Diversity, Equity

& Inclusion in the

workplace
The journey to leading practice
 Contents

1 Introduction | 3

2 The case for diversity, equity and inclusion | 5

3 The diversity, equity and inclusion journey | 8

4 From theory into practice: exploring challenges

and solutions | 13

5 The road ahead | 20

Diversity, Equity & Inclusion in the workplace - The journey to leading practice 2
1 Introduction

Diversity, Equity & Inclusion in the workplace - The journey to leading practice 3
 1 Introduction
In the face of mounting companies struggling to know they have deployed in recent
stakeholder expectation, where to start or how to advance years to drive progress, with
and as the business case for their efforts to the next level. a focus on identifying and
Diversity, Equity & Inclusion sharing practical ideas for how
(DE&I) becomes increasingly In this report, the World companies can work to build
undeniable, many global Business Council for Sustainable more diverse, equitable and
organizations are now moving Development (WBCSD) and Korn inclusive organizations. We also
swiftly to advance their DE&I Ferry, explore some of the key explore what emerging leading
efforts. DE&I challenges that companies practice looks like and some of
from WBCSD’s Future of Work the critical enablers of success
A recent Korn Ferry working group are facing as that make a significant difference
survey shows that 83% of they seek to transition towards in integrating DE&I into every
organizations have accelerated leading practice in this space. aspect of an organization’s
their DE&I efforts over the Leveraging Korn Ferry’s DE&I business and talent practices.
past two years in response Maturity Model and interviews
to social unrests and pressure with a range of WBCSD member
from employees, customers, companies, we analyze where
communities and their own selected companies are on
boards. However, embarking their DE&I journey and explore
upon a DE&I journey can be a some of the solutions that
daunting prospect with many

Diversity, Equity & Inclusion in the workplace - The journey to leading practice 4
2 The case for Diversity, Equity
& Inclusion

Diversity, Equity & Inclusion in the workplace - The journey to leading practice 5
 2 The case for Diversity, Equity
& Inclusion
DE&I topics have generated The inequalities of income, A SOURCE OF COMPETITIVE
increased attention all over wealth and wellbeing that ADVANTAGE
the world in recent years, have come to characterize
accelerated by a growing social our societies globally, are As well as being central to
justice movement. For business, underpinned by inequalities of corporate efforts to tackle
DE&I has come to be seen as opportunity: deep structural inequality, inclusive and equitable
an increasingly material issue differences in people’s chances talent and business practices
around which a wide range of or prospects based on their are also a source of competitive
stakeholders are calling for personal characteristics and advantage. By unlocking the
enhanced corporate focus socioeconomic backgrounds – power and potential of all their
and performance. There are a factors that are largely outside of people and embracing a wide
number of factors why efforts to their control. Gender, race, sexual range of backgrounds and
support DE&I should increasingly orientation, age, and ability characteristics among their
be seen as business critical. are all factors that come with workforce, organizations that
This is at once an area where advantages and disadvantages champion DE&I capabilities
failing to take action presents in terms of access to essential benefit from a broader spectrum
considerable reputational and opportunities, and in almost of perspectives, creativity and
operational risks, while proactive all geographies, individuals’ innovation that can help to
and innovative engagement can opportunities remain tethered drive their business forward.
also generate a wide range of to their status at birth, serving Furthermore, by applying a
opportunities and benefits. to further embed historical DE&I lens to their customer
inequalities. base - designing, building and
marketing inclusive products
DE&I AS A KEY PILLAR The world of work plays a and services to diverse
OF CORPORATE EFFORTS TO fundamental role in determining demographics and communities
TACKLE INEQUALITY the levels of income, wealth, around the world - companies
and wellbeing people ultimately can also experience major
WBCSD’s Vision 2050: Time achieve, with access to good benefits in the marketplace.
to Transform identifies three jobs and career paths allowing
critical challenges facing the people to meet their basic Numerous studies show that
world today in the form of the needs, fulfill a sense of purpose, organizations with strong DE&I
climate emergency, nature loss, and build wealth. Businesses practices that are engrained
and mounting levels of inequality across all sectors therefore into their culture and purpose
around the world. have a critical role to play when outperform their peers in a
it comes to tackling inequality number of ways. Research shows
Inequality now represents an by ensuring that barriers to that, companies that embrace
urgent, systemic risk, with wide opportunity are removed and DE&I are 70% more likely to
disparities in income, wealth, and that people from all backgrounds capture new markets, and 75%
overall wellbeing eroding social can enjoy equitable access to more likely to see ideas become
cohesion, diminishing trust in career opportunities. productized. Meanwhile diverse
key institutions, fueling civil and teams, managed inclusively, have
political conflict, threatening Robust corporate programs that also been found to be better
economic growth and leaving strive to achieve DE&I sit at the at solving complex challenges.
our societies incapable of center of these efforts, and there Companies with above-average
tackling other critical challenges. is mounting expectation from a diversity performance report
broad range of stakeholders for 19% higher innovation revenue,
We find ourselves at an businesses around the world to while studies have also shown
important juncture where strengthen their performance that diverse and inclusive teams
governments and businesses in this field as part of holistic make better decisions 87% of
must act with urgency to create efforts to mitigate the systemic the time.
a world in which everyone’s risk of mounting inequality and
dignity and rights are respected, build a world in which all people
basic needs are met, and equal can live well and where equal
opportunities are available for all. opportunities are available for all.

