Diversity Professionals' Forum

More about the Study

The study team used two research methods:

1) Desk research, covering published data and articles as well as consideration of legislative, policy, political, social and economic factors that inform the context for the study.

2) An in-depth qualitative approach, to gather rich experiential information, using:

• a mix of one-to-one interviews and small focus groups, conducted face to face and by phone, involving up to 60 senior diversity professionals
• a further 10 one-to-one interviews with senior public and private sector Executives at CEO and Director levels.

These interviews took place in spring and summer 2007. By answering the pre-qualifying questions in the next section, candidates could join the research base of people meeting the criteria for interview.

This study was designed to help to:

• achieve greater impact for diversity’s contribution at the strategic heart of organisations - anecdotally there is evidence that in some cases, it is said to be seen as a parallel or ‘sideline’ non-core activity, rather than something fundamental to successful organisational strategy
• compare, through in-depth interviews, the perspectives of senior diversity professionals with senior leaders at CEO/Board level, so as to explore the strategic environment within organisations for evidence showing how diversity is linking with strategic goals
• highlight the issues, barriers and challenges experienced by key senior-level diversity stakeholders not only the professionals responsible for designing and advising on delivery of diversity programmes, but also top executives whose roles can sometimes inadvertently exclude strategic consideration of diversity and inclusion activity

It was our aim that participating in this study would be a developmental process for all those involved particularly among diversity professionals. We asked participants to reflect back on their careers to explore situations where they have been successful in making a strategic impact and where they have faced difficulties.

In analysing factors that can lead to a successful strategic intervention and also mitigate against, participants were asked to consider:

Their own style, skills, competencies, knowledge, experience and approach
The environment in which they were operating, including organisational factors as well as the style, skills, competencies, knowledge, experience and approach of those in positions of influence

Interviews with senior Board executives and Directors invited reflection on their experience of:

Effective approaches to achieving strategic impact generally - and with diversity in particular - within their organisations


What diversity means for them as leaders in their organisation and what impact they believe it can achieve


The role of the Board (or equivalent) in achieving the organisation’s diversity aspirations.

All interviews were treated as confidential.

If you would like to contact the authors directly about the study please click on their logos at the top of this page.

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