The next-gen chief diversity officer. - Korn Ferry...Thought Leadership The next-gen chief diversity officer. An evolving profile of high-impact D&I executives. 1 Disruption is upending

Thought Leadership

The next-genchief diversityofficer.An evolving profile of high-impact D&I executives.

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Disruption is upending every sector in every industry.In the wake of tumultuous change almost everythingtransforms, including what is needed and expectedfrom leaders. New skills and mindsets are requiredfrom today’s CEOs and other C-suite and functionalleaders, and the same is true for the chief diversityofficer (CDO).

These changing expectations of the CDO dovetailinto another trend: the recognition (finally) of proofthat greater diversity and inclusion (D&I) fosterscorporate success. D&I enhances innovation, boostsproductivity, helps captures new markets, and servesas a powerful magnet to attract and retain the besttalent.

This would seem to bode well for CDOs who havetheir hands on the diversity levers and are positionedto help their organizations successfully meet thechallenges of change—not just for the sake ofprotecting those who have been most marginalizedbut also for the sake of their companies that needthe richness of the diversity to win in a world repletewith unprecedented peril as well as opportunity.

Data shows, however, that D&I progress has largelystalled. Consider the Korn Ferry Market Cap 100,which tracks extensive demographic and professionaldata on the boards of directors of the largestcompanies in the US. Boards remain predominantlywhite (Korn Ferry, 2017). White males comprise 72%of corporate executives at 16 of the Fortune 500companies (Fortune, 2017).

The business case.

In Europe and the UnitedStates, companies with higherlevels of diversity among theirexecutive board members hadbetter ROE (return on equity)and EBITs (earnings beforeinterest and taxes) thancompanies with little executiveboard diversity. The samestudy found that companieswith gender and/or culturallydiverse executive teams were21% to 35% more likely tooutperform the competition(McKinsey, 2018). Yet anotherstudy showed that diverseteams made superior decisionsup to 87% of the time, twice asfast, and with half themeetings (Cloverpop, 2017).

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Women make up 45% the S&P 500 workforce, butonly 5.2% of the S&P 500 CEO positions (Catalyst,2018). Blacks and Latinos barely show up in 3% to4% of executive positions (Hispanic Association onCorporate Responsibility, 2016).

With figures like these, how can organizationshope to master change?

The urgency, then, for D&I leaders to have animpact has become even more compelling. AsGwen Houston, former CDO with Microsoft,acknowledged, “We’re in a dynamic time, and thiswork needs to be taken to a new level. Howdiversity leaders show up as leaders of people isso important.”

Yet, something is clearly holding our D&I leadersback. Is it that our times are too volatile anddisruptive and require fresh and inventive ideasfrom our diversity leaders? And if so, how can theybest address the new phenomenon of politicaldiversity? Are they prepared to respond to societalshifts? Can they engage and facilitate courageousyet constructive conversations across the divides?Have they the ability to take a stance when certainevents happen in the political and social worlds?

Our research shows some D&I leaders have risenabove the challenge and are making atransformative impact. What sets them apart? It’sa critical question, because the answer hasimportant implications for what should beexpected of today’s CDO.

Understanding the next generation of CDOleadership that is required to drive success is thesubject of this paper. To explore it, we leverageworld-class Korn Ferry data, combined with arigorous talent assessment of more than 60 D&Ileaders, and qualitative insights captured throughin-depth interviews with four identified “best-in-class” CDOs. This work will help individuals andorganizations see how CDO requirements havechanged, and enable them to evolve the role froma diversity champion to a truly capable andinfluential organizational leader.

Looking back at the past.

To appreciate the need for CDO leadership toevolve in new ways to meet next-generationchallenges, it’s worthwhile to look back first. Afterall, companies have been investing in approachesto D&I for decades. They began with foundationalpractices; for Elizabeth Nieto, global chief diversityand inclusion officer of MetLife, when she firststarted in the field, the compliance piece ofdiversity work was the emphasis, focusing onareas such as sexual harassment and employmentrelations.

But a lot has happened since then. Socialmovements. Globalization. An economic crisis.

David Porter, former executive director of theWalter Kaitz Foundation, which is focused onincreasing diversity in the cable industry,recognizes that much has changed. “I have seenthis work evolve. When I started, most companiesdidn’t have CDOs. Today it’s a best practice.”

But has the nature of the role of the diversityexecutive changed, too?

