innovation through diversity

8/4/2019 Innovation Through Diversity

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in association with:

Global Diversity anD inclusion

Fti Iti Thh Di Wkfc


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Key Findings 3

Methodology 4

Diversity and Inclusion: A Formula for Success 4

Diversity Is a Key Driver of Innovation 5

A Diverse Workforce Attracts Top Talent 7

Diversity and Inclusion Efforts Are a Given 11

Diversity Goals and Priorities 13

The Buck Stops at the C-Level 15

Progress Has Been Made But Barriers Still Exist 17

Conclusion: A Diverse and Inclusive Workforce Is Critical for Success 19

Table oF ConTenTs


3/20

Dverstsaedrverofnnovatonandsartaomponentofensessfonaoasae.

Senior executives are recognizing that a diverse set o experiences, perspectives, and backgrounds is crucial to

innovation and the development o new ideas. When asked about the relationship between diversity and innovation,

a majority o respondents agreed that diversity is crucial to encouraging dierent perspectives and ideas that

oster innovation.

Adverseandnsveworforesraforompanesthatwanttoattratandretantoptaent.

Competition or talent is ferce in todays global economy, so companies need to have plans in place to recruit, develop,

and retain a diverse workorce.

Neararespondentsreportedthattherompaneshavedverstandnsonstrateesnpae.However,

not all o the plans are identical. About a third said their companies have global strategies that allow or minimal regional

deviation, while hal said that their organizations have a global plan that also allows or dierent strategies and programs

in order to address regional needs or cultural dierences.

Oranatonsdverstoasandprorteswonthanesnantoverthenextthreeears.When asked

about their companys current diversity and inclusion priorities, 43% cited retention and development o talent, ollowed

by ensuring diversity in the workplace in general (35%), developing a robust pipeline o diverse talent (29%), and managing

cross-generational issues (28%).

Responstforthesessofompansdverst/nsoneffortseswthsenormanaement.In order

or a diversity/inclusion plan to have real meaning, there needs to be accountability and oversight. Seven out o ten

companies reported that the buck stops at the C-level and their board o directors.

Snantproresshaseenmadetodandretandverseworfores,ttherearestsome

mpedmentstoompanesefforts. Respondents eel theyve made progress in gender diversity, but they eel

theyve allen short in areas such as disability and age.

Key FInDIngs


4/20

The basic ormula or diversity is rapidly evolving. It is no

longer simply a matter o creating a heterogeneous work-

orce, but using that workorce to create the innovative

products, services, and business practices that can set a

company apart and give it a competitive advantage in the

marketplace. And as companies compete on a global scale,

diversity and inclusion requently have to shit, as dier-

ent markets and dierent cultures have varied denit ions o

what diversity means.

Today, diversity and inclusion eorts are de rigueur

or almost all companies. Executives understand that their

companies cant be successul on a global platorm i they

dont have a diverse and inclusive workorce. A diverse and

inclusive workorce is necessary to drive innovation, os-

ter creativity, and guide business strategies. Multiple voices

lead to new ideas, new services, and new products, and

encourage out-o-the box thinking. Companies no longer

view diversity and inclusion eorts as separate rom their

other business practices, and recognize that a diverse work-

orce can dierentiate them rom their competitors and can

help capture new clients.

To gain a better understanding o the role that diversity

and inclusion play in companies around the globe, Forbes

Insights conducted a comprehensive survey o more than

300 senior executives. All o the executives were involved

in developing, implementing, or managing strategies or

programs related to diversity and inclusion or their com-

panies workorce. The companies that participated in the

survey had revenues o at least $500 million and went up to

more than $20 billion. Geographically, respondents were

rom the three global regions: the Americas, Asia Pacic,

and Europe, Middle East and Arica.

In addition to the survey, one-on-one interviews were

conducted with more than a dozen diversity ocers, board

members, and senior executives rom large, multinational

corporations. The interviews not only refected the nd-

ings o the survey, but also provided a detailed look at how

companies are putting diversity to work or them, and how

a diverse and inclusive workorce is essential or driving

innovation and guiding business practices.

DIversITy anD InClusIon

a Fm f scc

What does it mean to be diverse? What do your diversity eorts entail? Do the diversity eorts you

maintain in your home market carry through to other markets around the globe? And perhaps most

importantly, what is the business case or diversity and inclusion?

MethoDoloGy

te rm repr bed e reul urvey d e--e erve dued by Frbe ig.

