Diversity Management in Action: Chief Diversity Officer Adoption in America’s Cities

• Author: Christopher A. Cooper,John D. Gerlach
• Published date: 01 June 2019
• Date: 01 June 2019
• DOI: http://doi.org/10.1177/0160323X19879735
• Subject Matter: Research Note

Research Note
State and Local Government Review
2019, Vol. 51(2) 113-121
Diversity Management in Action: ª The Author(s) 2019
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Chief Diversity Officer Adoption
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DOI: 10.1177/0160323X19879735
in America’s Cities
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Christopher A. Cooper1
and John D. Gerlach1
Abstract
One of the primary ways cities signal the importance of diversity is to hire a chief diversity officer
(CDO). Despite the importance of this position, we know remarkably little about the prevalence
and predictors of CDO adoption in local governments. Using original data from the 250 largest cities
in the United States, this article demonstrates that about one in four cities has hired a CDO. Further,
the decision to hire a CDO is driven more by constituent demand than by city structure or
resources. The article concludes by discussing the future of diversity management in America’s
cities.
Keywords
managing diversity, local government, chief diversity officer
Over the past few decades, the government
Anecdotal evidence suggests that CDOs are
workforce has become more diverse (Riccucci
frequently used and are becoming more ubiqui-
2001), but minorities continue to express rela-
tous in local government management. How-
tively low levels of trust in government
ever, scholars know surprisingly little about
(Howell and Perry 2004; Rahn and Rudolph
the decision to hire a CDO. The literature pro-
2005). To address these seemingly contradic-
vides no evidence about how many cities have
tory trends, managing diversity in a proactive
CDOs, when they adopted them, or why. This
manner has become a more salient goal for
article answers those questions using a unique
many local governments (Becker 2017).
data set of CDOs in the largest American cities.
Although cities have a number of potential pol-
Answering these questions is important for aca-
icy solutions to address diversity, one of the
demics who wish to understand the causes of
most frequently used strategies is to hire a
policy innovation and diversity management
diversity advocate (Hur and Strickland 2012)
as well as for practitioners who may want to
such as a chief diversity officer (CDO). Hiring
a CDO is important because of the substantive
1 Department of Political Science and Public Affairs,
work of the CDO and because it reflects a con-
Western Carolina University, Cullowhee, NC, USA
scious choice to make a meaningful capital
investment in diversity management. Further,
Corresponding Author:
hiring a CDO reflects a commitment to
Christopher A. Cooper, Department of Political Science
and Public Affairs, Western Carolina University, 358 Still-
increased oversight of managers and street-
well, Cullowhee, NC 28723, USA.
level bureaucrats alike.
Email: ccooper@email.wcu.edu

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114
State and Local Government Review 51(2)
benchmark their municipality’s diversity-
an inclusive work climate can reduce discrimi-
related initiatives off of other similarly situated
nation and workplace bullying (Andrews and
governments.
Ashworth 2014). Of course, this is not to sug-
gest that all employees perceive organizational
climate similarly; employee perceptions of a
Managing Diversity
diverse climate within the organization vary
While articles examining CDOs in local gov-
based on their social identities and perceptions
ernments are few and far between, there is con-
of procedural justice (Oberfield 2015).
siderably more work on the causes and effects
Insights about diversity management can also
of managing diversity in general (Battaglio and
be found within the vast literature on representa-
Hall 2018; Alkadry, Blessett, and Patterson
tive bureaucracy. Simply put, the representative
2017). Rather than taking a passive approach
bureaucracy literature argues bureaucracies
to diversity, managing diversity “refers to the
should resemble the people they serve. A more
ability of top management to develop strategies
representative bureaucracy isn’t simply about
as well as programs and policies to manage and
descriptive representation as an end unto itself,
accommodate diversity in their workplaces”
however. Representative Bureaucracy can help
(Riccucci 2002, 3). One model of diversity
a bureaucracy move from passive to active rep-
management suggests that proper diversity
resentation and can increase governmental
management consists of three primary compo-
legitimacy (Riccucci and Van Ryzin 2017).
nents: recruitment and outreach, valuing differ-
Considering that CDO adoption should signal
ences, and pragmatic policies and programs
a government that places a premium on diversity
(Pitts 2006). Within these broad components,
management, it stands to reason that local gov-
a number of specific, tractable strategies can
ernments with CDOs should, on average, do a
be adopted to manage diversity across race,
better job hiring and retaining a diverse work-
gender, age, ability, and sexuality. Some of the
force and should therefore be more representa-
most common of these strategies include
tive of the people they serve.
increasing promotion and advancement oppor-
tunities for diverse people, eliminating harass-
CDO Pacesetters
ment, developing leave and flex policies that
reflect people’s unique situations, ensuring that
The CDO position is not unique to local govern-
the organization and its employees adhere to
ments. In fact, there is anecdotal evidence that
policy and law as they apply to human
others sectors, most notably private businesses
resources, creating mentorship programs, and
and higher education, have employed CDOs for
partner benefits for employees of all sexual
over 20 years. Roughly 20 percent of Fortune
orientations (Ewoh 2013; Riccucci 2002). A
1000 companies have a CDO or similar position
transformational leader (Kearney and Gebhert
(Rayome 2016). These include tech giants such
2009) such as a CDO may facilitate all of these
as Pinterest, Salesforce, Google, Facebook,
strategies and thus may improve diversity man-
Microsoft, Airbnb, Dropbox, Twitter, and Apple
agement within the organization. The presence
(Templeton 2017). This aggressive adoption of
of an effective CDO may therefore be an out-
the CDO model seems to pay dividends for the
ward sign of an organization that places a pre-
organizations that choose to follow it. For exam-
mium of managing diversity.
ple, companies with commitments to diversity
A number of scholars have also examined
tend to be more innovative and more profitable
the effectiveness of diversity management in
than companies that are less committed to diver-
creating favorable outcomes for public organi-
sity (Hewlett, Marshall, and Sherbin 2013).
zations. For example, an organizational com-
CDOs facilitate these favorable outcomes by
mitment to diversity management can
supporting customer collaboration and encoura-
increase both job satisfaction and work group
ging diverse perspectives in product develop-
performance (Pitts 2009). Similarly, fostering
ment (Guillory 2017).

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Cooper and Gerlach
115
There has also been a rise in CDO positions
with more financial resources have the fiscal
on America’s college campuses. For example,
flexibility to engage in a host of activities
in the eighteen-month period immediately prior
(Aldrich 1979). In the context of diversity man-
to 2016, ninety American...