Deb Dagit, president of Deb Dagit Diversity andformer chief diversity officer of Merck, reflected onearlier years, when “the people who took onleadership roles tended to come out of racerelations, EEO, and affirmative action.” It wasnatural, therefore, for many diversity leaders to becharacterized by a passion to advocate, rightwrongs, and fight injustice. And while Houstonrecognized that “we started out as activists,” sheaffirmed that other leadership attributes are moreimportant today.

What are these other attributes that are enablingsome CDOs to gain the confidence of theirorganizations now, and will equip the nextgeneration of CDOs to successfully navigate thefuture?

“We’re in a dynamic time, and this work needs to be takento a new level.”Gwen Houston, Former Chief Diversity & Inclusion Officer, Microsoft

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Understanding our research.

Korn Ferry studies have shown that leadership qualities have a bigger impact on business growth thanmarket forces. We believe this would be true as well for diversity leaders: an organization’s ability toachieve breakthroughs in D&I that yield business results rely less on external forces and internalresistances than on the effectiveness and influence of the D&I leaders.

Our priority, then, was to identify a best-in-class profile for CDOs that would bring these capabilities tolight. We leveraged our Korn Ferry Four Dimensions of Leadership model, which focuses on four talentdimensions: Competencies, Experiences, Traits, and Drivers. The qualities within each of these quadrantscan be taken together to paint a complete picture or examined individually to focus on specific aspects ofa person or an organization to determine what differentiates the transformative diversity leader fromthose who are treading water.

The four talent dimensions are highly predictive of performance differences and can be correlated withkey talent variables. As such, the talent dimensions reveal links between leadership performance andorganizational outcomes. In the category of D&I, our research yielded rich insights into the role of the CDOand informed a new benchmark for diversity leaders that forward-looking companies can study and apply.Companies will benefit by understanding how its current diversity leaders stack up against this newbenchmark. In addition, companies will gain insight into how to prepare for a smooth transition to the nextgeneration to avoid losing hard-won ground.

Korn Ferry Four Dimensions of Leadership and Talent

Korn Ferry's Four Dimensions (KF4D) of Leadership & Talent is the talent intelligence enginethat powers all our solutions and products. Based on millions of candidate profiles andleadership assessments in our database, it is our most credible tool yet for evaluatingleadership talent.

CompetenciesSkills and behaviors required forsuccess that can be observed.

FOR EXAMPLE:Decision quality, strategic mindset, global perspective,and business insight.

FOR EXAMPLE:Functional experiences,international assignments,turnarounds, and fix-its.

Assignments or roles that prepare a person for future opportunities.

Experiences

FOR EXAMPLE:Assertiveness, risk taking,confidence and aptitude for logic and reasoning.

Inclinations, aptitude and natural tendencies a person leans toward, including personality traits and intellectual capacity.

FOR EXAMPLE:Power, status, autonomy,and challenge.

Values and interests that influence a person’s career path, motivation, and engagement.

Traits Drivers

WHAT YOU DO

WHO YOU ARE

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Best-in-class is based in research and data.With the Korn Ferry Institute, we evaluated successful 21st century leaders viewed through the KF4Dmodel. This model reflects decades of research and is based on the world’s richest data set with morethan 7 million executive and professional candidate profiles and 2.5 million assessments. Our data spansevery industry, job function, and leadership level from individual contributors to CEOs.

We conducted rigorous assessments of more than 60 D&I leaders, including 53 D&I executives and 14individuals who we identified as best-in-class D&I executives. Our research concentrated onCompetencies, Drivers, and Traits, which are the focus of this paper, since Experiences were not uniformand did not yield a consistent differentiator among the D&I leaders.

To understand how we pinpointed the 14 best-in-class D&I executives, we initially identified 11 outstandingD&I leaders, based on deep D&I expertise in our Executive Search and D&I Advisory Servicesconsultancies. These 11 leaders had strong reputations and measurable proven performance. An analysis ofthe assessment data of these individuals validated their best-in-class status as they clustered aroundcertain key attributes, proving that these leaders stood apart from the rest, and we labeled them “best-in-class D&I executives.” Using this data and with additive insights from four of the best-in-class D&Iexecutives, we developed a best-in-class profile for CDOs as a benchmark. We then went back into theresults of the group of 53, which we labeled “other D&I executives,” and identified three individuals whomatched the best-in-class D&I executive profile and moved them into the best-in-class cohort (for a totalof 14). While we are deeply familiar with a great many players in the field, the profile served as a tool thathelped us discover best-in-class performers who had been outside our purview.

