Despite senior management's growing acceptance of the business case for corporate diversity one-quarter of employers remain unsure how to apply it effectively, according to a survey by Novations Group, a global consulting organization based in Boston.

More than 2,000 senior human resource and training executives were asked to characterize their management's attitude toward diversity. Management at nearly three-quarters of employers now accepts the business case, but the study revealed pervasive uncertainty on how to leverage the benefits of diversity.

The business case contends that diversity efforts make a definite contribution to the bottom line by improving performance and building new leadership.

"Even though organizations are increasingly committed to corporate diversity, what many don't seem to grasp is the broader need for inclusion, said Novations CEO and President Mike Hyter. "Of course, we're pleased to find the commitment up about 60% over 2005, when the survey was last conducted. Nevertheless, many employers who believe in diversity admit they're not sure how to implement it, make it work on the ground, or maximize the benefits in business terms. Moreover, some even continue to have reservations about the core concept.

With respect to organization diversity and inclusion, which of the following best describes the attitude of your senior management?

Senior management accepts the business case for diversity and does 48% what is necessary to leverage inclusion with the organization.

Senior management accepts the business case for diversity but does 24% not know how to leverage it.

Senior management is not convinced of the business case for diversity 9% but nevertheless supports inclusion efforts.

Senior management gives lip service to diversity but lets HR pursue its 14% inclusion efforts.

Senior management does not accept the business case for diversity and 5% gives inclusion efforts little or no support.

Senior management openly opposes diversity and inclusion efforts. 0%

"It's not surprising, but still disappointing, to learn that senior management often appears to shrug its shoulders about diversity and leave the challenge for HR to solve, observed Hyter, author of "The Power of Inclusion (Wiley 2006). "Genuine inclusion has to become central to an organization's talent development effort and that will help shape management practices, corporate culture and a range of internal processes. On the other hand, inclusion is tough to make real when an organization's top people are confused or lukewarm. Any program is bound to be less effective if management isn't fully committed.

The business case for diversity is sometimes overstated, concedes Hyter. "Diversity is not a silver bullet, or a guarantee of profitability when so many factors play a role in the success of the business. The true measure of a diversity program is inclusion as well as the ability to manage diverse teams&and this is crucial today when every employer sees its workforce steadily reshaped and more diverse.


The Novations Group Internet survey of 2,046 senior human resources and training & development executives was conducted by Equation Research.