Diversity, Equity & Inclusion in the workplace - The journey to leading practice 6
ATTRACTION AND Studies by Microsoft Diversity, equity and inclusion
RETENTION OF TALENT demonstrate that among Gen Z performance is a key area
AND CUSTOMERS in particular, 70% of consumers of focus for ShareAction’s
are more trusting of brands that Workforce Disclosure Initiative
Existing and potential employees represent diversity in advertising. as well as for the World
across all industries have Meanwhile a 2021 study by Benchmarking Alliance’s
mounting expectations of their Fleishman Hillard found that over Social Transformation Baseline
employer when it comes to three-quarters of consumers say Assessment. Similarly, DE&I
creating a workplace culture that that they expect companies to is also one of the core criteria
promotes DE&I. At a time when provide a work environment that that has been articulated by
many organizations are facing is more diverse, inclusive and the World Economic Forum’s
unprecedented labor shortages, equal. Measuring Stakeholder
record levels of resignations, Capitalism initiative. With the
widening skills gaps and an DE&I – A CENTRAL International Sustainability
increasingly competitive war for COMPONENT OF THE Standards Board now working to
talent, strong strategies around “S” IN ESG deliver a comprehensive global
DE&I are a critical ingredient baseline of sustainability-related
when it comes to enhancing At the same time, DE&I disclosure standards, including
the employee value proposition, considerations are increasingly around key social performance
and attracting and retaining gaining traction as key indicators, in the longer-term
leading talent. Meanwhile failing components of Environmental, we envisage a clear direction of
to take action on diversity, equity, Social and Governance (ESG) travel towards a market system
and inclusion has the potential disclosure and performance that rewards companies with
to significantly undermine assessments. Focus on the “S” robust frameworks in place to
employee trust and loyalty. in ESG has ballooned in recent foster DE&I, and where strong
In a recent piece of analysis months, as COVID-19 has corporate performance in DE&I is
conducted by CNBC and shone a spotlight on a range of a contributing factor to lowering
SurveyMonkey nearly 80% of US social vulnerabilities and risks. the cost of equity and debt.
workers said that they want to Understanding and application
work for a company that values of the key metrics that should
diversity, equity and inclusion. be used to determine business
performance around the “S”
Similarly, research is also are evolving at pace. As these
showing that brands that invest socially focused criteria continue
in diverse, inclusive, and socially to crystalize, there is mounting
conscious marketing strategies focus on corporate efforts when
are able to build stronger it comes to DE&I and the topic
relationships with their consumer continues to be integrated into
base. a range of emerging disclosure
frameworks.

