The DEI journey is the destination.
If you fail to develop a strategy, your strategy is to fail.
A DEI Initiative is any strategy, activity, or action you and/or your organization undertake to improve DEI. Step 3: DEI Insights answers the reflective question, “What could you do?,” while Step 4: DEI Initiatives answers the resolute question, “What will you do?” Here, you decide the DEI initiatives you will pursue to fulfill your DEI objectives and achieve your DEI goals. This step is also where the complete picture of your personal and/or organizational DEI strategic plan will finally crystallize.
You will recall from Step 2: DEI Imperatives that our framework for DEI strategic planning is OGSM (previously shown in Figure 2.1). OGSM is an acronym that stands for objectives, goals, strategies, and measures. The OGSM Strategic Planning Framework is a method that guides people and organizations through the strategic planning process:
At BCT, we use this method to connect broader aspirations to concrete and actionable steps that can be integrated into daily behaviors. We frequently apply the OGSM framework to DEI strategic planning.
In Step 2: DEI Imperatives, you built out the first half of a personal and/or organizational DEI strategic plan by establishing DEI objectives and setting DEI goals. Here in Step 4: DEI Initiatives, with the benefit of Step 3: DEI Insights to inform you, you will now build out the second half of your personal and/or organizational DEI strategic plan by defining DEI strategies and determining DEI measures.
This step begins by introducing a personal DEI strategy framework and an organizational DEI strategy framework. These frameworks will guide you in cascading your DEI objectives and goals down to specific DEI strategies. This step continues by outlining how to craft DEI strategy statements, how to craft specific DEI measures statements, and how to select specific DEI measures to gauge progress against each strategy. This step concludes by presenting examples of a personal DEI strategic plan and an organizational DEI strategic plan.
A Personal DEI Strategy Framework is depicted in Figure 4.1. This framework is simply an extension of the personal DEI assessment framework from Step 1: DEI Inventory for People, previously shown in Figure 1.1. It takes the prior assessment framework, which endeavored to assess your preferences and competences, and makes it actionable based on two basic premises for improving your DEI: expand your preferences and build your competences.
As we learned in Step 1: DEI Inventory, when it comes to preferences they are placed along scale or situated within a map. There is no good or bad, better or worse, right or wrong, when it comes to preferences. Your overarching strategy for preferences is to expand, stretch, or flex into areas outside of your preferences. This is about personal awareness of core preferences such as your biases, communication style, conflict style, and more. For example, you may have a direct conflict style (i.e., face‐to‐face resolution of disputes), which tends to be utilized in North America and Europe. Therefore, if you are in North America or Europe that preference may serve you well. However, if you are in Asia, where an indirect conflict style tends to be utilized (i.e., use of third parties to resolve disputes), you may choose to adapt your conflict style accordingly to improve conflict resolution.
Another overarching strategy is to adapt your preferences to others by understanding their preferences and shifting your perspective and behavior accordingly. This is about increasing your awareness of the biases, communication styles, conflict styles, and so forth, of others. Continuing the previous example, if you prefer a direct conflict style but are managing a dispute with someone you know prefers an indirect conflict style, you may choose to adapt your conflict style to theirs to improve conflict resolution.
Competences are measured along a continuum. They are comprised of knowledge, skills, and attitudes/attributes (KSAs). Your overarching strategy for competences is to acquire knowledge, develop skills, and cultivate empowering attitudes and attributes. This is about personal development of core competences such as courage, cultural competence, mitigating bias, and more, that can benefit you and others. For example, you can build the competence of mitigating bias by researching different definitions and types of bias such as attribution bias, conformity bias, and affinity bias (i.e., knowledge), learning and applying techniques to mitigate bias such as source monitoring, structured free recall (SFR), and other ways to structure your decision making (i.e., skills), as well as demonstrating the initiative to learn and apply new ways of mitigating bias (i.e., attitudes/attributes). This is about personal development of core competences such as collaboration, communication, conflict resolution, and so on that can enhance your ability to engage, interact, work with, and lead other people. For example, you can build the competence of communication by researching different styles of communication such as assertive, aggressive, passive‐aggressive, and aggressive (i.e., knowledge), conducting role‐playing exercises to practice assertive communication (i.e., skills), and bringing a positive attitude (i.e., attitude/attribute) to the work you have undertaken to communicate with others more effectively.
Per Figure 4.1, your strategies to expand preferences and build competences should cover the following three areas, which are based on a “Head‐Hands‐Heart” nomenclature and the proprietary “Learn‐Do‐Inspire” methodology and change architecture developed by the Rali LX (Learning Transfer) platform:
Hereafter, I will group personal DEI strategies and measures by head‐hands‐heart/learn‐do‐inspire.
Based on this framework, naturally, the first task is to determine which preferences you want to expand and/or which competences you want to build. Now is the time to finalize the initial choices you made in Step 1: DEI Inventory for personal DEI core preferences or DEI core preferences and competences.
