10 Minutes with…

In 2007, computer-maker Dell Inc. created a new position–vice president of corporate responsibility–to oversee global diversity, philanthropy, and sustainability. The company hired Gilbert Casellas—a professional with 30 years of experience in law, business, and government and the former chair of the U.S. Equal Employment Opportunity Commission, as well as a member of the Coca-Cola Diversity Task Force and of Toyota’s Diversity Advisory Board.

In an interview for Diversity & Inclusion: Lessons from the Field, a publication by the Council on Foundations and Rockefeller Philanthropy Advisors, Casellas’ message was clear: Diversity is an inescapable fact of life but inclusion—the act of recognizing and maximizing diversity to unleash innovation and creativity—is often a forgotten but essential component of successful diversity efforts. The challenge for all institutions, according to Casellas, is to leverage diversity to create a better community, workplace, and world. In this follow-up Q &A, Casellas offers some more thoughts on the issue and ideas for practice.

T>A>I: From a corporate perspective, discuss the triple bottom line concept and its relationship to diversity and inclusion.

Casellas: This is a term most often used within the context of sustainable business practices. What this means is that the work of a corporation is not only about a commitment to bottom line profits, but also to the planet and the people. At Dell, we believe we can do all three: we can be a responsible corporate citizen where we live and work, where our employees live and work, and where we conduct business. This is a challenge for some companies, but in particular for global companies.

With respect to diversity and inclusion, I’ll focus on the people aspect of the triple bottom line. Thirty to 40 years ago, many companies would enter a local market and seek certain concessions. They would operate their businesses as they saw fit and then leave without really being part of the community. Today, expectations of local communities have changed, and so, too, have corporate practices. It is important to have a set of values that:

• drive how you operate
• leverage employee knowledge
• honor local laws and customs
• treat employees well
• interact with communities respectfully

We don’t come in with a heavy hand or with the perspective that we know everything. We come in as listeners first and seek partnerships when we are invited.

T>A>I: In a down economy, are diversity and inclusion luxuries?

Casellas: Diversity and inclusive practices are critical to an organization’s long-term success.  In my opinion, they are assets. When you’re faced with a turbulent economic climate, the question is: What investments do you make and hold onto during tough times? Because when the economic turnaround occurs, where will you be as an organization? Will you be so far behind your competition that you will be unable to recover or to attain similar levels of inclusion?

It is very difficult for any organization to operate in this world with a workforce that is not reflective of the talent pool—and a talent pool that is not reflective of the marketplace. Consumers care about and want to know what you look like now. They want to see themselves reflected in your product mix, in your product design, and in your advertising.

T>A>I: Would you share a concrete example of how diversity and inclusion have increased your company’s competitive advantage?

Casellas: Many of our customers are public institutions such as governments, commissions, and school systems from around the world. In a recent instance, our resource group of Latino employees provided significant insights into the community, which increased our organizational legitimacy. As a result, we received positive feedback from our governmental customers who said they appreciated that the individuals in the room spoke their language and had a strong understanding of their culture.

Another example is a pilot marketing program we’ve developed that targets women. If you look at consumer purchasing statistics, women tend to be the predominant purchasers of consumer goods—including electronics. Designing and implementing a marketing program and products that appeal to and are inclusive of the needs and perspectives of a specific consumer group gives an organization a competitive advantage.

T>A>I: With a global workforce, how do you ensure that your organization taps into local pools of diverse talent?

Casellas: Our CEO Michael Dell has made this an organizational priority. Dell operates in multiple countries, making it easy to rely on the practice of recruiting expatriates to work in foreign countries. While we certainly employ expatriates, we’ve challenged ourselves to identify and create a local talent pool of executives. We’ve been successful in places such as China, India, Morocco, and South Africa.

We want employees at all levels to look up and down the chain of command and see themselves represented. As a result, we’re creating a pool of true globalists who can move around the world with global dexterity. My long-term vision is to identify 250–300 leaders worldwide who possess the financial acumen, managerial skills, and leadership skills, along with the ability to manage differences, and create a culture of inclusion.