How to Start a Diversity Committee: Best Practices Every Organization Should Know

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By Carmen Van Kerckhove

Q: I was recently asked to chair a languishing diversity committee at my medium-sized nonprofit. Despite the obvious challenge of having to find ways to re-energize the group, I’m excited about taking on the project and have loads of questions for you.

What are some good starting goals for diversity committees, both short and longer term? How should a diversity committee fit into the larger whole of an organization? What recommendations can you make for building relationships that will integrate diversity into the larger work of an organization or company?
Anna in Minnesota

A: Sounds like you have quite a challenge ahead of you! Here are some general principles to keep in mind as you get started.

1. Understand the limitations of the committee
Before you try to take on anything, determine the power of your committee. Can it authorize initiatives, or only recommend them? If it can recommend only, who in the organization will be the person to make the final decision? Before you invest time and energy in spearheading initiatives, it’s important to know whether or not you actually have the power to green-light them.

2. Gather feedback from the organization
Consider sending out a survey to ask employees what’s on their mind when it comes to diversity. One note of caution: make sure you manage employees’ expectations by making it clear that the committee is using the survey expressly for exploratory purposes. There’s nothing worse than when employees are asked for feedback, and they give it, and then nothing appears to be done with the suggestions. I’d also suggest taking a few people out to lunch (diverse groups, key stakeholders) and talking to each of them one-on-one. Personal conversations can often yield rich insights that are a good companion to survey results.

3. Ferret out the top goals of senior managers
Get a crystal clear picture of the organization’s top priorities for the year, and then find out how to tie your committee’s goals to the goals of your most senior managers. Those who take this important step usually experience smoother sailing.

4. Create your goals
Use the information you gathered from rank and file and from talks with senior management to prioritize and implement your work. By working in this way, you’ll be able to better discern which goals and initiatives are most likely to be embraced and in which order they should be implemented.

5. Create a culture of accountability for committee members
Set fixed meetings and schedule them twelve months out. Incorporate criteria for ongoing participation in committee meetings and in-between meetings. For example, establish that committee members must attend a certain number of meetings or they will be invited to leave. This will let everyone know that you don’t intend to host placeholders and status seekers and that what you want are gung-ho contributing members. This is a vital step. If one committee member disengages, it can be contagious, causing others to follow suit.

By following these five steps, diversity committee leaders foster an environment that engages others and moves mutual agendas forward, with all hands on deck.