Diversity and Its Globalization

"Globalization of diversity & inclusion" refers to a U.S.-based firm's transfer of its diversity & inclusion policies and practices to its subsidiaries and partner firms abroad.

This webpage is dedicated to the proposition that, when a U.S. firm considers globalizing its diversity & inclusion policies and practices, it needs to be cautious, mindful, and deliberate.  Why?

The reason is that "diversity & inclusion" in the U.S. reflects a unique combination of Made-in-the-USA core values, a constellation of values found nowhere else in the world.

The Learn More button will bring a reply from partner Cornelius Grove. Or phone him at +1-718-492-1896.

A Philosophy of Domestic and Global Diversity

This chart depicts GROVEWELL's philosophy about the differences between U.S.-domestic diversity initiatives, and global diversity initiatives:

MEANS • Focus on demographic inclusiveness.
• Change people-related behaviors.
• Transform hiring & promotion practices.
• Focus on competency-based heterogeneity.
• Change business-related behaviors.
• Transform infrastructures & systems.
ENDS • Demographic inclusion in the workplace.
• Fairness, equal opportunity in promotions.
• All types of employees valued, accepted.
• Broader appeal to customers at home.
• Adaptability across borders and cultures.
• High performance with global partners.
• Employees at all levels are globally-minded.
• Broad appeal to customers around the world.

Access GROVEWELL's nine publications concerning U.S. firms' globalization of diversity & inclusion.

Access ADDITIONAL INSIGHTS about GROVEWELL's approach to globalizing diversity & inclusion.



Leveraging Diversity Globally to Enhance Revenue and Respect

Decades of diversity & inclusion research have shown that, in business organizations...

  • Human differences can contribute to enhanced unit performance because heterogeneity of perspectives and ideas leads to greater creativity and broader applicability of solutions.
  • Human differences also can create barriers and thus need to be skillfully leveraged; building performance synergy in a culturally diverse, far-flung unit is complex.

Anyone who examines the websites or annual reports of globe-spanning corporations will find that diversity is mentioned prominently.  But how?  In most cases, it's about demographic representation among employees, i.e., about the firm's inclusiveness in hiring and promotions, so that its workforce comprises human differences.

GROVEWELL's experience reveals, however, that opportunities for global growth in revenue and respect are lying unseized when the firm doesn't proactively view diversity in terms of differences in the human values and behaviors of employees, partners, consumers, and other stakeholders worldwide.

Value and behavior differences need to be leveraged.  Until this is done, a firm's global growth arsenal remains incomplete.  Beyond demographic representation lies an informed, systemic approach to globalization that…

  • embraces new patterns of thinking and behaving grounded in business-oriented intercultural research; and
  • generates infrastructures, systems, and processes that support the leveraging of human value differences in ways that increase the firm's revenue, and the esteem in which it is held, in its global markets.

For more insights, visit GROVEWELL's webpage that discusses Worldwide Talent Management.