The fourth research question of this study focused on determining how diversity initiatives were being implemented. First, the study participants were asked to describe how they implemented the diversity initiatives in their corporations. They were also asked to describe the organizational structure they had in place for the implementation of diversity initiatives. In addition, they were asked to identify the components of the model they used for managing diversity.
Data provided for this section were analyzed according to who was responsible for the implementation of diversity initiatives. All of the study participants stated that it was the responsibility of the business unit managers to implement the diversity initiatives for their specific units. One of the participants put it this way: "We listed the whole series of diversity practices and objectives, as core and inflexible, that business unit managers are required to implement." How managers specifically implement their diversity initiatives is up to them. They have flexibility in the means and timing to accomplish their diversity goals and objectives.
Business unit managers can conduct the implementation phase by themselves or with the assistance of the following entities: diversity councils or task forces, internal consultants, or diversity departments. Three of the corporations (38%) use diversity councils or task forces to help business units implement diversity initiatives. Diversity councils or task forces assist business unit managers by making recommendations and by showing them the best possible way to implement the diversity initiatives. They could also take complete leadership of the diversity initiatives when business unit managers delegate that responsibility to them. In short, diversity councils or task forces are the entities that support managers in the implementation of diversity initiatives.
To implement diversity initiatives, two of the corporations (25%) use internal consultants who assist the business unit managers. Diversity departments have internal consultants available to support the implementation stage of diversity initiatives. Internal consultants may work with managers on a one-on-one basis or in group meetings with employees and managers. Internal consultants also provide support to diversity councils and task forces. Internal consultants work with the corporate management team and advise them on how they should implement their diversity initiatives to ensure successful results.
All of the study participants stated that the diversity departments or units have much responsibility for assisting business unit managers in the implementation of diversity initiatives. Diversity departments are responsible for overseeing and monitoring the implementation of the overall diversity initiatives. Diversity departments make themselves available to business unit managers in case their help is required. Some responsibilities the diversity departments have in the implementation of diversity initiatives include giving directions, providing support, advising, and solving problems. Sometimes business unit managers require specific expertise to implement their diversity initiatives. If the diversity departments are unable to provide the expertise required by the business units, then they assist in locating external consultants to help in the implementation process. This is another responsibility that diversity departments have in assisting business unit managers in the implementation of diversity initiatives.
The organizational structure for implementing diversity initiatives varied among the corporations that participated in the study. However, there were some similarities. Half of the corporations have their diversity departments connected or related to the HR function. These companies have their diversity managers/directors report to the highest-ranked person of the HR department, who in turn reports to the CEO of the corporation. Therefore, the leader in charge of the diversity department in these corporations is only one level away from the most important person in the corporation.
The other half of the corporations participating in the study performed their diversity work independently from the HR function. Who they report to indicates what function they are connected to. Two of the diversity leaders report directly to the corporations' CEOs. One of the diversity leaders reports to the vice-president of corporate relations; the other reports to the vice-president of corporate administration. The main reason that was given by the study participants for their diversity departments not being under the HR function was because diversity in their companies had been recognized as more than an HR issue.
All of the corporations participating in the study had developed their own model for managing diversity. Each organization had its own unique model, but they did have some common components. The component most frequently included in the diversity models of the corporations participating in the study was diversity initiatives. Seven of the companies (88%) had diversity initiatives as the fundamental component of their diversity models.
Six of the companies (75%) having diversity models included understanding and valuing differences, inclusion, optimizing diversity, management accountability, full utilization of people, and commitment to diversity as fundamental components of their diversity models. Other components less frequently mentioned were infrastructure, internal readiness, empowerment, quality management, and employee satisfaction.