Issue link: https://resource.opensesame.com/i/1462662
DEI as Imperative and Opportunity Conversations about Diversity, Equity & Inclusion are happening in organizations throughout the world, prompted by social movement, cultural reconstruction and economic factors triggered by the COVID- 19 pandemic. When emergent social themes make change imminent, businesses stand at the forefront of both defining moments and enormous opportunities to improve organizational culture, business competitiveness, employee engagement and talent retention. Research performed by Brandon Hall Group reveals insights into employers seeking to fully leverage the power of DEI to improve business results. Based on both quantitative studies and interviews, seven distinct DEI strategies emerge highlighting specific approaches to developing and implementing a successful DEI program. Almost nine in 10 organizations identify Diversity, Equity & Inclusion as an important driver of business results. 1 Worldwide social justice actions calling for racial equality combined with a global pandemic that spotlight the movement's focus on inequality have intensified their importance. 1 Brandon Hall Group, Diversity & Inclusion Study: What's Changing, 2020. 2 Brandon Hall Group, Diversity & Inclusion Study: What's Changing, 2020. Introducing both leadership and staff to new ideas with the objective of creating and sustaining a new company culture requires a commitment to invest time, energy, and resources into Diversity, Equity & Inclusion practices. Adhering to these 7 Strategies outlines the attitudes, resources, tools and evaluation practices needed to create a DEI program that embeds values in all levels of the organization and in everything it says, does and stands for. The Current State of DEI A workforce that reflects the diversity of the customer base and the communities they serve. 2 Having a diverse talent pipeline. Leadership that reflects the diversity of the customer base and workforce. of organizations view themselves as providing a diverse and inclusive environment for their employees and yet only about one-third rate themselves highly for critical drivers such as: +80%