兰德-人才管理与私营部门组织的多样性、公平和包容性-有前途的实践的定性审查

CORPORATION

Abbreviations

CEO

DAF

DEI

ERG

MSI

PAF

STEM

chiefexecutiveofficerDepartmentoftheAirForcediversity,equity,andinclusionemployeeresourcegroupminority-servinginstitutionsProjectAIRFORCE

science,technology,engineering,andmathematics

ResearchReport

DEVONHILL,KIRSTENM.KELLER,MONICARICO,MELISSASHOSTAK,MIRIAMMATTHEWS

TalentManagementand

Diversity,Equity,and

InclusioninPrivate-Sector

Organizations

AQualitativeReviewofPromising

Practices

T

heDepartmentoftheAirForce(DAF)hasplacedastrategicfocusonimprovingtalentmanagement,includinghowtobuildamorediverse,equitable,andinclusiveworkforce.TosupporttheDAF’sefforts,RANDProjectAIRFORCEwasaskedto(1)providetargetedbenchmarksandaplanningtoolthatwillallowtheDAFtoevaluatethedemographiccom-positionoftheactivedutyworkforceoverallandfunctionalareasinthisworkforceand(2)identifypracticesandopportunitiesthattheDAFcanusetosupportdiversityincriticalcareerfields.

Aspartofthesecondobjective,weconductedaqualitativereviewoftalentmanagementpro-

gramsandpracticesintheDAFandintheprivatesector.Thisreportdescribesprivate-sectoreffortstoaddresstalentmanagementthroughadiversity,equity,andinclusion(DEI)lens.Specifically,wedescribeexamplesofDEIeffortstakenbyseveralprivate-sectororganizationsthatwereidentifiedasbeingamongthetopemployersfordiversity,supplementedbyareviewofavailablescholarlyliteratureonpromisingpracticesinDEItalentmanagement.Thegoalofthisreportistosharewhatprivate-sectororganizationsandaca-demicliteraturehaveidentifiedaspromisingpracticesregardingDEIandtalentmanagementthatshould

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KEYFINDINGS

1DefiningDEIandsocializingthosedefinitionscanhelptoprovideworkforceswithacommonfoundationforotherpractices.

1OrganizationalDEIstrategiesoftenincludebothinternalgoals,suchasincreasingrepresentationandcre-atinginclusiveenvironments,andexternalones,suchasmakingeffortstoimprovesupplierchaindiversityandsupportingcommunityengagement.

1OrganizationsuseDEIoversightboardsandofficerswhohelpadministerpolicy,provideclearlinesofresponsibility,andhelptoensureaccountability.

1Measuresofprogresscontinuetofocusontraditionalmeasuresofrepresentationorparticipationratherthanchangesinknowledge,skills,orbehaviors.

1Organizationsengageinspecificeffortstohelpfosteraninclusiveculture,whichisviewedascriticaltotheirabilitytobetop-performingcompanies.

1Therehasbeenatrendtoincludemorevoluntary,self-guided,andexperientialDEItrainings.

1Organizationstakeamultiprongedapproachtooutreachandrecruitingfordiversity,includingpartner-shipswithminority-servinginstitutions(MSIs),nonprofits,andcareer-orskill-specificentitiestohelpbuilddiverseyouthtalentpools.

1Organizationssponsoremployeeresourcegroups(ERGs)toprovideadditionalavenuesforemployeesup-portanddevelopmentandadditionalrecruitingofadiverseworkforce.1

1LeadershipdevelopmentprogramsinvolvenetworkingsessionswithC-suite-levelexecutives,ongoingmentorshipbyanexecutive,andacapstoneevent.

berelevanttoDAFefforts.2AseparatecompanionreportprovidesareviewofinternalDAFeffortstoaddresstalentmanagementthroughaDEIlensandidentifiesongoingeffortsinvariouscareerfieldsoraccessionsourcesthattheDAFcouldconsiderapplyingmorewidely.

