Indeed, diversity is gaining in importance as LinkedIn showed on September 2nd, 2020: According to the LinkedIn data, the number of people globally with the title head of diversity more than doubled (107% growth) over the last five years. In addition, diversity roles with companies are up 71% in the same period. Great Britain, Australia, the U.S., Ireland, and Canada are among the top five countries that employ Diversity workers and invest actively into diversity programs. The LinkedIn data also shows a positive difference in the brand perception of companies with a diversity function versus companies without one.
As we can see Germany is behind in offering Diversity leadership roles. We definitely have to change this so that Germany is able to stay competitive in the worldwide business environment, says our Managing Director Marie. For us at DONE!, diversity is a core area of our consultancy service. In addition, we try to act as a role model for our clients. We have built the DONE! team on the basis of diversity but of course there is still a lot to be done.
BEST PRACTICES FROM DONE!
Diversity has many faces such as gender, racial, ethical, age and ability. The 20 DONE! team members hail from many different countries: Australia, Brazil, Canada, Croatia, Ecuador, Germany, Greece, Israel, and the U.S. Together they speak a total of 10 languages.
In addition, the management team has ensured that their consultants have very diverse profiles and specific expertise in tech- recruiting, legal, HR Business Partner, and Talent Acquisition to always offer their clients out-of-the-box solutions.
Furthermore, personnel matters are often found in the hands of women. Studies estimate that the percentage of women in personnel departments is about 70 percent. We are already a very mixed team in respect of gender, says Marie. We now have to think about more inclusion and about employing people of colour as well. It is a development and process in any company.
TIPS FROM DONE! TO IMPLEMENT MORE DIVERSITY
- Corporate Culture
Diversity is not simply an HR program, a talent acquisition strategy or a compliance issue. It has to do with an incredible cultural change. The team has to live up to core values such as respect, tolerance, appreciation, loyalty, trust, modesty, mutual support, and many more.
A diversity scorecard might help to review the diversity status of the company at any time. On the one hand you are able to check on the quantitative parts, such as how many women and minorities are hired, retained, and promoted; on the other hand you can also monitor the qualitative aspects such as mentoring and training.
If companies operate around the world, local ambassadors are of great help because diversity can be different in Germany, the Netherlands, Brazil or South Africa. Therefore local people are needed. These are volunteers who get trained and knowledgeable to cascade the diversity discussion in all sites. They are making recommendations to the local management about diversity initiatives. In addition, they can share best practices they have developed for their regions with their ambassadorial colleagues around the world.
- CEO support and budget
To get more diversity implemented into the company, support from the CEO is essential. The CEO has the real power, sets the priorities for the company and has the influence to have people hear them. Furthermore, a Head of Diversity needs a budget, otherwise she or he will not be successful to implement diversity programs and change the company culture.
Next to setting goals for your local or international diversity program and activities, you should also link diversity to business metrics and business growth. Through visible success, diversity gains more and more importance and acceptance among the management and all employees.
If you have any questions to diversity, please contact our MD Marie (firstname.lastname@example.org)