關於促進員工多元化，知名CEO們是怎麼做的？

The business case for diversity is clear. Diversity can boost innovation and employee engagement, and companies with greater gender and racial diversity financially outperform their peers. Yet progress within organizations has been slow – there is still a lack of women and minorities in leadership positions, and certain industries like tech and finance are lacking diversity at all levels. And many diversity programs fail. Based on evidence that diversity initiatives are more effective if they start at the top, I interviewed 11 CEOs who have made a public commitment to diversity about how they are creating more diverse workforces.

商業領域需要多元化。多元化能夠鼓勵創新、提高員工參與程度，性別、種族更加多樣化的公司比其他公司更能盈利。儘管多元化可以帶來許多好處，但是許多公司內部的多元化進程仍然緩慢，領導席位女性和少數羣體的數量少，科技、金融等領域多元化程度低。許多多元化項目也都未能成功。經驗表明，公司高層採用由上而下的方式實現多元化更爲有效，於是，我們採訪了11位公開表示要實現企業內部多元化的首席執行官，試圖瞭解他們是如何實現員工多元化的。

The CEOs raised a variety of reasons for caring about diversity—the most common being that they believed greater diversity leads to greater diversity of thought, to the ability to attract and retain top talent, and to a better understanding of their customer base. Susan Wojcicki of YouTube said that diversity is necessary for preventing homogeneity, falling behind, and losing their competitive edge.

關於爲什麼要實現多元化，CEO們給出了很多原因：最重要的原因是，他們相信多元化能夠帶來更多不同的觀點，可以吸引和留住人才，並能更好地瞭解客戶羣。來自YouTube的Susan Wojcicki表示，多元化可以避免同質化、落於人後以及失去個人競爭力。

The CEOs highlighted four key lessons that other leaders should keep in mind when trying to make their organizations more diverse and inclusive.

同時，CEO們還強調了以下四點，其他公司在推進公司多元化和包容性可以借鑑這幾點。

Lead by example when it comes to diversity. A CEO’s actions, whether on or off the job, signal the extent to which diversity is valued. Kevin Johnson (Starbucks) said, “In order to make great progress the CEO needs to take this on as one of those personal initiatives that they’re going to be involved with and personally drive.” Marc Benioff (Salesforce) has embodied this concept of leading by example and signaling how much he cares about equality: he publicly opposed discriminatory legislation in states like Indiana and Georgia and marched alongside his employees in the Women’s March.

以身作則。無論在公司內外，CEO的個人行爲都代表了其對多元化的態度。Kevin Johnson （星巴克）說：“爲了更好地推進多元化，CEO需要以身作則，親身參與。” Marc Benioff (Salesforce)就是以身作則的好例子，以個人行動表達對平等的重視：他曾公開反對印第安納、喬治亞等州的歧視性法律，並與員工一起參加了女性大遊行（Women’s March）。

Many of the leaders also speak at conferences about diversity and write openly about its importance. For example, David Cohen (Techstars) started the Techstars Foundation to promote diversity in entrepreneurship by funding women-led companies and projects that promote more women in tech.

許多公司領導人還在一些大會上圍繞多元性話題發言，公開支持多元性的重要作用。例如，David Cohen (Techstars)創立了Techstars基金會，通過資助以女性爲主導的公司以及幫助提高女性在科技領域地位的項目來推動企業家多元化。

Hold yourself and others accountable on diversity initiatives. Data and deadlines are also imperative to making diversity initiatives work. “Saying there is no deadline on this, or that things will right themselves, is an ahistorical way of looking at the advances that have been made in terms of equity and representation,” Katherine Maher (Wikimedia Foundation) said. “It has always required people to do the work. It has always required people to stand up and make it a priority.”

共同參與完成促進多元化的項目。項目完成除了需要大家的參與，也需要制定時間表和截止日期。Katherine Maher（維基媒體基金會）說：“有的人會不設定截止日期，或者認爲應該順其自然，這些都是不顧事實、不考慮之前所取得進步的說法。必須要有人蔘與完成這些項目，大家必須重視這些項目。”

Indeed, research has shown that setting and following through on diversity goals is the most effective method for increasing underrepresentation of women and minorities. Susan Wojcicki (YouTube) asks managers for updates on their numbers around diversity. Through efforts focused on supporting other women, providing longer maternity leave, and funding women’s groups, she has increased the representation of female employees from 24% to nearly 30% since taking over as CEO of YouTube in 2014.