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lrge glbl eerpre ul reveue mre Us$500 mll. Mre 40% rked r mpe ul reveue $Us5 bll r mre.

nerly l (44%) repde d c-level le r ere brd member. te remder d le drer r bve. i erm u, rd (33%)

repde ere vlved rpre mgeme, 32% ere hR r le mgeme, 21% ere bue per, d 12% ere fe.

Gegrplly, repde ere rly evely pl beee e amer (35%), a-Pf (34%), d Eurpe/Mddle E/ar (31%).


5/20

The business case or diversity and inclusion is intrinsically

linked to a companys innovation strategy. Multiple and var-

ied voices have a wide range o experiences, and this can

help generate new ideas about products and practices. Survey

respondents overwhelmingly agreed that a diverse and

inclusive workorce brings the dierent perspectives that a

company needs to power its innovation strategy. (Fig. 1)

This is particularly true or the largest companies.

Among companies with more than $10 billion in annual

revenues, 56% strongly agreed that diversity helps drive

innovation. Because o our diverse workorce, weve

experienced a boost in productivity. When you can move

people to contribute to their ullest, it has a tremendous

impact, noted Rosalind Hudnell, d irector o global diver-

sity and inclusion at chip maker Intel.

We have a vast amount o diversity [within the com-

pany] that comes into work every day to bui ld technology

that plays out around the world. You cant be successul on

a global st age without it, Hudnell added.

Respondents in Asia also were more likely to see a

link between diversity and innovation. In the APAC

region, 56% strongly agreed with this notion, com-

pared to 48% in the Americas and 41% in EMEA. In

Asia Pacic, were ocused on leveraging diverse skil ls in

growth markets and gett ing better gender representationin senior management, explained Niki Kesglou, head

o diversity and inclusion, Asia Pacic, or nancial ser-

vices rm Credit Suisse.

A diverse and inclusive workorce can al so help ensure

that a companys products and services are respectul o

their clients cultures. Companies such as AT&T, Mattel,

Intel, and others have employee groups that oster inclusion

among women and other minorities within their organi-

zations, and also provide valuable insight into the markets

they refect. Our Employee Resource Groups (ERGs)

are very important to us. They help us dene products

that work or their regions or demographics, said Mattel

diversity board member Huey Wilson, the companys

vice president o human resources, worldwide operations.

In addition, he continued, these diverse employee groups

have saved the company rom making some embarrassingand potentially costly mistakes. We have to make sure that

were culturally sensitive. There have been some big near

misses that we might not have avoided without the ERGs.

Frdric Roz, CEO o LOral USA, said that given his

companys global ootprint, it is critical to have executives

and employees representative o dierent regions and eth-

nicities. I have worked in Russia, Argentina, and Europe,

and it has helped me to understand the dierent cultures

and people, he said. Roz added that these insights help

Diit I K Di f Iti

Diversity osters creativity. We need to generate the best ideas rom our people in all levels o the

company and incorporate them into our business practices.

FRDRicROz, chie executive ofcer, LOral USA

FiGure 1: A diverse and inclusive workorce is crucial to encouraging

dierent perspectives and ideas that drive innovation.

48%

37%

11%

3%

1%

Strongly agree

Somewhat agree

Somewhat disagree

Strongly disagree

Dont know


6/20

inorm product development and can also guide business

practices. We have dierent brands that meet the diverse

needs o our consumers, but another benet o being a

player in dierent regions is that you can pick up ideas rom

the outside and apply them to the business.

At the end o the day, when youre creating an envi-

ronment where people can come together and bring their

own views and eel respected, competitively, your company

will do so much better, added Debbie Storey, senior vice

president o talent development and chie diversity ocer

at AT&T.

Looking ahead, more than three quarters o respondents

reported that their companies are looking to ocus more on

leveraging diversity or innovation and other business goals

over the next three years. (Fig. 2)

FiGure 2: Over the next three years, how will your ocus change on

leveraging diversity or your business goals (including innovation)?

Signifcantly more ocus Somewhat more ocus

Somewhat less ocus

Signifcantly less ocus

Dont know

15%

40%

38%

5%

2%


7/20

In the ght or global talent, diversity and inclusion policies

are being designed specically as recruiting and retention

tools, helping to broaden the pool o talent a company can

recruit rom, while also helping to build an employment

brand that is seen as ully inclusive. I you want to attract

the best talent, you need to be refective o the talent in that

market, said Eileen Taylor, Deutsche Banks global head

o diversity.

