At a glance
A strategic engagement through a talent advisory diagnostic. A chance to validate existing best practices, troubleshoot obstacles and identify opportunities to further Staples, Inc.’s corporate inclusion and diversity goals. An opportunity to supply the basis of a roadmap for sustainable, scalable and long-term success.
“Thank you for bringing us to the point where we now fully understand all of our areas of opportunity and for getting us all on the same page with a comprehensive go forward plan. Diversity hiring will only get better because of this.”
— Diversity Recruiting Manager, Staples, Inc.'s Talent Acquisition
Staples, Inc., which provides organizations with the unique products, solutions, services, and value customers need to consistently get the job done, and done right, was doing a lot of things well when it came to fostering an inclusive culture and diverse workforce.
They had a clear inclusion and diversity vision for the company championed by their CEO and senior leadership team, and that passion was clear throughout the rest of the organization.
They understood that I&D is never “solved”— but rather a continuing conversation, which requires adjusting as the landscape changes over time — and they were willing to do that work.
By early 2020, tensions were especially high around race and racial prejudice in the United States. Staples, Inc. knew they needed to accelerate their existing I&D plans to truly show their commitment to improving I&D outcomes for their teams, their customers and the communities they serve. Recognizing the changes going on nationwide, they wanted to take a guiding role in driving positive change at the operational level to build upon and harness the strong internal culture they had already developed.
The desire to accelerate was clear, but the question of exactly how to do that remained.
Staples, Inc. understood the value of outside perspective, broad multi-sector expertise and market data, to ensure they were identifying every opportunity to improve and taking the right actions in the right ways. They welcomed learnings from outside of their own experiences and from multiple sectors and geographies.
They also wanted the structure and certainty that came with a strategic three-year plan, but didn’t want to wait three years to make a significant and positive impact.