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Diversity FAQ’s 21: Where should diversity as a strategic function ‘sit’ in the organisation?


This is an important question. One that really began for me whilst pursuing my post graduate studies in Human Resource Management in 2004. I had actually never really heard of ‘diversity’ despite already having had some experience working in the HR recruitment function. There were a number of compulsory modules we had to take as part of the HR course – diversity was not one of them – it was an optional module which I choose purely out of curiosity. One of the first questions I remember asking the tutor during the course, more so upon realising its strategic interconnectedness to the HR function, was why ‘diversity’ was put forward as an optional module, and not as a compulsory one?? Was this reflective of the organisational mindset as to where diversity as a strategic function should actually sit? Indeed, little did I know at the time that this question would be one that would occupy not just my thoughts, but the thoughts of the HR and business community for a while to come…So, what’s my view? Where should diversity as a strategic function sit? Should it sit within HR, within business operations, at corporate level or indeed as a function by itself? The vivid picture that keeps coming to mind is the inner workings of the wheels of a watch: Each wheel is complexly arranged such that as one wheel turns, it interlinks with the turning of the wheels of  the other, each independent but yet totally dependent on the other for their movement. As a strategic function, diversity is like one of the intricate and necessary functional wheels such as HR, Marketing, Finance, Payroll, etc – that keeps the whole organisation ticking…purposively… Continue reading

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