Robust corporate strategies that strive to achieve DE&I sit at the

center of the business agenda to tackle inequality of wealth, income
and wellbeing.

Diversity, Equity & Inclusion in the workplace - The journey to leading practice 7
3 The DE&I journey

Diversity, Equity & Inclusion in the workplace - The journey to leading practice 8
 3 The DE&I journey
UNDERSTANDING DE&I Equity fulfils the promise of As companies seek a
equality for all including for the transformation-based approach
Before embarking upon efforts most marginalized populations. to accelerate their DE&I journey, it
to promote DE&I it is important Equity action removes behavioral is critical they understand where
to have clarity around what these and structural barriers in order to they are in terms of their DE&I
different terms mean. level the playing field, ensuring maturity, where they want to be
that people’s unique needs and and how they are going to get
Diversity is the “mix.” It circumstances are taken into there. A strategic roadmap helps
encompasses the full range account when organizations organizations develop their DE&I
of human differences and design processes, structures, processes and approach.
similarities. Diversity can be both experiences, products or
identity-based and cognitive. Korn Ferry’s DE&I maturity
services.
model provides a framework to
Inclusion makes the “mix” help organizations understand
work. It unlocks the power ASSESSING DE&I MATURITY
where they stand in terms of
of diversity. One can also To achieve DE&I, organizations their DE&I journey and how
differentiate between types of need to transform from their core. they can navigate towards
inclusion: behavioral inclusion This takes time and effort, but the improved performance. This
includes inclusive mindsets, fundamentals of successful DE&I maturity model assesses
skillsets, and relationships, while transformations are emerging. both behavioral and structural
structural inclusion focuses inclusion across five key DE&I
on equitable and transparent A successful DE&I corporate dimensions (risk management;
structures, practices, policies, and approach is generally data-driven, awareness; talent integration;
increasingly algorithms. and focused on understanding operations integration; and
what works and what doesn’t, market integration) and scores
The confusion often appears and what the root causes are
when we get to equality and DE&I performance over four
behind any lack of progress levels, ranging from basic (1) up
equity. in DE&I efforts. Companies to leading edge (4) (see figure 1).
Equality describes the promise also need to proactively build
of equal access to opportunity, inclusive leadership capabilities
advancement, support and reward and intentionally shape both
for all. However, in reality, equality behavioral (mindsets, skillsets,
is often only achieved by certain relationships) and structural
segments of the population. (structures, processes, practices)
Many employees, customers inclusion.
and communities won’t achieve
equality, because their unique
needs and challenges haven’t
been considered.

Figure 1: Korn Ferry Sample DE&I Maturity Model

1 Basic

2 Progression

3 Advanced

4 Leading Edge

Diversity, Equity & Inclusion in the workplace - The journey to leading practice 9
LEADING PRACTICE ACROSS DE&I MATURITY DIMENSIONS

According to Korn Ferry’s maturity model, companies should seek to develop their DE&I approach across
five dimensions which include both structural and behavioral components. More details on what leading
practice across each of these dimensions entails is included below:

DIMENSION 1: DIMENSION 2: DIMENSION 3:

