Diversity MBA Magazine - April 2008 - (Page 44) Employee-Affinity Groups: Corporate Ladders or Cultural Sojourns? by Jessica Priego Lopez Although experts in the diversity and inclusion arenas are not in 100% agreement about the role employee-affinity groups play in determining just how inclusive any given corporate organization really is or isn’t, it’s important to specifically examine their role, especially where the advancement of professionals from diverse backgrounds is concerned. Employee affinity groups are often highlighted as an important feature of a company’s commitment to diversity and positioned as a path toward advancement opportunities. Once employed, talented professionals join employee-affinity groups and assume they provide access to leadership, a communication channel regarding key openings at the company; and a meeting place for colleagues with similar backgrounds or interests. Based on mixed experiences and findings, the question remains, Are affinity groups the mechanism leadership looks to in developing, identifying, and tapping talent for seniorlevel positions, or do they represent the equivalent of scheduled cultural exchanges and social gatherings with little impact on an individual’s success, recognition, or advancement? The Spectrum Employee-affinity groups certainly aren’t all the same. As with most programs borne out of corporate diversity and inclusion initiatives, their sophistication depends greatly on where a company sits on the diversity spectrum. Often, firms with a shorter history or less formal commitment to diversity may have fewer systems in place to make affinity groups a w w w. d ive r s it y mb a ma g a z in e. c o m 44 http://www.diversitymbamagazine.com
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