Could your company benefit from starting global resource groups? While only a handful of companies have implemented these initiatives so far, global resource groups are helping develop local country business goals while keeping overall corporate values in mind.
In Why You Need Global Resource Groups, four companies’ diversity leaders reveal the measurable results they’ve seen and why this diversity-management initiative now is crucial to achieving sustainable growth.
The panel, moderated by DiversityInc CEO Luke Visconti, was featured at our spring 2012 event: Eugene Kelly, worldwide director, Global Diversity and Inclusion, Colgate-Palmolive (No. 10 in the 2012 DiversityInc Top 50); Jennifer Christie, chief diversity officer and vice president, Executive Recruitment, American Express (No. 14); Sarah Siegel, human resources, social learning developer, Center for Advanced Learning, IBM (No. 17); and Lisa Mink, executive director, Global Diversity and Inclusion, Dell (No. 26).
Two of the companies featured, American Express and Dell, were last year’s and this year’s recipients of DiversityInc’s special award as the Top Company for Resource Groups. IBM, which last year received DiversityInc’s special award as the Top Company for Global Cultural Competence, is the leading company globally in pioneering LGBT resource groups.
The panelists analyzed how global resource groups provide several benefits:
- Corporate Values But Local Control: The groups provide insight into local culture for improved inclusion at regional offices and improved adherence to local values—for example, respecting laws that oppose “out” behaviors by LGBT people, as Siegel recounts in the full article.
- Getting Global Groups to Communicate and Share Ideas, Challenges: Global resource groups allow employees the ability to discuss priorities and implementation electronically and plan regular virtual meetings for optimal communication.
- Work With Other Companies in Region to Share Ideas: The ability to form intercompany networks and gain insights from benchmarking against external factors provides a business advantage.
Additionally, the panelists noted that their companies have leveraged global resource groups to expose local resource-group leaders to senior management; define goals for the groups; encourage employee participation; and increase innovation. These items are further detailed in the full article, accessible by logging into your BestPractices.DiversityInc.com account.
Kelly cites Colgate-Palmolive’s Global Innovation Fund, presented at our February Innovation Fest!, to allow the company to compete effectively in a global market. He gives an example of a recent meeting with the head of the Asian resource group, who was reporting out to a global division president who wanted to know how a product was impacting the Asian dentists in the United States. “They’re going to come back with insights, but they’re also going to have recommended solutions,” he says.
For more on global diversity, read our research: Why Is Global Diversity So Difficult?