Risk management Awareness Talent integration

How effective is the company’s Are the company’s leaders How well has the company
risk management when it comes and employees aware of and integrated DE&I into its talent
to DE&I? committed to the value of DE&I? systems? Are its leaders and
Are they actively communicating employees displaying inclusive
What leading practice the business value of DE&I, and behaviors?
looks like… driving employee engagement
in this area?
What leading practice
Behavioral inclusion – All key
internal stakeholders recognize
looks like…
the risks and impact associated What leading practice
Behavioral inclusion –
with workplace harassment, looks like… Inclusive behaviors are part
bullying, and discrimination.
of the company’s entire talent
Behavioral inclusion – The management lifecycle, inclusion
Structural inclusion – The organization can see the
organization approaches DE&I and equity are guidelines in all
transition from “DE&I passion” people related decisions and
from a broad risk management to “DE&I competency” and
perspective, as opposed to an actions. Leaders and employees
from “unconscious bias” to demonstrate strong inclusion
HR issue. Senior leaders and “conscious inclusion.” CEOs
the Board proactively monitor skills and leverage talent
and business leaders fiercely diversity for better decision-
DE&I risks as part of broader advocate for DE&I, authentically
organizational risks (including making and team performance.
role-model inclusion and “walk
the need for good reporting the talk.”
and whistleblower systems). Structural inclusion – DE&I and
There are clear consequences talent strategies are fully aligned.
Structural inclusion – DE&I is Talent processes are reviewed
and processes for employees enshrined as a top leadership
who don’t adhere to company to ensure biases are minimized.
priority and a core value. The Leaders and employees are
DE&I policies and values, and company deploys robust and
all employees should feel accountable for integrating DE&I
integrated DE&I governance into talent management, and
comfortable reporting abuses. and accountability, and metrics robust DE&I analytics inform
are established to measure talent decisions.
progress. The company works
towards external certifications
in DE&I efforts. All employees
are part of diversity and
inclusion learning journeys
and are recognized for DE&I
achievements.

Diversity, Equity & Inclusion in the workplace - The journey to leading practice 10
DIMENSION 4: DIMENSION 5:
Operations integration Market integration

How does the company embed Are the company’s DE&I efforts
DE&I across different operational expanding externally so that it can
functions? Does the company’s reach new consumers, enhance
approach lead to greater customer service, and effectively
efficiencies, increased safety, partner with communities?
innovation, and quality?
What leading practice
What leading practice looks like…
looks like…
Behavioral inclusion –
Behavioral inclusion – Reaching out to diverse
Functional leaders and middle customers is considered to be
managers role-model inclusion a key part of an organization’s
and display inclusive leadership brand. Leaders and employees
skills, deliberately putting recognize the need for cross-
together high-performing cultural competency and
diverse-by-design teams for actively seek to learn more and
operational tasks and projects, understand best practice.
and ensuring that teams operate
in an inclusive manner. Structural inclusion – DE&I is
embedded in sales, marketing,
Structural inclusion – DE&I and customer service functions,
is fully leveraged within the while product testing, marketing
operational ecosystem including campaigns, and clinical trials
AGILE processes with input routinely use DE&I metrics.
from every team member. DE&I DE&I KPIs are embedded for
contributes to the innovation of all management lines, across
new processes and is leveraged all markets, and in all expected
for R&D efforts. business outcomes. Employee
resource groups help generate
innovative solutions for diverse
markets and customers.

Diversity, Equity & Inclusion in the workplace - The journey to leading practice 11
DE&I MATURITY LEVELS Advanced (Level 3) – DE&I RESPONSIBILITY
Incorporating multi-dimensionality
In Korn Ferry’s experience, the and intersectionality into diversity. It is important to remember
DE&I journey tends to progress Organizational leaders are trained that DE&I maturity is the shared
in four distinct stages for most in inclusive leadership skills and responsibility of all internal
organizations, starting at basic, are accountable for creating a stakeholders. It is likely that
moving on to progressing, diverse and inclusive environment. a key corporate function will
advanced, and finally leading These organizations have DE&I have responsibility for each
edge. Below we explore the four resources and budget distributed DE&I dimension, which is firmly
levels of DE&I maturity and how throughout other functional areas anchored in a distinct and
they relate to an organization’s and regions. compelling business case
DE&I journey. (Table 1). Successful DE&I
Leading edge (Level 4) – programs will need to ensure
Basic (Level 1) – A reactive A sustainable approach to DE&I. that all key internal functions
approach to DE&I. These Leaders are expected to lead are onboard as the company
organizations may define diversity holistically and inclusively, act as embarks upon its DE&I journey.
along one or two visible aspects. key DE&I change agents and hold
Leaders usually have very limited the organization accountable. On
involvement in driving DE&I top of internal resources, external
forward. DE&I advisory boards will guide on
leading edge DE&I practices.
Progressing (Level 2) –
A purpose-driven focus,
with leaders assuming some
responsibility for DE&I. Diversity
includes both visible and invisible
dimensions. An organization may
employ dedicated DE&I staff and
allocate a specific DE&I budget.