In Step 1: DEI Inventory, I introduced “The ABCDEs of DEI”—21 common personal DEI preferences and competences to consider as foci for your personal DEI journey (reminder: you were not limited to the items shown in the table). You made some initial choices of personal DEI core preferences or personal DEI core preferences and competences based on your personal DEI aims using the list in Table 3.4 and based on the process outlined in Table 3.5. Now, you can finalize those choices using a very similar process, only now with the benefit of the three preceding steps to do so:
TABLE 4.1 Mapping Personal DEI Objectives and Goals to Personal DEI Preferences and Competences and “What Works” Models for People
If your personal DEI objectives and goals relate to … | You must expand and/or build your … | Select 3–5 preferences or 5–7 preferences and competences to comprise your personal DEI preference and competence model (“The ABCDEs of DEI”) … | Or select one of these “What Works” models for people and organizations to define or inform your personal DEI preference and competence model … |
Diversity: The Range of Human Differences (A Fact) | |||
1. Appreciate differences | Preferences | Awareness of Self, Awareness of Others, Appreciation of Others, Cultural Awareness, Cultural Humility, Emotional Intelligence | The Whole Brain® Thinking Model IDI Guided Development® for Building Intercultural Competence Emotional Intelligence |
2. Recognize own biases | Preferences | Awareness of Self, Appreciation of Others, Bias Awareness, Cultural Awareness, Cultural Humility, Emotional Intelligence | Intrinsic Inclusion™ The Inclusion Habit™ The Bias Progress Model Emotional Intelligence |
Inclusion: Involvement and Empowerment (An Action) | |||
3. Mitigate own biases | Preferences | Awareness of Self, Appreciation of Others, Affirmation of Others, Bias Awareness, Bias Mitigation, Communication Style Awareness, Cultural Awareness, Cultural Humility, Emotional Intelligence | Intrinsic Inclusion™ The Inclusion Habit™ The Bias Progress Model Emotional Intelligence |
Competences | Adaptation, Communication, Cultural Competence, Cultural Humility, Emotional Intelligence | ||
4. Navigate and bridge differences | Preferences | Awareness of Self, Awareness of Others, Appreciation of Others, Affirmation of Others, Bias Awareness, Bias Mitigation, Communication Style Awareness, Cultural Awareness, Cultural Humility, Emotional Intelligence | IDI Guided Development® for Building Intercultural Competence Emotional Intelligence |
Competences | Adaptation, Communication, Courage, Cultural Competence, Cultural Humility, Dialogue, Emotional Intelligence | ||
5. Be inclusive | Preferences | Awareness of Others, Appreciation of Others, Affirmation of Others, Bias Awareness, Bias Mitigation, Communication Style Awareness, Cultural Awareness, Cultural Humility, Emotional Intelligence | Intrinsic Inclusion™ The Inclusion Habit™ The Six Signature Traits of an Inclusive Leader Emotional Intelligence |
Competences | Adaptation, Advocacy, Collaboration, Communication, Courage, Cultural Competence, Cultural Humility, Dialogue, Emotional Intelligence | ||
6. Resolve conflict | Preferences | Collaboration, Conflict Style Awareness, Emotional Intelligence | Intercultural Conflict Style Inventory® (ICS®) Model Emotional Intelligence |
Competences | Conflict Resolution, Dialogue, Emotional Intelligence | ||
Equity: Fairness and Equality in Outcomes (A Choice) | |||
7. Be a mentor 8. Be a sponsor | Preferences | Awareness of Others, Appreciation of Others, Affirmation of Others, Communication Style Awareness, Cultural Awareness, Cultural Humility, Emotional Intelligence | Coaching Emotional Intelligence |
Competences | Advocacy, Coaching, Mentoring and Sponsoring, Collaboration, Communication, Cultural Competence, Cultural Humility, Dialogue, Emotional Intelligence | ||
9. Be an ally 10. Be an antiracist | Preferences | Awareness of Others, Appreciation of Others, Affirmation of Others, Allyship, Antiracism, Bias Awareness, Bias Mitigation, Communication Style Awareness, Cultural Awareness, Cultural Humility, Emotional Intelligence | The Ally Conversation Toolkit (ACT) and RACE Method for Antiracism Are You Ready to Talk? Toolkit for Courageous Conversations about Differences |
Competences | Advocacy, Collaboration, Communication, Courage, Cultural Competence, Cultural Humility, Dialogue, Emotional Intelligence | ||
11. Improve performance 12. Increase compensation | Preferences | Awareness of Self, Awareness of Others, Appreciation of Others, Bias Awareness, Communication Style Awareness, Cultural Awareness, Cultural Humility, Emotional Intelligence | Intrinsic Inclusion™ The Inclusion Habit™ The Six Signature Traits of an Inclusive Leader Emotional Intelligence |
Competences | Adaptation, Affirmation of Others, Bias Mitigation, Coaching, Mentoring and Sponsoring, Collaboration, Communication, Cultural Competence, Cultural Humility, Emotional Intelligence |
By analyzing the results of your personal DEI assessment, reflecting on your personal DEI objectives and goals, and reviewing personal DEI promising and proven practices, you should have more than sufficient information from the preceding steps to arrive at final choices for your personal DEI core preferences and competences. This will comprise your personal DEI preference model or personal DEI preference and competence model.
Table 4.1 walks you through the entire process of how to arrive at your personal DEI preference model or personal DEI preference and competence model. If your personal DEI objectives only relate to preferences, you should select a total of three to five preferences for your personal DEI preference mode or select one “What Works” model for people (i.e., a personal DEI promising or proven practice) to define or inform your model. If your personal DEI objectives relate to preferences and competences, you should select a total of five to seven personal DEI preferences and competences for your personal DEI preference and competence model or select one “What Works” model for people and organizations to define or inform your model.
This completes the first task stemming from the personal DEI strategy framework, which is to determine the preferences you want to expand and/or the competences you want to build. The second and final task is to orchestrate exactly what knowledge you will acquire (“Learn: Engage the Head”), determine exactly what actions you will take to expand the personal DEI core preferences and build the personal DEI core competences you have selected (“Do: Employ the Hands”), and decide exactly how you will cultivate positive attitudes/attributes and increase engagement (“Inspire: Enrich the Heart”). This will all be accomplished by designing a personal DEI learning journey.
Oftentimes, people rely on training to foster behavioral change in support of a strategic objective. However, most training constitutes an “event” and does not engage you in a meaningful and effective behavioral change process. As you develop your personal DEI strategies, I recommend a Personal DEI Learning Journey (PDLJ) as an approach to create lasting behavioral change, learning transfer, and performance improvement along your personal DEI journey. As the name implies, a Personal DEI Learning Journey is a series of activities and experiences designed to achieve behavioral change, learning, and performance outcomes specifically related to DEI. A personal DEI learning journey may include training, but it embraces an even wider range of personal DEI strategies. This approach is centered on the pioneering work of Professor Robert Brinkerhoff under the banner of “High Performance Learning Journeys® (HPLJs),” which was cited as a “What Works” model for organizations in Step 3: DEI Insights. While a Personal DEI Learning Journey doesn't fully meet the criteria of an HPLJ, which is a more comprehensive approach to designing learning journeys, it does invoke the underlying principles of an HPLJ. To delve deeper into HPLJs, I encourage you to learn more about Professor Brinkerhoff's work.
In Improving Performance Through Learning: A Practical Guide for Designing High Performance Learning Journeys, Brinkerhoff, Anne Apking, and Edward Boon identify five dimensions that must be “stretched” (suggesting flexibility, agility, and expansion) or fully leveraged to design an HPLJ. In the next section, I introduce and slightly reframe their five dimensions of a High Performance Learning Journey in the context of a Personal DEI Learning Journey. This will establish the foundation for designing your own PDLJs that embrace the spirit of HPLJs.
