Diversity and inclusion
strategies are most effective and
sustainable when integrated
into business strategies
In today’s increasingly competitive market- place, the importance of creating a diverse work environment has never been more
important. But the sustainability of those diversity
efforts—that is, making diversity and inclusion an
integral part of the organization’s culture and fabric—is
A serious—and sustainable—diversity and inclusion
strategy is rooted in the company’s vision, brand and
business goals. Even when belt-tightening measures or
a change in leadership threatens to put diversity efforts
in the cross-hairs, diversity leaders remain steadfast in
their commitment to diversity and inclusion programs
and have systems in place, including mentoring and
talent development, that ensure organizational commitment for the next generation of business leaders and
“I think our challenge as executives is
to make certain that we create the next
generation of executives who will sit in
our chairs, who will guide the organiza-
tion and who will be broadly reflective of
the communities we serve,” said Ronald
Williams, chairman and CEO of Aetna,
No. 48 in the DiversityInc Top 50.
Diversity leaders understand that fostering a
culture of inclusion is a competitive advantage for
their customers, employees and company, fuels
innovation and strengthens their position in the
marketplace. A sustainable diversity and inclusion
strategy must play a central role in decision mak-
ing at the highest leadership level and filter down
to every level of the company.
Ensure that your CEO and leadership team are visible supporters
of diversity and inclusion initiatives.
Integrate diversity into every aspect of your business, including
the work force, customers, suppliers, products, services and the
communities you serve.
Discourage employee-resource groups from becoming their own
little sororities and fraternities within your company. Encourage
partnerships and collaboration between ERGs.
TOP 50 BEST PRACTICES
Address grievances and concerns immediately.
Increase diverse candidates in the internal and external hiring
OF CEO AND DIRECT REPORTS WHO ARE BLACK, LATINO,
ASIAN AND AMERICAN INDIAN
OF C EO AND DIRECT REPORTS WHO ARE WOMEN
OF COMPANIES THAT MEASURE MENTORING SUCCESS
2004 DIVERSITYINC TOP 50
2009 DIVERSI TYINC TOP 50