Among survey respondents, most (65%) have in place pro-

grams specically to recruit diverse employees. (Fig. 3) Fewer

ollow that up with diversity-ocused development (53%), and

just 44% have specic diversity retention programs.

Companies take a variety o tact ics to engage the kinds o

diverse populations they hope to bring on board. Many orga-

nizations including AT&T and Mattel enlist their employee

groups to act as company ambassadors. These groups reach

out to talent by attending external job airs, conerences, and

community events. The more they reach out to the public,

the more it will help ll our talent pipeline, said Mattels

Wilson. In addition to the employee outreach eorts, com-

panies such as Intel and Credit Suisse orge long-standing

relationships with universities to tap into talent, while many

others also rely on other outsourcing channels, including

vendors, to reach a broad range o candidates.

a Di Wkfc attct Tp Tt

We are in 75 countries and we want to hire the best talent in each locale. Diverse teams and

companies make better decisions.

EilEENTAylOR,global head o diversity, Deutsche Bank

FiGure 3: Do you have any ofcial programs in place specifcally to recruit,

develop, or retain a diverse or inclusive workorce?

0% 50% 100%

Ye, rerume

53

44

12

2

Ye, develpme

Ye, ree

n. we ve geerl prgrm ple, bu pelly ued

dvery/lu

n, e d ve y prgrm ple

65

FiGure 4: When it comes to recruitment o a diverse workorce, where do

you go to fnd your talent?

0% 50% 100%

Uvery/grdue l dvery

50

49

38

37

ser rm

Dvery-ued jb r

Dvery r pel-ere-ued jb ebe

Emplyee reerrl

52

36

27

25

a dvery-ued emplyme prl ur ebe

wrd--mu

n-pr /ee


8/20


9/20

Among survey respondents, outward-acing recruit-

ing eorts are still the predominant method or diversity

recruitingessentially supporting groups and events that

specically cater to diverse job candidates. (Fig. 4) More

than hal (52%) o respondents go to university or gradu-

ate school diversity associations to recruit talent; 49% are

involved in d iversity-ocused job airs.

This is not to say that word-o-mouth and employee

reerrals are not being used. At Mattel, or example,

employees receive a monetary reward when they reer new

hires, and the company recently hosted a womens con-

erence in Southern Caliornia to attract more women to

the company. At technology companies such as Intel and

AT&T, some o their eorts are aimed at getting more

women and minorities into STEM (Science, Technology,

Engineering and Math) Programs. The gap or women

and minorities in STEM is long-standing and will continue

to be, so were working to get women and others into this

eld, said Intels Hudnell.

Ultimately, there is a strong link between recruitment

and development programs; a companys ability to recruit

diverse talent successully oten depends on its ability to

execute on its promise to provide solid job advancement

opportunities. These programs can range rom continued

skills training to tuition reimbursement to active mentor-

ing by senior management. One such program is AT&Ts

Know and Grow initiative. The company ensures that

all high-potential candidates in the program, particularly

emales and minorities, are exposed to senior executives

who spend a signicant amount o time advising and

mentoring them. Among survey respondents, 62% rely

on proessional development groups to oster employeedevelopment, ollowed by employee resource/network-

ing groups (61%), and diversity-ocused mentoring groups

(61%). (Fig. 5)

Closing the loop, among the companies that oer

diversity-ocused retention programs, 70% track progress

through regular employee reviews and eedback on com-

pany policies, 59% track attrition by various categories, and

58% use programs that tie managers perormance to devel-

opment goals. (Fig. 6)

FiGure 5: Which o the ollowing programs do you currently have in place

specifcally to develop diverse/inclusive t alent?

0% 50% 100%

62

Prel develpme prgrm

61

61

46

20

Dvery-ued merg prgrm

Emplyee reure/erkg grup

al dvery-ued prel rgz

orgz mmu ued dere grup

FiGure 6: Which o the ollowing programs do you currently have in placespecifcally to retain diverse/inclusive talent?

0% 50% 100%

70

Regulr reve d pu eure e rre prgrm re ple

59

58

39

trkg r by vru egre mr prgre d develpme

Prgrm e mger perrme develpme d ree dvere emplyee

Ex erve rkg

trkg prm re dvere grup

35


10/20


11/20

Competing on the global stage presents companies with

a series o challenges. In addition to the routine concerns

that companies ace such as managing growth, build-

ing a sound inrastructure, and keeping an eye on the

bottom line, expanding overseas has its own special chal-

lenges. Laws and regulations vary rom region to region,

and there are language and cultural barriers that can cre-

ate unanticipated problems or challenges. Which is why

organizations have ound that the best way to ensure their

continued success on a global scale is by having a diverse

and inclusive workorce.

