The evolving diversity agenda

Abstract

Purpose

In this paper, the authors share answers to the following questions based on data collected from 183 global companies in the most recent round of Aon Hewitt Top Companies for Leaders^®: Does diversity and inclusion matter? What is diversity? What practices build more diverse workforces and more inclusive cultures?

Design/methodology/approach

Much of the research cited in this paper comes from the Aon-Hewitt Top Companies for Leaders^® data set. In the latest round of data collection, completed in late 2014, 183 companies participated from around the world. Each completed a detailed online questionnaire of leadership practices. From those submissions, finalists were identified and hundreds of interviews were conducted with senior line and executives of human resources. A panel of expert judges determined the global and regional winners based on their responses to the survey questionnaire and interviews, as well as financial and other publicly available information.

Findings

Whether it is a causal relationship or merely a correlated finding, companies that have diverse, inclusive talent strategies appear to out-perform their peers on both talent and financial outcomes.

Practical implications

This paper highlights the differences between top companies in managing diversity compared to other companies in the research data. It also highlights some best practice methods to build diversity.

Originality/value

This paper documents the evolution of the definitions of diversity and considers diversity as a means to business ends rather than an end in itself.

Citation

Wilson Burns, E. and Ulrich, D. (2016), "The evolving diversity agenda", Strategic HR Review, Vol. 15 No. 5, pp. 220-225. https://doi.org/10.1108/SHR-08-2016-0065