As you have now selected the personal DEI core preferences and competences you will focus on for your personal DEI journey, the following five dimensions are instructive as you contemplate how you should design your own PDLJ to expand those preferences and/or build those competences:
As it relates to the time it takes for personal change and transformation, an article by Healthline entitled, “How Long Does It Take for a New Behavior to Become Automatic,” which references a study published in the European Journal of Social Psychology in 2009 states, “It can take anywhere from 18 to 254 days for a person to form a new habit and an average of 66 days for a new behavior to become automatic. There's no one‐size‐fits‐all figure, which is why this time frame is so broad; some habits are easier to form than others, and some people may find it easier to develop new behaviors. There's no right or wrong timeline. The only timeline that matters is the one that works best for you.”
Once you have considered the dimensions of focus, time, spaces, relationships, and tools and structure, you are ready to design your Personal DEI Learning Journey. The next section provides a menu of choices to choose from.
Table 4.2 provides a list of personal DEI strategies for you to consider as a part of your Personal DEI Learning Journey to expand your preferences and build your competences (broken down into learn‐do‐inspire/head‐hands‐heart to address all three modes of engagement).
The final construct needed to finalize your PDLJ is the Crawl‐Walk‐Run approach, which will help you organize the journey into three distinct and successively more challenging stages.
TABLE 4.2 List of Personal DEI Strategies for Learning Journeys
Source: Adapted from Intercultural Development Inventory® (IDI®), Intercultural Development Plan (IDP): “Key Intercultural Opportunities.”
Category | Description |
LEARN: Engage the Head | |
Training Programs | Participate in live, virtual, web‐based, or eLearning training programs that present information and teach skills on DEI. |
Educational Classes | Register for courses either for a fee or for free on topics related to DEI. |
Books, Magazines, Articles, and Blogs | Read books, magazines, research, academic papers, white papers, articles, and blogs on topics related to DEI. |
TV Shows, Videos, and Podcasts | View television shows, watch videos, and listen to podcasts on topics related to DEI. |
DO: Employ the Hands | |
Theater, Film, and Arts | Attend plays, movies, museums, and other cultural exhibits and events. |
Travel, Site Visits, and Excursions | Explore and experience different cultures via travel, site visits, tours, and excursions. This is not limited to physical exploration but also online and virtual reality (VR). |
Experiential Learning and Development Programs | Participate in live, virtual, web‐based experiential learning and development programs that require practice and application of DEI skills. |
Workplace Activities | Engage in activities in the workplace including cultural celebrations, employee resource groups (ERGs), DEI councils, DEI champions, international assignments, mentoring programs (especially cross‐cultural and cross‐gender), and the like. |
INSPIRE: Enrich the Heart | |
Journaling | Maintain a journal, diary, or notes that share your thoughts and feelings along your DEI journey. |
Storytelling | Share your DEI experiences, challenges, opportunities, and successes with others. |
ALL: LEARN (Engage the Head), DO (Employ the Hands), and INSPIRE (Enrich the Heart) | |
Personal Interactions | Interact with people of a different identity, culture, and/or belief system from you. |
Courageous Conversations | Participate and/or facilitate topical dialogues on sensitive or difficult topics with people or groups of people to promote greater understanding across differences. |
Coaching | Seek the assistance of a life and/or career coach who can offer personalized advice, guidance, learning, and development. |
Mentoring | Seek personal, career, and psychosocial development and support from someone with more experience. |
Reverse Mentoring | Provide personal, career, and psychosocial support to someone with more experience. |
Sponsoring | Seek advocacy and advancement support from someone with power or influence. |
Communities of Learning | Organize, join, and/or facilitate group learning via book clubs, reading groups, mastermind groups, or other communities of learning/practice on topics related to DEI. |
Microcommitments | Make commitments to small actions that can make a big difference by changing your behaviors and habits to be more inclusive. |
The Rev. Dr. Martin Luther King, Jr. once said, “If you can't fly then run, if you can't run then walk, if you can't walk then crawl, but whatever you do you have to keep moving forward.” This inspired the “Crawl, Walk, Run” approach to a learning journey. According to Brinkerhoff, Apking, and Boon, “the Crawl, Walk, Run approach can be an invaluable framework,” especially when undertaking an ambitious learning journey. “The premise of this approach is that crawling precedes the ability to walk, and walking must be mastered before beginning to run,” and for the PDLJ to meet you where you are. The approach includes the following (with each step broken down into learn‐do‐inspire / head‐hands‐heart and each example drawing from the categories listed in Table 4.1):
The Learn‐Do‐Inspire/Head‐Hands‐Heart methodology helps ensure that your PDLJ is comprehensive in how it will expand your preferences and build your competences via knowledge acquisition, skill development, and attitude/attribute cultivation. The five dimensions of focus, time, spaces, relationships, and tools and structure help guide the design of your PDLJ to fully leverage different modes of engagement. The Crawl‐Walk‐Run approach helps structure the stages of your PDLJ in a way that gradually becomes more challenging.
At various points along your organizational DEI journey, you have leveraged a DEI Council/Committee/Task Force/Steering Committee—a diverse and inclusive body representing different functions, levels, roles, identities, and responsibilities throughout the organization. In Step 0: DEI Incentives, the DEI Council developed an organizational DEI framework or charter. In Step 1: DEI Inventory for Organizations, the DEI Council helped review and interpret the results of your organizational DEI assessment. In Step 2: DEI Imperatives, the DEI Council began the organizational DEI strategic planning process by establishing organizational DEI objectives and setting organizational DEI goals. Leveraging the “What Works” models from Step 3: DEI Insights, here in Step 4: DEI Initiatives, the DEI Council will complete the organizational DEI strategic plan by determining organizational DEI strategies and defining organizational DEI measures. Based on Appreciative Inquiry (AI), a strengths‐based, positive approach to organizational change and strategic innovation, the DEI Council should work intensively to develop a draft of this three‐ to five‐year organizational DEI strategic plan. This could be accomplished at a retreat or during meetings that are spaced out over several months.
