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1、About Hunt Scanlon Media .3Index of Sponsors.4Index of Advertisers.5Foreword.6Executive Summary .11Pulse Survey Findings .35Industry Viewpoints.54TABLE OF CONTENTSCopyright 2023 Hunt Scanlon Media LLC.All rights reserved.UNLEASHINGHUMAN CAPITALEXCELLENCELEARN MOREExecutive SearchFractional CHROsInte
2、rim HR LeadersHR Advisory&Consultingt h eg r o u p1The Keys to Making Corporate Progress in DEI Francesca dArcangeli,Chief Operating Officer and Tom Connolly,Chief Human Resource Officer Kingsley Gate .56The Imperative of Women in Private Equity:PEs Guide to Accelerated DEIB Maturity and Competitive
3、 Edge Lauren Kincaid&Catherine Bass Black,Partners and Ann Wheelery,Principal Odgers Berndtson.59INDUSTRY VIEWPOINTS2ABOUT HUNT SCANLON MEDIAHunt Scanlon Media is the most widely referenced,single source for information in the human capital sector.Our mission is to inform,engage,and connect you the
4、most avid members of the talent management community with daily news and expert commentary.We have assembled a team of trusted,experienced reporters and editors to track who is making news and whats driving the market around the clock.And we have one of the best management teams in the field.Hunt Sc
5、anlon Media has been defining and informing the senior talent management sector for over 30 years.Our global staffing intelligence data comes in many forms:daily newswires,annual leadership and state of the industry reports,market intelligence sector briefings,industry rankings and our flagship news
6、letter Executive Search Review.Our exclusive news briefings,interviews,industry trends reports and rankings,forecasts and expert commentary offer unique insight and market intelligence as we track global talent management developments.Since our inception,talent management professionals worldwide hav
7、e turned to Hunt Scanlon Media.Hunt Scanlon Medias global news network is the most comprehensive in the talent management field,and all of our lead stories,rankings tables,news alerts,and thought leadership articles provide the latest thinking in a sector that is highly evolving and in transition.Ou
8、r editorial team covers news nationally and globally,originating exclusive news briefings each day that provide up-to-the-minute coverage of the entire talent management and leadership solutions sector.Today,Hunt Scanlon Media interfaces annually with more than 20 million human capital professionals
9、 in over 191 countries from CHROs,chief talent officers,talent acquisition specialists,company directors,and top decision-makers in finance,IT,sales,private equity,and marketing,to the global leadership and talent solutions consultants who service them.Contact Information:Scott A.Scanlon Editor-in-C
10、hief(203)252-7203 Christopher W.Hunt President(203)252-7302 Dale M.Zupsansky Contributing Editor(719)644-0263 Walker Manning Vice President,Creative Content(203)613-4348 Lily Fauver Senior Editor(914)659-6969 3Kingley Gate .56Odgers Berndtson.59INDEX OF SPONSORS4INDEX OF ADVERTISERSThe Christopher G
11、roup .1,24 DHR Global.2Lindauer .4Griffith Group .5DRi Waterstone Human Capital.15Academic Search .18Blue Rock Search .19BoardWalk Consulting.22SearchWide Global .25Furst Group/Salveson Stetson Group .29Perret Laver.31Campbell&Company .335FOREWORDFOREWORDNavigating the Complexity of DEI:Overcoming M
12、ultifaceted Challenges and Seizing Transformative OpportunitiesDEI has become a cornerstone of the business world over the past decade.What began as a simple,nebulous idea that diversity was a good thing has evolved into a complex and ongoing conversation about who has power,whose voices are heard,a
13、nd how systems can improve to include more and more different perspectives.Today,the conversation is evolving even further,from DEI to DIB and beyond.Where DEI Is NowThe concept of diversity has expanded to DEI,or diversity,equity,and inclusion in recent years.Each of these three words has come to r
14、epresent a different element of the conversation.Diversity describes heterogeneity,or a group(or,in this case,a business)comprising many different perspectives,backgrounds,and demographics,typically because of deliberate actions taken to achieve that representation.Equity adds the dimension of fairn
15、ess.Where equality may still overlook some circumstances,equity considers how different people or groups come from different places.The third leg,inclusion,is about how truly welcome different people feel and how appreciated their perspectives are within the broader picture.According to research fro
16、m the World Economic Forum and McKinsey&Company,progress is happening in DEI,but its slow and uneven.Over the past five years,only one in three companies have made progress in diversifying their executive teams,while some have declined.Meanwhile,pandemic-era challenges had disproportionate effects o
17、n diverse teams and may have reinforced non-inclusive dynamics despite the attention paid to and money invested in DEI during that same period.At the current rate of change,it will be 151 years before the global economic gender gap is closed,at least 29 years to reach gender parity on executive team
18、s,and at least 24 years to reach parity in ethnic diversity on executive teams.This is not even counting areas like racial equity,LGBTQ+diversity,and disability inclusion,where there is not even enough data to make such projections.This widening gap between DEI commitment and impact is clearly notic
19、ed by employees,who have largely negative perceptions of leadership accountability for DEI efforts overall.In the same study,the Global Parity Alliance,a cross-industry group committed to advancing DEI,analyzed successful initiatives through its DEI Lighthouse Program.Although programs varied in the
20、ir approaches and results,the study found the following five core factors common to the most successful programs in place today:1.A nuanced understanding of the root causes.2.A meaningful definition of success.3.Accountable and invested business leaders.4.A solution designed for its specific context
21、.5.Rigorous tracking and course correction.DEI conversations are happening,and thats a good thing,but theres still a long way to go.It will take serious effort that digs deeper than superficial numbers and wholeheartedly embraces every facet of building a positive,open,and inclusive workplace where
22、everyone can belong.Challenges in DEI TodayEven as many companies and individuals invest more and see the significance of DEI,there has been some pushback from certain sectors and even from the Supreme Court.In June 2023,SCOTUS struck down the use of race-based affirmative action in college admissio
23、ns in a six-to-three decision along ideological lines.While this ruling is limited to college admissions,it has caused some consternation among FOREWORD7DEI professionals who are concerned it could lay the groundwork for similar efforts in the workforce.Race-conscious admissions are highly effective
24、 in creating classes that accurately mirror the populations demographics.One Georgetown University Center on Education and the Workforce study found that admissions models that expand race consciousness rather than reduce or eliminate it are the ones that come closest to mirroring the populations tr
25、ue demographics.The same study found that,without race-conscious admissions,many institutions are unlikely to maintain even their current levels of diversity unless they completely rework the admissions process to eliminate privileged admissions and expand the applicant pool by an enormous factor.Pe
26、rhaps it is not surprising that many companies are struggling to retain DEI leaders in the long term,given the uncertain landscape.The average tenure of a chief diversity officer or other diversity executive is just three years,indicating significant turnover.Many face a common cycle of enthusiasm t
27、o start with,followed by a lack of on-the-ground support or lack of buy-in,and ultimately,departure due to burnout or scapegoating.Hiring a leader isnt an answer in and of itself;its one step in an ongoing process.When organizations hire a chief diversity officer or other DEI leader but fail to supp
28、ort the work those leaders have been hired to do,its no surprise they get burned out and frustrated and leave after a short tenure.The high turnover rate of DEI talent should signal that too many organizations arent providing the necessary support.Strong leadership is essential to making strides in
29、DEI,but that leadership requires organizational backing to be more than the face of an initiative.Only with the proper support and an honest understanding of what DEI is and does,alongside realistic expectations and resources,can these DEI leaders be expected to succeed in an emotionally fraught,str
30、essful role.Building a Foundation of SupportGetting such essential support can be challenging,and views on DEI work tend to vary along demographic lines.For instance,more women than men say increasing focus on DEI is a good thing,according to Pew Research;similarly,more POC than white workers and mo
31、re liberals than conservatives say its a good thing.The same research also revealed that only 34 percent of leaders say they have the resources they need to support DEI initiatives,and even fewer,27 percent,say they know how to measure the success of said initiatives.Its worth keeping this in mind i
32、n no small part because a commitment to DEI is partly a self-perpetuating cycle.If your organization is interested in diversifying the workforce and attracting diverse talent i.e.,the people who tend to say that DEI work and a diverse workforce are important to them you must demonstrate they can fee
33、l safe,comfortable,and supported when working for you.Some organizations are decreasing the resourcing of the DEI function as it recedes from the forefront of cultural conversations,while some are trying to go back to“the way things were,”which is not likely to lead to long-term positive results.DEI
34、 professionals must also combat some fundamental misunderstandings and misconceptions about what DEI work and its relevant roles look like.The limited number of such roles only adds to the confusion.In one CultureAmp survey,only 30 percent of surveyed HR professionals held a DEI-specific title,and j
35、ust under 40 percent of organizations reported having DEI-specific roles.DEI cannot manage the kind of overall strategic shift that is necessary to create long-term,positive change when DEI is siloed and poorly explained.FOREWORD8It can be helpful to break things down into a handful of specific ques
36、tions when evaluating how effective a DEI function is and where it may need further support and consideration,for example,the following:Does our organization have a clear picture or goals for its DEI work?What specific areas of concern need addressing?How are you measuring success?Who does the diver
37、sity executive report to?Does your CDO or other diversity leader report directly to a CEO or another executive?A direct line to the top usually maximizes success rather than being categorized as a niche under someone else.Is the scope realistic,and do your goals have adequate support?Is the scope of
38、 the work clearly defined?Is it overly broad or appropriately tailored?What resources have you committed to the process,and what channels are available to discuss more support as needs arise?Who is taking on the burden,and what example do leaders set?Are other executives and leaders prioritizing and
39、 embracing DEI,or are they dismissive?Employees will take their cues from leadership.How are you supporting your DEI leaders?Are you ensuring DEI leaders have the support they need for mental and emotional well-being?How are you ensuring they can stick to the scope of their work without scope creep
40、pressure?Are they stuck being the one and only person advocating for DEI work?The Role of Executive Search Partners in Sourcing Diverse TalentAlthough most support for DEI work must come from within an organizations culture,executive search partners can be valuable in accelerating your organizations
41、 progress toward achieving your stated DEI goals.Companies truly committed to improving their DEI performance may want to consider partnering with executive search partners with a demonstrated track record of success in sourcing and placing diverse talent.These executive search partners come with re
42、ady-made access to a deep,diverse talent pool,giving organizations more opportunities to identify diverse talent highly qualified for a wide variety of roles.Candidates are brought to hiring managers attention through a few limited channels or employee referrals in other methods of sourcing,which te
