develop and leverage their diversity programs.
DIVERSITY PROGRAMS MUST BE ALIGNED WITH STRATEGIC PLANS.
One of the keys to the long-term success of a diversity program is to develop a diversity strategy using the same deliberate goal-setting processes used to formulate traditional business-related goals. What is the goal of diversity at your organization? How broad is your diversity focus? Strategic plans around diversity should include quantitative goals along with specific timelines for reaching benchmarks and measuring progress, all of which provide direction and promote action by employees. And having a well-defined strategy will help your business attain its goals, whether those goals are to provide better service to clients, create a more inclusive workplace culture, recruit and retain highly-qualified and talented diverse employees, or implement programs which will create a pipeline of talent for the future.
CREATE A DIVERSITY COMMITTEE.
Employee buy-in is essential to accomplishing the goals of your diversity program. One way to achieve it is to create a stand-alone diversity committee representing all facets of your organization, not just your top executives, and make sure your organization’s leadership plays a visible role. Empower the diversity committee to develop a diversity statement which is consistent with your strategic goals and empower the committee to develop programs to support diversity. Such programs may include lunch-and-learns with featured speakers, diversity workshops, mentoring, community outreach programs and the creation of workplace affinity and employee resource groups.
BECOME INVOLVED IN THE COMMUNITY.
Encourage employees to participate in professional and civic organizations that promote diversity. Involvement with these organizations not only provides excellent networking opportunities, but also fosters collaborations that may enhance access to a larger pool of diverse candidates. Community involvement has the added benefit of strengthening relationship among employees as they come together to serve groups they are passionate about. Many organizations in South Carolina exist that recognize the benefits afforded by a diverse workforce. For example, the South Carolina Chamber of Commerce, the Greenville Chamber of Commerce and the Riley Institute at Furman University have come together with a group of businesses in South Carolina to create the Diversity Recruitment Consortium. The DRC works together with businesses to develop innovative programs, practices, and processes to increase the diversity of professional and executive talent in South Carolina based organizations.
BE DELIBERATE WITH HIRING PRACTICES.
Growing a diverse workforce doesn’t just happen. It requires deliberate, intentional conduct. If the pool of qualified applicants you are seeing does not reflect the diverse demographics of the region or the clients you are serving, you may need to expand your search beyond traditional hiring sources. For example, in the legal field, a source for potential candidates is historically black law schools or through regional job fairs, not just recruiting at traditional venues. Of course, diversity goes beyond gender and race. Does your candidate have a passion for the arts or music? Does he or she self-identify a particular religious preference or cultural interest? Many times a candidate won’t accept a job because of misperceptions about the diversity (or lack of diversity) of the organization or geographical area. How do you combat those misperceptions? One way is to expose the candidate to a broad range of personnel in the recruiting process; another is to provide your candidate with access to information and people who can address any unique issues or concerns he or she may have. Don’t be afraid to think outside the box to “seal the deal.”
USE COMPANY INTRANETS.
If you have a company intranet, include a diversity page where the diversity committee can post updates and information about what the organization is doing from a diversity standpoint, upcoming community events and other relevant programs. At Gallivan, White & Boyd (GWB), we introduced an initiative called “Sharing Our Story” which features interviews of different members of the GWB team, highlighting what makes them unique. As our office has grown from one to three locations, this initiative has provided us with an opportunity to get to know employees at our other offices who we don’t get a chance to see very often.
Workforce diversity and inclusion promotes employee productivity, retention, team collaboration and commitment, all of which ultimately add value to the services provided to clients. In an increasingly competitive business environment, every advantage is important. A successful diversity program can give organizations an edge if the program is managed correctly, supported by leadership and employees at all levels, and aligns with the business strategies of the organization.
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Diversity.
Defence Diversity & Inclusion Strategy.
Our Strategic Goals for Diversity and Inclusion in Defence.
To achieve our intent for diversity and inclusion in Defence, we must strive to realise the following five strategic goals to maximise and optimise on our people capability for now and into the future.
Goal 1: Defence is a flexible, adaptable and agile organisation that is able to accommodate the diverse needs of people as they move through various life and career stages.
Defence must become a more flexible, adaptable and inclusive organisation to attract and retain talent in a competitive environment.
