HRM420: Week 2 Diversifying Organizational Culture

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Talk about diversifying organizational culture.

This week, we’re learning about DEI within the context of organizational cultures. A good example that we’ll use for this discussion is Procter & Gamble (P&G), which is the largest consumer goods company in the world, employing 100,000 people in over 80 countries.

Here’s the vision and mission of P&G’s DEI efforts posted on the company’s Equality and Inclusion web page.

“At P&G, we aspire to create a company and a world where equality and inclusion is achievable for all; where respect and inclusion are the cornerstones of our culture; where equal access and opportunity to learn, grow, succeed and thrive are available to everyone. We believe in the power of our differences and the impact we can make when we come together united by shared values and purpose. We are committed to doing the work to make this a reality” (Proctor & Gamble, n.d.).

P&G puts its words into action globally. For example, the company has an ongoing effort in Canada to support Black, Asian, and Indigenous communities. It’s applying its corporate values by taking action to promote DEI throughout society. Below is P&G’s statement about those efforts.

“Over the past year, in the midst of a global pandemic, there has been an increase in hate speech and hate crimes around the world, as well as in Canada. P&G Canada has stepped up and committed to match donations to four CanadaHelps funds: Black Solidarity Fund, Asian Solidarity Fund, Anti-Racism fund and the Indigenous Peoples Solidarity Fund. To date these funds have generated a total of 3.5 million to support marginalized communities and anti-racism initiatives across Canada” (Proctor & Gamble, n.d.).

P&G’s organizational culture seems to be aligned with characteristics usually associated with DEI programs’ long-term success.

Top management provides resources, personally intervenes, and publicly advocates diversity.

The program is structured.

Capitalizing on a diverse workforce is defined as a business objective.

Capitalizing on a diverse workforce is seen as necessary to generate revenue and profits.

The program is evaluated using metrics such as sales, retention, and promotion rates.

Manager involvement is mandatory.

The program is seen as a culture change, not a one-shot program.

Managers and demographic groups are not blamed for problems.

Behaviors and skills needed to successfully interact with others are taught.

Managers are rewarded for progress toward meeting diversity goals.

Management collects employee feedback and responds to it.

Create a safe and open culture that all employees want to belong to, in which employees can discover and appreciate differences and where the benefits of diversity are recognized by all employees (Noe, 2020).

As you write your first response to this discussion, write from your own perspective as a consumer living in the United States. Using P&G’s DEI efforts in Canada as a comparative example, how would you recommend P&G promote DEI in the U.S. market? For example, what current DEI issues in the U.S. market do you think the largest consumer company in the world should support in its home market?

Alternatively, you may respond by researching and sharing an example of a DEI effort that P&G is currently making in the U.S. market and explaining why you think that effort is either working or not working. Is P&G’s DEI effort a positive step forward toward broader support of DEI in the United States, or do you think the effort is missing the mark? Be sure to cite your sources with your reply.


Noe, R. A. (2020). Employee training and development (8th ed.). McGraw Hill Education.

Proctor & Gamble. (n.d.). Equality and inclusion. P&G:

Try to make your first post by Wednesday, and remember to reply to your classmate’s posts!


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