Senior Client Partner, Global DE&I and ESG Strategist
Janet Pope, who has led global diversity at the consulting and technology services company Capgemini, says once firms embark on D&I initiatives, they must be aware of the diversity narrative among male talent below the executive level. Current senior managers who aren’t asked to lead business units may start asking if they are now the ones who are marginalized. “If they aren’t part of the populations being tracked through our diversity KPIs or in the current trending generation, they don’t feel part of the story,” she says.
That’s why, even as CEOs and outside stakeholders demand quick D&I improvements, organizations should take the time to conduct proper due diligence to clearly understand the exact nature of the problem they are seeking to solve. Experts say patience is required to uncover key hidden flaws such as disenchanted middle managers who feel left out or recent hires who aren’t attached to strong mentors.
Quick fixes are tempting but typically result in wasted time, energy, and resources. “A comprehensive approach can create a more targeted set of interventions,” says Korn Ferry’s Kirtzman.