Behind the Headlines
Making diversity and inclusion efforts more effective
Week of March 11, 2019
Merely appointing a chief diversity officer is not enough to produce lasting changes in a company’s diversity and inclusion initiatives, according to a recent story on the website HR Dive.
Jeff Sorensen, US Industrial Products Leader at PwC and a speaker on diversity and inclusion at the upcoming IndEx 2019 conference in May, says that in order for D&I efforts to bear fruit, top-down and bottom-up approaches are needed, as well as a commitment to measuring results.
“There has to be buy-in and leadership from the C-suite for diversity and inclusion efforts to work and to be seen as important,” he said. “Among companies we studied with The Manufacturing Institute, 87% say that D&I is critically important, but only 33% of industrial/manufacturing companies have a C-suite leader championing it.”
Leadership is needed to establish hiring and training policies that support D&I efforts, and to tie the results of those efforts to compensation and bonuses, he said. As outlined in the PwC report, “All In: Shaping Tomorrow’s Manufacturing Workforce through Diversity and Inclusion,” bottom-up efforts have an important role to play as well.
“Companies that establish resource groups in which employees get together and discuss what’s important to them in terms of recognition and support, and then feed that information up to the top, find that their efforts are more successful,” said Mr. Sorensen, who emphasized the importance of measuring results.
“Diversity itself is easy to measure; the inclusion side is where the real opportunity for measurement exists, and that is why measuring the input from employee resource groups can be so important,” he said.