You will recall in Step 1: DEI Inventory for Organizations that we previously used the four groups—foundation, internal, bridging, and external—and 15 categories of the GDEIB model (see Figure 2.2 and Table 5.1) as the basis for reporting organizational DEI assessment results. In Step 2: DEI Imperatives you will also recall that we used the four groups and 15 categories of the GDEIB as a framework for establishing organizational DEI objectives and goals. The same framework applies here in Step 4: DEI Initiative for defining organizational DEI strategies and measures. Inasmuch as each objective should have one or more strategies to fulfill the objective and achieve its corresponding goals, and each strategy should have one or more measures to gauge progress against the strategy, it stands to reason that the same framework that applied to assessment findings, objectives and goals naturally flows down as a framework for the associated strategies and measures. In other words, the four groups and 15 categories of the GDEIB remain relevant as an organizing principle for organizational DEI strategies and measures, just as they were relevant for reporting organizational DEI assessment findings and establishing organizational DEI objectives, and goals. For example, as a part of the organizational DEI strategic planning process, we have sometimes divided the DEI Council into four committees that are focused on developing organizational DEI objectives, goals, strategies, and measures for each of the four GEDIB groups—foundation, internal, bridging, and external—respectively. Each of the four committees then presents its recommendations to the full DEI Council for feedback, revisions, and refinement until a draft organizational DEI strategic plan is produced.
Once the DEI Council has produced a draft of the organizational DEI strategic plan, a broader range of stakeholders, including leadership and other colleagues, should have opportunities to review, provide input, and offer feedback on the draft. This could be in the form of joint meetings between DEI Council members and leadership, organization‐wide town hall meetings, and/or consultation with subject matter experts (SMEs). While the engagement of a broad set of stakeholders and the iterative nature of the process can all take time, we have found it to be time well spent to engage others and engender buy‐in, both of which are critical to the success of an organizational DEI strategic plan. Through these processes of engagement and buy‐in, the organizational DEI strategic plan is iteratively revised and refined until a final version is produced.
TABLE 4.3 Mapping GDEIB Groups to “What Works” Models for Organizations
GDEIB Group | “What Works” Model for Organizations |
THE FOUNDATION GROUP: Drive the Strategy |
|
THE INTERNAL GROUP: Attract & Retain People |
|
THE BRIDGING GROUP: Align & Connect |
|
EXTERNAL GROUP: Listen to & Serve Society |
|
With the GDEIB as the basis for reporting your Step 1: DEI Inventory for Organizations results—your organizational DEI assessment broken down into findings, evidence, implications and recommendations—and with the GDEIB as the framework for your Step 2: DEI Imperatives—your organizational DEI objectives and goals—and with the GDEIB as the framework for your Step 4: DEI Initiatives—your organizational DEI strategies and measures—it is relatively straightforward to determine your organizational DEI strategies as long as you have a menu of eligible strategies to choose from. Here, you can look to the “What Works” models for organizations that were identified in Step 3: DEI Insights and beyond. Table 4.3 provides a mapping between the four GDEIB groups and these organizational DEI promising and proven practices.
In addition to these “What Works” models for organizations, you can also look to the menu of organizational DEI strategies provided in the next section and beyond.
Table 4.4 provides a representative, but not exhaustive, list of organizational DEI strategies to consider as a part of your DEI journey. They are broken down into the four groups and 15 categories of the GDEIB model. While each strategy is assigned to a primary category, many of them easily apply and support other categories.
TABLE 4.4 List of Organizational DEI Strategies
Group / Category | Organizational DEI Strategy | Description and Approach |
THE FOUNDATION GROUP: Drive the Strategy | ||
Category 1: Vision, Strategy, and Business Impact | DEI Charter/Framework | Develop the governing ideas for a DEI program, which may include DEI mission, vision, values, statement of commitment, and definitions. |
DEI Business Case/ Organizational Case | Articulate the value of DEI specifically to your organization. It may be based on the research concerning the business case for DEI, but it is also tailored to your organization and expressed by your organization, from the perspective of your organization. | |
Board DEI Statement | Develop a statement of commitment and/or bylaws approved by your board of directors or other governing body. | |
DEI Strategic Plan | Craft a DEI‐specific strategic plan with objectives, goals, strategies, and measures. | |
Category 2: Leadership and Accountability | DEI Scorecard | A static, focused, snapshot report that displays DEI metrics and key performance indicators (KPIs) against performance targets. A scorecard is good for measuring progress over time. Scorecards are static reports. Data is not updated in real time, but rather, at certain intervals such as weekly, monthly, or quarterly. |
DEI Dashboard | A dynamic, comprehensive, and interactive tool that displays multiple reports, which may include DEI Scorecard information, and provides access to multiple datasets. A dashboard is good for tracking DEI metrics and key performance indicators (KPIs) and measuring performance in real time. Dashboards are dynamic and updated in real time. They provide an up‐to‐date, big‐picture, and holistic view. | |
DEI Performance Management | Incorporate DEI metrics and KPIs into the human resources (HR) performance management process. More about DEI metrics and KPIs below under “Category 8: Assessment, Measurement, and Research.” | |
DEI Objectives and Goals Tied to Compensation | Tie compensation for executives, managers, and supervisors to achieving DEI objectives and goals. | |
Category 3: DEI Structure and Implementation | DEI Council/Committee/ Task Force/Steering Committee DEI Governance | Form a diverse, representative, and inclusive body to provide oversight and/or decision making for DEI efforts. There are three guiding principles for members of a DEI Council. Participants should be: (1) diverse with respect to the range of human differences; (2) representative of different functions, levels, roles, identities, and responsibilities throughout the organization; and (3) good role models and ambassadors for the work (i.e., can “talk the talk” and “walk the walk”). |
DEI Champions | Identify voluntary or paid employees who serve as DEI ambassadors and whose objective is to improve DEI for the organization. The DEI Council may be comprised of DEI Champions, and/or DEI Champions may receive additional training as DEI catalysts for change. | |
THE INTERNAL GROUP: Attract & Retain People | ||
Category 4: Recruitment | Diversity Recruiting | Cast a wider net to identify more diverse talent. This may include partnering with a diversity recruiting firm and/or colleges and universities representing specific communities such as Historically Black Colleges and Universities (HBCIs), Hispanic‐Serving Institutions (HSIs), Tribal Colleges and Universities (TCUs), Native Hawaiian‐Serving Institutions (NHIs), and the like. |
Diverse Interview Panels | Mandate representation on interview panels (i.e., there must be at least one person of color or woman conducting interviews for the position). This could be confined to panels interviewing for only certain levels and above. | |
Diverse Interview Slates | Mandate representation on interview slates (i.e., there must be at least one person of color or woman that is interviewed for the position). This could be confined to slates interviewing for only certain levels and above. | |
Inclusive Hiring | Implement comprehensive and inclusive policies and practices for talent acquisition that include investing in pipelines for more diverse talent, bias‐free job descriptions, diversity recruiting, partnership development, diverse interview panels, diverse interview slates, and more. | |