43、nds to result in the same types of people getting hired repeatedly.Conversely,intentionally seeking out diverse candidates and pipelines can lead to a less homogenous workforce.Seventy percent of employers report recruiting practices that explicitly include diverse sourcing,indicating there is a shi
44、ft toward more equitable and diverse recruiting practices.Working with experienced executive search partners also allows experts to identify talent more unconventionally.Human experience can give us insights in ways that algorithms and checklists never could,leading to recruiting more non-traditiona
45、l or diverse talent.Thus,its important to be mindful when introducing new technology like AI into the recruiting process;it may seem more equitable,but it risks replicating existing biases.Consider the story of an early application of AI in hiring for Amazon,where the algorithm learned that mens res
46、umes were preferable to womens due to ingesting a decades worth of information that reflected prior male dominance in tech.Human recruiters look for potential,not just past performance,and they are skilled in seeing potential where a formula might not.That,in turn,can help improve diversity,which me
47、ans theres a higher likelihood of drawing from non-traditional pools for even more innovation.FOREWORD9How can companies invest in a more diverse,equitable,and inclusive future?This requires work at every level.Invest in building relationships with more diverse sources of talent,like colleges and st
48、udent affinity groups,and take the time to let such relationships develop organically rather than just launching straight into a hard pitch.Similarly,partner with recruiting firms with a strong history of DEI work,placing diverse talent,and having relationships with diverse talent.Finally,ensure div
49、erse talent,once hired,can be happy and successful,i.e.,ensure the company culture is genuinely committed to being inclusive so diverse talent will want to work there and have what they need to thrive.DEI continues to face many challenges in todays world.Happily,many talented and dedicated individua
50、ls and organizations are fighting the good fight and working to move the needle in ways both big and small.Each organizations commitment to DEI is one more step in the right direction toward a future where we can all reach our greatest potential.Ruben Moreno Founder&HR Practice Leader Blue Rock Sear
51、chFOREWORD10EXECUTIVE SUMMARYEXECUTIVE SUMMARYUsing DEI to Unlock ValueOver the past year as many companies have reflected on their well-intentioned DEI strategies that had been put in place,many have found that there hasnt been much progress made.In other words,their strategies arent leading to DEI
52、 progress.This coupled with some setbacks,like how top DEI leaders have been leaving high profile companies like Netflix,Disney,and Warner Bros.Discovery in significant numbers,has caused many to wonder whether the push for DEI is dead.While diversity wasnt just a“trend”and definitely isnt dead,it i
53、s important to recognize why so many companies have had such difficulty implemented long lasting change in building a culture of diversity and inclusion.There are some key reasons why these DEI strategies have failed and taking a careful look at the state of DEI is crucial in order to build out a su
54、ccessful DEI strategy that results in marked and sustained progress within the organization.In this report,Hunt Scanlon Media will provide you with insights directly from experts in the HR and diversity sector on this past year.EXECUTIVE SUMMARY12To stay competitive in this new talent landscape,it i
55、s clear organizations must prioritize inclusive talent management strategies that not only work to improve DEI on a short term,but also lead to long term cultural changes for maintained success.The core tenants of a successful DEI start with a culture of inclusion,or as Saul Gomez,director of IDEA a
56、t TI Verbatim explains,a foundation of psychological safety.This means that DEI strategies arent just about checking boxes or adding diverse talent within the company,or even implementing a few workshops.It is about building a culture of belonging that permeates all levels of the organization so tha
57、t individuals are celebrated for the diversity of thought that they bring to the table and appreciated for their differences.This way,when diverse talent is brought in,they are able to thrive and the company can unlock the true value they bring.Once this foundation of inclusion and psychological saf
58、ety is set,it is important to have a way to measure progress with pressure to meet those measurable goals,support from leaders,proper tools,and finally,a business case for DEI so that there are suitable resources for achieving these changes.This means setting DEI goals directly tied to the economic
59、performance and results of the organization,understanding that DEI helps businesses achieve better success and then ensuring buy in from leadership and all levels of the organization in order to truly make sustained progress.The state of DEI today marks a crucial shift in understanding that because
60、DEI is not going away,corporations must instead find ways to push DEI initiatives forward in a way that truly promotes and celebrates a culture of inclusion and diversity of opinion thus unlocking the value DEI brings.Many experts found that in the past year there is increased interest in DEI and re
61、newed vigor around creating initiatives that truly build and sustain progress.“Following the Supreme Courts decision,clients have shown increased interest in DEIB initiatives and diversity-focused searches,”said Pam Noble,president,executive recruiting solutions&DEIB practice leader at The Christoph
62、er Group.“The ruling has raised concerns among clients,to ensure they reflect the populations,clients,and communities they serve.”After speaking with industry leaders and DEI experts,it is clear that companies must be intentional in how they shape their DEI strategies and many organizations might ha
63、ve to reevaluate their methods in order achieve the desired results.These strategies range from talent support to attracting diverse leaders to building a foundation for inclusion with psychological safety,all in order to leverage diverse talent to achieve a more successful,creative,and innovative c
64、ompany.In the past few years,the long overdue topic of diversity,equity,and inclusion was brought to the forefront of national conversation,with the reckoning of George Floyds murder and greater national understanding of how necessary the need for change EXECUTIVE SUMMARY13PODCASTAn Intercontinental
65、 Network:Using A Diverse Viewpoint To Get AheadIn this episode of Talent Talks,Hunt Scanlon Media host Rob Adams is joined by Diego Cubas the regional chairman of Cornerstone Latin America,an expert in international expansion.Diego sheds light on the need for a global network and synergy between reg
66、ions in fostering innovation for international success.Listen Now!EXECUTIVE SUMMARY14 Hunt Scanlon Media,Copyright 2023,All Rights Reserved.HR/Diversity Recruiting Power 65Academic Search(202)332-4049 Jay Lemons,PresidentAcertitude(212)861-0002 Kevin ONeil,Co-Founder&Managing PartnerAugust Leadershi
67、p(914)319-3116 Umran Beba,PartnerBertram&Associates(651)714-8350 Stephanie Jakubik,PresidentBespoke Partners(858)356-6731 Eric Walczykowski,CEOBlue Rock Search(941)952-9555 Ruben Moreno,Founder&HR Practice LeaderBoardWalk Consulting(404)262-7392 Sam Pettway,Founding DirectorBowdoin Group(781)263-520
68、0 Dave Melville,Founder&CEOBRYANT GROUP(972)739-6030 Sally Bryant,President&CEOCaldwell(415)887-8867 Chris Beck,President;Elizabeth Bernich,PartnerCarrington&Carrington(312)606-0015 Willie E.Carrington,Principal&FounderChapmanCG(818)703-0446 Stephanie Cross-Wilson,President&COOThe Christopher Group(
69、440)953-9559 Thomas Christopher,Founder&CEOComhar Partners(239)345-4050 Bernard Layton,Managing DirectorCornerstone International (770)395-7225 Larry Shoemaker,PresidentDaversa Partners Paul Daversa,Founder&CEO DHR Global(818)216-6133 Christine Greybe,President,Leadership ConsultingDirectRecruiters(
70、440)207-9678 Dan Charney,President&CEODiversified Search Group(215)732-6666 Aileen Alexander,CEODiversity Recruiters(877)998-9092 Tony Wright,FounderDRiWaterstone(703)294-6684 Nancy K.Racette,PrincipalEgon Zehnder(312)260-8865 Cynthia Soledad/Pam Warren,Co-Leaders DE+I CouncilEllig Group(212)688-867
71、1 Janice Ellig,CEOFrazer Jones(646)717-9839 Brad Law/Darren Wentworth,PartnersFrederickson Partners/Gallagher Executive Search(650)614-0220 Valerie Frederickson,Founder&CEOFurst Group/Salveson Stetson(800)642-9940 Bob Clarke,CEO;Sherrie Barch,PresidentGattiHR(312)667-8801 J.L.Baker,CEOGlocap(212)333
72、-6400 Annette Krasner,CEOGreenwood/Asher(850)337-1483 Jan Greenwood/Betty Asher,PartnersGriffith Group(416)508-5353 Jane Griffith,Managing PartnerHanold Associates HR,Diversity&Inclusion Executive Search(847)332-1333 Jason Hanold,CEO&Managing PartnerHeidrick&Struggles(312)496-1000 Lyndon A.Taylor,Ma
73、naging PartnerHerbert Mines Associates(212)355-0909 Brenda Malloy,President&CEOIsaacson Miller(617)262-6500 Ericka Miller,President&CEOJM Search(301)288-1450 Louis Montgomery,Partner,HR and Diversity OfficersKincannon&Reed(540)941-3460 David Turner,PresidentKingsley Gate Partners(972)726-5550 Mike B
74、ergen,Global Practice Leader,Human ResourcesKorn Ferry(416)365-4001 Alina Polonskaia,Global Leader D&ILindauer(617)262-1102 Deb Taft,CEOMalin Hughes(312)794-7720 Brad Newpoff,President&CEOMassey Henry(416)705-0193 Michael Henry,Managing PartnerMcCormack+Kristel(212)531-5003 Michelle Kristel,Managing
75、 PartnerMcDermott+Bull(347)923-7087 Sue Waterbury,Partner;Alex Verdecchia,PrincipalMiller Black Associates(917)399-6899 Joanna Miller,Managing PartnerMinority Execuitive Search(216)932-2022 Eral Burks,President&CEON2Growth(800)944-4662 Kelli Vukelic,CEOOdgers Berndtson(646)553-4758 Steve Potter,CEOO
76、N Partners(214)240-2178 Lynda Robey/John Morrow,PartnersRiviera Partners(310)245-8368 Will Hunsinger,CEORussell Reynolds Associates(415)352-3300 Tina Shah Paikeday/Jim Bagley,Managing PartnersShelli Herman Associates(800)396-0595 Shelli Herman,Founder&PresidentSlayton Search Partners(312)456-0080 Ri
77、chard Slayton,Managing Partner&CEOSolomon Page(212)219-0697 Lloyd Solomon/Scott Page,Managing DirectorsSpencer Stuart(312)822-0080 Stephen G.Patscot,Practice LeaderSteven Douglas(954)385-8595 Matthew Shore,PresidentTatum by Randstad(717)232-5786 Dominic Levesque,PresidentTriSearch(833)258-0909 Tony
78、Dillard,Managing DirectorTrue (646)741-2585 Keri Gavin/Aaron Clubb,Co-Leaders Diversity PracticeVersique(952)260-0930 Tony Sorenson,President&CEOVetted Solutions(202)544-4749 Jim Zaniello,President WB&B Executive Search(516)743-3000 Kenneth Roldan,Co-Founder&CEOWilton&Bain+44 207 621 3570 Chloe Watt
79、s/Tim Baker,PartnersWilsonHCG(813)600-4303 John Wilson,CEOWittKieffer(630)990-1370 Andrew P.Chastain,PresidentZRG Partners(856)685-1450 Kelly Lewis,Vice President,People Culture&Inclusiontruly was.This brought forth a flurry of activity and corporate pledges towards an increase in internal diversity
80、 at companies as well as a push for initiatives to support black focused initiatives.In fact,according to a recent report from McKinsey&Co,in 2020“some of the worlds largest companies dedicated more than$66 billion in funds to the cause and in 2021 upped their commitments and made new ones to reach
81、a cumulative amount of approximately$200 billion in earmarked funding.”While this was a great first step in the wake of such strong emotional sentiments,emotion alone doesnt sustain momentum.In the wake of the Supreme Courts reversal of Affirmative Action,as well as a recent cutting of thousands of
82、chief diversity officers in the past year,many individuals have begun questioning the future of DEI.We spoke with DEI experts and industry leaders regarding the state of DEI in 2023-24 and how to approach building a successful strategy to build on the momentum first garnered in 2020 and reevaluate w
83、ays to improve organizations approach.A key starting point is building a holistic DEI strategy fully incorporated into a companys everyday goals.The Importance of Psychological Safety in the WorkplaceWhen considering strategies for cultivating a diverse and inclusive workplace,one crucial factor tha
