The goals of the organization have to be aligned with the DEI initiatives that have been implemented. Thus, the objectives Goodwill have to reflect the internal and external DEI practices of the employees and the organization. The internal DEI initiatives will work to promote equity and equality among members. For instance, the company has to continue recruiting and retaining employees from multi-cultural backgrounds and those with unique abilities and talents – this way it can continue to build a robust culture of inclusion (Gill et al., 2018). Externally, the organization should focus on expanding its markets by diversifying their clients, suppliers, partners and supporters. Additionally, all employees and stakeholders of the company should be treated equally, irrespective of their differences. Therefore, the organization creates a working environment that promotes fair treatment, demonstrates respect for other people’s values, and one that enhances understanding and appreciation of diversity in the workplace.
Employees at the organization have to undergo a DEI training program that will enhance their understanding of how the DEI policies, practices and programs function. This way, the employees can support the organizational leaders in their efforts to implement meaningful strategies that address diversity, equity and inclusion in the company (Gill et al., 2018). In addition to this, the organizational leaders and the employees can work together to identify the most effective policies, practices and programs that will advance the DEI goals. Thus, the implementation of the organizational goals will be aligned with the best DEI practices. Furthermore, through the DEI training, employees can identify how their actions, behaviors and attitudes affect the DEI initiatives in the company. This means that the employees will be intentional in applying the best DEI practices when performing their duties.
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References
Gill, G. K., McNally, M. J., & Berman, V. (2018). Effective diversity, equity, and inclusion practices. Healthcare Management Forum , 31 (5), 196–199. https://doi.org/10.1177/0840470418773785