Employee Resource Groups (ERGs) | Establish voluntary or paid, employee‐led, inclusive groups whose objective is to improve DEI for the organization. ERGs are oftentimes open to all while centered on groups that share common lived experiences and identities with respect to race/ethnicity, nationality, gender, religion, sexual orientation, veteran status, disability status, and more. | |
Category 5: Advancement and Retention Category 6: Job Design, Classification, and Compensation Category 7: Work, Life Integration, Flexibility, and Benefits | DEI HR Policies and Practices Evaluation (in one or more of the following areas): 1. Recruitment and Hiring 2. Learning and Development 3. Advancement and Promotions 4. Performance Management and Evaluation 5. Succession Planning 6. Compensation and Rewards Management 7. Discipline, Terminations, and Exit Policy 8. Retention, Turnover, and Support 9. Discrimination, Harassment, and Bullying 10. Affirmative Action and/or Office of Federal Contract Compliance Programs (OFCCP) Regulations 11. Benefits and Assistance 12. Family Medical Leave Act (FMLA) and Americans with Disabilities Act (ADA) 13. Employee Attire and Grooming Standards 14. Protected and Unprotected Speech, Religious, and Political Expression | Conduct an evaluation and benchmarking of human resources (HR) policies and practices against best practices for DEI and implement changes. This could take two forms: A Review: A discovery process for learning how you are doing on HR functions as they relate to DEI (i.e., diagnosis). A review answers the questions: Is there a problem? What does the problem look like? Gather and analyze data and information (existing or new data) (i.e., get the evidence) to deliver fact‐based findings and insights. An Audit: A consultative process that identifies problem areas and generates recommendations for HR functions as they relate to DEI (i.e., treatment). An audit answers the questions: What should we do? Who should be accountable? Apply expertise to explain problem areas and present expert conclusions and recommendations (i.e., provide a roadmap). |
Regretted Loss Assessment | Conduct an assessment, typically qualitative research (i.e., interviews and focus groups), to understand why different groups of employees voluntarily left for whom the organization regrets the loss. | |
Pay Equity Analysis | Conduct an analysis to determine if compensation for different groups is fair and equitable, and eliminate the gaps. | |
Workplace Accommodations Assessment | Assess needed workplace accommodations and implement the recommendations. | |
Mentorship Program | Establish formal or informal mentorship programs focused on equitable development of all groups. The pairings may also intentionally cross lines of difference (i.e., cross‐cultural or cross‐gender mentorship) to foster DEI. | |
Sponsorship Program | Establish formal or informal sponsorship programs focused on equitable advancement for all groups. The pairings may also intentionally cross lines of difference (i.e., cross‐cultural or cross‐gender sponsorship) to foster DEI. | |
Allyship Program | Establish formal or informal allyship programs focused on active, not passive, engagement to dismantle barriers that impede equitable development and advancement and promote equal outcomes for all. | |
Group‐Specific Diverse Leadership Development Program | Design and deliver a training program for specific demographic groups (e.g., people of color, women, LGBTQIA+, veterans, whites, men, etc.) to help navigate specific challenges and opportunities related to the group, promote leadership development, and accelerate advancement. For example, the Redefine the Game Institute, NAMIC Leadership Seminar, and White Men as Fully Diversity Partners. | |
THE BRIDGING GROUP: Align & Connect | ||
Category 8: Assessment, Measurement, and Research | DEI Assessment | Conduct a comprehensive DEI assessment, typically quantitative research (i.e., survey) and qualitative research (i.e., interviews and focus groups), to understand culture and climate through the lens of DEI and implement the recommendations. |
DEI Pulse Surveys | Conduct a quarterly or monthly DEI assessment, typically quantitative research (e.g., survey), with a subset of the total employee populations to gauge culture and climate. | |
DEI Benchmarking or DEI Maturity Model | Conduct a benchmarking of DEI policies and practices against best practices and implement the recommendations. | |
DEI Metrics and KPIs | Identify DEI metrics and key performance indicators (KPI) for the organization and possibly for specific divisions, departments, functions, and teams. | |
Category 9: DEI Communications | DEI Communications Plan | Design and implement a DEI communications plan including messaging, talking points, forums, events, and outreach to ensure effective buy‐in, change management, and employee engagement. |
Category 10: DEI Learning and Development | DEI Learning and Development | Design and deliver DEI training, learning, and development using in‐person, virtual, blended, and e‐learning modalities on topics such as mitigating bias, cultural competence, intercultural conflict resolution, mentorship, sponsorship, allyship, antiracism, inclusive leadership, and the like. |
DEI Coaching | Provide coaching for individual contributors, managers, and executives on topics related to DEI. | |
Virtual Reality (VR) Immersions | Implement virtual reality (VR) immersions to foster human understanding and empathy. | |
Learning Journeys | Design and implement DEI learning journeys including scenario‐based learning journeys, microlearning journeys, preference‐ and competence‐based learning journeys, high‐performance learning journeys, and the like. | |
Courageous Conversations | Create space to facilitate topical dialogues on sensitive or difficult topics among groups of people to promote greater understanding across differences. | |
Microcommitments | Disseminate and solicit ongoing Microcommitments—small actions that can make a big difference—to foster behavior change and new habits. | |
Category 11: Connecting DEI and Sustainability | DEI and Environmental, Social, and Governance (ESG) Plan | Develop and implement a DEI and ESG plan that champions collaboration with diverse stakeholders and alignment between DEI and ESG initiatives locally and globally. |
Social, Community, and Environmental Investment | Invest in programs, initiatives, and ventures that deliver the triple bottom line of social return on investment, environmental return on investment, and financial return on investment. | |
THE EXTERNAL GROUP: Listen To & Serve Society | ||
Category 12: Community, Government Relations, and Philanthropy | Corporate Social Responsibility and Philanthropy | Align donations and giving with DEI objectives and goals. |
Social and Community Investment | Invest in programs, initiatives, and ventures that deliver the double bottom line of social return on investment and financial return on investment. | |
Category 13: Services and Products Development | Equity‐Centered Product and Service Development | Embrace equity‐centered design principles that intentionally center marginalized groups and communities throughout the product and service design process. |
Category 14: Marketing and Customer Service | Diverse Brand Audit | Evaluate your brand, reputation, and image with a diverse set of stakeholders; and implement changes to marketing, advertising, and outreach. |
Multicultural Marketing | Implement an approach to marketing that acknowledges, understands, respects, honors, and uplifts the differences in culture of a target market. | |
DEI Customer Service Training | Design and deliver DEI training with customer‐facing employees including customer service representatives, call center representatives, recruiters, salespeople, and the like. | |
Category 15: Responsible Sourcing | Supplier Diversity Program | Increase the amount of procurement dollars spent with, and promote the growth of, suppliers and strategic business partners representing diverse socioeconomic groups (e.g., small, locally owned, women‐owned, Black‐owned, Hispanic‐owned, AAPI‐owned, veteran‐owned, LGBTQIA+‐owned businesses, etc.) to foster innovation, create jobs, and promote inclusive community economic development. |
Group‐Specific Diverse Supplier Development Program | Design and deliver a supplier training program for specific demographic groups to navigate barriers more effectively, build capacity, drive procurement spending, and grow their business. |
A series of DEI strategy statements represent the specific initiatives, activities, and actions you will undertake to fulfill your DEI objectives and achieve your DEI goals. Each DEI objective should have one or more DEI strategies. It is not uncommon to have 5 to 10 DEI strategies, or more, for a single DEI objective.