84、t often gets overlooked and is indeed a foundational principle of a successful DEI culture is psychological safety.At its core,psychological safety refers to an environment where individuals feel safe to express their opinions and ideas without fear of negative consequences such as ridicule or punis
85、hment,instead creating a climate that encourages open communication,risk-taking,and learning from mistakes.When employees feel psychologically safe at work,they are more likely to contribute their unique Ask us how we can help your team reach its optimal We help purpose and mission-drivenorganizatio
86、ns build high-performanceteams and cultures.20 years experience serving clients in the non-profit and social impactenterprise space.More than 1,000 successful executivesearch placements.A culture-centric approach to humancapital management that helpsensure you have the right leaders inplace leaders
87、who align to yourpurpose,and who can help take yourorganization to the next level.Expertise across executive search,strategic consulting,leadershipadvisory services,and more.DRiWaterstone Human Capital areexperts in non-profit and social impactenterprise human capital management.EXECUTIVE SUMMARY15p
88、erspectives and experiences.This sense of safety fosters creativity,innovation,and ultimately leads to better decision-making processes.Building Trust and Encouraging ContributionsAt the heart of psychological safety lies trust a fundamental element for any successful team or workplace.When individu
89、als feel safe to take risks and share their opinions which might be different from those of others they are more likely to contribute fully and bring forth innovative ideas.There are five elements to psychological safety:inclusivity,trust,and curiosity which build the foundations of psychological sa
90、fety and collaboration,and resilience,which sustain it.When talking about diversity of culture,something that often gets missed is not just considering who you are as a being but its also about broad inclusivity and trust,”said Saul Gomez,director of IDEA at TI Verbatim Consulting.“If were not being
91、 inclusive of diversity,then how are we leveraging it?How are you capitalizing on it?Its worth asking,Are we maximizing what our talent pool has to offer?At the end of the day,people want to feel included.and in order to leverage the diversity that organizations have,you need individuals to feel the
92、y are valued for themselves.”Embracing Out-of-the-Box ThinkingPsychological safety emboldens individuals to think outside the box,knowing that their unique contributions are not only welcomed but also valued.INSIGHTBlazing a Trail:Women in LeadershipEgon Zehnder sat down with Anita Dongre,a true ico
93、n in the Indian fashion industry and CEO/founder of Anita Dongre to delve into her upbringing and remarkable trajectory in a time when it was unconventional for women to pursue professional careers.Read the interview highlights:Anita,tell us about being born into a family of six siblings what values
94、 and experiences from your early childhood have shaped you?I am grateful to have been born in and grown up in Bombay,which suited me as a contemporary and cosmopolitan city;but my grandparents lived in Jaipur,where I traveled to twice every year.Jaipur shaped me differently the bazaars,the wildlife
95、and watching Rajasthani women in their colorful attire.Staying with my grandparents large joint families were priceless memories and helped shape my personality.I learned to share and empathize,thanks to my five siblings and 25 first cousins.I became a people watcher,observing my aunts and how they
96、dressed.I truly enjoyed my childhood in Jaipur.As the first woman to break the norm and step into the working world in your family,what early insights have you carried with you?Ever since I was young,I realized that the true power was with those who earned money in the house.It made me subconsciousl
97、y dogged to become a financially independent woman.My family was very supportive overall,but when I shared that I wanted to start a career,the resistance came thick and fast.I had pursued my design degree with the dream to create a career.Eventually,everyone had to give in,as I stayed strong and com
98、mitted to my goals.It took adjustments on all sides,but I am glad I stayed the course.Today,my younger cousins leverage me as an example to pursue their own goals and dreams.That feels good and worthy.In the world of fashion and design,has it become a level playing field for women?The conditioning o
99、ver centuries is for women to be less,to expect less,to be subservient and not ask for more.Even though I was always independent,there have been times when I was not assertive or made my voice heard.I think women today are on the journey toward changing that.Women now understand that we are as good
100、as any man in terms of opportunities,salaries,and expectations in life.You are coming up on completing your sixth decade soon.Are you excited for the next phase?While there is a sense of fulfillment and joy,there is a lot more I want to do and achieve.But now I am surer of myself and have so much mo
101、re clarity.I am lethal now,as I now have wisdom of a 60-year-old,and the enthusiasm of a 28-year-old!EXECUTIVE SUMMARY16“When organizations ask are you a cultural fit to it for the organization?our response is Well,if were being inclusive,were being inclusive of the diversity and the differences tha
102、t we have so there isnt one cultural fit,”said Mr.Gomez.“Inclusivity is the ability to have healthy levels of dissent,because when an organization is truly inclusive,bringing in different perspectives and different thought processes doesnt mean somebodys right or wrong,its instead about learning and
103、 gaining a perspective that we might not have had before.”By embracing out-of-the-box thinking,organizations open themselves up to new possibilities and breakthrough innovations that can propel them ahead in the market.Learning from SetbacksIn a psychologically safe workplace,setbacks and mistakes a
104、re viewed as opportunities for growth rather than occasions for blame or punishment.“Its really the ability to function within a team or workplace Q&AHeritage of DEI:Creating a Culture of Equity and InclusionHunt Scanlon Media sat down with Tracy MacMillan and Christie Angel,partners at Broadview Ta
105、lent Partners to discuss their heritage of DEI and creating a culture of equity and inclusion.Can you tell us a bit about Broadview Talent,particularly about your heritage of DEI?Stemming back 30 years,DEI is intrinsic to our business and because of that,our commitment is a reality,not simply a well
106、-intentioned endeavor.It is the foundation of our client service model and candidate relationship acumen.BroadView Talent Partners is a minority-owned business with a founder and managing partners who are nationally recognized for their expertise in DEI-related talent acquisition,retention,and leade
107、rship development.DEI drives our innovative and winning strategies while helping us creatively problem-solve.In order to provide our clients with the best available talent in the marketplace,we are steadfast in presenting them with diverse candidate poolswhich in many instances yields diverse candid
108、ate placements.How do you think that this core DEI focus gives you an advantage in the executive search industry?High demand for diverse talent has never been greater as organizations work to re-establish trust within the communities they serve by recruiting executive leadership that is representati
109、ve of their demographics.As a firm that has DEI built into its heritage,brand,vision,and engagement processes,we know how important it is to have the range of human differences represented in our candidate pool.This includes but is not limited to race,ethnicity,gender,gender identity,sexual orientat
110、ion,age,social class,physical ability,or attributes,religious or ethical values system,national origin,and political beliefs.We strive every day to support this trend,bringing our clients a diverse pool of highly-qualified individuals to help their organization thrive.It has been our experience that
111、 clients who seek the best available talent in the marketplace will continue to draw on firms like ours to deliver these diverse pools.What are some key pieces of advice for creating a culture of diversity and inclusion at a company beyond each individual placement?Always embrace the mindset that DE
112、I is directly correlated to your organizations commitment to its community,customers,and clients.Therefore,your leadership teams should be reflective of the community that is being served by your mission.Embracing diversity allows for a wide range of perspectives,skills,and experiences to come toget
113、her,fostering innovation and creativity.Equity ensures that all team members have equal opportunities to contribute and be heard,promoting a sense of fairness and belonging.Finally,inclusion creates an environment where everyone feels valued,respected,and included,leading to enhanced trust,communica
114、tion,and collaboration.If leaders can nurture each of these three areas within their overall culture,the organization will only become stronger,especially if there is someone leading the DEI charge and that individual has a seat at the C-suite table.Any recent DEI placements youre particularly proud
115、 of as an organization?H Beecher Hicks III,president&CEO,NBMBAA;Margaret Salazar,CEO,REACH Community Development;Craig Warren,CEO,Washburn Center for Children;Cinnamon Pelly,president and CEO of Pillsbury United Communities;Mohamed Omar,CAO,Washburn Center for Children;Mario Basora,chief executive o
116、fficer,Future Ready Columbus;Shannon Isom,executive director,Community Shelter Board;Danielle Sydnor,CEO,Franklin County Rise Together.Tracy MacMillanChristine AngelEXECUTIVE SUMMARY17environment without feeling like youre going to be ridiculed or much less retaliated against,especially when pushing
117、 back or challenging the status quo,”said Mr.Gomez.“Even to the point where the contributions that people make are seen and heard and valued,no matter how out of the box thinking contributions might be.”When employees feel supported during challenging times,they are more likely to bounce back with r
118、esilience and learn from their experiences.This growth mindset relies completely on trust between individuals and trust in the growth mindset of an organization.“Thomas Edison had this famous quote that says,something to the effect of I didnt fail 1000 times I successfully discovered 1000 ways of ho
119、w not to make a light bulb,and so we look at it that from that perspective,”Mr.Gomez said.“Theres value when we can pass on that knowledge to somebody else,if there is trust and the opportunity to fail forward that keeps somebody else from having to learn that lesson all over again.A crucial role in
120、 fostering this mindset is the leadership;by encouraging open dialogue about failures and promoting a culture of continuous learning,trust is built.Nurturing Innovation and CreativityOnce trust has been built,curiosity to try new ways of thinking can blossom because,without fear of punishment,indivi
121、duals can feel encouraged to think creatively and innovate.“You have to ask,do people at this organization feel emboldened?Do they feel like they have the latitude and autonomy to explore and ideate and innovate and be creative and break a couple eggs?”asked Mr.Gomez.“These are important questions i
122、n probing beyond merely DEI as a figurehead and learning how to build a team of collaborators who have the trust and grit in order to work past mistakes.”When employees feel safe to take risks,experiment EXECUTIVE SUMMARY18202-332-4049|academicsearch.orgThrough our executive search services,we focus
123、 on finding high-quality,diverse candidates who align with your institutions mission and needs.MORE THAN6 IN 10Appointees are women and/or persons of color.COMMITTED TO IDENTIFYING&DEVELOPING LEADERS IN HIGHER EDUCATION.with new ideas,and challenge existing norms,they are more likely to generate gro
124、undbreaking solutions.Organizations that value psychological safety create an atmosphere that fuels creativity,enabling teams to push boundaries and drive innovation forward.Sustaining Psychological SafetyIn order to sustain psychological safety,and thus build a strong foundation for your organizati
125、ons DEI efforts,members of the entire team as well as the leadership should be actively engaging in the practice.By collaborating together towards this shared objective,team members will also feel empowered to share their ideas and new perspectives can help maximize the potential of talent.“When lea
