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Diversity and Inclusion: Global Challenges and Opportunities

council PerspectivesInsights from The Conference Board Diversity and inclusion CouncilsDiversity &InclusionGlobal Challenges and OpportunitiesTMDiversity andInclusionGlobal Challenges and OpportunitiesCP-014 2009 council PerspectivesTMMembers of The Conference Board Councils are among the most experienced and savvy executives in the private deliberations produce rich insights on themost challenging business and societal issues of our their permission, we have channeled their energy andexpertise into a platform to voice their views that platformis council Perspectivesis based on sessions from selectedCouncil meetings, post-meeting interviews, and other pertinent data, and may sometimes include original contentwritten by council members.

Jul 02, 1972 · Council Perspectivesis based on sessions from selected Council meetings, post-meeting interviews, and other ... Corporate culture versus national cultureJapanese women, for example, often join multinationals because ... (predominantly Roman Catholic), Evangelical and Pentecostal movements have taken hold in the last 15

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Transcription of Diversity and Inclusion: Global Challenges and Opportunities

1 council PerspectivesInsights from The Conference Board Diversity and inclusion CouncilsDiversity &InclusionGlobal Challenges and OpportunitiesTMDiversity andInclusionGlobal Challenges and OpportunitiesCP-014 2009 council PerspectivesTMMembers of The Conference Board Councils are among the most experienced and savvy executives in the private deliberations produce rich insights on themost challenging business and societal issues of our their permission, we have channeled their energy andexpertise into a platform to voice their views that platformis council Perspectivesis based on sessions from selectedCouncil meetings, post-meeting interviews, and other pertinent data, and may sometimes include original contentwritten by council members.

2 It is not intended to be aresearch report; rather, council Perspectivesprovides aunique look into the minds of executives from leadingglobal organizations as they assess, analyze, and developways to address critical and InclusionGlobal Challenges and Opportunitiesby Charles Mitchell and Stephanie J. CrearyContents5 Creating a Diverse and Inclusive Workplace around the World5 Achieving a Global Mindset6 Regional Challenges10 Building an Effective D&I Function10 Taking a Business Perspective12 Linking to Other Functions across the Organization14 Building a Pipeline of Future D&I Leaders16 Managing through the Tough Times19 Moving the Profession Forward: Metrics and Next Steps22 About This ReportTo better capture the dynamics of collaboration among councilmembers, The Conference Board employed a graphic facilitator to illustrate in real time the topics and ideas that flowed from thediscussions.

3 The graphics that accompany this report map participants conversations and reflect the patterns they saw andconnections they created between World Caf graphic, which is based on a series of breakoutsessions, underscores the importance of cultural competency as an attribute for D&I professionals and highlights the subtlechallenges and issues they face on a region-by-region basis when they try to implement a Global Diversity : Brandy Agerbeck of ( ) council Perspectives - Diversity and inclusion : Global Challenges and Opportunities The Conference Board5 For Diversity and inclusion (D&I) professionals, the chal-lenges of building a diverse and inclusive workplace both region by region and globally can be at the Global joint meeting of The ConferenceBoard Diversity and inclusion Councils spoke in broadterms about the need for a Global mindset, and theyoffered specific suggestions for how to achieve a Global MindsetThere is no single globally accepted definition of diver-sity.

4 Depending on the region of the world you operatein, it may connote issues of race, ethnicity, nationality,class, language, age, gender, sexual orientation, income,social class, physical ability, religion, or learning style. Itmay include all of these or none of a Diversity and inclusion strategy to be truly Global ,D&I professionals need to understand the culture, poli-tics, economics, and relevant legislation within theregions in which their businesses operate, all of whichunderscores the critical importance of being culturallycompetent. More broadly, they should concentrate moreon the development of a Global mindset and an interna-tional perspective and put less focus on exporting strate-gies that may work in one region but are irrelevant orineffective in another.

5 Creating a Global movementrequires Diversity professionals to have experiences andinteractions with people outside of their home countryand their own comfort Diversity and inclusion Global is not about theexport of specific programs, but about creating a move-ment and infusing energy into a Global corporate valuesystem that holds Diversity and inclusion as a fundamentaltenet. A critical issue that D&I professionals struggle withis how to keep the uniqueness of their national culture andstill address the shared goal of embedding Diversity andinclusion into day-to-day each organization faces a unique set of challengesbecause of differing levels of D&I maturity, variances incorporate culture, and the number of countries involved,there are also crucial commonalities.

6 Regardless of theirindustry or sector, all companies must address a lack ofequity around the world; there is also still a great deal ofmisunderstanding about how to define, leverage, andmeasure Diversity and and inclusion programs that are initiated andmanaged from the headquarters country, especially theUnited States, often face resistance. They are routinelydismissed by employees as having no relevance to theirbusiness, and a Made in USA label often raises a redflag for international all of these factors, D&I professionals who seek tospread their message globally should keep the followingthoughts in and don t dictate Avoid the common urge to tellpeople how to do it.

7 Instead, ask them how they think itcan best be about the terminologyIs it relevant for peopleoutside the headquarters country? For example, the term minority is considered and may mean littleto employees outside of North underestimating the complexity of being globalEven such basic tasks as gathering baseline data mayprove difficult or even impossible. There are differentlegal frameworks that do not allow affirmative action orthe ability to track age, race, nationality, a Global mindsetIt really is about a globalway of thinking rather than a personal definition of a minimal framework that is driven by aglobal definition of Diversity and inclusion but alsohighly localizedOne analogy: while all versions of thetelevision show Who Wants to Be a Millionaire?

8 Share thebasic framework of the original version from the UnitedKingdom, each has been made locally specific throughunique decisions about the value of the prizes, the natureof the questions asked, and the types of contestants thatare aware that solutions imposed from outside won talways be effectiveD&I executives should open a conversation that lets others come to the aha moment themselves. To be engaged, locals need to feel that theyown the for progress, not perfectionHow long did it takethe United States to progress? Other countries and culturescan t be expected to get there in 24 a Diverse and Inclusive Workplace around the WorldChallenge yourselfIncorporate what you can learn fromthe rest of the world into your own home country pro-gram.

9 We all have a lot to ChallengesThe different dynamics and definitions of Diversity andinclusion around the globe have raised the profile of cul-tural competency and the importance of an executive sability to do business effectively in any market, in anybusiness, and at any time. Political and economic con-texts inform what goes on in the corporate sphere in anygeography. Presenters at the joint council meeting high-lighted the subtleties that can have an impact on diversityand inclusion in a number of differences It s about the haves, the have nots,and the technological changeIn terms of technology, theregion leapfrogged into the twenty-first century.

10 Think ofthe Indian rice farmer with a cell differencesAsia needs to be dissected on acountry-by-country basis. Even subregional clusters havevastly different cultures with different D&I mobile workforce Across all regions, the workforce isglobally aware and increasingly mobile. In fact, there is areverse brain drain from the West to the East. Post-Americanism The region is moving on withoutthe United States and is proud of it, which can have animpact on the implementation of a D&I program seen asoriginating in the United States. America is no longer thecountry that prescribes culture versus national cultureJapanesewomen, for example, often join multinationals becausethey believe they will be more respected and appreciatedthan in a Japanese company bound by traditional Japanesebehavior and patternsGetting people who live andwork in the region to support Diversity and inclusion effortsis a challenge, but if you don t know what an East Asianis thinking, you probably didn t ask.


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