Some companies have had D&I councils and employee networks for a considerable amount of time and many of these initiatives sprang from a grassroots base or the company's attempt to hear the voices of those beyond the leadership ranks. Cultural awareness was often their focus, rather than developing partnerships with the business that would apply the diversity of their members in ways that would directly impact the bottom line. Share the elements that make for strategically effective D&I councils and networks, including more formal goals, structures, and metrics, as well as some approaches to help your company make these groups more strategic vehicles, better aligned and integrated with their D&I, HR, and business strategies.
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Mary L. Martinéz
director, Diversity and Inclusion Practice
APTMetrics, Inc.
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Mary Martinéz is the diversity and inclusion (D&I) practice leader for APTMetrics, Inc. As an experienced D&I practitioner, she provides guidance and support for organizations that are committed to maximizing the bottom-line benefits of D&I through assessment, engagement, and measurement. She has more than 20 years of experience as a consultant and as an HR leader in organizations representing multiple industries and in the nonprofit sector where she has implemented a wide range of diversity and talent initiatives. Her capabilities include designing and implementing strategies and processes, creating and delivering training, and implementing organization development interventions. Most recently, Mary led the global diversity consulting practice for Mercer/ORC Networks (formerly part of ORC Worldwide -- where she began her career, and to which she returned in 2008). Immediately prior to this, she was responsible for global performance management and professional development at Alcatel-Lucent where she was instrumental in integrating the merged company’s talent processes.