Itwasbeyondthescopeoftheprojecttoevalu-atetheeffectivenessoftheorganizationalpracticesidentifiedfromourinterviewsandoutlinedinthisreport.Welabelthesepracticesaspromisingbasedontrendsreportedbythecompanyrepresentativesweinterviewedandsupportforsomepracticesinthewideracademicliterature.Wefurtheracknowledgethatoutcomesandthesuccessofthesepracticesareself-reportedandsuggestthatthereismorebedonetoevaluatetheireffectiveness.AsLisaM.Leslie(2019)suggests,futureevaluationsshouldgobeyondrelyingonthemost-commonlyusedmeasuretogaugeDEIinitiativesuccess—increaseddemographicrepresentation—andincludemeasurementsofengagement,extrinsicdiversitymotivation,climate

perceptions,andotherstoassessthevalueofDEIpracticesmoreholistically.Finally,organizationscanfocusonvariousdimensionsofdiversity(e.g.,gender,raceandethnicity,anddisability).Inthisreport,weconsiderdiversitybroadly,butwithgenderandraceandethnicityasafoundationalgoal.

MethodologicalApproach

Weconductedaqualitativereviewofpromisingprac-ticesforfosteringDEIinprivate-sectororganizationsusingtwoprimarysourcesofinformation:(1)inter-viewswithrepresentativesfromselectorganizations’DEIofficesand(2)asystematicreviewofscholarlyliteratureontalentmanagementpracticesrelatedtofosteringDEI.Inthissection,weoutlineourmeth-odologicalapproach.AdditionaldetailsareincludedinAppendixA.

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InterviewswithTop-Rated

OrganizationsforDiversity

Tohelpidentifypotentialorganizationstotargetforinterviews,wedevelopedaninitiallistofprivate-sectororganizations,specificallyincludingdefenseandaerospaceorganizationsthathadbeenrecog-nizedfortheirDEI-relatedpractices.FromMarchthroughJuly2021,wewereabletoconductvirtualinterviewswithrepresentativesofthechiefdiversityofficesofsevenprivate-sectororganizations.Theorganizationswewereabletointervieware:

•Boeing

•ComcastNBCUniversal

•LockheedMartin

•MarriottInternational

•NorthropGrumman

•Progressive

•amultinationalaerospacecompanythataskednottobeidentified.

Weusedasemistructuredinterviewapproachtoguideourdiscussionswiththeseorganizations.Questionsfocusedonpoliciesandpracticesforimprovingtheorganization’sDEIacrossthetalentmanagementlifecycle(e.g.,outreachandrecruit-ing,traininganddevelopment,andretention).Wethenusedastructuredcodingapproachtoidentifythemesandfindingsacrosstheorganizations,apply-ingaDEIlenstotheirtalentmanagementpoliciesandpractices.

ReviewofEmpiricalLiterature

Weconductedasystematicliteraturereviewtoiden-tifyeffectiveDEIpracticesthroughreviewofempiri-calfindingsinacademicliterature.Welimitedourinitialsearchtopeer-reviewedsourcespublishedwithinthepast10years(2010–2020)aswellasrele-vantbookchapterspublishedinthesametimeframe.Wefocusedonstudiesofadultsinpaidemploymentsettings,excludingchildrenandeducationsettingsunlessthestudywasaboutemployeesintheeduca-tionfield,andunpaidlabor.Wethensupplementedthisinitialsearchusingsnowballsamplingmethodstoidentifyadditionalliteraturethatmighthavebeen

outsideourinitialtimeframebutthatmetothercriteriaandarefrequentlycited.

Weincorporatekeyfindingsfromtheliteratureinthesectionsbelowtohighlightwhenorganizationalpracticesidentifiedthroughourinterviewsaresup-portedwithempiricalevidence.Wealsonoteanyadditionaltalentmanagementpracticesthatshowempiricalsupportfortheirusebutthatmightnothavebeenspecificallydiscussedduringourinterviews.

OrganizationsProvideDefinitionsofKeyTermstoBuildFoundationsforTheirDiversity,Equity,andInclusion

Culture

Asmoreorganizationshaverecognizedtheimpor-tanceofdiversitytotheirmissions,therehasbeenashiftfromfocusingprimarilyonensuringdiversedemographicrepresentationinanorganizationtoensuringthatanorganizationalsohasanequitableandinclusiveenvironment.Thus,mostorganiza-tionsnowfocusondiversity,equity,andinclusionasintertwinedconceptsandefforts.Inthefollowingsections,weprovideanoverviewofhowscholarsandorganizationsdefineeachoftheseconcepts.

