A great article by Deloitte seems even more timely now.
Diversity and inclusion has been a compliance function driven by human resources for too long,” said Josh Bersin, principal and founder, Bersin by Deloitte, Deloitte Consulting LLP. “Our new diversity and inclusion maturity model shows that the most effective way to achieve significant gains is through leadership ownership, strategic measurement, and a culture of accountability for inclusion that is driven from top to bottom.”…
- Reinforce an inclusive culture by integrating both demographic diversity and diversity of thought into all talent management practices. It is especially important to do this at moments that affect the talent pipeline, such as decisions that impact talent acquisition, promotions, succession management and leadership development. …
- “Organizations can also build an awareness of bias into critical talent activities, to remind all employees of the importance of managing bias at moments that will have long-term impacts on the talent pipeline,” Garr said. “Critically, leaders should be held accountable for improving diversity and inclusion outcomes just as they are accountable for other business metrics.”
https://www.prnewswire.com/news-releases/new-deloitte-research-identifies-keys-to-creating-fair-and-inclusive-organizations-300455164.html
