Marketing/Communications

1. What is diversity?
2. Am I included in that definition of diversity?
3. What value does our organization place on diversity (Digh, 1999)?
4. It is important for organizations to articulate their diversity goals in ways that most employees can understand and apply (Overmyer Day, 1995).

• Managers need to show the links between diversity and business goals. This helps everyone in the organization understand why diversity is important and how valuing differences relates to the overall business (Overmyer Day, 1995).
• "It is crucial to involve the entire organization in diversity-related efforts. Buy-in is critical to success. In order to accept and commit to a diversity initiative, the entire workforce must understand the issues and goals of the initiative and know how these goals relate to individual employees on the job" (Overmyer Day, 1995).
• Employees need practical, behavior-based examples of what it means to value diversity. They need concrete information about how they can demonstrate those behaviors. Merely stating in an organizational vision or business plan that "we are committed to valuing diversity" holds no meaning for most people, without examples of how to practice such a commitment (Overmyer Day, 1995).
• Develop a comprehensive communications and marketing program to advance diversity interests both internally and externally (Kent State University Diversity Implementation Plan 2001-2005).
• Initiate proactive, ongoing media campaigns (Kent State University Diversity Implementation Plan 2001-2005).
• Review existing and develop new materials describing the university's diversity initiatives for dissemination both on and off campus (Kent State University Diversity Implementation Plan 2001-2005).
• Statements on a department's commitment to diversity and discussions of diversity issues within a discipline may be published in department newsletters or brochures that are sent to constituent groups and alumni, thereby informing them of a department's support of diversity goals and enlisting their assistance (Ohio State University Handbook, 1988).
• Ensure that all marketing - not just recruitment advertising - features a diverse mix of individuals (Digh, 1999).
• Publishing a veiwbook or campus guide that articulates your campus as welcoming to faculty of color would be an excellent way to market the campus and to encourage a diverse applicant pool. Such a publication could address common issues raised by faculty ranging from research opportunities, computer facilities, and sites for collegiality (organized by research and teaching units), to housing and relevant local community interests. Information reflecting an institutional commitment to diversity could also be included (Turner, 2002).
• Increase attention to and focus on diversity and multicultural images and "messages" in publications and other marketing media developed at all levels of university operations and programs (Virginia Tech University Diversity Plan, 2000).
  Diversity and inclusion should be communicated regularly to the workforce and external audiences. Constant reinforcement is necessary in a society where all of us are bombarded by many conflicting thoughts, ideas, and commercial messages (Clark, 1997).
• The image that your organization conveys to the public will affect your recruitment results (www.thiederman.com, 2003).
  Include a discussion of diversity in speeches by the college or university president (McTighe Musil, 1996).
  Discuss specific diversity programs initiatives in institution publications such as faculty newsletters and student newspapers (McTighe Musil, 1996).
• Announce and discuss diversity initiatives and programs through news releases, talk show appearances, and op-eds or guest columns in mainstream, ethnic, or community newspapers (McTighe Musil, 1996).
• "Publish a quarterly newsletter that highlights diversity features and initiatives. If it is available online, attach it in an easy-to-find and read manner" (Swanson, 2002).
• Create an annual publication of Diversity Plan, which provides the campus with information regarding the underrepresented groups, with particular attention to the schools that employ few women and minorities (Phillips, 2002).
  Distribute memos and a proposed affirmative action or diversity newsletter, which discuss the benefits of a diversified work force as well as the university's obligation to adhere to the federally mandated affirmative action policies and procedures (Phillips, 2002).
• To assure the success of this effort, the corporate philosophy and business goals as they relate to organizational behavior and performance expectations should be communicated routinely throughout the organization (Coleman, 1994).
• When launching a diversity program it is important to communicate what is in it for all individuals of the organization, like the organizational image and the ability to attract the best and brightest candidates from all groups (Frase-Blunt, 2003).
• "Disseminating findings and analyses not only wins public support for diversity work, but also dispels some of the misinformation about diversity and its outcomes" (McTighe Musil et. al., 1999, p. 38).
• It is important to communicate progress, which is good for morale and will generate greater commitment for the long-term diversity effort (Van Eron, 1995).
• "Assume that you must communicate at least every six months, and preferably more frequently, about your diversity initiative to keep it fresh in the minds of your audience. Your communications plan needs to engage everyone. Your best communication tools: sample annual objectives, briefings with local diversity councils, tools to enhance team effectiveness, recruiting aids and the like" (Bye, 2002, p. 11).
• The effect of hiring ethnic minority faculty conveys messages of hope to ethnic minority students and offsets their perception that hard work and achievement are futile (Plata, 1995).