Identifying the requirements for a new generation of D&I executives.

Looking at key elements of data, we derived strong and valid predictors of successful D&I leadershipbased on areas of Traits, Drivers, and Competencies.

TRAITS

Personality traits are the natural inclinations or preferences that influence behavior.

In general, best-in-class D&I executives are achievement oriented—that is, go-getters who are comfortablepresuming authority and readily take the initiative to drive the agenda.

At the same time, the best-in-class D&I executives do so in an interpersonally sensitive, tactful manner.They are likely to be sociable, approachable, and empathetic team players who enjoy influencing andmotivating people by using a combination of social skills, logic, and data; when faced with disappointmentor frustration, they remain tenacious in working toward long-range goals and maintain self-possessionwhile under stress. It is no surprise, then, that they can doggedly work to establish relationships withpeople who are skeptical of, disinvested in, or even opposed to issues of diversity and inclusion.

Another aspect of traits is a focus on cerebral capabilities as observed through problem solving. Asproblem solvers, best-in-class D&I executives are flexible and intuitive, enjoy complexity, and seek a deepunderstanding of issues and their nuances. Houston affirms the importance of the problem-solving traitthrough her emphasis on analytics as a key skill. “When we think about CDO skills for the future, wecannot deny the importance of data analysis. We collect a lot of data, but volume is not as important asunderstanding what the data is telling us. We have to be good at this.”

At the same time, best-in-class D&I executives have a high tolerance for ambiguity such that theycomfortably make decisions and forge ahead despite vague, incomplete, or even contradictoryinformation. In other words, these are confident change agents who can “figure out what to do even whenthey don’t know what to do.”

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Super factors key:Figure 1 compares the traits of best-in-class D&I executives (gray) with other D&I executives (blue).

The Super Factors triangles provide a high-level overview of how these groups differ. The primarydifference lies in Social Leadership, with those traits being more pronounced for the best-in-class group.

The circumplex graph on the right provides personality profile details regarding the specific componentsof each Super Factor: Social Leadership, Energy, and Agility.

Figure 1Comparing traits: Best-in-class D&I executives and other D&I executives.

“A best-in-class CDO has to have courage and highorganizational savvy. You’re exposed to different people,different levels and different cultural backgrounds in anorganization. It is, therefore, very important to be able tounderstand the different nuances if you want to have realimpact.”Elizabeth Nieto, Global Chief Diversity & Inclusion Officer, MetLife

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Personality profile key.

Social leadershipEM: Empathy. Being attuned to others’ feelings,motivations, and concerns.

CP: Composure. The ability to stay calm andpoised in stressful, difficult, or ambiguoussituations.

IN: Influence. The ability to motivate andpersuade others.

SS: Situational Self-Awareness. The ability tostay attuned to one’s own experiences,motivations, and reactions in the presentmoment.

SO: Sociability. The natural inclination to engagewith and interact with others.

AF: Affiliation. A preference for aligning with alarger team or organization toward a commongoal.

AgilityAD: Adaptability. Comfort with unanticipatedchanges of direction or approach.

CU: Curiosity. The extent to which a person islikely to tackle problems in a novel way, seepatterns in complex information, and pursuedeep understanding.

FO: Focus. Preference for organization,procedure, and exactitude.

TA: Tolerance of Ambiguity. Comfort withuncertain, vague, or contradictory informationthat prevents a clear understanding or direction.

RI: Risk-Taking. A willingness to take a stand ortake chances based on limited information.

EnergyAS: Assertiveness. The degree to which peopleenjoy taking charge and directing others.

PE: Persistence. A tendency toward passionateand steadfast pursuit of long-term goals, inspite of obstacles, discouragement, ordistraction.

NA: Need for Achievement. A tendency to workintensely to achieve and exceed difficultstandards.

For example, top-performing CDOs know howbest to respond to an instance of retail racism thatbecomes national news, how to turn a CEO’sspecific question into a teachable moment, andwhat action to pursue when a playbook hasn’t yetbeen invented. What does this look like? Forinstance, following a highly visible racial incident,when the CEO asks, “Where should we make adonation?” to show the company’s diversitycommitment, top-performing D&I leaders wouldn'tanswer by simply naming a deserving nonprofit.Instead, he or she would guide the CEO and theleadership team to expand their thinking aboutrace and the hidden role of bias in the company’soperations and policies, and thereby facilitatefundamental organizational changes.