126、ders start modeling the behaviors that they wish to see in their organization,it gives permission and agency for other people to do the same,”said Mr.Gomez.In the journey towards creating more inclusive and innovative workplaces,psychological safety serves as the cornerstone.By fostering this enviro
127、nment,we invite a diversity of ideas,iterations,and improvements,paving the way for sustained growth and success.As we move forward,lets commit to nurturing psychological safety in every interaction,meeting,and decision,shaping a future where every voice is valued and heard.DEI Integrated Into All A
128、spects of a CompanyAt its core,building a values-driven company lays the foundation for any successful diversity,equity,and inclusion strategy.Companies need to create a holistic DEI strategy that defines and communicates the core values of the company,aligns the DEI strategy with economic performan
129、ce understanding that true DEI directly leads to unlocking value,and most importantly,making sure that the overall efforts result in true inclusion and a celebration of the diversity rather than merely hiring candidates to check off a box.EXECUTIVE SUMMARY19“By having diverse representation,inherent
130、ly you have diversity of thought at the table,”according to Ruben Moreno,CEO of Blue Rock Search.“And theres no one thats ever going to argue that having diversity of thought at the table doesnt lead to better business decisions.Nevertheless,in order to access the better business results that come t
131、hrough diversity,you must have a holistic strategy that becomes the fabric of who your company is and what your company does over the long term by building the strategy into the business plan,rather than thinking of it as a separate and distinct issue to address.”By aligning actions with these value
132、s,organizations can foster an inclusive culture where everyone feels valued and respected.But in order to establish those values,organizations must tie it to their business plan so that it is demonstrated as a priority.This way organizations can truly understand the needs of the community and under-
133、represented groups they serve.“Knowing and serving those communities is really the way you can create a sustainable model from a DEI perspective.going to the employee base to understand them and make sure that the employee value proposition for those individuals works is what unlocks that business v
134、alue,”said Mr.Moreno.“Because that drives the retention.And long term retention allows you to have a core base,a diverse base,to promote from.”INSIGHTThoughts on Belonging with Virgil FluddVirgil Fludd,partner in the academic,non-profit,social enterprise and culture practice at Caldwell,shares his t
135、houghts on belonging in the context of a corporate environment.In the last few months,Ive talked about fostering a sense of belonging,and about the importance that we as leaders have to demonstrate to ensure people feel like they belong.Some of the challenge is when youre the“in-group,”you dont feel
136、 compelled to accommodate others.They should come in and fit us.I dont have to do or change anything.And thats part of the challenge you dont have to.but you should.That kind of thing is hard because it makes people feel uncomfortable that now theyve got to do something that breaks the normalcy they
137、ve been accustomed to.And theres a measure of defensiveness about there being something wrong with the way were used to doing things that theres something that needs to change.I served seven terms in the Georgia General Assembly,pushing for progressive changes.One comment I heard multiple times was
138、Why do you want to change it?Were fine,and by the way,you moved here,so you must have thought it was okay too so.were not changing.Few people are comfortable with discomfort.Those few who are comfortable with discomfort need to be a bit more activated and uplifted so they can help people who arent c
139、omfortable with being uncomfortable get to that point.There has been a lot of talk in the last few years about the importance of change and a desire to do things differently,but while we have seen some positive change,the work isnt done yet.Theres still so much more that needs to be accomplished.I a
140、ttended a seminar on race relations a few years ago,where the speaker made the point that his blackness is always on his mind.How people perceive him,what he wears,how he speaks,how he comes across is always on his mind.And that felt familiar I think most black people think about their blackness eve
141、ry single day.There were white business leaders in the class that day who said they never thought about their whiteness ever.So,if its not a load youve had to bear every day,its going to feel heavier,and it will get tiring.But its something that needs to be carried every day.And though the idea that
142、 you have to carry it every day is somehow exhausting,the reality is its exhausting for everybody.For underrepresented groups,its exhausting,but there are no other alternatives.I think what it comes down to is taking a more thoughtful approach to everything we do.Yes,its a daily challenge,but the ha
143、rd and tiring and uncomfortable things can be good for us.Even still,I am hopeful about the future.I have to be.I listen to my two adult children talk about race,ethnicity,gender identity and religion in a much more aspirational tone.They are also more demanding of the institutions that they engage
144、with government,employers,service providers and corporate brands.They want to hold organizations accountable and are more accepting of people who are different from them.They work on making others feel like they belong,and I learn from them every day.EXECUTIVE SUMMARY20Reevaluating Traditional DEI S
145、trategiesDEI challenges in organizations have traditionally been addressed through content-based approaches like networking and mentoring.However,today we are witnessing a shift towards structural responses that address inherent biases within organizations and talent placement as companies understan
146、d that mentoring alone wont fix the structural barriers in place.“Now,companies are looking at their recruiting process and saying,Wait,this process is inherently biased,and re-assessing how to make it more fair.using things like algorithmic search”to go after a more diverse pool of qualified candid
147、ates,”said Tom Connolly,chief human resources officer at Kingsley Gate.Furthermore,building out this holistic strategy includes not just bringing in diverse talent but also build out a supportive pipeline so that the diverse talent can eventually become leaders in the organization:“Its on leaders an
148、d boards to be very purposeful about the value that having a really strong DEI approach brings;its not just about gender,its not just about race,its about cognitive diversity as well,and enabling those people to be accepted and actually have a journey through the companies,”said Francesca dArcangeli
149、,chief operating officer at Kingsley Gate.“And thats very much from the top,all the way throughout the organization.And its our job as executive search consultants to ask and make sure that the companies were working with are doing that.”A Top Down and Bottom Up ApproachA collective effort is crucia
150、l in successfully driving DEI initiatives within organizations so that DEI is embedded in company values and is carried out by everyone rather than one individual with limited resources and impact.When reflecting on the flight of many chief diversity officers,this talent often left because the whole
151、 organizations diversity efforts were placed on the shoulders of a single individual without the resources or power to enact company-wide cultural change.“Organizations need to keep pushing and ensure there is an effort made by everyone in the organization not just HR or a DEI officer,”said Kasey Ka
152、iser,partner,healthcare technology&life sciences,digital health&employer technology at Direct Recruiters Inc.“Make sure DEI-related initiatives are ingrained in company core values,not just a quota and afterthought.Create an inclusive environment,empower people,and make sure company actions align wi
153、th leaderships words,”Ms.Kaiser said.“Continue conducting trainings,and benchmarking progress.Create a mentorship program to ensure there is an effort for growth and training.Research has proven that having people with seats at the table who have different perspectives leads to company growth.but it
154、 takes a conscious effort to make progress.”In order for DEI efforts to make an impact,they must be integrated throughout the day-to-day operations of an organization.“Leaders need to look at diversity not as a vertical,not as one persons role or one persons area of responsibility,but as a horizonta
155、l and something that needs to be everyones responsibility and touch every part of the organization,”said Julio Surez,managing director at DRi Waterstone.Ben Warner,VP of talent at Acertitude continues on a similar thread,explaining that the only way to help carry out the DEI initiatives each company
156、 envisions is for each employee to be considering how they can each individually integrate DEI into their daily lives and role at the company.“Sustaining momentum for DEI initiatives within organizations requires a strategic and concerted effort,”he said.“To achieve this,organizations and diversity
157、leaders should consider creating tangible DEI EXECUTIVE SUMMARY21projects and activities that actively involve colleagues.Overall,sustaining momentum for these efforts not only fosters a culture of inclusivity,but also demonstrates a genuine commitment to DEI practices.The end goal is to create mean
158、ingful and lasting change within the organization.”Tracking Progress/Measuring ResultsA core aspect of implementing long term change to your organization and successfully carrying out the DEI strategy is understanding how to effectively track and evaluate your organizations progress towards creating
159、 a diverse and inclusive work culture.These metrics are pivotal in understanding the true reach and progressive impact of the DEI efforts and in informing ongoing strategies for long-term,sustainable success as well as holding oneself accountable to how each individual action plays into the change m
160、ade at an organization.To effectively track progress and drive results in DEI efforts,organizations must leverage data-driven strategies for how to measure change:Establish Baseline MetricsUnderstanding where an organization stands regarding diversity representation is critical.By establishing basel
161、ine metrics related to gender,race,ethnicity,age,and other relevant factors,companies can identify areas for improvement and set realistic goals.“Many companies are holding themselves accountable by establishing metrics to monitor progress and ensure continual improvement,”said Clinton Browning,part
162、ner and head of Dreamscape at Daversa Partners.In the same way that results oriented goals drive progress in every other aspect of business,tracking towards a goal for DEI progress can lead to those same desired results.Some organizations have actually created a standard metric for companies to use
163、to assess their baseline EXECUTIVE SUMMARY22from a DEI standpoint,this way companies are comparing their progress and current standing using the same measuring system.The Council for Advancement in Support of Education created their own DEI index as a way to measure DEI.“Its a concept that could be
164、used across any nonprofit environment,”said Deb Taft,chief executive officer at Lindauer.“The idea is that one considers a set of measures and understands what the leadership looks like,where investments are being made,whos receiving professional development,what are the networks and the portfolios
165、of the fundraisers.”These are all key indicators of true investment into DEI and what it takes to get those changes across the finish line.When organizations have a measurement system for finding the baseline and tracking progress,they have completed a key step towards instituting change.Once these
166、metrics are established,regular reporting on DEI metrics ensures accountability and transparency within an organization.And,more importantly,sharing this information with employees fosters trust that the DEI goals arent just a lofty idea,instead allowing for collective ownership of the companys dive
167、rsity progress.Measuring Your Entire DEI StrategySimilar to evaluating the overall DEI strategy to make sure it encompasses both content and structural Q&AQuestions For Sergio Monsalve,An Early-Stage Investor Focused On Human Enablement TechnologiesSergio Monsalve spearheads investment strategy for
