Fortune - USA (2019-12)

CONTENT FROM DELOITTE

ESPITE THE FOCUS THAT COMPANIES HAVE

placed on diversity initiatives in recent

years, the actual results have often been

mixed. That’s because these efforts

have frequently amounted to “check-the-

box” programs that don’t have lasting impact, rather

than a sustained culture change driven by the most

senior levels of the organization.

“Diversity is just a numbers game unless you

have an inclusive culture—and, likewise, diversity

policies and programs can only go so far if they

aren’t underpinned by an inclusive work environ-

ment,” says Michele Parmelee, Deloitte’s Global

Chief People and Purpose Officer. “A company can

have flexible working policies, but they won’t have

an impact if the company’s culture doesn’t truly sup-

port or reward the people who take advantage of

them.” To this end, Deloitte’s culture is underpinned

by a relentless focus on inclusive leadership and on

what the organization considers to be the basics—

supporting a modernized working environment in

which everyone can thrive, be themselves, and

balance successful careers alongside life out -

side work.

“Employees across the globe are taking their

cues from the behaviors and attitudes about

diversity that cascade directly from the top. Efforts

such as Deloitte’s to develop an inclusive culture

are being enacted in corporations across indus-

tries,” says Courtney Murphy, director of strategic

partnerships at Chief Executives for Corporate

Purpose (CECP), a CEO-led coalition that believes

a company’s social strategy can greatly influence

its business success. In today’s social and political

climate, many companies are considering the

humanity of their employees more fully and are

embracing the notion that holistic strategies

around diversity and inclusion can effect posi-

tive change to a company’s culture—not only for

employees but also for the business.

“People spend more than half their waking

hours at work and want to bring their full selves to

their jobs and integrate their work into their lives,”

Murphy says. “Leaders are realizing this, and that’s

what’s driving a lot of the focus we’re seeing.”

A critical part of Deloitte’s approach has been

introducing respect and inclusion leadership

sessions, in which all senior leaders are required

to take part. “These sessions were derived from

listening to our people,” Parmelee says. “They told

us that the culture they experience every day at

work is critical to their sense of belonging and feel-

ing included, productive, and appreciated, which

is why we knew culture had to be the foundation of

our approach to diversity.

“Every organization has to look beyond the pro-

grams they have in place to better understand how

and whether their culture truly supports a diverse

and inclusive workplace. Effecting real change is

not only a mindset but requires a daily commit-

ment and deliberate action.” ■

Taking Diversity

and Inclusion to

the Next Level

Business leaders realize the time is right

for a different approach to workplace

diversity and inclusion.