Table 1: Business functions responsible for key DE&I dimensions

DIMENSION WHO IS RESPONSIBLE BUSINESS CASE

Risk management Risk management / Legal function Risk mitigation

Awareness DE&I function Employer of choice

Talent integration HR function Enhanced talent pipeline

Operations integration Business functions focused on internal efficiencies Enhanced bottom line
such as Finance, Procurement, Quality Assurance, etc.

Market integration Business functions focused on customer and Enhanced top line
community such as Marketing, Sales, R&D, etc.

It is only when DE&I is sewn into the fabric of the business that it
becomes a true source of competitive advantage.

Diversity, Equity & Inclusion in the workplace - The journey to leading practice 12
4 From theory into practice:
exploring challenges and
solutions

Diversity, Equity & Inclusion in the workplace - The journey to leading practice 13
 4 From theory into practice:
exploring challenges and
solutions
EXPLORING THE DE&I Through this analysis we • Most organizations are
EFFORTS OF WBCSD observed that: currently focusing on
MEMBERS the dimensions of DE&I
• Every organization has a awareness and talent
To understand more about unique DE&I journey, shaped integration.
how companies are getting to by different elements
grips with their respective DE&I including business and • Operations integration
journeys, WBCSD and Korn Ferry talent priorities, leadership and market integration
interviewed a variety of WBCSD commitment, resource dimensions are perceived to
members. These interviews allocation, desired speed be less developed at present.
explored how companies are of change and industry
integrating DE&I considerations dynamics (see Figure 2).
into the workplace; what progress
they feel they are making against • Most organizations self-
the different dimensions and diagnose themselves as
levels highlighted in Korn Ferry’s “progressing” (level 2) and
maturity model; and what consider that they are at a
solutions to emerging challenges relatively early stage of DE&I
they have found most helpful maturity.
as part of their respective DE&I
journeys.

Figure 2: A snapshot of WBCSD members’ DE&I maturity assessments

1 Basic

2 Progression

3 Advanced

4 Leading Edge

Diversity, Equity & Inclusion in the workplace - The journey to leading practice 14
Our discussions with companies also uncovered several noteworthy case studies which highlight a range
of challenges that WBCSD members are coming up against as they look to advance their respective DE&I
programs as well as a series of innovative solutions and approaches that have delivered tangible results.

Case study 1: Setting a bold DE&I ambition

DE&I dimension: Awareness; Talent integration
Challenge: The company’s Chief Diversity Officer was asked by senior leadership to develop an
impactful and ambitious DE&I strategy.
Approach:
• The company implemented a set of five-year targets for gender diversity to 2025.
• A new structural inclusion tactic called the “Gender Proportionality Principle” was introduced to
ensure promotions are proportionate to demographic representation.
• Inclusive leadership was embedded into all leadership development training.
• Virtual reality training was introduced for leaders and employees to help them “take a walk in
another person’s shoes”.
• A program to sponsor and support early-career under-represented employees and retain
under-represented talent was launched.
Outcome: These initiatives paved the way for the company to hold leaders accountable through
established DE&I key performance indicators (KPIs). These KPIs are now accorded the same weight
as financial KPIs, reinforcing the organization’s commitment to DE&I and recognizing leaders for
their efforts.

