Director of Diversity Initiatives for SHRM, Speaks to Upwardly Global

The Society for Human Resource Management (SHRM) is the world's largest association devoted to human resource management. Representing over 200,000 individual members, the Society's mission is to serve the needs of HR professionals by providing the most essential and comprehensive resources available. Dr. Shirley Davis joined the Society for Human Resources Management (SHRM) as the Director of Diversity Initiatives in September of 2006.  She brings more than 15 years of experience in human resources, organizational & leadership development and diversity management. Upwardly Global recently spoke with Dr. Davis about her role at SHRM and the role of HR professionals in strategic diversity initiatives

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Upwardly Global:  Congratulations on your new role.  Can you tell me a bit about SHRM’s diversity-related priorities for 2007?

Dr. Shirley Davis (SD):  Our first priority is to establish SHRM as a visible source for diversity resources.  In order to be most effectively in this effort, we are taking time to assess the current state of diversity in the corporate sector, among our membership, and as an organization overall.  Over the next eight months, we will be conducting an in depth research study that will review the gaps and trends in the diversity field.  With this information, we will be poised to build a comprehensive business strategy focused on meeting the needs of our more than 217,000 members for diversity resources.

Upwardly Global: What is the HR practitioner’s role in diversity-related initiatives and how can HR professionals play a more strategic role in building a diverse workforce and culture?

SD: To be successful, diversity initiatives must be driven by a strong business proposition.  They cannot simply be positioned as an auxiliary HR strategy.  Therefore, Human Resources must earn a place at the table and be seen as strategic business partner in order to drive these initiatives toward bottom-line goals.  At the same time, HR must help business line leaders understand the value proposition in their own terms by integrating diversity programs into already established business goals and objectives.

Upwardly Global: Most companies have diversity initiatives of some sort, but many tell us they are not yet satisfied with the results.  What advice do you have for HR and Business Line leaders as they build, retain, and develop more diverse teams?

SD: Organizations must understand the difference between being culturally sensitive and being culturally competent.  Most leaders today are extremely sensitive to the need for and value of diverse talent in their organizations.  However, managing diversity in a large organization takes more than good intention.  Cultural competency, on the other hand, is a complex skill that must be learned and practiced.  As companies build increasingly sophisticated diversity strategies, they should consider not just the “what,” but also the “how,” ensuring that capacity has been built and groundwork laid for successful and a sustainable implementation.

Reprinted with Permission