“One day, [my CEO] talkedto me about Black LivesMatter and asked if heshould make a donation.I appreciated his question,but I thought he hadmissed the point and gavehim two books (on race andsocial justice) to readinstead. He read them, andthen assigned them to hisleadership team. What’smore, he raised thequestion: How can we useour technology to rectifythis social issue? That was abig shift.”Gwen Houston, former Chief Diversity& Inclusion Officer, Microsoft

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DRIVERSWhile personality traits tend to emphasize socialinfluence, drivers reflect a person’s motivation andengagement. In the cases of the best-in-class D&Iexecutives, they were largely motivated byopportunities for collaboration.

This means they enjoy group decision-making andbuilding consensus. They value interdependenceand seek to be in a role that requires them to payattention to team morale, and to encourage andsupport the efforts of others.

At the same time, best-in-class D&I executives arefiercely independent self-starters who approachtheir work with an entrepreneurial mindset. Inother words, they are independent thinkers whowant the freedom to blaze new paths but do so ina “behind the scenes” manner that emphasizesengaging with and empowering others.

While the other D&I executives were also quiteindependent and entrepreneurial, they were theleast motivated by collaboration. Said another way,they were most motivated by opportunities forprestige, status, and visibility within theorganization. They sought to expand their scopeof responsibility and advance their individual

careers. While this may feel for many of them asthe way toward greater impact, it was not. As thebest-in-class D&I executives demonstrated, the keyto influence was about enabling others throughcollaboration.

“A CDO needs to partnerwith others first. The CDOneeds to makeconnections withcountries and localexperts.”Deb Dagit, PresidentDeb Dagit Diversity

Figure 2Comparing drivers: Best-in-class D&I executives and other D&I executives.

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COMPETENCIESOur research indicated that traits and drivers alone do not ensure diversity leader success. Competencies,those observable skills and behaviors that an individual will need to succeed in his or her position, are alsocritical. Put simply, competencies indicate what an individual can do.

The best-in-class D&I executives had particularly strong relationship management and thoughtcompetencies, evidenced through managing conflict, persuasion, and courage. The best-in-class groupalso showed themselves to be quite good at modifying their style and demeanor to suit the interpersonalsituation and audience to effectively work with a diverse range of people.

This means they are exceptional at building networks, connecting with people, and connecting peoplewith each other to share information and resources to accomplish goals. These results compare tocomments made by Porter, who stressed that “people who aren’t good in this role are too judgmental.Instead, you’ve got to be flexible to other people. You’re a role model and you want to show people howto be flexible to others.” The competency strengths also seem to align with the value that Dagit placed oncommunication and social media skills.

Best-in-class D&I executives must work through others to accomplish goals, and often do so by changingminds so that priorities, policies, and procedures will be altered. They also create a climate of trust inwhich people are willing to experiment and innovate to achieve the organization’s objectives. The elementof trust extends in multiple directions, including to the CEO. As Porter comments, “Trust happens indifferent ways...In whatever way it happens, it takes time and the CEO needs to feel that the CDO is trulyaligned with him or her to speak on the CEO’s behalf—which is the ultimate goal.” Lastly, best-in-class D&Iexecutives are astute talent observers who excel at developing people to meet both their careerobjectives and the organization’s goals.

Figure 3Comparing competencies: Best-in-class D&I executives and other D&I executives.

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Regarding thought competencies, best-in-classD&I executives are strategic big-picture andholistic thinkers adept at viewing situationsthrough a global lens, anticipating andappreciating the varying needs of all parties andstakeholders invested in outcomes, and cultivatingan organizational culture that facilitatesexperimentation and innovation. Nieto describedsuccessful diversity leaders having “an awarenessto what’s happening around us. For instance,immigration is an area of tension around the world.As I gain that knowledge I can bring it back to theorganization.” This also corresponds to Houston’sobservations that diversity leadership must be“globally astute.”

Other D&I executives showed many of the samestrengths as best-in-class D&I executives. However,the latter group was notably better at managingconflict with a minimum of noise, behavingcourageously by stepping up to address difficultissues and saying what needs to be said despiteresistance, and delivering their message withcompelling and persuasive arguments. That is,they can build consensus even in the face ofdifficult disagreements; they can speak truth topower; and they can communicate in a mannerthat changes minds.

