Beauty and Cosmetics Industry

The Challenge

One of the primary challenges for any global company is navigating cultural differences across regions including the meaning of the concept of “diversity”.  What constitutes “diversity” and “inclusion” can vary significantly from one country to another. While diversity in the US may often refer to gender, race and ethnicity, other regions may prioritize factors such as socioeconomic status, or religion.  Our client, a global beauty company, came to us looking to develop a global multi-year D&I strategic plan that would be relevant to and resonate with employees in regions where the term “diversity” had historically been linked to only race and gender and influenced by US practices.

How We Helped

We began by working with a diverse internal team to develop the plan.  To ensure universal understanding, we utilized the metaphor of an iceberg - 90% of which is beneath the surface - to help employees around the globe to understand that diversity is more than what meets the eye, which also helped make the concept of diversity relevant globally.  It was important to the client that they lead with inclusion.  Thus, they chose to refer to their initiative as “I&D” - as opposed to “D&I”, the more commonly accepted terminology at the time.  We also worked with each of the regions to develop locally relevant regional plans that aligned with the corporate plan but had their own goals, benchmarks, and timelines. 

Once we moved into the plan implementation phase, our focus shifted to designing and delivering locally relevant I&D workshops in the US and globally.  Recognizing that one-size does not fit all, we interviewed leaders in each region to learn what would make the workshops relevant to them and hear examples of how I&D challenges show up in their respective regions.  We then travelled across the globe delivering the customized, highly interactive workshops.

The next aspect of implementation involved establishing Employee Resource Groups (ERGs). We worked closely with the Chief Diversity Officer to determine employee interest in forming ERGs within the U.S.  We conducted briefing sessions for the senior leadership team to get buy-in, address any concerns about the potential divisiveness of ERGs, and highlighted their inclusive nature.  After completing a successful pilot in the U.S., we launched ERGs globally and created an ERG Toolkit.

The Impact

Through our collaborative efforts, the company is seen both internally and externally as a committed I&D champion that has truly embedded I&D in the fabric of the culture.  In internal pulse surveys, employees have consistently ranked I&D among the top three successes in the company.  Externally, our client has been recognized as one of the best places to work for women, veterans, LGBTQ+ employees, and for disability inclusion and is ranked among the Best Employers for Diversity.

The company has also been able to successfully leverage the power of ERGs to drive business success.  Today, the company boasts 45 ERGs worldwide, engaging a diverse cohort of over 7,000 employees in transformative I&D initiatives. From New York to Tokyo, these groups serve as vibrant hubs of collaboration and empowerment, uniting employees across borders and departments.  By leveraging their unique experiences and insight into changing consumer needs and preferences, the company has been able to gain a deeper understanding of global cultural nuances, beauty practices, and emerging trends worldwide.  This has led to the development of innovative products, marketing strategies, and community initiatives that resonate across diverse audiences.