Today, diversity and inclusion eorts are a given.

Companies arent paying lip service to the notion o

a diverse workorce. Instead, they have robust pro-

grams and policies in place to recruit and retain a cadre

o diverse employees. Nearly every company in the sur-

vey (97%) had ormal diversity and inclusion strategies in

place. Companies have to have a diverse workorce, said

Credit Suisses Kesglou. Its very important to our busi-

ness strategy and helps capture new clients and address

business needs.

LOral USAs Roz concurred. While we work hard

to retain our current consumers, the potential or addingnew consumers is in the emerging markets. And diversity is

key in this, whether were trying to reach men, women o

dierent ages, or women o dierent ethnicities.

Diversity and inclusion is not just about gender and

race. Certainly, programs ocused on gender diversity are

the most common; 81% o respondents indicated their com-

panies have them. (Fig. 7) That was ollowed by programs

ocused on ethnicity (77%), age (72%), and race (70%).

Further down the list, about hal o companies have disabil-

ity-based programs (52%).

Diit d Ici efft a gi

We couldnt have gone through all o the mergers and acquisitions and continue to be successul

without having a diverse workorce. Its important to our business strategy and it makes us more

innovative and competitive.

DEbbiESTOREy, senior vice president o talent development and chie diversity ofcer, AT&T

FiGure 7: Which o the ollowing is currently part o your organizations

diversity and inclusion eorts?

0% 50% 100%

Geder

Ey/l rg

age

Re/lr

Dbly

nly

sexul re

81

77

72

70

52

45

39

32

Veer u


12/20

Interestingly, while gender diversity and ethnicity pro-

grams are common around the globe, there are signicant

regional dierences. (Fig. 8) Its probably not a surprise

given dierent ethnic make-ups and distinct cultural pre-

erences. For instance, Asia-Pacic companies are much

more likely to have diversity programs related to age or

nationality. European companies are more likely to look at

disabilit y or sexual orientation.

According to the executives rom large, multinational

corporations that were interviewed, companies that want

to be successul need to have a workorce that refects the

demographics o the region they are doing business in. For

one, its important to oreign investors and clients to see

themselves refected in the companys junior and senior

teams. Secondly, local hires can help overcome language

barriers and navigate cultural nuances. And thirdly, it helps

rms attract new talent.

Age is another top concern among the respondents.

Todays workorce can span our generationsWorld War

II, Boomers, Gen X and Millennials. Each generation has

dierent expectations about work as well as dierences

in communication styles, how they use technology, what

motivates them on the job, and how they deal with others

in positions o authority. These dierences, i not addressed,

can be disruptive and lead to serious misunderstandings.

However, the common thread among the interviewees

is that diversity and inclusion eorts are an integral part o

how they operate, and that their companies are committed

to their programs and strategies.

Americas EMEA Asia Pacifc

FiGure 8: Which o the ollowing is currently part o your organizations

diversity and inclusion eorts? (by region)

80

77

86

78

76

76

75

67

66

67

68

82

4669

42

42

45

29

38

28

68

Geder

Ey/l rg

Re/lr

age

Dbly

sexul re

nly

0% 50% 100%


13/20

Organizations diversity goals and priorities wont change

signicantly over the next three yearsbut the impact o

diversity on innovation may be coming into sharper ocus

as executives increasingly try to harness the power o this

issue or driving business goals.

Companies spend signicant amounts o money

recruiting, training, and developing their employees, so

its not surprising that among some o their top priorities

is the retention and development o diverse talent. When

asked about their companys current diversity and inclusion

priorities, 43% cited retention and development o talent,

ollowed by ensuring diversity in the workplace in general

(35%), developing a robust pipeline o diverse talent (29%),

and managing cross-generational issues (28%). (Fig. 9)

Goals and priorities three years rom now are nearly

identical. However, more respondents said that leveraging

diversity or their business goals, including innovation, was

an increased priority over the next three years. (33% com-

pared to 28%).

Diverse teams and companies make better decisions.

