TABLE OF CONTENTS Many diversity professionals and others interested in diversity have asked the following questions:
How will we be able to demonstrate that diversity contributes to the organization's bottom line?
How do we show senior executives and others that diversity is a strategic business partner that is aligned and linked to the strategic goals and objectives of the organization?
How can we measure the impact of diversity on organizational performance and an improved work environment?
How does the strategic diversity process help an organization excel in the domestic and global marketplace and provide favorable returns to stockholders and stakeholders?
If your organization is like most, you have probably found it challenging to answer these questions. Experience has shown that the diversity organization has its own brand of strategy and visions and has developed its own perspective regarding the value of its efforts to implement a diverse work environment; however, senior leaders and line management are skeptical, at best, of diversity's impact on the organization's success and their ability to demonstrate any financial or strategic contributions that a diverse workforce makes to the bottom line. In many firms, executives and others want to believe the clich that views people as the organization's most important asset; however, they simply cannot understand how diversity realistically makes that vision a reality...