168、Roble Ventures,a firm he founded with the express purpose of helping entrepreneurs increase equity via human enablement technology.It is all part of a new ecosystem which is quickly gaining traction in the world of human capital investment.Mr.Monsalves investment strategy is centered around DE&I ini
169、tially by investing in diverse firms but on a larger scale by investing in technology that empowers a new wave of human potential across society.“We believe that this is not just a smart way to invest,but a movement to bring some much-needed empathy and human-centric benefits back into venture capit
170、al,”he told ExitUp in a recent conversation.When Mr.Monsalve isnt busy adding to his impressive investment portfolio he serves as a professor and mentor to young entrepreneurs at his alma mater,Stanford University.He is an expert in both human capital and the technologies which will unlock our full
171、potential.The following are excerpts from a recent discussion with Mr.Monsalve.Sergio,talk to us about the importance of human enablement technologies in todays world.The technological miracles weve created have simultaneously empowered and necessitated the creation of human enablement technology.Wh
172、en you take a look at corporate America you see a three percent unemployment rate,but there are hundreds of thousands of jobs that are left unfilled because people lack the skills necessary for the next generation of jobs.If you look at the number of unfilled positions and fill them,you come up with
173、 a negative unemployment rate.In order for this system to function optimally and equitably we must empower people from all walks of life to participate in the new economy.Enter human enablement tech.How can human enablement tech increase equity for the individual?The unprecedented rate at which our
174、new system has taken form has led to increased economic inequity.While a rising tide does lift all boats,in this case they arent all lifted at the same pace.Those with the right connections who are digitally able have gained comparatively much more.This happens all the time when theres a boom,the ha
175、ves get more and the have nots less.By investing in human enablement,we hope to create a more equitable system.This will ensure that a greater share of society gets their fair share of the economic benefits of the digital transformation.Learning can no longer be limited to our early lives.The new sy
176、stem will require everyone to reskill throughout their lives or become obsolete.What do you look for when investing in an entrepreneur?There is an art in being a great entrepreneur,you need to be incredibly persistent but also adaptable,traits which are almost orthogonal to each other.People who are
177、 able to find this counterbalance are truly one in a million.Thats why a ton of our time sourcing is spent making sure weve found people who are able to walk that tight rope.Some of the greatest companies have come from bad ideas,or from obvious ideas,and succeeded entirely because of the people man
178、aging them.In venture three ingredients are critical:capital,ideas and people.Relatively speaking,capital and ideas are abundant in comparison to finding the right people.Source:ExitUpEXECUTIVE SUMMARY23DEI initiatives,organizations must take a similarly holistic approach to measurement.“Organizatio
179、nal leaders must proactively evaluate not only their hiring processes but also evaluate promotion and retention policies,”said Carlos N.Medina,vice president for equity and inclusion and senior consultant at Academic Search.“This evaluation aims to eliminate biases and establish a truly equitable wo
180、rkplace where opportunities are accessible to all.”Once a company evaluates these processes for biases,this helps organizations understand where their biases exist in order to address them and,more importantly,measure progress in removing them from the hiring and retention process.With measurement a
181、lso comes more qualifiable ways of tracking this progress through your leadership and ways for leaders to promote such progress.Leaders can participate in additional informal means of measuring progress such as random check-ins with entry level people to get a sense for their pain points or carrying
182、 out lunch and learns to encourage collaboration between teams.This also helps reinforce,to the broader organization,that the leadership team is bought into a culture of inclusion.By establishing baseline metrics,organizations can identify areas for improvement and set realistic goals;regular report
183、ing and sharing of DEI metrics fosters accountability,transparency,and collective ownership of diversity goals within the company.With a holistic approach to measurement ensuring that the evaluation encompasses all facets of the DEI strategy,including hiring,promotion,and retention policies.Leadersh
184、ips Role in Sustaining DEILeadership is one of the fundamental keys to creating a diverse,equitable,and inclusive workplace.Hiring and attracting diverse leaders both at the C-suite and board level drive DEI initiatives and set the tone for how they should be carried out.“Its also EXECUTIVE SUMMARY2
185、4UNLEASHINGHUMAN CAPITALEXCELLENCELEARN MOREExecutive SearchFractional CHROsInterim HR LeadersHR Advisory&Consultingt h eg r o u pcritical that top leaders push down through the organization to develop the team,and especially mid-level managers who are hiring,doing performance management,creating da
186、y to day context for employees,as mid-level managers are often the ones carrying out the DEI efforts and tracking progress,”said Ms.Taft.Choosing the right talent to steer the company is key because they create the culture.“Leadership communicates expectations,behavior,and norms,”said Lionel Anderso
187、n,principal at JM Search.“Taken together,these three elements undergird an organizations culture.And culture determines the success or failure of any meaningful diversity and inclusion effort.”“When leaders prioritize diversity and belonging,they not only align the organization with its mission but
188、also foster an inclusive atmosphere that benefits both employees and the communities they aim to support,”said Ms.Noble.“Ultimately,top leadership holds the transformative power to embed DEIB at the core of the organizations culture.”Reflecting the Companys Mission/ClienteleNot only does a leader he
189、lp shape the internal culture,but they also reflect the organization to the world.If the entire leadership team lacks diversity,any external statement on a companys dedication to diversity weakens.“Candidates want to see evidence of the board commitment to DEI based on its makeup,”said Crystal Steph
190、ens,senior director at Boardwalk Consulting.“If the board is diverse,it is a positive sign that the organization holds diversity as a key priority.A diverse senior management team also reflects a commitment to DEI.”This is particularly the case at the non-profit level.“Because so much of a non-profi
191、ts work is dedicated to philanthropic initiatives within diverse communities,EXECUTIVE SUMMARY25Destination OrganizationsChamber of CommerceHotels&ResortsVenue Management Experiential MarketingTradeshowExhibitionSports&EntertainmentSearchWide Global is a full-service executivesearch firm primarily f
192、or:We specialize in C-level and Director levelexecutive searches for companies ranging insize from Fortune 500 corporations to mid-sized public and private companies andassociations.SEARCHWIDE GLOBALABOUTYOURPARTNER INGROWTHRespectIntegrityPassionEthicsInclusionOur Core ValuesWhy UsOur proven abilit
193、y to connect clients withexceptional candidates is the trademark ofour work.We are able to serve our clientseffectively and efficiently by staying closelyconnected to the most talented people.SearchWideGGet in Touchthe leadership must reflect the individuals the organization is helping,”said Greg De
194、Shields,executive director of tourism diversity matters at Searchwide Global.“Non-profits often work towards addressing social issues and promoting positive change in communities.Leaders must create a culture of diversity,equity,and inclusion with ongoing commitment and effort.When leaders prioritiz
195、e and actively champion these principles,they lay the foundation for an environment where everyone can thrive and contribute their best.When the leadership reflects the individuals that an organizations clients,they can also approach the solution in a more creative and often more empathetic way beca
196、use their experiences and identity are more likely to reflect those of the client.”Most importantly,not only must leaders initiate and carry out the DEI efforts,but they must also be willing to listen and adapt so that their strategy truly helps increase DEI at the organization,according to Siobhan
197、Doherty,partner®ional practice head,social impact and environment,Americas INSIGHTWorking Women and the War for TalentWomen have spent centuries forging a path in society and the workforce,with much progress:Most countries have extended the right to vote within the last 100 years,and womens labor
198、 force participation has expanded rapidly since the midcentury.But the harsh reality is that women remain scarce in top leadership roles today:They held fewer than five percent of CEO roles globally in 2020.As companies grapple with current talent shortages,women can be a key part of the solution.De
199、spite different starting points and cultural contexts,every country has an opportunity to bring more women into the workforce,in order to meet talent needs and advance womens empowerment.Understanding the differences and similarities between women and men at work is critical for addressing gender pa
200、rity and winning the war for talent.Five imperatives for leading firms:Be wary of averages In order to attract and retain the best workers,while also ensuring that the right people are in the right jobs,leading firms are adopting a more tailored approach to worker needs.For some workers,that will me
201、an ensuring that their work is aligned with their passion.For others,that may mean offering flexibility paired with career progression.Actively fight traditional gender bias with diverse role modeling and sponsorship Gender bias can hold workers back from their full potential.Firms can actively chal
202、lenge bias by elevating diverse role models,ensuring equal access to sponsorship,promoting allyship,and embedding concrete bias mitigation efforts.Our research shows that mentors with different backgrounds or identities than their mentees are equally as effective as mentors with similar backgrounds
203、or identities.Bias mitigation efforts in recruiting and promotion are also crucial.These can include redacting information from rsums during the review process,ensuring job descriptions are inviting to all,clarifying subjective or ambiguous success criteria,and requiring bias trainings for interview
204、ers,managers,and promotion reviewers.Instill inclusive practices as an antidote to gender imbalance Creating an inclusive work environment boosts team performance and improves worker retention,especially among women.We define inclusion as the feeling of belonging in ones organization and team,being
205、treated with dignity as an individual,and being encouraged to fully participate and bring ones authentic self to work every day.Bain research shows that fewer than 30%of women and men feel fully included at work,so there is plenty of opportunity for improvement.Inclusion is necessary to maximize ret
206、ention,performance,and innovation.It unlocks the power of a diverse workforce.There are three highly critical steps to boost inclusion for all.Promote growth,through instilling stronger rituals around professional development,coaching,and sponsorship.Facilitate connection.Signal commitment,with clea
207、rly defined and communicated diversity,equity,and inclusion ambitions.Unlock new talent pools through reskilling and returners programs Women are more likely than men to off-ramp and take an extended leave mid-career,often due to family obligations.And while roughly 90 percent of women want to retur
208、n,only 40 percent actually do.Nearly three-quarters of women trying to return to work after a voluntary leave have trouble finding a job.Workers who have taken extended leaves represent a promising talent pool but may need to learn new hard or soft skills to reenter the workforce.In addition,reskill
