Abstract
The organizational role of Diversity Management Officers (DMO) is intricately linked with the human-resource (HR) profession and practices. Nevertheless, the day-to-day activities of DMOs have been sparingly examined from the standpoint of strategic HR partnerships. This study delves into the strategic role of DMOs, drawing on comprehensive scholarly research on strategic HR partnerships. We propose that the limited success of DMOs in advancing diversity may stem from an absence of strategic positioning in their role. In-depth, semi-structured interviews with DMOs and HR practitioners were employed to scrutinize their day-to-day activities and the interactions between their diversity-management and HR roles. The results indicate that DMOs primarily focus on diversity initiatives addressing the personal needs and challenges of socially diverse employees and their managers. Most DMOs function at an administrative level rather than at a more strategic, transformational level. Practical implications: The findings underscore the lack of strategic positioning in the DMO role. To more effectively implement and promote diversity initiatives, diversity managers should enhance their strategic influence. According to the strategic HR framework, four distinct roles can enhance the strategic positioning of DMOs. We advocate for practical enhancements in DMOs’ practices and academic education, along with training for practitioners. This study contributes to the scholarly understanding of DMOs and proposes a strategic framework for implementing organizational diversity.
Presenters
Ronit NadivLecturer, Managing Human Resource, Sapir Academic College, Israel Shani Kuna
Senior Lecturer, Human Resource Management Studies, Sapir Academic College, Israel
Details
Presentation Type
Paper Presentation in a Themed Session
Theme
KEYWORDS
Diversity managers, HR practitioners, HR roles, HR business partner, Diversity