It is necessary for Defence to understand and recognise the diversity of its current and future workforce and respond flexibly to the individual needs, life stages, culture and practice of its people. By implementing mechanisms and support structures that enable the retention and development of high - value personnel, Defence will benefit from maintaining a motivated, engaged and talented workforce.
Defence needs to understand the reasons for people exiting Defence during the recruitment process and at various points throughout their life and career. This understanding will enable Defence to build processes and policies that ensure greater through-career retention. Defence needs to remain engaged with high-value people who choose to leave Defence and afford them every opportunity to return to the organisation.
By being accommodating of people’s needs, Defence will continue to develop a positive and inclusive work environment that delivers commitments.
Defence will have achieved this goal when Defence has the workplace structures, systems and procedures in place to assist our people to effectively balance work with family, carer responsibilities, cultural obligations, and other commitments and interests in their lives; and Defence has the flexibility, adaptability and agility to support our people as they move through the various stages of life and career.
Goal 2: Defence utilises creative, targeted human resource solutions to achieve the numerous strategic capability benefits that diversity brings to all levels of the organisation.
Defence has a need to enhance capability through diversity and inclusion and can achieve this by being competitive for the best talent for a career in Defence and utilising this talent effectively. By implementing targeted human resource solutions, Defence has the opportunity to attract, recruit, retain, progress, and develop people from a broader range of diverse groups and to benefit from the energy, values, and perspectives that this broader talent pool can offer.
Defence will more deliberately identify and develop strategic partnerships in the wider Australian community, including with cultural, educational and sporting organisations, to engage and attract a diverse range of talent.
By embracing diversity and inclusion, Defence can ensure that they are able to employ people with the right skills in the right numbers at the right time by focusing on both the needs of Defence and the needs of employees from diverse backgrounds.
Defence can benefit immensely from utilising the diversity of our workforce and drawing strength from our diversity.
This goal will have been achieved when Defence has agency, human resource, and services and groups plans, including strategies to attract, recruit, develop, and retain our people, that champions the value in the diversity of our people and applies that diversity to its advantage by drawing on the skills and experiences of its people to achieve Defence objectives. Defence will be successful when it continues to have the People Capability to deliver on its objectives and commitments and meet Government requirements.
Goal 3: Defence recognises and understands that true inclusiveness does not mean treating everyone exactly the same way, all the time.
Every person in Defence should have an equal opportunity to contribute to the organisation. However having equal opportunity does not necessarily mean treating everyone the same at all times. People come with their individual circumstances, life experiences, culture, and needs. As such, in some circumstances, people need to be treated differently to provide them with the same opportunities.
Defence needs to recognise individual differences, whatever they may be, and be considerate of accommodating those needs to enable all to contribute to the best of their abilities.
To be an inclusive employer, Defence will acknowledge the different characteristics each person has, and appreciate and value these as qualities that can enhance productivity and our capability.
To achieve this goal, Defence will have recognised the diversity of its people and applies flexible and supportive approaches to workplace conditions and career pathways to enable access to, and the full employment of, the skills and experiences of every member of its workforce. Defence will have fully applied the strategies and plans that support diversity and inclusion in the employment of its people.
Goal 4: Defence is viewed by all as an organisation committed to diversity and inclusion.
When diversity and inclusion are embraced by an organisation as an asset to enhance learning and effectiveness, performance is enhanced. 1 The Diversity Council of Australia provides international evidence for increased productivity through diversity. Defence’s progress in harnessing diversity and inclusion to enhance capability will not only be measured by the increased representation of priority groups in our organisation, diversity will also be measured by the influence that the Defence culture allows these groups to have and by the extent to which Defence understands that diversity and inclusion is a resource for building effectiveness and capability. Enhancing capability through diversity will mean increasing the diversity and inclusion in Defence leadership as well as diversity and inclusion in its workforce overall.
When the diversity of Defence people reflects the broader Australian society, Defence will secure the trust and respect of the Australian community, Government, and the Defence workforce. When Defence is viewed as an organisation that is committed to diversity and inclusion, Defence will only benefit.