209、ing or upskilling current workers can improve retention and develop a pipeline of diverse talent into management positions.EXECUTIVE SUMMARY26at Perrett Laver.“The willingness of leadership teams to actively listen and have,often challenging,conversations with their teams and stakeholders is critica
210、l to achieving greater inclusivity,”she said.“Top leadership should not only make verbal commitments but also demonstrate their commitment through their actions and behaviors.Their actions should align with their professed dedication to diversity and inclusion.This entails actively participating in
211、D&I initiatives,receiving training,and maintaining openness to feedback and ongoing learning.”Leadership goes beyond simply occupying a position;it encompasses shaping internal culture and reflecting an organization to the outside world.Effective leaders set the tone by establishing organizational v
212、alues,inspire motivation by creating a sense of purpose,nurture talent through development opportunities,build trust as a foundation for success,and lead through change with resilience and adaptability.By understanding the profound impact of leadership in these areas,organizations can cultivate stro
213、ng leaders who drive positive organizational culture and foster success.Maximizing Success Through Talent SupportBringing in diverse and qualified talent is a great way towards increasing diversity at an organization,but if a company doesnt build out a support system,then it will be difficult to cha
214、nge the culture towards one of inclusion.“Candidates drawn from a varied mix of backgrounds are increasingly gravitating towards companies that foster a genuinely inclusive culture,”said Mr.Browning.“They want to be part of organizations where their unique voices are amplified,their individual contr
215、ibutions valued,and their identities respected.Theyre looking for employers who not only invite diverse viewpoints but actively seek them out,creating a level playing field for all employees,irrespective of their backgrounds.”Organizations and leadership must ask themselves if they have processes in
216、 place to set up their talent for success to truly unlock their value.According to Dan Nevez,vice president of executive search at Campbell&Company,some helpful questions to ask include whether DEI goals are embedded and fully integrated into your organizations general measures of success.If not,how
217、 might they be?How can you infuse principles or frameworks that propel DEI efforts forward into the activities your staff is already doing every day?How are you setting realistic expectations,providing appropriate support,and a responsive timeframe for onboarding?While every new hire needs proper su
218、pport and clear expectations in order to succeed,it becomes increasingly necessary when trying to increase diversity and inclusion at an organization.Part of the reason so many chief diversity officers left so soon after their roles were created,is that they werent given the proper support to achiev
219、e any of the goals expected of them.DEI goals cannot be achieved if you dont provide the support necessary for your employees to rise to the challenge.“Non-profit businesses can ensure they are ready to embrace women and diverse candidates by creating a culture that values and respects differences a
220、nd is inclusive and supportive,”said Christie Angel,managing director at BroadView Talent Partners.“Candidates need to see and feel that the organization is a place where they belong,not just fit in.In addition,the nonprofit board and/or organizations leadership should consider a social onboarding p
221、rogram or leadership consultant to help candidates they recruit to connect with their own community while building their networks.”The same is true around removing barriers that prevent diverse talent and women from moving up in the organization or rising into leadership positions.EXECUTIVE SUMMARY2
222、7When considering leadership at an organization it is important to reflect both on the current leaderships approach to DEI as well as how the company sets up the pipeline for future leaders.“Creating a culture that is diverse,inclusive,and focused on succession planning can help more women reach the
223、 top of their organizations,”said Mr.Gomez.“By investing in the proper development,and professional growth INSIGHTHow CPG Companies Can Advance Gender Diversity in C-Suite P&L LeadershipThe CPG industry is upheld by the buying power and influence of women,literally.Research indicates that by 2028,wo
224、men will be responsible for 75 percent of consumer spending.Yet just three of the top 50 CPG CEOs are women,with one just appointed in June 2023.Beyond the CEO role,Spencer Stuarts Consumer Products Leadership Index,published in April 2023,shows that just 23 percent of C-suite leadership roles are h
225、eld by women in CPG companies and only 14 percent of the C-suite P&L roles reporting to the CEO are held by women.This jarringly uneven representation in the C-suite was recently called out by Cloroxs CEO,Linda Rendle,at the 2023 Consumer Analyst Group of New York event.Others in the CPG industry ar
226、e vocal about the need for change at the top.Stakeholders including board members,employees and customers are also putting pressure on CPG companies to diversify their leadership teams and build a deep bench of talent with more women candidates.The push for greater diversity is not just because its
227、the right thing to do:research links greater gender diversity at the top with above-average profitability,better decision-making,more creativity and other benefits.There is much work to be done.Our experience shows that one of the most effective approaches companies can take to increase diversity in
228、 the CEO pipeline is to build a more diverse talent pool at the critical entry point to P&L general management(GM)roles.Female executives who manage a P&L early in their careers have a better chance of being considered for C-suite-level P&L leadership opportunities.The GM role is complex,demanding a
229、nd often exclusive of women To understand why some companies have struggled to diversify their GM pool,it is helpful to consider the responsibilities of the role,the traditional career path to the position and why the traditional“requirements”companies set for promotion to GM can serve as a barrier
230、to women.Historically,CPG companies have favored GM candidates with strong sales,commercial and/or marketing pedigrees.This makes sense,given the mandate of P&L roles is to drive profitable growth by meeting consumer needs more effectively than the competition,yet the requirement for sales experienc
231、e and a commercial pedigree can reinforce gender imbalances.How leaders are building gender diversity in the GM talent pipeline We found that the companies with the highest levels of women in P&L leadership roles tend to have a holistic,systematic and intentional approach to building gender diversit
232、y in the GM pipeline.These organizations are also committed to constant improvement and refinement,even after they hit their gender diversity targets.Establish accountability at the leadership level and constantly measure DE&I metrics In this age of data and analytics,most CPG companies likely have
233、solid reporting tools and capabilities to measure sales,gather customer data and track the outcomes of market initiatives.These kinds of capabilities can and should be applied to talent management processes that address gender diversity.Make assessing leadership potential part of the talent manageme
234、nt process Companies that are further along in their diversity journey were more likely to stress the importance of strong leadership capabilities and behaviors such as agility,resilience,confidence and humility alongside experience.They realize that to diversify their P&L pipeline,they cannot simpl
235、y select people who fit traditional GM talent profiles.Instead,they must make evaluating candidates based on leadership potential part of the hiring equation and do so earlier in their careers.Have career conversations early and accelerate development Timing is everything when it comes to having car
236、eer conversations.Several CHROs we spoke to said that by waiting too long to have intentional career discussions with female executives with GM potential they run the risk of the women self-electing out of consideration because of familial or other personal obligations,especially if mobility is requ
237、ired.HR leaders know that its often easier for people to make cross-functional or geographic moves earlier in their careers,and from a business perspective,the risk of cross-functional moves is less.Provide visibility and support through sponsorship,mentorship and role modeling Research shows that s
238、ponsors may be more effective at helping women advance their careers by extending their professional networks,advocating for them when opportunities arise and providing exposure to executive team members who make hiring decisions.Advocacy by senior leaders is particularly important for up-and-coming
239、 leaders,which can lead to promotions and stretch assignments,research finds.Success tends to build on itself.One company that is earlier in its diversity journey found that as women are moving into more senior roles,they are reaching out to help other women succeed.EXECUTIVE SUMMARY28of women,and b
240、y removing the glass ceilings,and the labyrinth that affects gender in leadership,organizations can better prepare to be more inclusive workplaces.Organizations have the responsibility to create opportunities that support a growing population,remove organizational barriers,and create a workplace env
241、ironment where women can reach their full potential.”Embracing diversity within organizations is not only a moral imperative but also a strategic advantage.However,its crucial to acknowledge and overcome challenges leaders face not only around attracting diverse talent but helping them succeed.By im
242、plementing effective strategies at the top level to support new talent in their growth and inclusion,organizations can truly unlock their full potential and create a thriving environment for all.Using AI As a Tool for Promoting DEIGenerative AI continues to be a key topic of conversation throughout
243、industries and the search industry is no different.While there are plenty of potential applications for this novel technology,using it as a means of promoting diversity at organizations as well as assisting with DEI initiatives more broadly is definitely a widely held belief.Nevertheless the overarc
244、hing sentiment of industry experts is that AI is still a tool so it must be used with awareness and care rather than seen as a solution or a replacement to humans.AIs Limitations With DEIAI has become an integral part of our lives,revolutionizing industries and transforming the way we live and work,
245、and the same can be said for the search industry and for DEI initiatives within organizations.“Depending on which side you ask,AI will lead to either a data-driven meritocracy or EXECUTIVE SUMMARY29Leadership Development Healthcare Executive SearchRetained Executive SearchTransforming organizations
246、through a systemic,holistic approach to leadership effectiveness that provides a competitive edge by developing high-performing executive leaders and teams.Advancing organizations across all facets of healthcare and life sciences through meaningful,collaborative partnerships.Ranked in Top 10 by Mode
247、rn Healthcare and as a Top Executive Search Firm by Forbes.Creating meaningful client partnerships for more than 25 years supporting multi-industry C-Suite talent with specialty practices in HR,Finance,Non-profit,Pharmaceuticals,and Biotechnology.Ranked as a Top Executive Search Firm by Fa DEI crisi
248、s,”said Jin Ro,chief product officer at ON Partners.“In an ideal model,AI provides a wide aperture to a larger and more diverse pool of candidates where the best fit would emerge based solely on merit and fit.”“Nevertheless some limitations exist with this tool that must be considered when using it,
249、”Mr.Ro said.“There are built in social biases.AI models are only as good as its training data.Additionally,there is no recognition of recent events where a situation might require nuance or care.Finally,the internal workings and process are unclear to the user so it is difficult to parse through the
250、 source of the output.But despite these limitations,AI still has incredible potential to help recruiters find a wider pool of talented and qualified talent.”AI is still an early tool and figuring out the balance for where the AI is used and where recruiters make decisions is a key part of the succes