Case study 2: Integrating inclusion into leadership development

DE&I dimension: Talent integration
Challenge: As this company prepares for a sustainable future, it is rethinking leadership requirements.
Increasingly, the company requires its leaders to operate and innovate in ambiguous and unknown
situations, which calls for an enhanced set of leadership competencies, one of the most critical of
which is inclusivity.
Approach:
• The company embedded DE&I into its leadership development training.
• It also established clear expectations that leaders throughout the company should serve as
role models for openness and inclusion. This approach was agreed to by over 600 individuals in
leadership positions throughout the company.
Outcome: These steps ensured that leaders within the company now share a common
understanding of the value of inclusion and the importance of role modelling it in their behavior.
Inclusion is now appreciated as an instrumental leadership competency in propelling the company
towards its strategic vision.

Diversity, Equity & Inclusion in the workplace - The journey to leading practice 15
Case study 3: Accelerating gender diversity
DE&I dimension: Talent integration
Challenge: When a global DE&I assessment revealed gender diversity issues, this company realized
it needed to create a workplace culture that attracts, retains and promotes women. The company
identified two major targets: improving gender diversity in management and senior management
positions; and enhancing its retention rate of women within production fields.
Approach:
• The company instituted new recruitment policies to increase gender diversity and set itself clear
targets for women to hold 30% of senior management positions, and 50% of management
positions by 2030.
• Mentoring, networking and dedicated leadership training for women was introduced in
collaboration with a number of prestigious academic institutions.
• Diversity days were organized to combat bias and raise awareness of core business challenges
among managers.
• Monthly metrics, dashboards and performance management scorecards were introduced to
track gender diversity progress.
Outcome: These initiatives created visibility around the career movements of female talent and
helped identify the risks of losing women from the company’s workforce. The measures also helped
to create accountability for managers and leaders with regard to the retention of female members
of staff. As a result, the company has so far seen an increase in the number of women in middle
management from 16% to 32% and from 5% to 17% in senior management positions.

Case study 4: Driving gender pay equity

DE&I dimension: Talent integration
Challenge: This organization recognizes DE&I as a critical business imperative that enables it to be
competitive. To attract and retain the best talent, the company wants to ensure it deploys rigorous pay
equity practices throughout the organization.
Approach:
• The company implemented a Global Equal Pay Review. After successfully piloting the program,
this equal pay review process is now an integral part of the annual compensation cycle.
• Compensation for 96% of the total workforce has now been analyzed and the results shared
with the company’s leadership. The review confirmed no systemic bias – with +/-5% difference
among employees with similar jobs/performance and time with the company.
Outcome: The pay review process has enabled the company to compare pay for men and women
employees performing similar or equivalent jobs, and to establish a rigorous process for proactively
identifying and correcting any potential pay disparities in the future.

Diversity, Equity & Inclusion in the workplace - The journey to leading practice 16
Case study 5: Measuring inclusivity of employee experiences and enabling leaders to drive
change
DE&I dimension: Awareness; Talent integration
Challenge: This company was challenged to identify an approach to measure the impact of its DE&I
commitments, and the level of inclusivity being experienced by its employees.
Approach:
• The company incorporated a number of inclusion-related questions into its annual global
people survey.
• It then quantified employee sentiments relating to the current and future state of inclusion within
the company and summarized the results into a new “Inclusion Index.”
Outcome: The company’s newly established Inclusion Index not only underlines that inclusion
is a key priority for the organization, but it also equips the company’s leadership with the insights
needed to establish meaningful KPIs, measure the success of initiatives at all levels, and drive the
development of more innovative and impactful efforts over time.

Case study 6: Driving innovation through DE&I

DE&I dimension: Operations integration
Challenge: This organization wanted to enhance its capacity to leverage the diversity of its global
workforce as part of its innovation process. To encourage employees to share their unique ideas and
spur innovation across the organization, the company wanted to establish methods to crowdsource
employee solutions to key challenges.
Approach:
• The company established an employee innovation portal to give all employees a place to
present and discuss various ideas related to innovations they would like to see. All ideas were
welcomed from every level and all geographies.
Outcome: Employee participation on the innovation portal has been very high - with over 85,000
interactions having been registered in the past few years. Some ideas have now flourished into
established company practices. The portal provides a platform for every voice in the company to be
heard and for ideas to proliferate.

