Panel, "Diversity, Inclusion and Equity (DI&E)

We thank our esteemed panel and moderator for a very successful and dynamic event. We were honored to have our panelists share their knowledge, their experiences and their perspectives with our members and guests – and, for a robust and illuminating Q&A session.
  
The panel shared their challenges around Diversity, Inclusion & Equity (DI&E), as well as 3-4 recommendations or programs they are currently implementing that have helped move the needle in their respective organizations. Highlights of the panel discussion include:

• The importance of building advocates throughout the organization and the significance of building a common language among leaders to enhance communication and dialogue about DI&E. Using data to inform and stories to inspire was identified as a crucial and highly effective best practice. A key lesson learned and success story resulted from the organization’s shift from a company-wide DI&E program implementation to a more incremental, function-specific roll-out and paying close attention to function-unique challenges.

• Noting that a panelist’s organization looks at DI&E in all facets of the business - for example, the workforce, the workplace, business units/functions, suppliers/vendors, and other areas.  In addition, the organization has been heavily focused on making DI&E a key part of their organizational DNA.  Also, there is a focus on providing customized training to various levels of employees to optimize positive impacts of the DI&E program and initiatives.   

• Citing additional DI&E-related success stories, as evidenced by a panelist’s sharing the amazing programs that are currently being built and supported at their organization.  Similar to a previous comment, building advocates via the use of a governance structure for DI&E was cited as a best practice.  In addition, this particular organization has employee resource groups, advocates in each business unit, country office representatives, and a DI&E council whose membership includes senior leaders.  In addition, the organization is working on a virtual reality program that can be deployed globally for training and conducting empathy workshops to go beyond awareness of individual biases and truly understand DI&E.  In addition, the employee value proposition is being refined to include the concept of self-identity and allowing employees to explore areas outside of gender, race, nationalities, age, and other traditional definitions of diversity.

• The importance of compensation equity and the significance of aligning compensation strategy to the DI&E strategy. The discussion also explored the significance of a solid job structure and leveling system, with the caution that when tying compensation to performance, performance must be properly tracked. It was interesting for the audience to note that the most visible program in any company is its compensation program, and with sites like Glassdoor (and others), fewer people are hesitant to share their compensation.  Consequently, the discussion included mention of the importance for companies to consider a pay transparency policy.

The program closed with a poignant message stressing the impact of DI&E on the organization’s ‘bottom line’, emphasizing that DI&E programs start at the top with good role models who endorse and embrace diversity, inclusion and equity and set the stage for successful DI&E culture, programs and initiatives.

To learn more about our panel and moderator, please check out their bios.

• Dr. Ginny Bianco Mathis (panel moderator)
• Erika Johnson, Willis Towers Watson
• Bill Fahey, Fannie Mae
• Stephen Leach, Nestle USA
• Monica Oldham, The World Bank

When and Where: