The sixth major research question in the study attempted to identify the factors assisting in the success of diversity initiatives. To analyze the data on the factors assisting in the success of diversity initiatives, the researchers developed three categories based on what the study participants stated. Factors identified were classified under the following three categories: (1) diversity department, (2) human, and (3) work environment. Factors identified in each of the categories were ranked-ordered according to the frequency of mention by the study participants. The categories are described as follows.
The study participants cited ten factors assisting in the success of diversity initiatives, which the researchers assembled under the category of diversity department. This category has the largest number of factors and also some of the most frequently mentioned. Table 27 presents a list with the specific factors that fall under the diversity department's responsibility for success. The most frequently mentioned factors under this category were having a strategic plan for diversity initiatives, integrating diversity initiatives into the corporate goals and priorities, and implementing several initiatives simultaneously.
| Diversity Department's Factors | f | % | |
| 1. | Having a strategic plan for diversity initiatives | 8 | 100 |
| 2. | Integration of diversity initiatives into the corporation's goals and priorities/corporate strategic plan | 8 | 100 |
| 3. | Implementation of several diversity initiatives simultaneously | 7 | 88 |
| 4. | Having a close relation with the CEO | 5 | 63 |
| 5. | Tying diversity initiatives to management accountability | 4 | 50 |
| 6. | Bringing in external diversity consultants | 3 | 38 |
| 7. | Having strong communication initiatives | 1 | 13 |
| 8. | Partnering with other business units | 1 | 13 |
| 9. | Implementing long-term initiatives | 1 | 13 |
| 10. | Combining initiatives | 1 | 13 |
The importance of having a strategic plan for the success of diversity initiatives was recognized by all the study participants. They all agreed that strategic planning is an important factor that leads to the success of diversity initiatives because it provides guidance, makes them reactive, and avoids shortsightedness. Since strategic planning emphasizes long-term initiatives, it avoids the danger of having "one-shot" diversity initiatives that are likely to disappear with time. In other words, strategic planning does not allow diversity initiatives to become a fad. Having a diversity strategic plan was also recognized as a primary responsibility of the diversity department or function.
Another factor considered highly influential in the success of diversity initiatives is the integration of diversity initiatives into the corporation's goals and priorities or the linkage of the diversity initiatives to the corporate strategic plan. All the study participants agreed that diversity initiatives should be integrated in the strategic goals and priorities of corporations. This is also a responsibility of the diversity department or diversity function. If managers and employees in an organization clearly see the relationship between the diversity initiatives and the corporation goals, this can demonstrate that diversity is important and unlikely to fade away. This can also lead people to become supportive and management to become committed to the initiatives.
Seven study participants (88%) agreed that in order for diversity initiatives to be successful, diversity departments have to coordinate several initiatives simultaneously. To implement a single initiative is perceived as negative and not likely to be successful. Study participants stated that "diversity initiatives should not stand alone and should be connected to the diversity business case." Some diversity initiatives are perceived as very important but "not a solution in itself." One of the research participants stated,
I think that diversity initiatives really do work, but they do not stand alone. If you implement just one initiative, you are not going to get the rest of what needs to happen; meaning, you don't have the good foundation in place.
Half of the participants said that to have successful diversity initiatives, diversity departments should have a close relationship with the CEO. Having a close relationship with the CEO leads to an effective flow of communication and constant feedback. Communication and support from the CEO are also perceived as factors contributing to the success of diversity initiatives. Four of the participants (50%) also said that one factor assisting in the success was to hold managers accountable. By holding managers accountable, the diversity departments ensure that managers develop and implement diversity plans and meet the diversity goals, targets, and objectives. Three (38%) of the participants agreed that bringing in the expertise of external consultants is also a factor leading to success. One participant said, "There is a lot of value of bringing in the richness of someone from the outside, it ensures credibility."
Many other factors less frequently mentioned were also identified under the category of diversity department. Having strong communication initiatives was perceived by one of the corporations as an element that leads to success: "It is a way to get as many people as possible exposed to what is going on." To partner with other departments was also seen as a factor assisting in the success of diversity initiatives by one of the corporations. The study participant representing this corporation said that working with other departments and functions is an excellent way to ensure success of the initiatives because of the feedback and support they get from each other. The implementation of long-term initiatives as opposed to one-shot initiatives was also perceived as a factor contributing to success. At the same time the implementation of a single initiative is seen as negative. Therefore, combining initiatives that complement one another, along with implementing long-term initiatives, was seen as a factor that led to the success of diversity initiatives.
Eight factors assisting in the success of diversity initiatives were identified in the category of human factors. Table 28 presents in rank order by frequency all the human factors that were cited by the study participants. The most frequently mentioned factors under this category were recognition that diversity is a business imperative, acknowledgment of the benefits of diversity, people personally committed, and open-minded people.
| Human Factors | f | % | |
| 1. | Recognition that diversity is a business imperative | 8 | 100 |
| 2. | Acknowledgment of the benefits of diversity | 7 | 88 |
| 3. | People personally committed | 5 | 63 |
| 4. | Open-minded people | 5 | 63 |
| 5. | People willing to participate | 4 | 50 |
| 6. | Acknowledge that diversity management attracts and retains the best and the brightest | 4 | 50 |
| 7. | Model behaviors "walking the talk" | 2 | 25 |
| 8. | Politeness of people | 1 | 13 |
In order for diversity initiatives to be successful, there must be recognition that diversity is a business imperative. This factor was recognized as a driver of success by all the study participants. Managers and employees alike need to recognize that diversity is a business imperative. One study participant stated, "Diversity initiatives have been successful for us because we have been able to make diversity a business case, a business imperative." Another study participant said, "Recognition by many people in the organization that diversity is a compelling business issue has led us to have successful diversity initiatives." Acknowledging the benefits that diversity brings to corporations, managers, and employees was another factor identified as a driver of success for diversity initiatives.
Another human factor associated with the success of diversity initiatives is to have people personally committed to diversity. This factor is recognized as a promoter of success by five of the study participants (63%). The following was stated by one of the participants regarding this aspect,
I think what has been very successful is the energy and the commitment you get from people in the organization. We have people that at different levels wanted to be involved because they are really committed and recognize the importance of respect and inclusion. Because they are committed, they can also connect diversity with its impact on teams and also can understand how important it is for an organization to utilize everybody. We have people functioning as champions in the workplace and they are really trying to raise issues around diversity whenever they can and that I think it has been really successful.
Having people with open minds was recognized as a factor assisting in the success of diversity initiatives by five of the study participants (63%). One participant put it this way,
We have some wonderful unique people in this organization who are open to do new things. That has helped us to be successful. It doesn't have to be a corporate directive where the CEO says to include and fully utilize everybody in the organization. People just do it because that is the best thing to do. I think that has been part of our success.
The study participants identified other human factors assisting in the success of diversity initiatives. Four of them (50%) stated that having people willing to participate was definitely one factor that assisted in the success of diversity initiatives. Fifty percent of the participants also stated that acknowledging that diversity brings and attracts the best minds was another factor that assisted in the success of diversity initiatives. Two participants (25%) recognized that having people, especially management, who could model appropriate behavior was a factor leading to success. Finally, one participant recognized the politeness of people in organizations as a factor that has led their diversity initiatives to be successful.
Six factors were cited by the study participants under the category of organizational factors. Table 29 presents in rank order by frequency all the work environment factors. The most frequently mentioned factors under this category were having a culture that values diversity; top management support, endorsement, and commitment; recognizing that diversity is more than an HR issue; and having a top-down diversity initiatives' approach.
| Work Environment | f | % |
| 1. Having a culture that values diversity | 8 | 100 |
| 2. Top management support, endorsement, and commitment | 8 | 100 |
| 3. Recognizing that diversity is more than an HR issue | 6 | 75 |
| 4. Having top-down diversity initiatives' approach | 5 | 63 |
| 5. Having a specific diversity department | 4 | 50 |
| 6. Having a culture that supports team work | 2 | 25 |
All the study participants identified having a culture that values and supports diversity as the most important factor leading to the success of diversity initiatives. One study participant stated,
Our diversity initiatives have been successful because we have a culture that fully supports diversity. Diversity is part of the culture from the highest to the very bottom levels. The value of diversity is something that is communicated throughout the entire organization just as any other business strategy, such as quality management.
All of the research participants also identified top management support as one of the most important factors driving the success of diversity initiatives. According to the study participants, the most influential factor that has assisted in the success of diversity initiatives is the commitment and support of top management. One study participant indicated,
They (senior management) firmly support the diversity initiatives. We started off with top leadership and pushed it down. Much effort is going on at the senior level of this company. Success is because we have commitment from the executive group in the organization.
All the study participants also agreed that in order for diversity initiatives to be successful, the top executives and everyone in a corporation should recognize that diversity is a business imperative or a business advantage. Recognizing the advantages that diversity management brings to organizations and individuals can be a strong factor leading to the success of diversity initiatives. One reason is that people's understanding can make the implementation and development processes easy. Another reason is that if people in corporations understand the value of diversity, they can become more receptive and willing to participate.
Half of the study participants stated that having a top-down diversity initiatives approach was one factor that has assisted in the success of their diversity initiatives. A study participant put it this way:
We believe that the change must come from the top. Most people in the past started from the bottom, hoping it was going to bubble up. We recognized that did not work. So, rather than waste time, we began from the top. With this approach, people see what we are doing and we have been able to drive the changes down. Using the top-down approach, we have made masses of changes far more quickly than the bottom-up approach, even in a corporation of this size, and it is working.
Four of the participants (50%) recognized having a department that specifically deals with diversity as another influential factor in the success of diversity initiatives. Having a department completely devoted to diversity is one of the best ways to get diversity initiatives implemented successfully because it means that a team is committed to the field of diversity and designated people have the necessary knowledge and skills to make diversity initiatives work. Diversity departments also have the infrastructure and the necessary resources to accomplish the diversity goals and objectives. The most important element of having a diversity department is that its main focus of concentration is diversity issues. Finally, having a culture that supports teams was identified by two study participants (25%) as an indirect way to support diversity and make diversity initiatives successful.
In total, the study participants together cited 108 factors assisting in the success of diversity initiatives. Table 30 presents a summary of the number of factors perceived by the study participants as necessary for success. Factors assisting in the success of diversity initiatives were classified into the three different categories: (1) diversity department factors, (2) human factors, and (3) work environment factors. Diversity department had the largest number of factors assisting in the success of diversity initiatives. The next largest category was human factors, followed by organizational culture, which ranked third.
| Factors | f | % |
| 1. Diversity department factors | 39 | 36 |
| 2. Human factors | 36 | 33 |
| 3. Work environment factors | 33 | 31 |
| Total | 108 | 100 |
For some study participants, it was difficult to identify major factors assisting in the success of diversity initiatives. For them, various factors complemented each other in supporting successful diversity initiatives. The ideal, for them, would be to have all the factors described above working together to ensure the success of diversity initiatives. The rationale for not mentioning specific factors was that they depended on each other to make diversity initiatives effective. For the study participants who perceived the combination of factors as leading to success, all factors were very important, but success depended on a combined approach. For example, just one factor, such as management commitment, in itself will not lead to success; it has to be complemented by other factors.
| Factors | f | % | |
| 1. | Have a culture that values diversity | 8 | 100 |
| 2. | Top management support, endorsement, and commitment | 8 | 100 |
| 3. | Have a strategic plan for diversity initiatives | 8 | 100 |
| 4. | Recognition that diversity is a business imperative | 8 | 100 |
| 5. | Integration of diversity initiatives into the corporation's goals and priorities/corporate strategic plan | 8 | 100 |
| 6. | Implementation of several diversity initiatives simultaneously | 7 | 88 |
| 7. | Acknowledgment of the benefits of diversity management | 7 | 88 |
| 8. | Recognizing that diversity is more than an HR issue | 6 | 75 |
| 9. | People personally committed | 5 | 63 |
| 10. | Open-minded people | 5 | 63 |
| 11. | Have top-down diversity initiatives' approach | 5 | 63 |
| 12. | Have a closed relation with the CEO | 5 | 63 |
| 13. | People willing to participate | 4 | 50 |
| 14. | Have a specific diversity department | 4 | 50 |
| 15. | Tie diversity initiatives to management accountability | 4 | 50 |
| 16. | Acknowledge that diversity management attracts and retains the best and the brightest | 4 | 50 |
| 17. | Bring in external diversity consultants | 3 | 38 |
| 18. | Have a culture that supports team work | 2 | 25 |
| 19. | Model behaviors: "Walking the talking" | 2 | 25 |
| 20. | Have strong communication initiatives | 1 | 13 |
| 21. | Partner with other business units | 1 | 13 |
| 22. | Politeness of people | 1 | 13 |
| 23. | Implement long-term initiatives | 1 | 13 |
| 24. | Combine initiatives | 1 | 13 |
In total, the study participants reported on 24 different factors that have assisted in the success of their diversity initiatives. Table 31 lists the total number of factors cited by the study participants and combines Tables 27, 28, and 29. The five factors most frequently identified were (1) having a culture that values diversity; top management support, endorsement, and commitment; having a strategic plan for diversity initiatives; recognition that diversity is a business imperative; and integration of diversity initiatives into the corporation's goals and priorities/corporate strategic plan. These factors were discussed in previous sections.