Diversity, Equity & Inclusion in the workplace - The journey to leading practice 17
Case study 7: Advancing social mobility
DE&I dimension: Talent integration
Challenge: This company wanted to identify ways to contribute to enhanced levels of social mobility,
enabling it to find, attract and develop employees from all socio-economic backgrounds.
Approach:
• In partnership with the UK’s Social Mobility Commission, the company committed to play a
key role in increasing social mobility through its recruitment, development and progression
programs.
• The company developed a five-point social mobility action plan focusing on raising aspiration,
access and awareness, with the aim of enabling people from low socio-economic backgrounds
to maximize their potential.
Outcome: The company’s social mobility action plan has provided opportunities for people from a
diverse range of socio-economic backgrounds. The company now supports nearly 20,000 students
a year to develop workplace skills through the company’s school outreach program. Meanwhile
targeted work experience and apprenticeship programs have helped young people from lower
socio-economic backgrounds develop key professional skills while also benefiting from salaries.

Case study 8: Driving gender equality by supporting women entrepreneurs

DE&I dimension: Market integration
Challenge: This company was looking for ways to drive diversity and inclusion through its supply
chain, empowering women famers to boost their productivity and potential as entrepreneurs.
Approach:
• The company supported women farmers with agricultural training and coaching programs, while
providing them with insights into how to gain access to different markets.
• It enabled the development of several cooperatives that supported women in rural locations to
launch careers in the agriculture sector.
• Support has been provided to young women who were looking to launch start-ups in fields such
as agritech, biotech, and mining technologies.
• The company also established a high school to enable more girls prepare to attend a university.
Outcome: The project’s impacts have been wide ranging, enhancing the prospects, productivity
and prosperity of over 1,000 girls and women throughout the organization’s value chain and in the
communities in which it operates. This is turn has resulted in a strengthened and more diverse
supply chain for the company itself.

Diversity, Equity & Inclusion in the workplace - The journey to leading practice 18
Case study 9: Neurodiversity and diverse abilities
DE&I dimension: Talent integration
Challenge: The newly appointed CEO of this company challenged the organization to become
more inclusive across a broad range of criteria, and to respect diversity in the workplace and in the
marketplace.
Approach:
• The company made a commitment to hiring people with visual and hearing disabilities.
• It worked with NGOs to provide training to migrant workers.
• The company also worked with its national Autistic Association to create employment
opportunities and provide training to individuals with autism.
Outcome: The company’s efforts to embed neurodiversity and diverse abilities have helped it to
increase its talent pool while also driving positive societal impacts.

Diversity, Equity & Inclusion in the workplace - The journey to leading practice 19
5 The road ahead

