Creating a Competency Model for Diversity and Inclusion ...

1 Creating a Competency Model forDiversity and Inclusion PractitionersTrustedInsights forBusinessWorldwideresearch reportR-1420-08-RRThe Conference Board MissionThe Conference Boardcreates and disseminates knowledge aboutmanagement and the marketplace to help businesses strengthen theirperformance and better serve as a global , independent membership organization in the public interest, we conduct research, convene conferences, make forecasts,assess trends, publish information and analysis, and bring executives together to learn from one Conference Board is a not-for-profit organization and holds 501 (c) (3) tax-exempt status in the United Insights for Business WorldwideDrawing on both our own economic and management expertise and the hard-won insights and wisdom of our members, The Conference Board offers aunique forum for addressing today s most pressing business issues.

2 Our cross-functional approach and global reach provide our network of leading executiveswith an enterprise-wide perspective on the challenges they face in theirorganizations, their markets, and their more information, visit & StrategyGovernance & EthicsCitizenship & SustainabilityEconomics & FinanceHuman Resources, TalentManagement & DiversityOperations & Business ProcessesMarketing & CommunicationsCreating a Competency Model forDiversity and Inclusion PractitionersBy Indra LahiriContents4 Executive Summary6 Diversity and Inclusion practitioner Competencies 8 The Need for a New Set of Competencies10 global Diversity and Inclusion Competency Model11 Change Management12 Diversity , Inclusion , and global Perspective14 Business Acumen15 Strategic External Relations16 Integrity17 Visionary & Strategic Leadership18HR Competencies 19 Proficiency Levels22 Metrics22 Conclusion23 Survey24 Acknowledgments25 About this Report25 About the Author26A Note of ThanksTen years ago.

3 The word Inclusion wasrarely used, and only by a few organiza-tions. Now, the phrase Diversity andinclusion has its own acronym D& has progressed from valuing differences, which was largely achievedthrough awareness training and multi-cultural celebrations, to strategic globalbusiness growth. Emphasis today is oncornering new markets, building effectiveand efficient global teams, and managingbrand reputation. Clearly, the 21st cen-tury D&I practitioner , embracing thismore public, decidedly strategic role,requires a challenging new set are five primary trends driving changes in the D&Ipractitioner s role and that define the need for new think-ing regarding competencies.

4 These are: Globalization Demographic shifts Technology Legal environment Socio-political climateIn order to hire and manage D&I executives, to say noth-ing of completing succession plans that ensure the func-tion s long-term viability, a set of globally applicable,measurable competencies for D&I practitioners at multi-ple levels is Competency Model contained in this report is theresult of an intensive, two-day working session of TheConference Board s Council on Workforce Diversity ,with representatives from the Diversity & InclusionCouncil and the Diversity Business Council. In prepara-tion for this session, members of all DiversityCouncils were invited to share their perspectives via abrief survey.

5 Seventy-six individual respondents sharedtheir thinking on competencies required of a D&I practi-tioner today. Forty-four of these, or 58 percent, work fororganizations with global operations. (A copy of the sur-vey can be found on page 23.) During the working ses-sion, council members used results from this surveyas a springboard, shaping the Model through rigorous dis-cussions. Members of the European, Asian, and CanadianCouncils and the staff who support them provided feed-back and perspective on drafts of the Model and thisreport. The Model was then shared with colleagues fromacross the globe, who provided feedback on its relevanceand Model includes 1) categories of like competencies,2) the competencies themselves, and 3) behaviorally-based definitions for each Competency .

6 The seven cate-gories and their related competencies Management Organizational Development Corporate Communication Critical , Inclusion , and global Perspective Cultural Competence Negotiation and Facilitation Continuous Learning Complex Group Dynamics Judgment Subject Matter Expertise4 Creating a Competency Model for Diversity and Inclusion Practitioners The Conference BoardExecutive SummaryCreating a Competency Model for Diversity and Inclusion Practitioners The Conference Acumen External Market Knowledge Holistic Business Knowledge Diversity and Inclusion ROI (Return on Investment) External Relations Corporate Social Responsibility / Government / Regulatory Strategic Alliances Diverse Markets / Supplier Diversity Brand / Reputation Ethics Resilience Influence Empathy & Strategic Leadership Diversity & Inclusion Future State Pragmatism Political Savoir-Faire (At HQ and Local Levels)

7 Disciplines Total Rewards / Talent Management / OrganizationalDevelopment / Work and Life Balance / Training Compliance Employee RelationsTo be used effectively, these competencies should beintegrated into a company s business would do best to customize simple, clearmeasures that are part of an organization s overall met-rics for each of the global Diversity competencies, oreven for each category. While defining these measures isbeyond the scope of this report, organizations should beasking the question: how can this person use this compe-tency to strengthen the business? Or, what does this per-son need to achieve to further our organizational goals? By attaching simple, business-based metrics to each com-petency, or even to each Competency category, organiza-tions lay the foundation for D&I practitioners to achievesuccess, thereby best supporting organizational ManagementOrganizational Development Understands and facilitates thechange process through completion Gains leadership involvement andline ownershipCorporate Communication.

8 Communicates the full spectrum of Inclusion Utilizes multiple communicationvehicles such as web sites,brochures, talking points, and more Maintains a balanced global per-spective that offers flexibility andvariations for use at the local level Keeps what is best for the businessat the forefront Elaborates on benefits of D&I Acknowledges and addresses possi-ble unfavorable impact Tracks and communicates strategyprogress and setbacks Acknowledges and addresses chal-lenges / obstacles / opportunitiesCritical Interventions Offers useful and timely interven-tions in cases where progress isimpeded due to a Diversity -relatedissue 6 Creating a Competency Model for Diversity and Inclusion Practitioners The Conference BoardDiversity, Inclusion .

9 And global PerspectiveCultural Competence Understands multiple cultural frameworks, values, and norms Demonstrates an ability to flex style when faced with myriaddimensions of culture in order to be effective across culturalcontexts Understands the dynamics of cross-cultural and Inclusion -related conflicts, tensions, misunderstandings, or opportunities Understands the history, context, geography, religions, and lan-guages of the regions in which the organization does business Is fluent in more than one, and ideally several, languagesNegotiation and Facilitation Negotiates and facilitates through cultural differences, conflicts,tensions, or misunderstandingsContinuous Learning Recognizes and addresses one s filters, privileges, biases, andcultural preferences Commits to continuous learning / improvement in Diversity , Inclusion , and cultural competence Seeks and utilizes feedback from diverse sourcesComplex Group Dynamics Understands and effectively manages complex group dynamicsand ambiguityJudgment Is able to discern when to inquire, advocate, drive, or resolvemore decisivelySubject Matter Expertise Knows and applies best practices in Diversity and Inclusion practices, strategies, systems, policies, etc.

10 Understands subtle and complex Diversity and Inclusion issuesas they relate specifically to marginalized groups (while thesevary by region, they often include women, people with disabili-ties, older people, and racial, ethnic or religious minorities) Establishes and manages D&I councils effectively Collaborates with other functional teams Is a role Model for inclusive and culturally competent behaviorBusiness AcumenExternal Market Knowledge Understands and is current onglobal and local trends/ changesand how they inform and influence D&I Gathers and uses competitive intelligence Understands diversecustomer/client needs Understands and is current with global socio-political environments Understands context and lessons learnedHolistic Business Knowledge Understands the impact of the financial, economic.