251、s.“We are still at the very nascent stages of what AI can do and the impact it will have on the hiring market in general,”said Dana Feller,founder&managing partner Hudson Gate.“AI,when programmed properly,is exponentially more accurate and efficient at targeting profiles than a human is.However,once
252、 a profile has been identified by AI,I still believe that the most sought-after candidates will expect to be contacted by a human being not by an AI bot.And more importantly,profiles identified by AI should also be looked over by humans,with AI helping aid recruiters in finding a broader pool of tal
253、ent rather than replacing humans role deeper into the process.”In order to fully take advantage of AIs capabilities when it comes to DEI and unlock new methods for increasing diversity,it is important to understand that AI is a tool to help recruiters rather than a technology that replaces them.“AI
254、can help identify gaps and suggest improvements,but the final decision often requires human insight,”Mr.Browning said.“Moreover,creating an inclusive culture extends beyond the hiring process,requiring human-led initiatives and ongoing commitment.In essence,while we lean on AI to mitigate bias and e
255、nhance our recruitment strategies,the true diversity of our society in our workforce will always require the irreplaceable human touch.”INSIGHTWhat Does the College Affirmative Action Ruling Mean for Corporate DE&I?On June 29,2023,the U.S.Supreme Court declared that considering race in college admis
256、sions practices violates the U.S.Constitution.Even though the case arose in academia,many believe that opponents of diversity,equity,and inclusion(DE&I)workplace initiatives will use the Harvard case as a lever to contest DE&I programs in the workplace.Indeed,attorneys general from thirteen states h
257、ave already threatened legal action over corporate diversity practices.And attorneys general from twenty-one states have responded with their points of view on corporate DE&I practices.In addition to the Harvard Supreme Court case,another court recently found that California legislation mandating di
258、versity on boards is unconstitutional.And a legal challenge on the NASDAQ diversity requirement is underway.While we recommend organizations seek legal counsel on these issues,we share business guidance on recommended DE&I practices in an evolving socio-political landscape below:Focus on equity,defi
259、ned as fairness for everyone,rather than diversity-related targets.Include clear business reasons for diversity in board job specifications,such as lived experience that would contribute to the understanding of markets and diversity of perspective.Include and engage members of both majority and mino
260、rity groups in your DEI programs.Equip DE&I leaders with the skill set to navigate legal complexity and focus on business outcomes as they determine whether to continue or modify existing DE&I programs,policies,and related metrics.Systematically review DE&I-related communications as part of ESG and
261、external reports and tailor regional communications inside global organizations as legislation varies widely around the world.EXECUTIVE SUMMARY30Culture Testing and Shaping Using AIUsing AI to source a larger qualified pool of talent is one of the many great value propositions that the technology en
262、ables when it comes to DEI and something that has already helped recruiters find exponentially larger numbers of potential candidates through broader and less orthodox definitions of who might fit the role.Nevertheless,there are many other ways the talent industry can use AI as a tool to promote DEI
263、,including cultural testing.“Leveraging AI to analyze data to understand themes and trends is essential to conducting an effective culture or climate assessment,”said Mr.Gomez.“Using AI and subject matter experts is crucial to better understanding organizational culture,optimizing organizational pol
264、icies,and enhancing organizations processes to ensure workplace inclusion.”When organizations want to measure their current DEI as well as track progress,AI can be a valuable tool to help and might even be a way to eliminate biases humans have when assessing the culture of an organization.Beyond cul
265、tural assessments,AI can be used to identify other areas where biases within the daily operations or practices of an organization might exist.“We may find that AI can aid us in eliminating gendered language from job descriptions and other materials to create more inclusive hiring,”said Mr.Medina.“AI
266、 might also be used to analyze data such as pay rates,promotions,and performance evaluations to determine if there may be bias within these practices.As long as there is human oversight to look out for biases to the AIs training,the possibilities are endless and the potential is high in using these
267、tools to increase DEI efforts.”As we navigate the path forward with AI within the human capital,it is vital to consider both the promises it holds as a data-driven meritocracy and the potential risks it poses to diversity,equity,and EXECUTIVE SUMMARY31inclusion through hidden biases.By approaching t
268、his technology as a tool with its own limitations and flaws,we can harness the power of AI and ensure it works for the betterment of DEI practices rather than the perpetuation of exclusion.It is our collective responsibility to shape AI systems that reflect our values and contribute to a more inclus
269、ive culture.Leveraging Inclusive Talent to Unlock ValueFinally,the most important piece of the puzzle when it comes to DEI is to remember that at the end of the day,while an organization may have leadership that cares about DEI or they may have the best AI tools,or even a solid quantifiable assessme
270、nt of their current DEI standing,it is incredibly difficult to make these goals a reality if the company doesnt align their DEI perspective with their business goals.It has already been proven time and time again in studies from Deloitte that diverse organizations are twice as likely to exceed reven
271、ue goals,BCG that diversity increases the capacity for innovation,and others that organizations with a diversity of viewpoints which are appreciated and leveraged are more profitable than homogenous ones.“From a talent perspective,if you take the combined critical mass of diverse underrepresented gr
272、oups,you would not ignore them as a marketplace to serve with your products,whatever they may be,”said Mr.Moreno.“So take that same math and say,why would I ignore them as a potential source of talent?”Understanding how to bring in this diversity of talent and then fostering a culture of psychologic
273、al safety and inclusion to support their diversity of viewpoints is how you can take that source of talent and unlock their value.In an increasingly interconnected world where innovation is paramount for success,collaboration has emerged as an invaluable tool for unlocking the full potential of tale
274、nt,which lies in its ability to amplify individual talents,foster innovation,and drive long-term success.Nevertheless,despite this evidence and sound logic,companies must go through the steps to align their DEI strategy with their business goals in order to have the entire organization truly priorit
275、ize DEI and a culture of psychological safety as an initiative.This means from an economic standpoint,as Kris McFeely managing director of executive search and Campbell&Company explains:“When it comes to cultivating DEI,these efforts can only flourish over the long term if folks in the C-suite value
276、 and prioritize them from a business perspective.Just like nonprofit leadership determines what an organization literally values where it spends its resources of time,talent,and treasure leaders must actively champion the DEI work happening in their organizations.”PODCASTLeading with Authenticity:Na
277、vigating DEI Initiatives in Corporate AmericaIn this episode of Talent Talks,host Rob Adams is joined by Ken Wilcox,partner at H.I.Executive Consulting(H.I.E.C.).Ken shares insights on the origins of diversity,equity,and inclusion(DEI)initiatives,and strategies for maintaining momentum in this cruci
278、al area.They discuss the importance of open communication,proactive actions to rectify past mistakes,and the impact of diverse executive teams on company performance and culture.Ken emphasizes that leadership is key in driving DEI initiatives and offers practical advice for leaders looking to approa
279、ch these initiatives with authenticity and genuine understanding.Join the conversation and gain valuable insights into fostering a more inclusive workplace.EXECUTIVE SUMMARY32This can be a challenge as it is not always easy to prove the immediate“return on investment”that increasing DEI at an organi
280、zation provides,despite proof of long term financial and cultural benefits.“Leaders need to translate how DEI successes contribute to profitability and hiring,”said Louis Montgomery,partner at JM search.“I highly recommend DEI practitioners to find a career coach or executive coachsomeone who unders
281、tands this space and recognizes the long-term perspective required.”Not only does creating a company-specific business case for DEI help the organization prioritize these changes from a resource perspective,but it actually helps to spur movement on a granular level;If an organizations talent underst
282、and that making the choice towards diversity and equity and inclusion will help the company perform,it becomes an easy decision to make on an individual level.“The CEO and leadership team need to speak about the business imperative of having a diverse workforce why it matters and how each individual
283、 can make an impact,”said Janice Ellig,CEO at Ellig Group.“This should be a regular topic at town hall meetings,in company newsletters,and in department meetings.This will increase comfort about the topic and create greater ownership by all starting with the CEO and cascading down the organization.N
284、ot only does it make the choice easy,but each individual then feels personally responsible for imbuing DEI efforts into their daily work when it is aligned with business goals.”As organizations navigate the evolving landscape of work,it is imperative to prioritize diversity,equity,and inclusion as a
285、 way to unlock the true value of their talent.Inclusive talent management strategies that work towards immediate and long-term cultural changes are essential for maintaining success in EXECUTIVE SUMMARY33attracting top talent and driving business growth.By building values-driven companies where indi
286、viduals feel safe and encouraged to bring diversity of thought to the table,tracking progress using data-driven strategies,and integrating DEI with business priorities,organizations can create a future where everyone feels valued,respected,and empowered to thrive.EXECUTIVE SUMMARY34PULSE SURVEY FIND
287、INGSWhile the topic of DEI has been at the forefront of everyones minds in the past few years when companies made pledges and added workshops and chief diversity officers,more recently there has been much skepticism about the success of these endeavors.In the past year,many are finding the work to b
288、e slower and more difficult to implement,in fact most chief diversity officers have left their organizations after finding that the work theyve been trying to implement is met with backlash,lack of funds,or even just the uphill battle of implementing cultural changes.This has caused companies to ree
289、valuate their current approach,double down on efforts,or shift their strategies.Often at the front of these culture changes are recruiters and HR professionals,who work to place the individuals spearheading these changes or carry out the cultural initiatives to promote DEI.Hunt Scanlon Media conduct
290、ed a survey on the state of DEI with input from 218 industry experts.Respondents delved into their companys DEI strategies,progress made,and industries still behind from a DEI perspective.The findings of this survey are poised to offer a valuable compass for recruiters and HR professionals as they n
291、avigate the continued goal of increasing DEI at organizations around the world.The approach to diversity,equity,and inclusion has undergone rapid transformation in recent years,driven by a national and global push for change,evolving talent needs reflecting an understanding that diversity of viewpoi
292、nts and experiences brings with it economic success,and political shifts.In this survey,Hunt Scanlon engaged with professionals spanning executive search,talent acquisition,and human resources to gain a holistic perspective on the state of DEI within their industries.The insights gathered encompass