Diversity, Equity & Inclusion in the workplace - The journey to leading practice 20
 5 The road ahead
TOWARDS LEADING 1. Data-driven DE&I efforts MOBILIZING EFFORTS TO
PRACTICE – ENABLERS Successful organizations MAINSTREAM LEADING
FOR SUCCESS approach DE&I with scientific PRACTICE
and analytical rigor. The
Through conversations with decisions taken by business WBCSD’s membership criteria
WBCSD member companies leaders must be informed require all of its member
it is clear that a wide range of by data, analytics, and companies to “declare support
organizations within WBCSD’s verifiable research to achieve for inclusion, equality, diversity
membership are working hard measurable long-term and the elimination of any form
to continue and accelerate their progress in addressing DE&I of discrimination.” Moving
respective DE&I journeys. challenges and opportunities. forward, the organization remains
committed to supporting its
The road ahead certainly presents 2. Transformational approach members to ensure that these
many challenges for companies As companies continue on criteria are respected and that our
as they seek to build alignment their DE&I journey, success members make progress on their
and readiness for the deployment will ultimately depend on respective DE&I journeys.
of their DE&I strategies while also the full ownership of their
evolving the most effective set DE&I efforts by the CEO, Advancing corporate
of metrics to keep track of and senior leadership team, performance on DE&I is also
enhance their performance middle managers, and emerging as a critical focus area
over time. employees. It is only through of the Business Commission to
cascading efforts at all levels Tackle Inequality (BCTI) - a cross-
Through talking to WBCSD of the organization that sector, multi-stakeholder coalition
member companies and organizations will achieve of organizations and their leaders,
leveraging Korn Ferry’s extensive leading edge DE&I maturity. coordinated by WBCSD, with the
experience in this field, we mission of mobilizing the private
identified three critical enablers of 3. Shared responsibility sector to tackle inequality and
success that make a significant DE&I transformations must generate shared prosperity for all.
difference in integrating DE&I into be driven in the spirit of
every aspect of an organization’s a shared responsibility As part of its efforts, the BCTI
business and talent practices. between leaders, employees, has launched a dedicated DE&I
and HR. Employees should workstream which is working
drive their development with leading companies, NGOs,
and performance, while the academia and intergovernmental
organization should remove bodies to advance understanding
systemic barriers, ensure and uptake of DE&I best practice.
bias-free decision-making Insights from this working group
and purposefully build will inform the publication of a
equity across the employee flagship BCTI report in early 2023.
experience. Inclusive leaders
need to support DE&I as Through these and other
the “way of doing business” emerging initiatives, WBCSD
while also modeling inclusive looks forward to continuing to
leadership behaviors explore opportunities to support
themselves. the global business community
on its DE&I journey and welcomes
the opportunity for continued
stakeholder engagement around
this critical topic.

Diversity, Equity & Inclusion in the workplace - The journey to leading practice 21
ACKNOWLEDGEMENTS DISCLAIMER ABOUT WBCSD
Contributors This publication has been WBCSD is a global, CEO-led
developed in the name of the organization of over 200 leading
This report was developed with WBCSD. Like other WBCSD businesses working together
the contributions of WBCSD’s publications, it is the result to accelerate the transition to
Future of Work working group. of a collaborative effort by a sustainable world. We help
members of the secretariat make our member companies
Coordinators and senior executives from more successful and sustainable
WBCSD: James Gomme, Marcus member companies and partner by focusing on the maximum
Burke organizations. A wide range positive impact for shareholders,
of members reviewed drafts, the environment and societies.
Korn Ferry: Alina Polonskaia, thereby ensuring that the Our member companies come
Andrea Walsh, Lydia Glover, Anne document broadly represents from all business sectors and all
Weinstein the perspective of the WBCSD major economies, representing a
membership. Input and feedback combined revenue of more than
from stakeholders listed above USD $8.5 trillion and 19 million
was incorporated in a balanced employees. Our global network
way. This does not mean, of almost 70 national business
however, that every member councils gives our members
company or stakeholder agrees unparalleled reach across the
with every word. globe. Since 1995, WBCSD has
been uniquely positioned to
ABOUT KORN FERRY work with member companies
along and across value chains
Korn Ferry is a global to deliver impactful business
organizational consulting firm. solutions to the most challenging
We work with our clients to sustainability issues.
design optimal organization
structures, roles, and Together, we are the leading
responsibilities. We help them voice of business for
hire the right people and advise sustainability: united by our
them on how to reward and vision of a world where more
motivate their workforce while than 9 billion people are all
developing professionals as living well and within planetary
they navigate and advance their boundaries, by 2050.
careers.
www.kornferry.com www.wbcsd.org

Follow us on Twitter and LinkedIn

Copyright

Copyright © WBCSD,
April 2022.

Diversity, Equity & Inclusion in the workplace - The journey to leading practice 22
World Business Council
for Sustainable Development

Geneva, Amsterdam, Beijing, Delhi, London, New York, Singapore

www.wbcsd.org

Diversity, Equity & Inclusion in the workplace - The journey to leading practice 23