“Too often, we limit our understanding of diversity to identity-based differences. When we do this, we overlook diversity’s true force: the unique and varied expertise and experiences that, when integrated, drive problem-solving, improve decision-making, and expand our creative potential.
“Regardless of the moral imperative, corporate leaders are recognizing the potential investment, regulatory, and legal risks of doing nothing when it comes to addressing issues like climate change, diversity and inclusion, or corporate transparency.”
“Leaders must now mitigate and manage a broader set of risks while no longer being judged merely by their bottom-line performance or on the quality and price of their products. They must also meet a higher standard of conduct, in their environmental and social impact; their corporate governance; and in their diversity, equity, and inclusion efforts.”
Increasing your data quality requires a commitment to both accuracy and validity in how you measure it. We see lots of emphasis on accuracy and transparency when it comes to diversity data, but this is a moot point unless your tools actually measure what they are supposed to. Human capital is not the same as financial data– do you know how to account for this?
The discussion of lower-level executives and employees gaining outside directorships mimics those that arise when rethinking ERGs, recruitment, internal pipelines, and accountability metrics. Namely, what do you do when strategy implementation creates resentment between different stakeholders?