Should Diversity be on your Board’s Risk register?
Is now the time for your board governance to extend to a sustainable investment in diversity?
If you feel any three of the board indicators below apply to you then Diversity should be on your risk register.
- We have no accurate data on the ethno-cultural background of our staff, customers and local populations;
- We do not leverage concordance to drive profit or a higher level of service
- We have no independent verification of our diversity strategy and how we are benchmarking its effect on our ability to attract and retain talent;
- We suspect that diversity can encourage innovation, engagement and customer brand but don’t know how to operationalise this;
- We feel let down by head-hunters and wish to have a wider choice without sacrificing quality;
- We understand benchmarks exist but don’t know how we and our competitors compare to FTSE100 / Industry norms;
- We have no partner to tell us what’s round the corner: regulation, talent strategies and customer patterns: we are not in a network we can protect ourselves with;
- We want to be recognised as a board that takes diversity seriously throughout our business but don’t know how to move the dial and need help providing hard evidence of enterprise wide improvement;
- We are nervous about this area and want our executives to understand and protect our business under this increasing public scrutiny;
- We struggle with developing diversity assessed succession plans particularly when cross cultural virtual team leadership is a prerequisite;
- We don’t have an ‘expert friend’ in the space who can partner with us over a period of years in a non-judgemental manner to allow us to develop as a business in this area.
- We want to make a difference but are not sure we have the right people doing the right things to be confident our commitments are being delivered in line with our values.