Here is a simple format for a DEI strategy statement:
[Action verb] [an output].
Examples of action verbs include: “learn,” “apply,” “complete,” “achieve,” “accomplish,” “attain,” and “realize.”
While personal and organizational DEI objectives are centered on outcomes, or final results that are difficult to measure or validate, personal and organizational DEI strategies are centered on outputs, or intermediate results that are easy to measure/report (refer back to Table 2.1 for a full summary of the difference between outputs and outcomes). As you saw in Step 2: DEI Imperatives, DEI objectives are defined according to outcomes such as increasing awareness of different cultures across the globe, increasing awareness of intercultural conflict styles to resolve conflicts effectively and harmoniously, being an effective sponsor and advocating for people of color, and being an ally in equal partnership with women. Here in Step 4: DEI Initiatives, DEI strategies are defined according to outputs such as the completion of educational classes, books, magazines and articles, travel, experiential learning and development, journaling, and personal interactions.
Let's look at an example of how to arrive at personal DEI strategies that brings Steps 1 through 4 together.
For illustrative purposes, and continuing an example from before, let's assume that during Step 1: DEI Inventory for People you took three personal DEI assessments—the Gender‐Science IAT, the Race IAT, and the Intrinsic Inclusion Inventory™ (I3™) for People—with the following results:
Personal DEI Assessment Results
During Step 2: DEI Imperatives, you establish the following personal DEI objective and goals:
Increase my I3™ rating from the second level to the third level by the end of the year.
During Step 3: DEI Insights, you decide to embrace Intrinsic Inclusion™ as a “What Works” model or personal DEI promising and proven practice that defines your personal DEI preference and competence model (i.e., personal DEI core preferences and competences):
This leads you here in Step 4: DEI Initiatives to arrive at the personal DEI strategy statements summarized in Table 4.5 to fulfill your personal DEI objective and achieve your personal DEI goals.
In one of the final sections of this step, “Personal DEI Strategic Plan Example,” I will round out this personal DEI strategy example by assigning corresponding personal DEI measures to gauge progress against each strategy shown in Table 4.5. As you will see, this will complete your personal DEI strategic plan.
Let's now look at an example of how to arrive at organizational DEI strategies that also brings Steps 1 through 4 together.
For illustrative purposes, and continuing an example from Step 1: DEI Inventory for Organizations (see Table 1.19), let's assume your organization completed three organizational DEI assessments—BCT's DEI Workforce and Workplace Assessment™ (DWWA™), which evaluates organizational culture and climate; the Intrinsic Inclusion Inventory™ for Organizations, which measures inclusive behaviors; and the Global Diversity, Equity & Inclusion Benchmarks (GDEIB), which provides a global benchmark of DEI capability and maturity—with the following findings, evidence, implications, and recommendations in “The Bridging Group: Align and Connect” category of the GDEIB (excerpted directly from Table 1.19):
TABLE 4.5 Personal DEI Strategy Example
Personal DEI Learning Journey | |||
Focus: Complete an Intrinsic Inclusion™ learning journey focused on the four inclusion accelerators of Shared Trust, Significant Emotional Event/Relationship, Connected Understanding, and Respectful Empathy. | |||
Crawl | Walk | Run | |
Time: 4 months | Time: 4 months | Time: 4 months | |
Learn: Engage the Head | |||
Strategies to Learn: Knowledge and Awareness | (1) Books, Magazines, Articles, and Blogs: Read the book, Intrinsic Inclusion™: Rebooting Your Biased Brain. (2) Books, Magazines, Articles, and Blogs: Visit the Intrinsic Inclusion™ website to learn more about the four inclusion accelerators. | (6) Books, Magazines, Articles, and Blogs: Read articles on Intrinsic Inclusion™ by Janet B. Reid, PhD, and Vincent Brown in Psychology Today. (7) TV Shows, Videos, and Podcasts: Watch lecture or seminar by the authors, Janet B. Reid, PhD and Vincent Brown, on YouTube. | (11) Books, Magazines, Articles, and Blogs: Read the book, The Phoenix Principles: Leveraging Inclusion to Transform Your Company and complete The Phoenix Principles Work Book. (12) Training Programs: Attend a facilitated learning experience by an Intrinsic Inclusion™ certified instructor to learn the methodology and participate in expertly facilitated tasks, exercises, and activities for applying the inclusion accelerators. |
Do: Employ the Hands | |||
Strategies to Do: Tasks, Exercises, and Activities | (3) Travel, Site Visits, and Excursions: Shadow an inclusive leader for a day to observe their behavior and/or interview an inclusive leader to gain insight. | (8) Workplace Activity: Participate in a workplace event or celebration sponsored by the organization's Black employee resource group (ERG). | (13) Experiential Learning and Development Programs and Workplace Activities: Apply the MODE model after the facilitated learning experience at work while seeking feedback from Black and women colleagues (“Field Testing” chapter, “Building MODE into the Routine” section). |
Inspire: Enrich the Heart | |||
Strategies to Inspire: Appreciation, Encouragement, and Storytelling | (4) Journaling: Maintain a journal. (5) Personal Interactions: Share the objectives, goals, strategies, and measures for the overall learning journey with friends or family members to provide motivation and accountability. | (9) Journaling: Maintain a journal. (10) Storytelling: Share the key takeaways and lessons learned from these experiences with a colleague. | (14) Journaling: Maintain a journal. (15) Communities of Learning: Join a diverse peer learning group from the facilitated learning experience that meets regularly to share stories, offer encouragement, and hold each another accountable to meet learning and development objectives. |
THE BRIDGING GROUP: Align and Connect | |||
Findings | Evidence (Source) | Implications | Recommendations |
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During Step 2: DEI Imperatives, you establish the following organizational DEI objective and goals in Category 9: DEI Communication and Category 10: DEI Learning and Development:
Organizational DEI Objective:
Organizational DEI Goals:
During Step 3: DEI Insights, your organization's leadership decides to implement the following promising and proven practices that relate to learning and development:
This leads your organization here in Step 4: DEI Initiatives to arrive at the organizational DEI strategy shown in Table 4.6 to fulfill your organizational DEI objective and achieve your organizational DEI goals.
