DIVERSITY implementation

Ivy's approach to diversity is based on the knowledge that there is a competitive, "bottom line" justification for valuing differences, which implies that diversity must be fully integrated into an organization's strategy. Ivy examines an organization's strategy and vision and develops a clear "business case" for diversity based on where the organization is heading. It is through harnessing the power of diversity that the organization can achieve its desired outcomes, vision and strategic goals.

Ivy uses the broadest definition of diversity, including functional differences (department, level), stylistic differences ( introvert, extravert, formal, casual), educational differences, etc. These differences include much more than race, gender and religion. Thus, a diversity initiative goes well beyond legislative mandates, such as affirmative action, EEO or ADA. Rather, diversity is a non-judgmental valuing of differences, which, in turn, facilitates the achievement of the organization's objectives. We fashion our training to reflect and focus on the kinds of diversity that exist in our clients' workplace.

Valuing differences must become an integral part of an organization's culture. Diversity is not a program or initiative which is separate and apart from day-to-day organizational activities. Diversity can only thrive in a culture that respects all employees, contributes to their personal and professional growth and works to become people-centered. Ivy has extensive experience linking diversity and organizational culture.

The attempt to implement diversity is similar to managing any significant change within an organization. Many of the usual tactics for managing change must come into play. For example, leaders must be actively involved and ultimately take responsibility for success; the practice of new behavior must be recognized and rewarded while old behaviors sanctioned; communications must be consistent with perceived behavior and values of leadership; and progress must be monitored over the long haul. Finally, diversity must be seen as a reason for celebration rather than an opportunity for judgment. Ivy's success in working with managers to bring about cultural change is a valuable edge in helping managers implement diversity.