293、a wide array PULSE SURVEY FINDINGSPULSE SURVEY FINDINGS36of topics,including the top priorities for DEI within organizations,effectiveness of achieving DEI goals,the impact of search firms in achieving DEI goals,and industries which have made the most progress.The surveys findings explore challenges
294、 as well as top priorities around DEI,key takeaways that can help industry leaders reflect on their own DEI approach and understand the state of progress and what still needs to be done.The survey findings are as follows:DemographicsWhich of the following best describes your role?What is your specif
295、ic role?PULSE SURVEY FINDINGS37What industry do you work in?What industry do you work in?PULSE SURVEY FINDINGS38DEI OverviewDoes your company have a DEI strategy?(corporate)Corporate respondents were asked to evaluate their company and its implementation of a DEI strategy.The results revealed a clea
296、r picture,with over 90 percent of participants affirming the presence of a DEI strategy at their organization.This overwhelming response highlights the growing importance and recognition of diversity,equity,and inclusion in the corporate world.It is encouraging to see companies proactively addressin
297、g these vital issues and striving for a more inclusive work environment.These optimistic figures point to a broad acceptance that a strategy must be put into place in order to achieve changes within organizations and build a culture of diversity,equity,and inclusion.Nevertheless,while awareness and
298、recognition has grown,there is still a lot of work to be done when it comes to implementation.Whats more,a strategy must include all levels of an organizationfrom management to front-line employeesin order for it to be successful.How effective has your company been at investing time and resources in
299、to DEI initiatives?(corporate)Despite a broader implementation of DEI initiatives,corporate respondents are still aware that merely having a strategy in place doesnt mean that it is achievable without time and resources invested into making the plan a reality.This comes back to the wave of chief div
300、ersity officers leaving their positions so soon after many were created:they found they were given insufficient resources to enact any of the DEI goals they were expected to achieve.In fact,only 26 percent of respondents found that their strategy was being followed by very effective investment of ti
301、me and resources.Nevertheless,it is still quite promising that many companies are effectively investing the time and resources into their initiatives in order to garner results.In fact,73 percent of respondents found that their company was either somewhat or very effective in their DEI investments.Y
302、es 91%No 9%PULSE SURVEY FINDINGS39These findings highlight the importance of not only having a DEI strategy but also allocating sufficient time and resources to execute it effectively and reminds corporations that making a tangible commitment helps drive that progress.Because while there is progress
303、 to celebrate,its crucial for companies to continually assess and improve their DEI efforts.By regularly evaluating the impact of their investments and adjusting strategies accordingly,organizations can create a work environment that truly embraces diversity and fosters inclusion for all employees.W
304、hat are your top priorities with regards to DEI initiatives in 2023&2024?When asked their top priorities with regard to DEI initiatives for the upcoming year,there was a breadth of answers from corporate respondents,reinforcing both the many issues to address as well as the multitude of ways a compa
305、ny can approach DEI at their organization.One specifically pointed out“increasing the hiring pool of diverse individuals through community partnerships and engagement,”as a key goal of their organization.Another mentioned their main priority was to“foster an inclusive culture where differences are l
306、everaged to innovate and enable our mission,”a belief at the very core for what DEI stands for and why studies continue to find that diversity promotes financial success.The three key priorities repeated most frequently by respondents were to build a culture of inclusion and belonging throughout the
307、ir organization,building gender and racial representation in their companys leadership team,and coming up with a way to measure progress to build accountability on a leadership level and throughout the organization.PULSE SURVEY FINDINGS40Respondents stressed the need to regularly assess the effectiv
308、eness of DEI initiatives,collect data on diversity metrics,and refine strategies based on the insights gained.This iterative approach allows organizations to adapt and maintain their progress in fostering diversity,equity,and inclusion.Overall,these additional priorities shed light on the multifacet
309、ed nature of DEI efforts and the necessity of leadership and a culture of inclusion needed as a foundation for maintained change.Is DE+I a major focus for your company when considering a new hire?When asked about the importance of DEI in the hiring process,corporate respondents overwhelmingly emphas
310、ized its significance with over 80 percent responding that DEI is a major focus in hiring.However,it is crucial to remember that attracting qualified candidates with diverse viewpoints,encompassing gender,culture,race,and more,is merely the first step.Equally vital is the establishment of a supporti
311、ve and inclusive culture that strives to retain and empower diverse talent.DEI initiatives extend beyond recruitment to include fostering a culture of trust and inclusivity,establishing mentorship programs,and cultivating a diverse leadership pipeline.With these considerations,organizations can trul
312、y thrive and drive meaningful change.BY THE NUMBERSHow Important is Having a Diverse Team to Your Company?On a scale of 1-10,corporate industry professionals rank having a diverse team at 6.7 in terms of how important it is at their company.While this score does not lean extremely towards a belief i
313、n diversity within the team,it signals a general consensus within the industry that diversity is important not just within leadership but also within each broader team.This slightly positive leaning is a noteworthy indicator that respondents still believe in the importance of DEI,especially in the c
314、ontext of recent skepticism around DEI and fears that the initiative was just a trend;though many chief diversity officers have left and retention for the position is down,belief in DEI overall is still high.Yes 80%No 20%PULSE SURVEY FINDINGS41This question gets to the heart of DEI and what reports
315、from top consulting firms have continued to find:organizations with diversity lead to greater levels of performance and financial success.With a diversity of viewpoints comes greater room for innovation and creative problem solving,as well as a broader customer base to target.It is evident from the
316、response that while many experts in the industry agree with this sentiment,there is still a little way to go until professionals overwhelmingly believe in DEI.BY THE NUMBERSHow Much of an Impact Does DEI Have on Your Talent Strategy?On a scale of 1-10,corporate industry professionals rank the impact
317、 DEI has on their talent strategy at a 6.3.This score is generally positive but represents a slight and notable contrast from the response to the importance of hiring diversity at organizations.While a slim difference,it is a reflection of a disconnect between organizations having a broader DEI tale
318、nt strategy and merely considering the diversity of an individual during hiring.Additionally,while there is a slight trend towards DEI having an impact on talent strategy,it is not much higher than 50 percent.This reinforces the importance of having a DEI approach that encompasses a broader talent s
319、trategy to not only be around recruitment and hiring practices but also ongoing training,career development,and employee support initiatives.Moreover,a narrow focus on diversity solely during the hiring process may inadvertently lead to tokenism,where individuals from underrepresented groups are hir
320、ed to meet a quota,without addressing deeper systemic issues.To address this,organizations must take proactive steps to create a culture of belonging and support,where diverse employees are empowered to thrive and contribute their unique perspectives.While the score indicates a positive outlook,it a
321、lso highlights the need for organizations to embrace a comprehensive DEI strategy that goes beyond hiring alone in order to cultivate a more inclusive,equitable,and successful workplace.PULSE SURVEY FINDINGS42Measuring DEIHow effective has your company been in achieving DEI initiatives and goals?Des
322、pite a broader implementation of DEI initiatives,corporate respondents are still aware that merely having a strategy in place doesnt mean that it is driving the intended results.In fact,only 17 percent of respondents found that their strategy was very effective in driving the intended DEI successes.
323、Nevertheless,on a more positive note companies are still finding that their company has been somewhat successful in achieving the DEI goals set forth.In fact,57 percent of respondents found that their companies were somewhat effective in achieving the DEI initiatives they set in place.These findings
324、 highlight the importance of continuous evaluation and adaptation of DEI strategies and measuring towards a goal.It is crucial for organizations to prioritize not just the existence of a strategy,but its actual impact and outcomes.By regularly assessing and adjusting their approach,companies can ens
325、ure that their DEI efforts are truly meaningful and drive positive change.This also underscores the need for shared responsibility in promoting DEI.Its not just about the leadership or HR team;every individual within the organization has a role to play in fostering an inclusive environment.By active
326、ly participating in and championing DEI initiatives,employees at all levels contribute to the overall success of the organization and help create a more inclusive workplace culture.Ultimately,the data suggests that while progress is being made and companies are on the right track,there is still work
327、 to be done to feel that they are very effective in achieving DEI goals set forth.Companies must remain dedicated and continuously strive to improve their DEI strategies to yield more impactful and sustainable results.PULSE SURVEY FINDINGS43Have you worked with an executive search firm?When asked ab
328、out their experience with executive search firms,corporate respondents showed a fairly even split.Only a slight majority(55 percent)reported having previously worked with an executive search firm.This suggests that while many organizations have successfully executed their DEI initiatives internally,
329、there is still potential for collaboration with external firms to identify leaders capable of driving these initiatives forward.This partnership can bring fresh perspectives and expertise to further accelerate progress in achieving DEI goals,if the executive search firm has a proven track record of
330、success when it comes to DEI focused initiatives.More importantly,this response should be a wakeup call to search firms;there is still great potential out there for business opportunities.With 45 percent of the market having had no experience using a search firm there is an untapped market,particula
331、rly when it comes to DEI initiatives.If answer to last question is yes,was the executive search firm effective in meeting your DEI needs?When it comes to meeting DEI needs,the corporate respondents feedback on the effectiveness of the executive search firm was quite negative,with nearly 60 percent e
332、xpressing dissatisfaction.This highlights the void of diversity within search firms and the critical significance of having DEI at the search firms since that is what translates to greater DEI at companies,because diversity at search firms enables both to more successfully understand the broader DEI
333、 picture.It also serves as a reminder that companies should exercise caution and carefully consider which firm they choose to fulfill their executive search requirements.Yes 55%Yes 42%No 45%No 58%PULSE SURVEY FINDINGS44Making an informed decision in this area can have a profound impact on their DEI efforts and overall success.Furthermore,executive search firms should look at these results as an ex