Not only is the role of the head of diversity growing and becoming more and more vital, it is evolving at breakneck speed. In November 2020, LinkedIn reported that CDO was the fastest growing C-suite title of the year, growing 84% from 2019. But considering the generally limited size of a ” diversity office ”in both resources. and staff, the importance of partnerships with other government departments cannot be overstated.
In years past, the CDO typically partnered with an organization’s learning leader when it came to company-wide training to advance diversity, inclusion and bias. implied. While these efforts are well-intentioned, research shows that over the decades these programs fail at best to produce a more diverse workforce and at worst negatively impact DCI’s existing efforts. .
To bring about lasting change and improve DCI in talent development, it is crucial to reexamine the partnership between CLOs and CDOs in a way that gets the best out of both parties while solving real problems for employees. To do this, let’s focus on four key goals that employers often suggest to me when undertaking DCI strategies:
Elevate underrepresented talent, especially Black and LatinX talent, beyond frontline roles.
Businesses want to make sure the community knows about the work they do to be an inclusive employer in order to accelerate the attraction of a more diverse workforce.
Create a more inclusive environment so that every employee feels like they belong.
Implement clear goals that can be measured to ensure DCI efforts are having the desired impact.
At first glance, these goals may appear to align solely with talent acquisition, culture, or people analysis. But each of these goals illustrates how supporting talent development provides a direct and clear path to the goals of a company’s diversity office. Rather than silos these goals into separate teams, CLOs and CDOs can accomplish more by working together, while measuring and tracking progress at the same time.
Elevate the talents of Black and LatinX beyond the frontlines
In April, the National Student Clearinghouse reported the undergraduate enrollment rate since the start of the COVID-19 pandemic. Unsurprisingly, the data is grim, especially for students from under-represented populations: enrollments for black students are down 9.9%, LatinX students are down 8.2%, Native Americans by 14%, and the rate of international students is down 21%.
At the same time, many organizations are attempting to increase representation in their exempt roles by focusing on the outside by using pipelines of academic talent or their competitors, while neglecting the Black and LatinX talent they already employ. in the first line. But because this talent is so under-invested, the chasm from starting as a non-exempt employee to becoming an exempt employee seems insurmountable, as this graph based on CEPR data illustrates.
Matthew J. Daniel is a senior consultant with Guild Education. To comment, email [email protected]