You’re Hiring A Diversity & Inclusion Leader – Here’s How To Enable Success

Often, Executives think of DEI as the problem or set of projects vs. a goal or end result; leading to a disconnect in the type of power arrangement the DEI Leader needs to have.

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Who’s interested: Primary – BoDs and CXOs, Secondary – Talent Acquisition

Takeaways:
– In the hiring process: Don’t confuse passion for skillset, you’re hiring a person to build and execute on a data-driven strategy with a heavy emphasis on change management
– DEI leaders must have clear lines of accountability. This role should sit in senior leadership and have direct lines into your C-suite, if it does not sit at C-suite level
– Being an owner of the budget is key. DEI leaders should be trusted to decide how and when to spend it, informing other leaders as relevant

ideascape View: Often, Executives think of DEI as the problem or set of projects vs. a goal or end result; leading to a disconnect in the type of power arrangement the DEI Leader needs to have. When DEI becomes the goal, this individual becomes a silo breaker, change manager and cross functional leader. We’ve found, from conversations, the major factor in their perceived and realized success is the degree to which they have accountability for their strategy – or the ability to make decisions and hold the underperforming responsible for their (lack of) actions. When the outcomes can affect both internal and external stakeholders, is it wise to withhold that person’s ability to get things done?

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Boards Need Real Diversity, Not Tokenism

“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.

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