provide diversity within the curriculum, such as creating programs that will appeal to LGBT students and pos- sibly off ering a Chicano Studies major. “We have to be relevant,” he explains. Lance A. LaVergne, vice president and chief diversity
offi cer at New York Life Insurance Company, agrees that the evolving population is a key element in the growth of the in-house diversity offi cer. “With respect to people practices, as employee populations become more diverse, eff ectiveness in managing a multicultural workforce is critical,” he says. “Similarly, if greater diversity among the senior leadership is a corporate objective, diversity should play an important role in the succession planning process. On the business side, adding a diversity overlay to your business strategies can positively infl uence everything from new market development to corporate communica- tions and branding to customer service.”
WHAT DOES A CDO DO? Crawford, previously the chief diversity and equal employment opportunity offi cer at T e Citadel, came to CSUSM in July 2011 in a newly created role. T ere had been diversity initiatives in place at the time, he says, but a cohesive strategy to tie those initiatives together was lacking. “I came in to create a diversity department so we have a unifi ed strategy,” he says of his role as associate vice president for diversity. T e focus on an organization’s overall diversity
strategy is a key element of the in-house diversity profes- sional. As a senior-level leader, the diversity offi cer must identify key areas that need to be developed and create an overarching strategy to meet the company’s diversity and inclusion goals. He or she plays a critical role in the highest level of the organization, which includes decision
MCCA.COM
making, prioritizing, and action planning. An emphasis on the big picture diff erentiates the CDO
from employees responsible for implementing diversity initiatives. What is the future of a company’s marketplace? How will it succeed in an environment of shifting demo- graphics? What can the company do now to ensure that it remains sensitive to the needs of its employees, its custom- ers, and the community in which it operates? T ese are the questions that the in-house diversity professional is charged with answering. Crawford’s fi rst order of business at CSUSM has been to
hire staff for a new diversity department and create a strate- gic plan that will address marketing strategies, educational equity, and diversity within the curriculum. “We need to look into all things that are relevant for retaining key talent in the new workforce,” he explains. For example, off ering benefi ts like on-site day care centers and fl exible hours will be key strategies for a marketplace in which women are a growing resource. Meredith Moore, the director of global diversity and
social responsibility at Weil, Gotshal & Manges LLP, is also charged with overseeing the fi rm’s diversity initiatives, including diversity education and training, affi nity groups, and supplier diversity programs. Because the fi rm has 20 offi ces worldwide, she is responsible for ensuring that diversity eff orts are defi ned both globally and locally, and are relevant on both levels. Some of the fi rm’s goals are far-reaching and aspirational
and include creating a culture of inclusion at the fi rm. “To a certain extent, diversity and inclusion is woven into the fabric of the fi rm and embedded into virtually everything we do,” she says. “We also seek to bridge the divide between administrative professionals and attorneys, between people in diff erent geographies, and between practice groups.”
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