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Beyond the Diversity Office:

Building a Culture of Inclusion
By Steven Schulman

I
Senior Vice President, Human Resources
AXA Equitable Life Insurance Company

It can be argued part of the organization. To start, companies must have an

that having a diversity and employee base that represents the communities they serve. HR
inclusion functional area must ensure that there is a diverse population of talent joining
itself can pose a challenge the company; that there are development opportunities for all
to creating an inclusive employees at all levels; and that there is a pipeline of talented
culture. While a diversity individuals of all backgrounds primed for leadership roles.
office is essential to building a foundation where differences But even with the support of a diversity office, senior
are not only acknowledged, but embraced, perception can be management, and HR, a company will not successfully build
that it is simply the responsibility of that team alone to create an inclusive culture. Employees must drive the creation of a
a diverse and inclusive workplace. If a diversity office is seen workplace that embraces the uniqueness of everyone and the
as a separate business area, it may take a company’s employees benefits this brings to them individually and to the company.
longer to embrace their own responsibility for creating an
Employees, through their pride in what makes them dis-
inclusive environment—not because they don’t believe in it,
tinct, will naturally create a culture where people feel valued
but because they believe it is already being addressed.
for their differences. Employee Re-

“
To overcome this myth, the
diversity office must be viewed as a
partner, rather than the sole driver of
a company’s culture of acceptance and
inclusion. It should be the foundation
upon which an inclusive culture is
I’m not suggesting that
organizations do not ergy
need a diversity office—
source Groups (ERGs) are invaluable
in helping employees mobilize around
similar passions and channel their en-
into efforts that support business
objectives, engagement, and profes-
sional development. ERGs can help

built, by the support and strength of
senior management, human resources,
and employees.
quite the opposite.
For maximum impact on a com-
pany’s success, diversity and inclusion
must be embedded into all areas of the business to transform
these ideals into core business principles. Senior management
commitment is critical. But commitment is not just something
that senior executives can talk about—they must demonstrate
it by their own engagement and personal accountability. They
must set measurable goals for themselves and their teams, and
be accountable for achieving them.
Human Resources (HR) must provide an infrastructure
that allows diversity and inclusion to thrive as an integral
”
build confidence; foster respect for di-
versity; and promote new ideas from
all employees through active support
of diversity initiatives.
I’m not suggesting that organizations do not need a
diversity office—quite the opposite. The office is needed to
raise awareness, and provide guidance and support, while
facilitating understanding of, and appreciation for, differences.
But a diversity office alone cannot be expected to weave diversity
and inclusion into the fabric of an organization; that can only
happen with the drive, commitment, and accountability of an
organization’s people—senior management, human resources,
and employees. PDJ

60 Pro f i les i n D i ve rsit y Journal M aY / J u n e 2 0 1 0