dentifying and deploying solutions.

Therefore, an effective leader measures the process and outcomes of his diversity strategy, and it becomes a part of his overall organizational strategy.

Reference:

Stokes, L. & Dansby, M. (1999). Measurement as a Critical Component of Your Organization’s Diversity Process. Received on June 19,2006 from http://www.multicul

“ 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

Why should you measure the success of your diversity program, Leader? Let’s dig deeper. Mel Loveless was a very detailed senior manager. He managed his organization with precise objectives. Unfortunately, he got into the government business. Now, he had to worry about something called diversity. Mr. Loveless didn’t care to understand it and forced his HR department to do it. Therefore, Mr. Loveless never figured out to measure a successful diversity program, and his company suffered.

As the world competes on detailed data, how can managers afford not to be detailed in their diversity strategies? Effective organizations make diversity a part of their core values and long-term strategies. These organizations are serious enough to create performance measures 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 accountability. Managers do not delegate the key activities down to the subordinates. Instead, they are actively involved in diversity initiatives. Second, organizations leverage the skills and talents of all employees in identifying and deploying solutions.

Therefore, an effective leader measures the process and outcomes of his diversity strategy, and it becomes a part of his overall organizational strategy.

Reference:

Stokes, L. & Dansby, M. (1999). Measurement as a Critical Component of Your Organization’s Diversity Process. Received on June 19,2006 from http://www.multicult

ader? Let’s dig deeper. Mel Loveless was a very detailed senior manager. He managed his organization with precise objectives. Unfortunately, he got into the government business. Now, he had to worry about something called diversity. Mr. Loveless didn’t care to understand it and forced his HR department to do it. Therefore, Mr. Loveless never figured out to measure a successful diversity program, and his company suffered.

As the world competes on detailed data, how can managers afford not to be detailed in their diversity strategies? Effective organizations make diversity a part of their core values and long-term strategies. These organizations are serious enough to create performance measures 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 accountability. Managers do not delegate the key activities down to the subordinates. Instead, they are actively involved in diversity initiatives. Second, organizations leverage the skills and talents of all employees in identifying and deploying solutions.

Therefore, an effective leader measures the process and outcomes of his diversity strategy, and it becomes a part of his overall organizational strategy.

Reference:

Stokes, L. & Dansby, M. (1999). Measurement as a Critical Component of Your Organization’s Diversity Process. Received on June 19,2006 from http://www.multicul

ity program, and his company suffered.

As the world competes on detailed data, how can managers afford not to be detailed in their diversity strategies? Effective organizations make diversity a part of their core values and long-term strategies. These organizations are serious enough to create performance measures 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 accountability. Managers do not delegate the key activities down to the subordinates. Instead, they are actively involved in diversity initiatives. Second, organizations leverage the skills and talents of all employees in identifying and deploying solutions.

Therefore, an effective leader measures the process and outcomes of his diversity strategy, and it becomes a part of his overall organizational strategy.

Reference:

Stokes, L. & Dansby, M. (1999). Measurement as a Critical Component of Your Organization’s Diversity Process. Received on June 19,2006 from http://www.multicul

ty experts, maintain that organizations that are serious about diversity have tools that track and measure both process and outcomes. The first step is leadership accountability. Managers do not delegate the key activities down to the subordinates. Instead, they are actively involved in diversity initiatives. Second, organizations leverage the skills and talents of all employees in identifying and deploying solutions.

Therefore, an effective leader measures the process and outcomes of his diversity strategy, and it becomes a part of his overall organizational strategy.

Reference:

Stokes, L. & Dansby, M. (1999). Measurement as a Critical Component of Your Organization’s Diversity Process. Received on June 19,2006 from http://www.multicul

dentifying and deploying solutions.

Therefore, an effective leader measures the process and outcomes of his diversity strategy, and it becomes a part of his overall organizational strategy.

Reference:

Stokes, L. & Dansby, M. (1999). Measurement as a Critical Component of Your Organization’s Diversity Process. Received on June 19,2006 from http://www.multiculturaladvantage.com/recruit/metrics/Measurement-as-a-Critical-Component.

© 2006 by Daryl D. Green