X marks the spot!

Jason-

We are heading to South Dakota this week for the state SHRM Conference, where we get to deliver one of our favorite keynote messages Generation X : Magic (or Mayhem) in the Middle. You and I like this message for a number of reasons and have been giving presentations and workshops on generational issues for a couple of years now, and I think that this continues to be an important set of issues for organizations.

I am thinking that it might help us get mentally prepared by thinking a bit about our favorite (and the most attractive) generation in the workforce today. Good friend and fellow X'er Jamie Notter has shared some thoughts on Gen X assets and liabilities over on a blog that he contributes to. I am curious what you think of these.

Also, we contributed some thoughts for Cheezhead last week, mostly stuff that comes from The Manifesto, and it occurs to me that these things should resonate especially well with our Generation X brothers and sisters. Would you agree with that and do you think other generations will struggle with these ideas more? Or is there no generational connection here?

Have a good week and looking forward to hitting the road with you.
-joe

Diversity Dilemma - response 3

Jason-

Hmm. Well played my friend. I almost agree. But a couple of things that stand in the way...

• I am approaching this from the perspective of making the D&I function as successful as possible today, not what would make D&I successful if we lived in a world where HR was what it needed to be.
• Human Capital is and always will be a big part of D&I, but a comprehensive D&I function also includes Branding, Marketing, Internal Communications, Vendor Relations and other things that live outside of HR.
• I think that allowing the D&I function to continue to languish inside of HR is actually letting HR off the hook, because they think all they need to do is have someone chairing a cmte, printing some fliers and handing out a couple of scholarships and they are "doing diversity." Nobody every pushes back on HR regarding D&I because D&I reports up through that very food chain.

So, I stick to my guns that D&I belongs outside of HR. I think that will lead to a more serious commitment to D&I work, a more authentic and mutually beneficial relationship with HR and HR actually making a more legitimate contribution to this work.

I am down with transforming HR, I think it is the most significant opportunity for changing business. I think that part of that transformation includes D&I as a neighbor, not part of the same family.

-joe

Diversity Dilemma - response

Jason-
Hey man, great topic. I hesitate to identify myself as an expert in anything, especially a topic as big, complex and misunderstood as diversity, but thanks! One of the reasons that this is really a great topic is that diversity and inclusion work is at a place where it needs to move forward...and I believe a big part of the next step is "leaving the nest", or moving away from the HR function.

Having said that, the important thing to keep in mind is that if an organization wants to benefit from the real value of diversity it has to make a legitimate investment of resources. Far too often organizations hire someone to "do diversity", provide them with no real resources and become disappointed in a few months when the world has not been changed. Regardless of the structure, organizations need to legitimately support their D&I efforts with financial capital, political and social capital if they are going to see real results.

Getting back to your main question...I think that HR has done a good job of giving D&I work some support and resources, but I think that HR and D&I can be far more valuable to each other moving forward as separate entities. Additionally:

• HR has a great many things on its plate right now and does not have the capital to spare to fully support D&I work the way that is needed right now
• There is a false assumption in place that being an HR person means you "get diversity."
  
• A comprehensive D&I effort involves many things not HR.

This last point may be the most important. Probably the best framework of competencies that I have come across was developed by The Conference Board in 2008. They brought together a group of thought leaders and developed a Competency Model for Diversity and Inclusion Practitioners. I have spent a great deal of time considering there model and I believe it is a great framework for successful D&I work. Here are the competencies:

1. Change Management
2. Diversity, Inclusion, and Global Perspective
3. Business Acumen
4. Strategic External Relations
5. Integrity
6. Visionary and Strategic Leadership
7. HR Competencies

I feel that with this set of competencies we start to gain an appreciation for the fact that a comprehensive approach to D&I work includes many things outside of HR. There is marketing, communications, vendor relations, etc., that do not necessarily fit with HR work.

And again, I think that HR and D&I are natural strategic partners and of more value to each other in the long run as separate entities. For what its worth.
-joe

Diversity Dilemma

Joe,

Since you are a diversity expert, I'd like you to weigh in on a subject that came up in a discussion last week. It was a reminder of a debate I've heard many times and most often it's associated with diversity efforts. The debate is over whether there should be a separate diversity functional area within an organization.

On the one hand, some argue that a separate diversity group comprised of people who are committed to working solely on diversity programs should exist either within or separate from Human Resources. Since this is work that is unique from the day to day work of HR, this structure is required. And, because diversity isn't typically something organizations do well without intervention, focused effort is required to affect meaningful change.

Alternatively, some argue that when a separate Diversity group is established, it creates a mindset within the organization that it's the job of only that group to think about and act on diversity issues and programs. This argument is typically made by people who feel that diversity and inclusion is every one's job and that it should be treated that way.

How do you come down on this? What is the "right" way to approach diversity and inclusion within an organization?

-Jason