"Workforce Diversity" is a term referring to initiatives and strategies that many U.S. companies have carefully crafted, then patiently nurtured through implementation to permanent policy status. With success comes the thought that, "We could, and probably should, extend diversity to our company's operations abroad."

How any U.S.-based firm addresses this lack of diversity-awareness in its overseas operations is a matter that has consequences – potentially beneficial or adverse – in terms of. . .

- business effectiveness,

- ethical practices, and

- public relations value.

1. Business Effectiveness: Businesses in the U.S. usually adopt diversity policies and initiatives because their decision-makers believe that there will be a beneficial outcome for the business in terms of employee effectiveness, product marketability, and – ultimately – profits. When they think of transferring diversity abroad, however, a firm’s senior executives would do well to ask themselves, "To what extent is a positive expectation about the bottom-line value of diversity justified outside of the United States?"

GlobalWorkshop.com’s practice leaders know that, because of differences in national business cultures, the decision to extend diversity policies and initiatives to operations into non-U.S. operations is one that needs to be made after thoughtful research, analysis, and deliberation. The practice leaders are available to carry out the necessary investigation relative to each U.S. operation, and to present their findings in a manner that enables senior decision-makers (1) to efficiently grasp the various factors that need to be taken into account, and (2) to arrive at a wise decision regarding whether and how to proceed.

2. Ethical Practices: Diversity generally has been embraced by U.S. firms because of bottom-line considerations. Nevertheless, many vocal proponents of diversity see its adoption by businesses as an ethical issue as well as a bottom-line issue. Therefore, senior executives are advised to ask themselves, "To what extent, if any, are ethical issues involved in extending diversity policies and initiatives to any of our firm’s non-U.S. locations?"

GlobalWorkshop’s research on behalf of the firm that engages its services will make it possible for that firm’s decision-makers to answer this question knowledgeably. In particular, CGA will investigate the ethical implications in each potential target country, and in the U.S., of introducing various discrete elements of diversity policies and initiatives abroad. . .and, alternatively, of making a principled decision to not introduce those same elements.

3. Public Relations Value: Related to ethical practices is the question of how the press and the public will perceive a firm’s actions, or its principled refrainment from action, regarding the globalization of diversity. (Note that GlobalWorkshop’s practice leaders are being careful not to assume that extending diversity abroad is either desirable or undesirable.)

To date, no U.S. firm has admirably addressed the globalization of diversity. By even thinking about addressing this issue, a U.S. firm would put itself in an elite category. The first two or three that globalize diversity thoughtfully and successfully will be the subject of favorable attention from the world's press, not to mention from the community of U.S. diversity advocates.

GlobalWorkshop’s Knowledge Base: GlobalWorkshop.com's practice leaders have conducted research (sponsored by a Fortune 100 firm) to discover the answers to the following two questions:

In general, GlobalWorkshop.com’s objectives with respect to the exporting of diversity are. . .

- to introduce decision-makers to Ten Fundamental Questions regarding whether exporting diversity is advisable from the perspectives of business effectiveness, ethical practices, and public relations value

- to gather information that will enable decision-makers to knowledgeably answer the Ten Questions

- to help prepare for the crafting of a multi-year plan by insuring that extensive input is gathered from employees and opinion leaders in targeted countries

- to guide decision-makers in crafting a multi-year plan for exporting diversity wisely

- to participate as appropriate in the implementation of the multi-year plan

The duration of this consulting service cannot be stated in advance, but it is likely to be several months.

- long-term, hands-on experience in both the cross-cultural field and the workforce diversity field

- close familiarity with research findings on the transfer abroad of U.S. diversity policies and initiatives

- extended experience bringing consulting services to senior decision-makers in U.S. companies