DefinitionsofDiversityHaveEvolvedBeyondTraditionalDemographicDescriptions

Thewayorganizationsdefinediversityhasevolvedoverthedecades.Thefocusondiversityhaspro-gressedfromlookingattraditionaldemographiccategories—suchasraceandethnicity,gender,andage—tofocusingonavarietyofattributesthatreflectthedifferentbackgroundsandexperiencesthatpersonnelbringtotheorganization(Lim,Cho,andCurryHall,2008).One2015reviewnotedthatmillennials,inparticular,weremorelikelytodefinediversityincognitiveterms—theindividualmixofuniqueexperiences,identities,ideas,andopinions—ratherthanthepurelydemographictermsofoldergenerations(SmithandTurner,2015).Consistentwiththisevolution,alltheorganizationsincludedin

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thisstudydefineddiversitybroadly.Threeexamplesofsuchdefinitionsfollow:

“Acollectivemixtureofdifferencesthatincludes,but[is]notlimitedto,individualandorganizationalcharacteristics,values,beliefs,experiences,backgrounds,preferences,andbehaviors.”—NorthropGrumman

———

“Alldimensionsandcharacteristicsthatmakepeopleuniquesuchasrace,gender,sexualorientation,genderidentity,ethnicity,veteranstatus,generation,ability,experiences,think-ingandworkingstyles.”—amultinational

aerospacecompany

———

“AtLockheedMartin,wedefinediversityasthevariousattributesweeachpossessbasedoncharacteristicsfrombirth,experienceswehavehad,anddecisionswehavemade.”—Lockheed

Martin

However,aswediscussinlatersections,mostorganizationsstillfocusprimarilyonmeasuringrep-resentationintheirorganizationbasedonthemore-traditionalcategoriesofrace,ethnicity,andgender.Thiscontinuedfocusonmore-traditionalcategories

Definitionsbecomeparticularlyimportantwhenorganizationsseektodiscusstheconceptofequity,whichisoftenconfusedwithequality.

ofdiversitywhentrackingactualrepresentationinanorganizationalignswithpreviousrecommenda-tionsfortheU.S.DepartmentofDefense,whichnotethatdiversityinitiativescanbehardtotrackandcanmakeaccountabilitydifficultifdefinitionsaretoobroadanddonotfocusonspecificcharacteristicsthatshouldbefosteredinaworkforce(Lim,Cho,andCurryHall,2008).

Itshouldbenotedthat,whenorganizationsfocusontrackingcertainperspectives,itisimportantthattheycomplywithvariouslegalprotectionsofindividuals.

EquityFocusesonFairTreatmentofEmployeesBasedonNeed

Definitionsbecomeparticularlyimportantwhenorganizationsseektodiscusstheconceptofequity,whichisoftenconfusedwith,butisdistinctfromtheconceptof,equality.Indeed,definitionsofequityandequalityarefrequentlyusedbyresearchers,policymakers,academics,analysts,andothersasiftheyareinterchangeable(Espinoza,2007).Equityisassociatedwithfairorjusttreatmentofpeople,recognizingthatindividualshavehaddifferentlifeexperiencesandcomefromcircumstancesthatmighteitherbetterpreparethemforsuccessorcurtailtheirexposuretoopportunitiesthatcouldhelpthemsucceedinanorganization.Equity,thus,focusesonfairlytreatingindividualsbasedontheirneeds(seeEspinoza,2007).Equalityistheconceptthatallpeoplearetreatedthesame,regardlessofindividualcircumstances.Thereissomesubjectivenessinvolvedindelineatingtheconcepts,forexample,whatisconsideredfair,just,orfairtreatment.Thissubjec-tivenessunderscorestheimportanceofdefiningtheconceptofequityand,perhaps,usingitasapointofconversationaboutwhatanequitableculturelookslikeinanorganization.Oneorganization’sdefinitionofequityincludedensuringequalityofopportunityforallincompanypolicies,practices,andbehaviors,notingthatsuccessisachievedwhenemployeesfeelthattherearenobarrierstoreachingtheirfullpoten-tial.Adirectexampleofanorganizationaldefinitionofequityfollows:

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“Thefairtreatment,access,andopportunityforall,whilestrivingtoidentifyandeliminateinequitiesandbarriers.Equityistreatingeachindividualaccordingtotheirneedsnottheneedsofthewhole.”—NorthropGrumman

InclusionFocusesonIndividualsFeelingWelcomeandValuedWhileContributingtotheOrganization

