At The Diversity Coach™, we use a simple consulting process that helps manage change efficiently. We first Assess the organization's readiness and its capacity for creating an inclusive work place. Then, we guide the leaders in (en)visioning the benefits of an inclusive and diversity mature organization. Finally, we present learning activities that fill the gap of attitudes, skills and knowledge needed to realize the vision.

The Implementation process may seem to be rigid and linear. In practice, however, it serves as an easy reference to make sure the right actions are in play as the change initiative unfolds. No two implementations have ever been the same.


This process is intended as a guide to help organizations manage the transition to a culture that naturally values all employees and to an organizational reality that gets 100% from 100% of its people 100% of the time. It provides a logical thought process for implementing a diversity strategy. Each of the elements of this process has a purpose and role in the effective execution of a diversity vision.

Pre-Work
Executive Education
The beginning of the process is to make sure that the senior leaders understand the meaning and the potential of a diversity strategy. Little can be accomplished in most organizations without the full support of leaders.

Vision Formulation
This step helps to define the target of the initiative. It is much easier to hit the target when you are clear what the target looks like. A variety of implementation plans can be effective as long as the target is clear.

Confirming Commitment
This step assumes that the key players in the process continue to educate themselves and to imagine the possibilities that could accrue with an effective diversity management strategy. Commitment means being willing to go the distance in order to achieve those desired ends.

Phase I: Assessment: Where We Are Now
Culture Assessment
Any change initiative requires that leaders be clear on the elements of culture, which will help or hinder the effectiveness of the change. The role of leaders at this phase of an organization’s life is to know when to adjust the culture and to take action to make the change.

Diversity Research
Diversity research helps to focus the initiative by identifying clear differences in the experiences of people in the organization based on various dimensions of diversity.

Benchmarking
Benchmarking should be approached carefully. The intent is not so much to learn what others have done. Its intent should be to learn what works under what circumstances. The application of benchmarked practices to the culture, situation and mood of your organization is the challenge.

Opportunity Analysis
Many corporations desire to understand the potential gain they could realize if diversity management was implemented effectively. The Opportunity Analysis is a way to determine up front if the investment in the initiative is justified by the potential returns.

Phase II: Visioning: Where We Are Going
Strategic Focus Sessions
Part of the challenges of a diversity initiative is avoiding the temptation to just “do something”. To avoid a tactical response and instead adopt a strategic approach, the leaders of the initiative, Director of Diversity, Diversity Action Council and senior leaders need to clearly tie the initiative to all other strategic initiatives. This session is designed to facilitate that process.

Culture Synthesis and Action Planning
Once we are clear about the diversity vision and have assessed the organization’s culture, we are ready to establish a clear plan of action that accounts for both. This plan will be the initial roadmap that will help define which activities are essential and which are distractions.

Diversity Action Council
The diversity council should be the driver behind the initiative. It is made up of credible, capable, cross-functional, multi-level players who are committed to making diversity management a part of the way of life at the organization.

Implementation Plan
This is the detail project plan that includes all the proposed activities for the initiative. It includes schedules, responsibilities, contingencies, budget and guidelines.

Phase III: Learning: How We Get There
Learning Activities
is essential that all associates of the organization have a common understanding and a common language about diversity. Learning activities are designed to assure consistent understanding of the process and to acquaint associates with the mindset, skills, and maturity needed to be effective at diversity management.

Communications Plan
At every phase of the process, it is necessary to keep all stakeholders aware of the thinking, the purpose, the plans, the activities, and the results of the process. Diversity management must be a common goal for all associates, not just a project being handled by a few people who are “in the know”.

Engagement Activities
The objective of engagement activities is to make everyone feel a sense of involvement in the diversity implementation process. Regular information and opportunities to participate must be planned and executed to insure success of the initiative.

Best Practices Emulation
As the process takes hold, there will be opportunities to recognize pockets of effectiveness within the organization as well as in other organizations. We believe that most people know what they should be doing. The recognition and reward afforded to those who actually do it is a good way to reinforce the new behaviors.  

There will be a need to examine the policies, practices, and systems that govern life in the organization. Quite often, these artifacts of culture need to be revised to remove barriers to the success of the diversity strategy.

Phase IV: Metrics: How Are We Doing?
Monitor and Measure Results
Before the process begins, you should establish measurable goals and outcomes. At this stage it is important to monitor the results and make adjustments as needed. There are a number of tools emerging to assist organizations in measuring results of the process.

Project Evaluation
Project evaluation is a specific discipline that reviews the implementation plan to assess how well you have followed the plan and how close the results match the projected outcomes.

Mini-Survey
The early research work establishes baseline of attitudes, opinions, and perceptions about the organization's ability to manage diversity effectively. Periodic mini-surveys are designed to assess how those perceptions are changing (for the better) as the implementation process takes hold.

The Vision Realized
The purpose of the entire process is to move progressively toward the vision established by the DAC and endorsed by the senior leaders. The continuous improvement loop in the process is a way to make sure that you are moving forward and that you are raising the bar as time goes on.