And in the atermath o the nancial crisi s, diversity is even

more o a priority, said Deutsche Banks Taylor

In some instances, the emphasis on certain prioritiesvaries according to the size o the company. Companies

with at least $5 billion in revenues are putting signi-

cantly more ocus on retention and recruitment in regards

to diversity/inclusion programs than their smal ler counter-

parts. Its critical to our business strategy to hire, retain,

and develop our employees. They are our current and

uture leaders, said AT&Ts Storey.

Diit g d Piiti

Our goal is to be the worlds best bank, in terms o the value we represent and the innovativeness

o the products we oer. Having a diverse workorce is very important to our strategy. It allows us

to capture new clients and address the needs o our existing businesses.

NikikESglOu, head o diversity and inclusion, Asia Pacifc, Credit Suisse

Ree d develpme dvere le

Eurg dvery e rkple geerl

Develpg rbu ppele r g-pel dvere le

Mgg r-geerl ue

Levergg dvery r ur bue gl

Eurg dvery ll level mgeme

cumzg dvery/luvee gl by reg

Develpg ubly d meureme dvery

Redeeme e rereme ge

0% 50% 100%

FiGure 9: Which o the ollowing issues do you see as a top priority in your

diversity/inclusion eorts?

43

41

35

24

29

28

28

29

28

33

27

30

25

25

20

18

16

22

Today 3 years rom now


14/20

Additionally, respondents rom the largest compa-

nies are placing more ocus on customizing diversity

and inclusion policies to refect the trends o each region

the company has a presence in. For example, one execu-

tive pointed to how the companys eorts in Asia dier.

Hong Kong is very multicultural, so diversity and inclu-

sion eorts there resemble those in the U.S. However, in

China, the companys diversity eorts are ocused more

on persons with special needs, people with disabilities,

and people rom dierent socio-economic backgrounds.

Similarly, Deutsch Banks India diversity eorts are

ocused on individuals with disabilities. The company is

working with a Non-Governmental Organization (NGO)

to train people with disabilities to work at the company.

In India, disability is a big issue. You still see people with

polio or people who are blind because the drugs to treat

certain disea ses werent available, said Taylor.


15/20

When it comes to the strategy and implementation o

a diversity program, responsibility or the success o

companys diversity/inclusion eorts lies with senior

management. Seven out o ten companies reported that

the buck stops at the C-level and their board o directors.

In act, 35% eel ultimate accountability lies directly

with the CEO. (Fig. 10)

Since 2003, LOral USAs oce o diversity has reported

directly to the CEO. I have to be the champion o diversity

and inclusion, said LOral CEO Roz. It is my job to be a

role model and show how important this is to our company.

It is part o my responsibility to set objectives and monitor

progress within our teams.

Still, responsibility or creation o diversity programs and

overall implementation can lie elsewhere. At Mattel, the buck

stops with the CEO but its the [global diversity] boards respon-

sibility to be the driving orce and determine how we go about

measuring our success, said diversity board member Wilson.

Th bck stp t th C-l

I we couldnt measure the impact o our diversity and inclusion eorts and programs, it would be

a hard sell among company executives.

HuEyWilSON, vice president o human resources, worldwide operations, and diversity board member at Mattel

FiGure 10: Who is ultimately accountable or the success o diversity andinclusion programs within your organization?

0% 50% 100%

cEo

35

15

13

10

8

7

4

3

chRo

Brd Drer

ser leder dv r bue u

coo

Geerl mger

ser leder gegrpy

idvdul mger

oer c-level

3

FiGure 11: Does your organization have an internal board or committee inplace to oversee diversity/inclusion strategy and initiatives?

Yes

No

69%

31%


16/20

Among survey respondents, nearly seven out o ten have

some kind o internal board or committee to oversee diver-

sity and inclusion strategy. (Fig. 11) These are typically

made up o managers and executives rom across the orga-

nization, but, as might be expected, members o the human

resources department are the most common. (Fig. 12)

In act, when it comes to implementing policies and

programs, the responsibility shits to HR or other senior

level executives. When asked about who is responsible or

implementing policies and programs, 65% said it ell to

HR while 45% said its the responsibility o senior leaders

within a business unit or division. At AT&T, or instance,

goals are developed by the business units, and the unit

heads sit down once a year with Storey, the chie diversity

ocer, to discuss those goals and how they plan to imple-

ment them.

Just as with other corporate initiatives, gauging the suc-

cess or ecacy o diversity and inclusion eorts requires

companies to have measurable outcomes in place. Six out

o ten survey participants said that their company has met-

rics in place to monitor the success o their initiatives, and

another 28% said they are currently developing metrics.