Therehavebeenavarietyofdefinitionsforinclu-sioninacademicliterature(seeShore,Cleveland,andSanchez,2018).However,followingawell-acceptedconceptualmodel(Shoreetal.,2011),definitionsoftenfocusontheimportanceofvaluinguniquenessordiversityandprovidingasenseofbelongingforallindividuals.Forexample,BernardoM.Ferdman(2017)broadlydefinesinclusionaswhen“peopleofallidentitiesandmanystylescanbefullythemselveswhilealsocontributingtothelargercollective,asvaluedandfullmembers.”Definitionsofinclusionfromtheorganizationsinourstudyreflectsimilarthemes.Wenotethatalthoughbelongingisoftenconceptualizedasakeyaspectofinclusion,NorthropGrummandesignatesitasafourthkeyfocusarea,separatefrominclusion,definingitas“thepercep-tionthatyoubelongtoaworkgroupandyouareanacceptedandessentialmemberofthatgroup.”Threeexamplesoforganizationaldefinitionsofinclusionareasfollows:

“Thecompany’scommitmenttodiversitymeansprovidingaworkenvironmentforallemployeesthatiswelcoming,respectfulandengaging,withopportunitiesforpersonalandprofessionaldevelopment.”—Boeing

———

“Inclusionisthedailycommitmentwemaketoconsciouslyandactivelyexhibitbehaviorsthatensurethepeoplearoundusfeelvalued,welcomed,andrespectedforwhotheyareasindividuals.”—Progressive

———

“Viewingdiversityasanassetthatenrichestheorganizationandallowsallemployeestobringtheirwhole,authenticselvestoworkeveryday,contributingdiverseideas,perspectivesandtalentstohelpsolveourcustomers’toughestchallenges.”—NorthropGrumman

Thesedefinitionsareimportantfororganiza-tionstoensurethattheirworkforceshaveacommonunderstandingoftheproblemsthattheyaretryingtosolve.ThisprovidesafoundationonwhichDEIpracticescanbebuilt.Inourresearch,welearnedthatorganizationssharetheirdefinitionsoftheseconceptswiththeiremployeesinavarietyofways,includingpostingthemoninternalandexternalwebsites.Inthefollowingsections,wediscusssomeofthepromisingpracticesthatorganizationssharedwithuswhendescribingtheireffortstobuildmore-inclusiveculturesandimprovetalentmanagement.

OrganizationsStrivetoDevelopanOrganizationalClimateandCultureinSupportofDiversity,Equity,andInclusion

OrganizationsHaveOverarchingStrategiestoGuideTheirDEIActivities

Aspartofourinterviewswithindustryrepresenta-tives,weaskedwhethertheirorganizationhasastrategyforDEI,anoversightstructure,andassoci-atedmeasuresofprogress.Allorganizationsdis-cussedhavinganoverarchingDEIstrategy,withmostdescribingspecificDEIgoalsorpillarsthattheyfocuson.Ingeneral,theDEIstrategiesfocusonincreasingdiversityintheformofdemographicrep-resentation,ensuringequalopportunityintheirpoli-ciesandpractices,andfosteringaninclusivework-placeenvironment.Inmanycases,representativesdiscussedhavingspecificdemographicrepresenta-tiongoalsthattheyhavecommittedtooverthenextyearsandhighlightedspecificprogramsorinitiativestohelpensureequityandinclusion.

Forexample,Boeingstatesthatitsstrategyisbasedonthethreeprinciplesof“equityforall,teamofall,andinclusionforall”withspecificactionsthatarealignedwitheachoftheseprinciples.Progressive

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describesfourkeypillars:(1)aninclusiveworkenvi-ronment,(2)representationinitsworkforce(i.e.,thecompanywantstoberepresentativeofitscustomerbase),(3)leadershipwhoarerepresentativeofthepeopletheylead,and(4)supportforthecommunitiesinwhichemployeeswork.LikeProgressive’sfocusonlocalcommunities,otherorganizationalrepresenta-tivesalsodescribedstrategiesthatwentbeyondtheinternalorganizationorworkforce.Forexample,onemultinationalaerospacecompanyhighlightedthefollowingfourpillarsforaction:(1)workforcediversity(e.g.,settingspecificgoalsongenderandpeopleofcolorinleadershiproles),(2)communityengagement(e.g.,sponsoringscholarship,mentor-ship,andfellowshipprograms),(3)publicpolicy(e.g.,establishingdefensefellowshipswiththeCongres-sionalBlackCaucusFoundation),and(4)supplierdiversity(e.g.,committingtodirectmorespendingtominority-ownedsuppliers).

