Fair360, formerly DiversityInc Best Practice’s “Guide to Diversity Department Structures” is designed to help you gain an understanding of how diversity departments are evolving over time. From their role as a strategic business partner to the day-to-day work of the Chief Diversity Officer and the employees that report to them, we hope this guide will help you better understand the way leading companies prioritize diversity work. This article is part one; check back soon for part two.
For a long time, diversity and inclusion was solely an HR function, with little accountability assigned to initiatives or data to provide evidence of impact or effectiveness.
The environment, however, has changed around diversity and inclusion. As it has become a business imperative, a broader swath of executives are taking roles as stakeholders in D&I, and the function itself is moving toward analysis of more than just your talent pipeline. Diversity leaders and teams are growing and developing budgets, metrics and long-term projections to assess how their efforts will benefit the business.
