the workforce benefits of a diversity-management plan.
Seventy percent of our workforce will be women and/or
Blacks and Latinos by 2017. Women receive 57 percent
of bachelor’s degrees. Thirty-four percent of people
with ADA-defined disabilities are college educated
versus only 26 percent of the total population. Diversity
management for the workforce is simple and pragmatic.
It doesn’t even reach the bottom rung of “visionary.”
What is visionary is to allow diversity management to
transform the marketplace, innovation processes, inves-
tor relations and supplier sources. Fewer than five of
our DiversityInc Top 50 companies do this on a strate-
gic basis—the common thread is CEO involvement.
We’ve developed a flow chart for our benchmarking
customers of key best practices, metrics-driven results
and resources deployed. We’ll be rolling it out this year.
It helps identify where a company is in its diversity-management development. We can illustrate the best
possible practices to emphasize for maximum results.
Our stages go from “Stage One” through “Stage Four,”
but there aren’t any “Stage Four” companies yet. As a
company becomes stronger in its management, the benefits become more systemic.
The beauty is in the potential—aside from the ability
to attract and retain the best and brightest employees, a
fully leveraged diversity-management effort will maximize an organization’s ability to innovate, “listen to its
customers,” out-market competitors and build margin.
The core of diversity management has a very simple
premise: “I’m not different than you, I’m different like
you.” When we accept differences forthrightly as assets,
we can fully bring in the innovation that is at the edges—
and predict the future. I
Luke Visconti, CEO
VOLUME 9 NUMBER 3 | WWW.DIVERSITYINC.COM
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