(Fig. 13) The most popular measure used to monitor suc-

cess is employee productivity (77%), ollowed by employee

morale (67%), and employee turnover (58%).

The tools or holding senior executives responsible or

their diversity programs perormance are a mix o mon-

etary awards and reviews. According to the participants,

accountability is measured by perormance reviews (66%),

bonuses (51%), salary increases (42%), business/department

reviews (48%), and promotions (41%).

FiGure 12: Who are the members o your companys diversity board

or committee?

0% 50% 100%

hum reure

72

61

53

46

43

39

35

33

cEo

ser dv r bue u leder

hed dvery

Brd member

coo

ser leder r e gegrpy

oer c-level

idvdul mger

25

FiGure 13: Does your organization have metrics in place to measure the

success o your diversity and inclusion initiatives?

Yes

No, but we aredeveloping them

No

Dont know

69%28%

12%

1%


17/20

Signicant progress has been made to build and retain

diverse workorces, but there is still work to be done and

barriers to overcome.

Survey participants were asked in which areas they

eel their companies have made the most progress, and in

which they eel they need the most improvement. In terms

o progress, gender, ethnicity, and race are the areas where

they eel theyve done best. (Fig. 14) But they believe that

there can be improvement in programs related to disability,

age, and sexual orientation. (Fig. 15)

Moreover, just 7% o respondents said they elt that

no barriers existed at their organizations to continuing to

develop and implement their diversity and inclusion pro-

grams. (Fig. 16) While budget issues were cited as a top

concern, respondents also elt that middle management

ailed to execute diversity programs adequately. This is

something that diversity and inclusion boards will need to

deal with over the coming years.

P H b Md bt bisti exit

We want our management to be culturally prepared. We have a vast amount o diversity that

comes into work every day in order to create and build technology that plays out around the world.

ROSAliNDHuDNEll,director o global diversity and inclusion, Intel

FiGure 14: Where do you eel youve made the most progress in

diversity /inclusion?

0% 50% 100%

Geder

54

42

39

32

30

26

17

10

Ey/l rg

Re/lr

age

Dbly

nly

sexul re

Veer u

FiGure 15: Where do you eel you need the most improvement in

diversity /inclusion?

Dbly

age

sexul re

Re/lr

Geder

Ey/l rg

Veer u

nly

0% 50% 100%

29

28

23

20

20

18

17

16


18/20

0% 50% 100%

7

19

23

41

42

46

46

Mddle mgeme l exeue dvery prgrm dequely

Budgery ue preve greer mpleme

t ued urvvl e urre emy

Flure pereve e e beee dvery d bue drver

ideque e rm er lederp

oer prre reled mgg ur rkre urrely ke preedee

we d ve y brrer ur u rkple dvery

FiGure 16: What barriers do you see to continuing to develop or implement

a strategy or workplace diversity and inclusion?


19/20

The globalization o business has created a sophisticated,

complex, and competitive environment. In order to be

successul, companies need to continually create new

products and services. And the best way to ensure the

development o new ideas is through a diverse and inclu-

sive workorce.

A diverse and inclusive workorce is necessary to drive

innovation, oster creativity, and guide business strategies.

Multiple voices lead to new ideas, new services, and new

products, and encourage out-o-the-box thinking. Today,

companies no longer view diversity and inclusion eorts as

separate rom their other business practices, and recognize that

a diverse workorce can dierentiate them rom their compet-

itors by attracting top talent and capturing new clients.

And while diversity and inclusion eorts at companies

are a given, organizations still ace external and internal

challenges in implementing these policies and procedures.

Internally, companies are still struggling with negative

attitudes about diversity among their rank-and-le, while

externally, a rocky economic recovery has impeded many

companies hiring eorts.

Looking orward, companies must also grapple with an

aging workorce, a declining pipeline o qualied talent,

and the challenges o managing a multigenerational work-

orce. But as long as organizations can keep their eye on

the prize, that is, to keep diversity and inclusion eorts at

the top o their priority list, it wil l position them to weather

these challenges and come out ahead o the competition.

ConClusIon

a Di d Ici Wkfc I Citicf scc

christiaan rizy

DiREctoR

stuart Feil

EDitoRiaL DiREctoR

brenna sniDerMan

REsEaRch DiREctoR

Mary ellen eGa

wRitER


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innovation through diversity

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