事實上，有研究顯示，設定項目時間表、並跟蹤項目實施進度是最有效的提高女性及少數羣體地位的做法。Susan Wojcicki (YouTube)會向下屬詢問多元化職工數量變化情況。自Susan 2014年出任YouTube CEO以來，通過一系列支持女性、給予女性更長產假、資助女性組織等活動，將女性職工數量比從24%提高到近30%。

Foster diversity throughout the organization. Many CEOs talked about the importance of having diverse teams at all levels of the company – from the frontlines to middle management to senior leadership. Shira Goodman of Staples, for example, has created programs to hire, develop, and retain more female employees, in order to have women represented equally at all levels of the organization.

在公司各個部門提高多元化程度。許多CEO都表示在公司內部各個部門實現多元化是非常重要的—前臺、中間管理部門到領導部門都是如此。來自Staples的Shira Goodman就設立了這種項目，計劃僱用、培養並留住更多女性員工，從而提高女性員工在各個部門的地位。

According to Kaiser Permanente’s year-end 2016 numbers, more than 60% of the total workforce (of 186,497 employees) are members of racial, ethnic, and cultural minorities, and more than 73% are women. More than 50% of the management and professional positions are held by racial and cultural minorities and 75% are held by women.

Kaiser Permanente公司2016年數據表示，超過60%的員工（員工總數爲186,497）屬於少數民族、種族以及其他文化背景人員，超過73%的員工是女性員工。管理及專業崗位中50%以上的員工都是少數民族或其他文化人員，75%是女性。

Broaden your perspective on diversity. Many of the leaders have been recognized for addressing racial and gender diversity at their companies, but also issues faced by LGBTQ workers, veterans, and people with disabilities. “Equality takes many different forms—income, education, racial, gender, LGBTQ, ability. There’s so much work to be done across all of these issues as we fight for equality for all,” said Marc Benioff (Salesforce).

擴大關於多元化的認知。許多領導人都在公司內面臨過種族及性別多元化問題，也遇到過性少數羣體（LGBTQ）、退伍軍人、殘疾人問題。來自Salesforce 的Marc Benioff 說：“平等所涵蓋的範圍很廣—收入、教育、種族、性別、LGBTQ、能力等等，在追求公平的道路上我們要面臨非常多的問題。”

Wikimedia demonstrated one way to ensure that all employees feel safe being themselves at work: they created a non-discrimination policy that includes explicit protections and expanded definitions related to gender identity and disability, citizenship, and ancestry.

維基媒體創造了一種能夠保證所有員工在工作中覺得平等、有安全感的環境：非歧視原則。這項原則明確保護了員工利益，包括性別認同、殘疾、公民身份、祖先等等各個方面的細節。

The CEOs talked about realizing that equality is not just giving everyone the same things, but about giving people what they need. As Bernard J. Tyson (Kaiser Permanente) told me, “We’ve evolved from equality to equity. Equality says everybody gets equal. Equity says no, everybody gets what they need. Part of building an inclusive environment is not how you’re going to change the person. It’s how you’re going to change yourself and the environment in which the person is going to have to succeed.”

CEO們表示，他們認識到平等並不是給予所有人同樣的東西，而是給予人們所需要的東西。來自Kaiser Permanente的Bernard J. Tyson表示：“我們實現了從平等到公平的跨越。平等要求每個人得到同樣的待遇，但公平拒絕如此，要求每個人得到需要的東西。要想在公司內創造一個包容性的環境，你不能去改變別人，而是要改變自己、改變環境，從而讓大家都取得成功。”

The companies reviewed here are some of the most successful in the world. And they succeed while working to create and maintain diverse workforces. What they’ve made clear is that diversity programs alone are not enough to improve diversity in most organizations. But CEOs have the power to champion diversity by leading by example, setting goals and utilizing metrics, and holding their companies accountable.

上述公司都是世界知名的成功企業。他們也是努力創造和留住多元化員工的典範。他們表明，僅靠多元化項目是不能改善大多數企業的多元化現狀的，但是CEO們可以以身作則、制定目標和項目實施進度表、關注公司發展，從而通過自己的力量促進公司員工多元化。