A nation which has forgotten the quality of courage which in the past has been brought to public life is not as likely to insist upon or regard that quality in its chosen leaders today – and in fact we have forgotten.
John F. Kennedy
Follow my lead. Mel Loveless was a very detailed senior manager. He managed his organization with precise metric. Unfortunately, he got into the government business. Now, he had to worry about something called diversity. Mr. Loveless didnt care to understand it and forced his HR department to do it. Therefore, he never figured out diversity metric. It only read TBD.
As the world competes on detailed data, how can managers afford not to be detailed in their diversity strategy? I postulate that effective organizations make it a part of their core values and a long-term strategy. These organizations are serious enough to create metric so that they can track progress.
Stokes and Dansby, diversity experts, maintain that organizations that are serious about diversity have tools that track and measure both process and outcomes. The first step is leadership accountable. Managers do not delegate the key activities down to the subordinates. They are actively involved in diversity initiatives. Second, organizations leverage the skills and talents of all employees in identifying and deploying solutions.
Therefore, effective leaders measure the process and outcomes of their diversity strategy and it is a part of the overall organizational strategy.
Stokes, L. & Dansby, M. (1999). Measurement as a Critical Component of Your Organizations Diversity Process. Received on June 19,2006 from http://www.multiculturaladvantage.com/recruit/metrics/Measurement-as-a-Critical-Component.
© 2006 by Daryl D. Green