This differentiator of courage is in line withHouston’s observations that diversity leaders

“cannot be afraid of the truth.” Likewise, Nietoaffirms that a diversity leader “has to have courageand high organizational savvy.” Dagit, who framescourage around feedback, says: “If you see that aperson is saying one thing and doing another, youhave to have the courage to speak up. It makesthe job really tough. In fact, I always say this jobneeds a hard hat and a construction vest. It’shazardous duty!”

According to our research, best-in-class D&Iexecutive competencies are in relatively lowsupply and are not easily acquired. Yet, they canbe developed through a combination ofpersistence, opportunities for practice, and timely,candid feedback from mentors and colleagues.

“A key ability for a CDO isto influence others. And abest-in-class CDO buildsfollowership.”Elizabeth Nieto, Chief Diversity &Inclusion Officer, MetLife

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Comparing best-in-class D&I executives to best-in-class CHROs and CEOs.

Another analysis of the best-in-class data revealed compelling parallels with top-performing chief humanresources officers (CHROs) and CEOs.

We took our data set with millions of executive and professional candidate profiles and leadershipassessments and compared our best-in-class data to CHRO and CEO profiles. With respect to top-performing CHROs and CEOs, the alignment was profound.

Best-in-class D&I executives might be slightly more sociable than CEOs, and marginally more analyticaland data driven than CHROs, but by and large, all three have very similar personality trait profiles.

Figure 4

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As the data shows, the three sets of leaders are much more similar than different in their competencies, aswell. This is not surprising given that best-in-class D&I executives operate at the highest leadership level ofan organization in influential ways.

Where they do differ appears to be in competencies that best-in-class D&I executives don’t tend to use:CEOs and CHROs, both of whom have broader mandates than diversity leaders, are more skilled inmanaging ambiguity, making plans, and allocating resources. Best-in-class D&I executives, on the otherhand, have stronger interpersonal strengths in navigating networks and managing conflicts, compared toCHROs.

Figure 5

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The complete picture of thenext-gen CDO.

In summary, best-in-class D&I executives arenaturally curious and innovative leaders whodemonstrate sociably engaging behaviors andexcel at building collaborative relationships,tactfully winning people over with compellingarguments, fostering a culture that supportsinnovation and experimentation, and toleratingambiguity and change. They don’t get lost in theweeds and possess the learning agility to makedecisions when faced with unfamiliar or novelproblems that don’t have a clear playbook ofobvious answers.

Counterintuitively, they are much more similar tocurrent C-suite leaders than to diversity activistsof years ago.

Over the past two decades, organizationalsophistication regarding issues of diversity andinclusion have greatly evolved. Similarly, the natureof the CDO role has evolved.

Across all those years, diversity leaders havesought to bring about positive change, but theirspecific goals and approaches tended to differ.

Diversity leaders in the “early days” were typicallyactivists aiming to right organizational wrongs,such as blatant discriminatory hiring andpromotion practices, by instituting policies,procedures, affirmative action programs, andfocusing on compliance with such changes. Theyalso focused on prodding organizations to“celebrate diversity” through one-off diversitytraining programs.

As a result, those diversity leaders were usuallysolo activists waving a flag for diversity within anorganizational context of marginalization andtokenism. They were often in a role that requiredthem to “go it alone” as they fought for respect,leadership visibility, and credibility.

Today, however, the best-in-class D&I executivesoperate in organizational environments thatconsider diversity and inclusion as businessimperatives. The rapid diversification of thepopulation, the globalization of business, thefragmentation of markets, the exponential increasein the sharing of diversity-related experiences,observations, ideas, and opinions across socialmedia, and the shifting role of CEOs frombottom-line leaders to societal influencers have allcontributed to the evolution of how companiestake into account diversity and inclusion. As aresult, current best-in-class D&I executives serveless as solo activists and more as collaborativechange partners who work with others to evolvetheir organizations.