TABLE 4.6 Organizational DEI Strategy Example
THE BRIDGING GROUP: Align and Connect | |
Category 9: DEI Communications | (1) Develop a DEI communications plan that includes managers and supervisors as a segment. |
Category 10: DEI Learning and Development | (2) Deliver scenario‐based microlearning journeys for all employees, focused on Intrinsic Inclusion™ (using the Rali LX platform). |
(3) Implement an inclusive management program for all managers and leaders (using the Rali LX platform and leveraging Through My Eyes™ Virtual Reality (VR)). |
In the next section, I will explain how to define DEI measures to gauge progress against a given strategy. Then, in one of the final sections of this step, “Organizational DEI Strategic Plan Example,” I will round out this organizational DEI strategy example by assigning corresponding organizational DEI measures to each strategy shown in Table 4.6 and more. As you will see, this will complete your organizational DEI strategic plan.
As mentioned in Step 2: DEI Imperatives, a DEI measure is a number or value related to a DEI process, activity, program, effort, or initiative that can be summed and/or averaged according to a particular category. A measure is unit specific such as the preference score on the IAT or HBDI® competence score on the I3™ or IDI®; and peer ratings in a specific category of a diverse 360° assessment. The metrics and KPIs used in Step 2: DEI Imperatives for your DEI goals were built upon the fundamental building block of measures.
The way you gauge progress against a strategy is by tracking the appropriate measures. Because strategies are centered on outputs, measures gauge progress toward outputs (i.e., intermediate results) that ultimately lead to outcomes (i.e., final results). Each strategy should have one or more measures. For people and organizations, we typically recommend one to three measures for each strategy. For organizations, it is at this juncture that your DEI Council will make these selections.
Here is a simple format for a DEI measures statement:
[Action verb] [a measure] to [target] within/by [timeframe].
Once you have determined your measures, undertake these steps to finalize your measures statement:
An example of a full and complete personal DEI strategic plan is shown in Table 4.4. Leveraging prior examples, it is replete with personal DEI objectives, goals, strategies, and measures per the OGSM strategic planning framework; learn‐do‐inspire / head‐hands‐heart methodology; and Crawl‐Walk‐Run approach. As you can see from Table 4.7, defining measures for strategies is relatively straightforward and a much easier endeavor than choosing goals for objectives.
TABLE 4.7 Sample Personal DEI Strategic Plan
Objectives: | Inclusion: Be an inclusive leader who personalizes individuals, treats people and groups fairly, and leverages the thinking of diverse groups. | ||
Goals: | 1. Improve my diverse 360° assessment scores by 10% with women in science, technology, engineering, and math (STEM) over the next 12 months (to mitigate the impact of my Gender‐Science IAT results being a “slight preference” of associating women with science and men with liberal arts). 2. Improve my 360° assessment scores by 10% with people of color over the next 12 months (to mitigate the impact of my Race IAT results being a “slight automatic preference” for white people over Black people). 3. Increase my I3™ rating from the second level to the third level by the end of the year. | ||
Personal DEI Learning Journey | |||
Focus: Complete an Intrinsic Inclusion™ learning journey focused on the four inclusion accelerators of Shared Trust, Significant Emotional Event/Relationship, Connected Understanding, and Respectful Empathy. | |||
Crawl | Walk | Run | |
Time: 4 months | Time: 4 months | Time: 4 months | |
Learn: Engage the Head | |||
Strategies to Learn: Knowledge and Awareness | (15) Books, Magazines, Articles, and Blogs: Read the book, Intrinsic Inclusion: Rebooting Your Biased Brain. (2) Books, Magazines, Articles, and Blogs: Visit the Intrinsic Inclusion™ website to learn more about the four inclusion accelerators. | (6) Books, Magazines, Articles, and Blogs: Read articles on Intrinsic Inclusion™ by Janet B. Reid, PhD, and Vincent Brown in Psychology Today. (7) TV Shows, Videos and Podcasts: Watch lecture or seminar by the authors, Janet B. Reid, PhD and Vincent Brown, on YouTube. | (11) Books, Magazines, Articles, and Blogs: Read the book, The Phoenix Principles: Leveraging Inclusion to Transform Your Company and complete The Phoenix Principles Work Book. (12) Training Programs: Attend a facilitated learning experience by an Intrinsic Inclusion™ certified instructor to learn the methodology and participate in expertly facilitated tasks, exercises, and activities for applying the inclusion accelerators. |
Measures: | Complete one (1) book within four (4) months. Complete one (1) full review of the website within four (4) months. | Complete three (3) articles within four (4) months. Complete one (1) video within four (4) months. | Complete one (1) book within four (4) months. Complete one (1) training program within four (4) months. |
Do: Employ the Hands | |||
Strategies to Do: Tasks, Exercises, and Activities | (3) Travel, Site Visits, and Excursions: Shadow an inclusive leader for a day to observe their behavior and/or interview an inclusive leader to gain insight. | (8) Workplace Activities: Participate in a workplace event or celebration sponsored by the Black employee resource group (ERG). | (13) Experiential Learning and Development Programs and Workplace Activities: Apply the MODE model after the facilitated learning experience at work while seeking feedback from Black and women colleagues (“Field Testing” chapter, “Building MODE into the Routine” section). |
Measures: | Shadow and/or interview one (1) inclusive leader within four (4) months. | Participate in one (1) event or celebration within four (4) months. | Complete four (4) exercises applying the MODE model at work within four (4) months. |
Inspire: Enrich the Heart | |||
Strategies to Inspire: Appreciation, Encouragement, and Storytelling | (15) Journaling: Maintain a journal. (5) Personal Interactions: Share the objectives, goals, strategies, and measures for the overall learning journey with friends or family members to provide motivation and accountability. | (9) Journaling: Maintain a journal. (10) Storytelling: Share the key takeaways and lessons learned from experiences thus far with a colleague. | (14) Journaling: Maintain a journal. (15) Communities of Learning: Join a diverse peer learning group from the facilitated learning experience that meets regularly to share stories, offer encouragement, and hold each another accountable to meet learning and development objectives. |
Measures: | Complete one (1) journal entry each week for four (4) months (16 weeks). Share four (4) key takeaways and lessons learned with friends or family members within 4 months. | Complete one (1) journal entry each week for four (4) months (16 weeks). Share four (4) key takeaways and lessons learned with a colleague within 4 months. | Complete one (1) journal entry each week for four (4) months (16 weeks). Complete one (1) peer learning group meeting each month for four (4) months. |
Spaces:
| Spaces:
| Spaces:
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Relationships:
| Relationships:
| Relationships:
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Tools and Structures:
| Tools and Structures:
| Tools and Structures:
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An example of a full and complete organizational DEI strategic plan is shown in Table 4.8. Leveraging prior examples, it is replete with organizational DEI objectives, goals, strategies, and measures, and is organized according to the 4 groups and a subset of the 15 categories of the GDEIB model. As you can see from Table 4.8, defining measures for strategies is relatively straightforward and a much easier endeavor than choosing goals for objectives.