Defence will show their commitment to diversity and inclusion by:
Having leadership accountable for driving and promoting diversity and inclusion. Challenging traditional models of recruitment, progression, development, and retention. Incorporating diversity and inclusion into policies and practices where feasible. Viewing diversity as an opportunity to build capability. Being accountable and contributing to Government diversity initiatives.
Defence will achieve this goal when a career in Defence is considered by people from all parts of the Australian community, when Defence capitalises on diverse perspectives, views and attitudes of their workforce, and when Defence creates an environment where people can thrive and individual diversity is retained and valued.
Cultural Diversity at Work: The Effects of Diversity Perspectives on Work Group Processes and Outcomes. Robin J Ely and David A. Thomas Harvard University June 2001.
Goal 5: Defence has strategies in place to support the employment of identified diverse groups that require immediate priority attention.
As an organisation, Defence does not accurately reflect the society from which it is drawn. In many regards, it lacks the perspectives and experiences of women, Aboriginal and Torres Strait Islander peoples and those of culturally and linguistically diverse backgrounds.
Harnessing all available leadership talent and ensuring a mix of skills, perspectives and experience is critical to increasing capability. Capitalising on diversity of thought and experience provides powerful leverage to problem solve more effectively, make sound decisions and to innovate.
Defence has identified the following diverse groups as requiring priority targeted attention for the period 2012-2017:
Women Indigenous Australians People from Culturally and Linguistically Diverse backgrounds People with Disability Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) people Mature Age and an Intergenerational workforce Youth.
Women, Indigenous Australians, people with disability, and people from culturally and linguistically diverse backgrounds have been identified as groups requiring priority attention as they have been recognised as an under utilised group within Defence, either as having lower than desired workforce representation or workplace participation rates. People who identify as LGBTI, the mature aged, and young people have been identified as priorities as Defence has recognised that more can be done to support inclusion and enhance the employment and engagement of these groups.
To achieve this goal, Defence has identified objectives to address the employment needs of each of these identified priority groups.
This goal will be achieved when the key objectives have been realised; when the diversity of the Australian community is reflected in our strategies to attract, recruit, develop, retain, and transition our people; and when we have the required People Capability to deliver on our commitments.
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MANRRS.
I have had the opportunity to work in the area of diversity and inclusion for over the last ten years and I can say from experience that implementing diversity and inclusion in a workplace is not an easy task. Everyone does not support diversity and inclusion efforts nor see the benefit of diversity and inclusion in the workplace. There will be many challenges in implementing this new strategy, but please understand that the rewards will outweigh the risks and will be huge for your company. It is extremely important that once diversity is addressed, strategies must be developed to make the workplace inclusive. As I have learned over the years, diversity plus engagement equals inclusion.
The first step in implementing diversity and inclusion is to understand the existing organizational culture and examining what the organization’s stance, particularly the leadership of the organization is on diversity. As an individual implementing diversity and inclusion, it is important to know whether you are starting from past efforts or if this is the first time diversity and inclusion will be discussed. If past efforts have been implemented, research why it was not successful and look to fill the gaps in the areas in which it failed. If it is the first time that diversity and inclusion will be implemented, it is important to form a team of individuals that can work together to create a plan of action for the company. Research diversity and inclusion strategies of similar companies and competitors and develop a detailed document that highlights their strategies and specific ways to implement diversity and inclusion in the workplace through the functions of hiring, recruiting, training, and resource groups.
When approaching the leadership of your organization, it is important to have supporting data that state the importance of diversity and inclusion by using statements such as diversity provides differing perspectives, creates innovation, reaches new clientele and markets, and that diverse and inclusive workforces drive employee productivity and retention.
If you receive the support of leadership and if they believe in your strategy, you will receive the support of others. The leadership may provide additional funds and resources to support your strategies. Present ideas from your findings on whether your organization would benefit from having a formal diversity and inclusion team that will include new hires or an informal team consisting of existing employees that will focus on forming relationships with those that represent the company in the various areas that are responsible for the recruiting, hiring, community outreach, training, and retaining of diverse employees.
After you have formed a team, researched competitors’ diversity and inclusion strategy, and spoken with leadership, it is important to actively engage the diversity in your company. Have resource groups, diversity networks, and events that can provide additional support to your cause and send a strong message that Diversity and Inclusion are vital to our company and are here to stay.