Thereissupportoftheneedforstrategiesorplanstoguideorganizationalchange.OnereviewcitedKurtLewin’sthree-phasechangeprocessofunfreezing,transitioningtoanewstage,andrefreez-ing(Stouten,Rousseau,andDeCremer,2018).Thefirststageinvolvesestablishingavisionandchangeplantoprepareforthetransitiontonewsystems,structures,orproceduresbeforeputtingthosechangesinplaceandconsolidatingthem.JeroenStouten,DeniseM.Rousseau,andDavidDeCremer(2018)summarizeseveralotherchangemanagementmodelsthatplaceemphasisontheimportanceofdevelopingaplanthatalignsreformswithstrategicobjectivestohelpemployeesunderstandanorganiza-tion’sdecisionmaking.

GovernanceBoardsHelpOverseeOrganizations’Diversity,Equity,and

InclusionActivities

TohelpguideandmonitorprogressrelatedtotheirDEIstrategyandassociatedinitiatives,alltheorga-nizationswespokewithdescribedhavingsomesortofboardthatprovidesoversightoftheorga-nization’sDEIefforts.3Allorganizationshaveanexecutive-levelboardthatusuallyincludesthechiefexecutiveofficer(CEO)andothersenior-levellead-

ers.InthecaseofMarriott,theboardcommitteeischairedbyamemberofitsboardofdirectorsandincludesalldirectreportstotheCEO.Inadditiontoanexecutive-levelboard,alltheorganizationsincludedinourreviewhaveseveraladditionallevelsofboardsorcommitteestofurthersupporttheirDEIactivities.Forexample,mostoftheorganiza-tionshaveadditionalseparatecouncilsorteamstorepresentdifferentsectorsorpartsoftheirbusiness.Insomecases,organizationsdescribedhavingboardsorcouncilsthatfocusedonspecificaspectsofDEI.Boeingdescribedhavingaseparateracialequitytaskforcetofocusonequityissues.ComcastdescribedhavinganexternalJointDiversityAdvisoryCouncilthatincludesnationalcivilrightsleadersandotherpoliticalandbusinessmembersthatrepresentdiffer-entdemographiccommunities.TheexternalcouncilprovidesadvicetoComcast’sseniorleaders.Inaddi-tiontotheseoversightboards,alltheorganizationsincludedinourinterviewshaddesignatedchiefDEIofficersormanagerswhowereresponsibleforover-seeingandcoordinatingeffortsrelatedtoDEIacrosstheirorganization.

Theimportanceofthesetypesofoversightstructureshassomesupportintheliterature.Forexample,FrankDobbin,AlexandraKalev,andErinKelly(2007)indicatethatcreatingadiversityman-agerpositionortaskforceleadstothepromotionofbothwomenandminorities,asthesepositionshelptocreatesolutionsthatarecustomizedtothebarriersforpromotionthatariseinanorganization.Kalev,Dobbin,andKelly(2006)indicatethatdiversitycom-mitteeshelptoincreasetheproportionofwomenandminoritiesinanorganization’smanagement,indi-catingthatthesestructureshelptopromotediversecandidatestomanagementpositions.Thestudyalsonotedthatappointingamanagerorcommitteewithresponsibilityforguidingchangewaslikelymoreeffectivethanotherprograms,suchasdiversitytraining,mentoringprograms,ordiversityevalua-tions,alone.Inanotherstudy,diversitymanagersorboardswerefoundtohavesomeimpactonretentionefforts,whicharediscussedbelow.Theseboardsandstructureshelptocreatesolutionstoissuesthatunderrepresentedminoritiesface,which,whenaddressed,canremovefactorsthatleadtostaffturn-over(Dobbin,Kalev,andKelly,2007).Researchalso

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findsthathavingdiversitymanagershelpsensureaccountabilityinanorganization,particularlyamonghiringmanagers,whichcanimprovetheeffectivenessofdiversity-relatedreformsthatanorganizationputsintoplace(Dobbin,Schrage,andKalev,2015).