TABLE 4.8 Sample Organizational DEI Strategic Plan
THE FOUNDATION GROUP: Drive the Strategy | ||
Objective #1: | Category 1: Vision, Strategy, and Business Impact and Category 3: DEI Structure and Implementation: Cultivate an inclusive workplace culture by creating and sustaining an atmosphere of psychological safety and trust that fully leverages unique perspectives and empowers all voices. | |
Goals: | 1.1 Eliminate statistically significant differences in commitment to diversity by managers/supervisors when compared to all employees. 1.2 Increase our GDEIB overall benchmark from Level 2 (“Reactive”) to Level 3 (“Proactive”) within three (3) years. | |
Strategies: | Measures: | Owner: |
(1) Establish a DEI council. | Establish DEI council within twelve (12) months. | Jacqueline Doe |
(2) Create a DEI charter. | Create DEI charter within twelve (12) months. | Jermaine Doe |
(3) Tie compensation for executives, managers, and supervisors to achieving DEI objectives and goals. | Allocate 10% of bonus pool as an incentive for achieving 90% of DEI objectives and goals. | Jessica Doe |
THE INTERNAL GROUP: Attract and Retain People | ||
Objective #2: | Category 4: Recruitment and Category 5: Advancement and Retention: Renew a diverse, representative, and high‐performing workforce that draws from all segments of society by achieving diverse representation at every level throughout the organization. | |
Goals: | 2.1 Increase representation of people of color (e.g., Black/African American, Hispanic, and Native American) employees by 10%. 2.2 Increase representation of people of color (e.g., Black/African American, Hispanic, and Native American) supervisors and executives by 5% within three (3) years. 2.3 Increase representation of women supervisors and executives by 5% within three (3) years. 2.4 Increase representation of persons with disabilities employees by 10% within two (2) years. | |
Strategies: | Measures: | Owner: |
(4) Create five employee resource groups (ERGs) for African American or Black employees, Hispanic employees, Asian American and Pacific Islander employees, women employees, and LGBTQIA+ employees. |
| Jennifer Doe |
(5) Conduct a Regretted Loss Assessment to understand underlying reasons for talent attrition. |
| Jacqueline Doe |
(6) Implement inclusive recruiting program that expands the range of partner colleges and universities representing people with disabilities and Indigenous people. |
| Jermaine Doe |
(7) Revise hiring policies and procedures to include inclusive language for position descriptions, diverse interview panels, and diverse interview slates. |
| Jessica Doe |
(8) Design and deliver a mentorship, sponsorship, and allyship training program for managers and leaders using the Ally Conversation Toolkit (ACT). |
| Jennifer Doe |
(9) Design and deliver a leadership development program for mid‐level women managers employees. (10) Design and deliver a leadership development program for Black, Hispanic, and Native American employees. |
| Jason Doe |
THE BRIDGING GROUP: Align and Connect | ||
Objective #3: | Category 9: DEI Communications and Category 10: DEI Learning and Development: Design and execute an organization‐wide training and awareness program that fosters intrinsically inclusive behaviors. | |
Goals: | 3.1 Increase the number of employees exhibiting intrinsically inclusive behaviors by 10% by the end of the next fiscal year. | |
Strategies: | Measures: | Owner: |
(11) Develop a DEI communications plan that includes managers and supervisors as a segment. |
| Jason Doe |
(12) Deliver scenario‐based microlearning journeys for all employees focused on Intrinsic Inclusion™ (using the Rali LX platform). |
| Jennifer Doe |
(13) Implement an inclusive leadership program for all managers and leaders (using the Rali LX platform and leveraging Through My Eyes™ Virtual Reality (VR)). |
| Jack Doe |
(14) Host quarterly “Courageous Conversations.” |
| Jessica Doe |
THE EXTERNAL GROUP: Listen To and Serve Society | ||
Objective #4: | Category 12: Community, Government Relations, and Philanthropy and Category 15: Responsible Sourcing: Increase diverse supplier spend to foster supply chain innovation and promote community economic development. | |
Goals: | 3.2 Increase procurement spend with diverse suppliers, including minority‐, women‐, veteran‐, and LGBTQIA+‐owned to 30% within twelve (12) months. 3.3 Grow the revenues of minority‐owned, women‐, veteran‐, and LGBTQIA+‐owned suppliers by 25%. | |
Strategies: | Measures: | Owner: |
(15) Conduct a Diverse Supplier Spend Analysis, which analyzes Tier 1 and Tier 2 procurement spend with diverse suppliers by category. |
| Jacqueline Doe |
(16) Establish partnerships with organizations representing minority‐owned, women‐owned, veteran‐owned, and LGBTQIA+‐owned suppliers |
| Jermaine Doe |
(17) Implement a diverse supplier development program |
| Jessica Doe |
(18) Establish a supplier diversity program. |
| Jennifer Doe |