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Diversity Matters
is edited by
Annette Merritt Cummings
Vice President,
Diversity Services
800.438.9911

Universal Human Rights Month

First adopted by the United Nations General Assembly on December 10, 1948, Universal Human Rights Month affords the business world an opportunity to take stock of its success in implementing responsible corporate decisions worldwide.

In recent years, some companies have been called to the carpet for implementing bad business practices both here and abroad. Diversity Matters takes this month to focus on the ways businesses may expand internationally, while respecting local customs, traditions, and values.

Putting Global Diversity into Practice

Diversity Matters spoke with Michael Wheeler, president, OEStrategies Inc., an organization that helps companies implement strategic human resources systems in support of organizational performance enhancement.

What are some of the best practices related to global diversity?

The best practices are based on the imperative of thinking globally while acting locally and thinking locally while acting globally. In other words, a best practices company would have strategies and policies in place that allow for local flexibility, while maintaining a worldwide commitment to creating a work environment of inclusion and respect. Respect is a value that may appear differently across cultures, but is the cornerstone of any effective global diversity initiative, business operation or political diplomacy. Inclusion is a practice and value that eliminates barriers to the full engagement of all employees.

Specific best practices I have seen include IBM’s global diversity initiatives and their dedication to women and work-life balance. IBM has involved women from around the world, held global events and committed to diversity by providing new opportunities and growth for women. IBM recognizes diversity as a competitive advantage and opportunity.

ChevronTexaco’s commitment to diversity includes a global diversity action plan for managers and employees. That action plan makes diversity an inherent part of doing business, and it is also a key part of employee goals and objectives. The company has ensured that managers and employees worldwide understand the opportunities and actions necessary to help everyone succeed. Chevron was the first major petroleum company to offer domestic partner benefits. It also houses networks and affinity groups that focus on mentoring, employee development, and support for the company’s diversity objectives.

We have seen HSBC’s commitment to global-diversity best practices in its recent cutting-edge advertising campaign commercials. Those spots feature global messages that demonstrate the power of difference and different perspectives on life and business.

How have those best practices been implemented successfully?

The companies that have successfully implemented best practices were able to do so by making a formal commitment to global diversity. They engage employees from around the world to better understand what is necessary for establishing global diversity. They are willing to push the envelope across different cultures, respecting local traditions and values, while challenging assumptions and ensuring a commitment to inclusion of those who may have traditionally been excluded or had limited opportunities.

Those companies also recognize that there is no single right way to do something but instead, many ways to achieve respect and inclusion, and therefore, success. What best practices companies tend to have in common is the vision to see diversity as a competitive advantage rather than as simply a compliance/legal requirement. 

What errors are made in attempting to implement global diversity initiatives?

Diversity and inclusion must be a way of doing business, not just a program or single intervention. One error sometimes made is the failure to create global teams—to engage employees worldwide—to ensure that all perspectives are included in developing a business strategy. Sometimes the failure is in the actual—or perceived—approach of pushing the U.S. model of diversity onto other countries and cultures. Or, it is the failure to respect local cultural traditions. Sometimes the power of cultural diversity is underestimated by American companies. Some companies fail to clearly define, outline and communicate their diversity and inclusion initiatives in a truly global sense and this ultimately can result in misunderstandings.

Continue reading Michael Wheeler's interview >

Worldly Knowledge

• By 2006, immigrants will account for half of all new U.S. workers; over the next 30 years, their share will rise to 60 percent.
• Immigrants are 50 percent more likely than Americans to have a graduate degree.
• Almost 25 percent of all U.S. residents holding PhDs in science and engineering are foreign-born. 
  (Source: Howard Gleckman, "A Rich Stew in the Melting Pot," Business Week, via upwardlyglobal.org) 

 

Did you know?

Half the world’s population using a total of eight languages in daily life?

 

RELEVANT DIVERSITY SITES

National Multicultural Institute
www.nmci.org

Global Diversity at Work
www.diversityatwork.com

Diversity Inc.
www.diversityinc.com

American Institute for Managing Diversity
www.aimd.org

Catalyst
www.catalystwomen.org

Diversity Leadership Forum
www.diversityleadershipforum.org

Diversity Best Practices
www.diversitybestpractices.com/lead.html

Society of Human Resources Professionals: Diversity Forum
www.shrm.org/diversity

Bernard Hodes Group Diversity Services
Workshops & Presentations/Exhibitions & Sponsorships

Annette Merritt Cummings, vice president, Diversity Services, Bernard Hodes Group, will participate in the following:

December 15, 2006
Shomex Diversity Conference
Miami, FL
Conference
www.shomex.com/events.html#schedule