The Metrics and Business Case for Diversity Reading Room

The The Metrics and Business Case for Diversity Reading Room provides readers with articles that explain how diversity recruiting initiatives can go beyond serving as a way to comply to affirmative actions law, avoid litigation or address litigation concerns. They will show recruiters how diversity recruiting can be a key to maintaining a competitive edge. Results driven diversity staffing initiatives can be the catalyst for a better return on your investment in human capital and and maximize your competitive advantage.
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Metrics & Business Case Tip

With the advent of this new and more globalized economy, corporations intuitively comprehend that when managed correctly, diversity creates a more entrepreneurial, cohesive company. Read more...

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Spotlighted Articles

  • Diversity Recruiting -- The Compelling Business Case

    by Dr. John Sullivan

    There are many compelling legal and social arguments for engaging in diversity

    The Diversity Recruitment Advertising Toolkit Directory, 2nd Edition is a 288-page directory that contains over 650 career-focused, national newsletters, magazines, journals, web sites, job banks and job boards targeting college-educated African American, Arab American, Asian American, Hispanic and Native American professionals. This informative resource also contains 40 pages of strategies and over 1,000 additional diversity recruitment advertising resources including listings of associations, recruitment marketing companies, and government agencies.

    Click to find out more about this essential tool for employers seeking a diverse workforce.

    recruiting, however recruiting expert, John Sullivan delves into the many compelling business reasons for making diversity recruiting a priority. Sullivan lays out how the most powerful and effective arguments for excellence in diversity recruiting relate to the business and the dollar impact that diversity recruiting can have on the bottom line. Does having a workforce with diverse backgrounds, experiences, and ideas have impact on the firm's profitability? Well the answer is a resounding yes!

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  • The Developing Diversity Accountability Paradigm

    by Christopher Metzler, Esq.

    Most organizations have diversity efforts in place but simply cannot figure out how to make them effective. One of the main reasons they are not successful is that organizations lack effective ways of holding people accountable for these efforts. Many organizations have instead developed a half-hearted process that links results to compensation. This link to compensation is quite the rage in diversity circles. The fundamental flaw with this approach is that in application it is a quota in disguise.

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  • Diversity and Inclusion: A Global Approach for Maximum Business Results

    by Anita Zanchettin

    The bottom-line business benefits of diversity and inclusion are increasingly well-established in global companies, including: Attraction and retention of top talent through employer-of-choice reputation around the world; Improved morale among employees worldwide; Cost savings due to better leveraging of strengths and skills within the organization; Stronger relationships with global partners and customers; Increased productivity of diverse and globally dispersed teams. As diversity and inclusion become more strategic components of achieving business results, the need to deal with these issues in a globally appropriate way increases.

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  • Measurement as a Critical Component of your Organization’s Diversity Process

    by Linda H. Stokes and Mickey R. Dansby, Ph.D.

    Leveraging diversity can be key to closing the diversity gap. Unfortunately, many organizations think about diversity as a human resource function, rather than a business strategy. Therefore their approach is more piecemeal than strategic and is rarely successful. For the diversity process to be integrated in the strategic goals of the business and be a fully utilized strategic lever that impacts the business, it must be measured. You would not launch any other business plan or strategy – marketing, patient relations management, risk management, cost containment, etc. – without instituting a measurement component. Why treat diversity any differently?

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