Diversity As Strategy  

Oleh:

Thomas, David A.

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 82 no. 9 (Sep. 2004), page 98.
Topik: diversity; corporate strategy; diversity; human resources management; minority & ethnic groups

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.26 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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By the time Lou Gerstner took the helm in 1993, IBM had a long history of progressive management when it came to civil rights and equal opportunity employment. But Gerstner felt IBM wasn't taking full advantage of a diverse market for talent, nor was it maximizing the potential of its diverse customer and employee base. So in 1995, he launched a diversity task force initiative to uncover and understand differences among people within the organization and find ways to appeal to an even broader set of employees and customers. Gerstner established a task force for each of eight constituencies : Asians ; blacks ; the gay, lesbian, bisexual, and transgendered community; Hispanics ; white men ; Native Americans ; people with disabilities ; and women. He asked the task forces to research four questions : What does your constituency need to feel welcome and valued at IBM ? What can the corporation do, in partnership with your group, to maximize your constituency's productivity ? What can the corporation do to influence your constituency's buying decisions so that IBM is seen as a preferred solution provider ? And with which external organizations should IBM form relationships to understand better the needs of your constituency ? The answers to these questions became the basis for IBM's diversity strategy. David A. Thomas stresses that four factors are key to implementing any major change initiative : strong support from company leaders, an employee base that is fully engaged with the initiative, management practices that are integrated and aligned with the effort, and a strong and well - articulated business case for action. All four elements have helped IBM make diversity a key corporate strategy tied to real growth.

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