HRO Today June 2015 - 53

Workplace Diversity
organizations had very informal diversity efforts,
many with no formal structure. What's holding back
the effort and commitment?
Often, the biggest obstacle is simply knowing where to
begin. Randstad Sourceright looked at survey statistics
and commentary addressing diversity issues as they
relate to companies across North America, EMEA, and
APAC, for the whitepapers, Driving Diversity in the
Global Workforce. When formulating a structure, the
most pressing diversity challenge is not about knowing
the answers; it's about knowing which questions to
ask. Four key questions come to mind.
1. Do we have a core statement about our position on
diversity that reflects our relationship with our markets,
our customers, and our talent?
An effective diversity program begins with a core
understanding of the company's position on diversity.
That's where the core statement comes in. An
organizational definition of diversity provides the
foundation to communicate the vision and to build
a more inclusive and innovative work environment.
There is no one-size-fits-all diversity statement.
The approach should embody overall organizational
goals and objectives while taking into account
the various demographics of the company. A
comprehensive diversity statement includes the
following elements:
* Statement of purpose that clearly outlines why
diversity is important to the organization
* Inclusive language to indicate openness to everyone,
not just historically disenfranchised groups
* Linkage to corporate vision and values
* Statement of the strategic business benefits of
diversity as a by-product
* Branding the organization as an employer of choice
* Linkage to talent management and succession
planning goals
2. What is our diversity strategy today, and how it is
evolving for the future?
Whether you are addressing gender or ethnic
How a company
communicates the
specific objectives, clea
definitions of success, an
transparency of process
for a diversity plan goes a
long way toward achieving
results and will win longterm
buy-in and support.
diversity, or engagement of differently-abled,
veterans, or other groups, there is a big difference
between diversity activity and diversity strategy.
Activity from one-time corporate social responsibility
events to related publicity has a positive, but limited
effect on employer brand and employee engagement.
A longer-term approach will yield consistent
positive results that can prove critical in elevating an
organization's reputation as an employer of choice.
An effective strategy embraces all facets of diversity.
There are many ways to break down the components
of a strategy. Typically, talent acquisition and public
relations are important to a company's diversity
efforts. Along with these efforts, corporate social
responsibility may also be included. These areas of
focus are generally concerned with outreach and
awareness for the market, which is important. To
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HRO Today June 2015

Table of Contents for the Digital Edition of HRO Today June 2015

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