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Taking Diversity & Inclusion Global: Balancing Alignment and Flexibility

A company’s diversity and inclusion strategy often reflects the cultural values, demographics, and workplace challenges of the region where the company is based or has the largest presence. The corporate D&I agenda may not be a good fit in other regions, however. This research looks at the dilemmas companies face in trying to establish enterprise-wide values, measures, and objectives for D&I while also respecting unique needs in other parts of the world.

EXECUTIVE SUMMARY

Many leaders today understand that diversity and inclusion (D&I) constitute a competitive advantage in the “war for talent”1 and can contribute to increased revenue and productivity, greater innovation, and to the creation of a more engaged and committed workforce.2 Notably, diversity alone is not enough to drive positive results; inclusion and employees’ sense of belonging are key to reaping the benefits of a diverse workforce.3

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AUTHORS

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Mary B. Young, D.B.A.

Principal Researcher, Human Capital
The Conference Board

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Marion Devine

Senior Human Capital Researcher, Europe
The Conference Board

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Laura Sabattini, PhD

Principal Researcher, Human Capital
The Conference Board


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