MeasuresofEffectiveness

FocusPrimarilyonDemographicRepresentationandEmployeePerceptionsoftheWorkEnvironment

Aspartofourinterviews,weaskedwhethereachorganizationhasspecificperformancemetricstohelpevaluateitsprogressonDEIgoals.Previousworkinthisareanotesthatmanydiversityinitia-tivesfailbecausetheylackevidenceoftheireffec-tiveness(Lim,Cho,andCurryHall,2008).Acrosstheorganizationswespokewith,thefocusisnotonlyondemographicrepresentationandassessingtheextenttowhichtheyhavediversedemographicrepresentationoverallbutalsoonwhoisbeingbroughtintotheorganization,comparedwithavail-abilityinthegeneralworkforce;whoisbroughtintoleadershipteams;andevensuchareasassupplierdiversity.Severalorganizationsdescribedhavinginternalscorecards,andmostorganizationsreportinformationondemographicrepresentationtothepublicthroughexternalreports,oftenputoutannu-ally.ToassesstheiroverallworkplaceclimateinsupportofDEI,morethanoneorganizationalsodescribedafocusonmeasuringemployeepercep-tionsofaninclusiveworkenvironmentthroughsurveymethodsandfeedbackfromtownhalls,ERGs,andothergroups.Detailedresultsfromthesemeasuresarenotincludedinpublic-facingreportsbutareinsteaddescribedaspartoftheirmanagerialmeasurementandengagementefforts.

Aswediscussinthenextseveralsections,met-ricsassessingtheeffectivenessofspecificorganiza-tionalpracticesorprogramsthataimtoimproveDEIoftentendtofocusonparticipation(e.g.,howmanypeoplesignedupaspartofERGsorparticipatedincertaintrainingprograms)andgeneralsatisfactioninsteadofmeasuringwhethertherewasachangeinknowledge,skills,orbehaviors,forexample.How-ever,severalorganizationsdiddescribehavingan

MetricsassessingtheeffectivenessoforganizationalpracticesthataimtoimproveDEIoftentendtofocusonparticipationinsteadofmeasuringwhethertherewasachangeinknowledge,skills,orbehaviors.

increasedfocusonusingdatatotrytoassesstheimpactofcertainprograms.Forexample,Progressivereportedthatitlooksathowquicklyindividualswhowentthroughtheprogrammoveuptothenext-levelrolecomparedwiththeirpeersofsimilarexperienceandbackground.

OrganizationsUseMultipleStrategiestoFosteranInclusiveOrganizational

Culture

Inadditiontoaskingaboutclearstrategies,oversight,andmeasuresofprogress,weaskedrepresentativesabouthowtheirorganizationalculturehelpssupportDEI.Wewereabletodiscusssomeaspectsoforga-nizationalculturewithallsevenorganizationsweinterviewed.Fourintervieweesnotedthathavinganinclusiveculturewascriticaltotheirabilitytobetop-performingcompaniesandthattheimportanceofensuringthatculturewastiedtothecompany’scorevalues;theyalsomentionedtheneedtoensurethebuy-inofallemployees.However,practicestobuildthoseculturesvariedandarenoteasilygeneralizable.

Forexample,Marriott’srepresentativesaidthisaboutthecultureatthecompany:“[We]havea

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strongculturetiedtocorevalues.ForDEI,itisput-tingpeoplefirst;thatisfoundationaltoourhistoryandourcultureofinclusion,andweareverypeople-orientedineverythingwedo.”Boeing’srepresenta-tivespokeatlengthaboutthecompany’spushtochangethecultureatanenterpriselevel.ThischangeinvolvedensuringthatleadersandemployeesbuildhabitstoseekoutDEIissuesthatmightbeuncom-fortabletotalkabout;havetheconfidencetospeakaboutethicsandideas,challengeproblematicbehav-iors,andbecreativeinfindingsolutions;andlistentothosearoundthemwithoutjudgment.Thisrepresen-tativenotedthatthesestepssoundedeasybutweredifficulttopracticeconsistently.

OrganizationsholdleadersaccountableforDEIefforts.Threecompaniesdiscussedaccount-abilitymeasurestoensurethatleadersprioritizedorganizationalDEIobjectives.Inparticular,thesecompaniesdiscussedrecruitingandhiringmanag-ers’abilitiestoattractdiverseapplicantsandleaders’abilitiestocreateandtraindiverseteams.Theycon-sideredthinkingofDEIasaleadershipcompetencyandtyingactiontoperformancereviewsortyingcompensationorbonusestoaccomplishingactionsthatfurtherprogressonorganizationalDEIgoals.OurComcastintervieweenotedthatsystemicchan