Given the profound evolution of the D&I leadershiprole, today’s diversity leaders may find it useful toreconsider what they will need to become topperformers in the coming years. One approach isto compare their own traits, competencies, andmotivational drivers with those that arecharacteristic of best-in-class D&I executives. Theymight ask themselves: Do I have the predispositionto shift from being an activist, striving for visibilityand who fixes problems, to a team player whoworks behind-the-scenes to alter the way thatbusiness operates? Do I have the capability toinitiate and nurture relationships, collaborate in alldirections, and maintain my composure no matterthe circumstances? In fact, they may want to askwhether they have the skills and inclinations to bea C-suite-level leader.

"The CEO needs to feel thatthe CDO is truly alignedwith him or her to speak onthe CEO’s behalf—which isthe ultimate goal."David Porter, Former ExecutiveDirector, Walter Kaitz Foundation

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Achieving the D&I breakthrough.

As numerous studies have proven, there is aconnection between the diversity of ourorganizations and organizational performance inthe highly diverse, multicultural marketplace.From the diversity of our boards linking withshareholder value, to the diversity of ourmanagement yielding higher performance, todiverse teams delivering our products and servicesfaster and better—all measures make the case.“The opportunity for the CDO to be a beacon oflight, especially at this time, is huge,” says Houston.

Yet, to date, the ability of organizations to becomesignificantly more diverse and inclusive havedisappointed. And as we are faced with mountingchange across governments and policies,industries and generations, and the pressure tostay ahead of demand for technology andinnovation, diversity and inclusion has never beenmore crucial. But this will require a new cohort ofleaders—the next generation—with the right Traits,Drivers, and Competencies.

To set up this next generation of diversity leadersfor success requires a profile to target. Ourresearch, both quantitative and qualitative,provides that profile of the best-in-class D&Iexecutive, which is crucial to any company lookingto thrive in today’s dynamic world or anyindividual looking to grow and develop into a top-performing D&I leader with executive impact.

Leveraging this research can help any organizationidentify the precise areas where strategy anddiversity leadership talent are aligned—or wherethere are opportunities to close the gaps.

With the right diversity leadership so critical formeasurable and effective change, organizationscan’t leave to chance that their CDO is up to thetask. The stakes, when it comes down to candidateselection, demand greater certainty.

“I love my job because I seethe impact we are havingon helping our societyevolve. I can help improvemy organization. I can helpemployees and theirfamilies. I can touch thecommunities where we dobusiness.”Elizabeth Nieto, Global ChiefDiversity & Inclusion Officer, MetLife

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14 © Korn Ferry 2018. All Rights Reserved.

About Korn Ferry

Korn Ferry is a global organizationalconsulting firm. We help clientssynchronize strategy and talent to drivesuperior performance. We work withorganizations to design their structures,roles, and responsibilities. We help themhire the right people to bring theirstrategy to life. And we advise them onhow to reward, develop, and motivatetheir people.

Contributors Resources

“Catalyst. (2018). Women CEOs of the S&P 500.Retrieved from: http://www.catalyst.org/knowledge/women-ceos-sp-500

Cloverpop. (2017). Hacking diversity with inclusivedecision making. Retrieved from: https://www.cloverpop.com/hacking-diversity-with-inclusive-decision-making-white-paper

Goleman, D. (2018, March 5). “Diversity +emotional intelligence = more success.” Korn FerryInstitute. Retrieved from: https://www.kornferry.com/institute/diversity-emotional-intelligence-leadership

Hispanic Association on Corporate Responsibility.(2016). Corporate Inclusion Index. Retrieved from:https://hacr.org/wp-content/uploads/2018/02/2016-HACR-CII.pdf

Jones, S. (2017, June 9). “White men account for72% of corporate leadership at 16 of the Fortune500 companies.” Fortune. Retrieved from: http://fortune.com/2017/06/09/white-men-senior-executives-fortune-500-companies-diversity-data/

Korn Ferry. (2017). Korn Ferry Market Cap 100.Retrieved from: https://www.kornferry.com/institute/the-korn-ferry-market-cap-100-governance-changes-at-the-top-100-us-companies-by-market-capitalization

McKinsey & Co. (2018). Delivering throughdiversity. Retrieved from: https://www.mckinsey.com/~/media/mckinsey/business%20functions/organization/our%20insights/delivering%20through%20diversity/delivering-through-diversity_full-report.ashx

Andrés T. TapiaSenior Client Partner, GlobalDiversity & Inclusion

Louis MontgomeryPractice Leader ,Human Resources andDiversity Officers,Professional Search

Karen H.C. Huang,PhDSenior Manager, SearchAssessment