TABLE OF CONTENTS Linking and aligning the organization's strategic business objectives with the diversity process is critical to the success of the effort. Diversity and inclusion-building processes are not created for their own sake. These processes are built to support, and where appropriate, lead the organization to achieve its vision and strategy. This diversity alignment must be built in concert with the organization's vision and strategy such that the top and bottom of the organization recognizes its roles, responsibilities, and accountabilities for action. For example, senior management roles, responsibilities, and accountabilities might include the following (adapted from Baytos, 1995):
Provide diversity leadership and direction in establishing an environment where the full potential of all employees can be utilized, in support of organizational objectives, without regard to ethnic, gender, racial, and other characteristics.
Include diversity commentary as part of the organization's mission and strategy statements.
Co-create the diversity scorecard and cascade its application to all business units.
Be clear in articulating what needs to be changed; don't be a guardian of the status quo.
Develop a sound business rationale for allocating resources to diversity initiatives, identifying with clarity the potential adverse consequences of inaction.
Provide for linkage of diversity activities with other ongoing initiatives in the organization, such as...
