by Melenie J. Lankau
Many organizations are experiencing “diversity fatigue.” To a great extent, this is due to disappointing results from all of those diversity initiatives HR managers have put in place over the years. At the same time, some employers enjoy great success with diversity. The difference often lies in basic assumptions about what diversity means and what it can achieve.
HR’s traditional role
The responsibility for managing diversity and inclusiveness in an organization typically falls within the HR function. In many organizations, HR executives hold the title of chief diversity officer. They work with line managers and executives to create an organizational vision that increases diversity and maintain a climate that leverages diversity into high performance.
Many organizations have placed responsibility for diversity and inclusion on specific areas inside the HR function, such as recruiting or talent
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