Skip to main content
The Globe and Mail
Support Quality Journalism.
The Globe and Mail
First Access to Latest
Investment News
Collection of curated
e-books and guides
Inform your decisions via
Globe Investor Tools
per week
for first 24 weeks

Enjoy unlimited digital access
Enjoy Unlimited Digital Access
Get full access to
Just $1.99 per week for the first 24 weeks
Just $1.99 per week for the first 24 weeks
var select={root:".js-sub-pencil",control:".js-sub-pencil-control",open:"o-sub-pencil--open",closed:"o-sub-pencil--closed"},dom={},allowExpand=!0;function pencilInit(o){var e=arguments.length>1&&void 0!==arguments[1]&&arguments[1];select.root=o,dom.root=document.querySelector(select.root),dom.root&&(dom.control=document.querySelector(select.control),dom.control.addEventListener("click",onToggleClicked),setPanelState(e),window.addEventListener("scroll",onWindowScroll),dom.root.removeAttribute("hidden"))}function isPanelOpen(){return dom.root.classList.contains(}function setPanelState(o){dom.root.classList[o?"add":"remove"](,dom.root.classList[o?"remove":"add"](select.closed),dom.control.setAttribute("aria-expanded",o)}function onToggleClicked(){var l=!isPanelOpen();setPanelState(l)}function onWindowScroll(){window.requestAnimationFrame(function() {var l=isPanelOpen(),n=0===(document.body.scrollTop||document.documentElement.scrollTop);n||l||!allowExpand?n&&l&&(allowExpand=!0,setPanelState(!1)):(allowExpand=!1,setPanelState(!0))});}pencilInit(".js-sub-pencil",!1); // via darwin-bg var slideIndex = 0; carousel(); function carousel() { var i; var x = document.getElementsByClassName("subs_valueprop"); for (i = 0; i < x.length; i++) { x[i].style.display = "none"; } slideIndex++; if (slideIndex> x.length) { slideIndex = 1; } x[slideIndex - 1].style.display = "block"; setTimeout(carousel, 2500); } //

Damien Hooper-Campbell is chief diversity officer, e-Bay Canada.

I'll admit – I didn't grow up with a chief diversity officer "hero" poster on my bedroom wall, and didn't ask my college guidance counsellor about prerequisites for a CDO job.

It was entirely through my personal and professional life experiences that I decided to do this work.

Story continues below advertisement

Today, more and more businesses are realizing that diversity and inclusion (D&I) isn't just a nice-to-have or a moral necessity: It's a business imperative. At eBay, it's the foundation of our business model and critical to our ability to thrive in an increasingly competitive landscape. For us, D&I is about making sure that our current and prospective employees and millions of buyers and sellers all have a fair shot at great opportunities. Yet, just like the vast majority of businesses, our D&I journey will be long term and iterative.

Diversity and inclusion are a strategic focus for our company, and we've embarked on a multiyear journey that will require the commitment of all of our people around the world. Our strategy ensures global consistency with a local fit.

For example, since joining the company, a large portion of my time has been spent visiting our offices around the world (most recently, Toronto, Madrid, London, Sydney, Shanghai and Seoul) to hear directly from employees about what diversity means and what inclusiveness feels like to them, locally.

The purpose is to offer a common starting place from which all of our people can join the conversation. What D&I means in our Israel office is sure to be different than what it means in our Canadian office. Only by giving our people opportunities to have open conversations about what D&I means to them can we get broader participation from them and, as a result, better outcomes from the programs we launch.

I don't impose rules or judgments on how employees should think about D&I, but I do guide discussions around three areas of focus:

Our work force

Who we hire and how we hire matters, so we're embedding D&I into our work force by focusing on our hiring practices and hiring decisions, the processes we undertake to evaluate potential employees and where we go to recruit them. For example, late last year we deliberately moved our university recruiting team to reporting to me.

Story continues below advertisement

As a result, we've broadened the set of universities, career fairs and external partnerships we recruit from to ensure D&I is an inherent part of our student-recruitment strategies.

We're also looking at technology-driven hiring solutions to help our global recruiting teams and hiring managers mitigate bias throughout the hiring process. Things such as name-blinding résumés and facilitating structured interviews can be effective process improvements.

At its core, embedding D&I into our work force is about getting access to the best pools of talent out there.

Our workplace

Once we've hired great people, we want to keep and develop those great people, so we're focused on how employees feel within the walls of eBay.

Looking for ways all of our employees – those from both minority and majority communities – can feel more included in the workplace is something we spend a lot of time thinking about and working on.

Story continues below advertisement

For example, we started by asking all employees around the world to participate in a survey focused on D&I so we could use the feedback to create better initiatives. We also enhanced our "Communities of Inclusion," which are employee-led, leader-sponsored groups that promote a culture of belonging at eBay.

Our communities focus on age, disability status, ethnicity, gender, religion, military status, parental status, sexual orientation, and gender identity and expression. With chapters all over the world, these communities provide a safe space for employees to discuss topics and participate in activities. Most important, all of our employees are welcome to join them, regardless of how they self-identify.

Our marketplace

Diversity and inclusion at eBay extends to the customers and communities we serve.

We're being more deliberate to ensure the diverse perspectives and needs of our current customers and communities are taken into consideration. This includes, for example, designing products or creating services for niche or underserved markets, or creating our first-ever multicultural marketing lead and seller diversity program manager roles to help us include a broader set of buyers and sellers in our marketing and business initiatives.

We're also focused on figuring out how to be inclusive of the customer groups we aspire to serve in the future.

Story continues below advertisement

Taking a comprehensive, global and human approach, we've greatly evolved the way we talk about and approach D&I at our company. That said, we haven't cracked the code on this yet.

It's important to realize that there are no quick fixes here.

Diversity and inclusion challenges are complex, involve a number of factors and cannot be solved overnight. But if you start with real, honest and nonjudgmental conversations with your employees about what D&I means to them, you'll help to reposition your D&I journey from being seen as a challenge to being embraced as an invaluable opportunity to make your people, business and customers stronger.

Executives, educators and human resources experts contribute to the ongoing Leadership Lab series.

‘power tends to take away our steering wheel. So while we are speeding down the highway we crash into things along the way’ Special to Globe and Mail Update

Your Globe

Build your personal news feed

  1. Follow topics and authors relevant to your reading interests.
  2. Check your Following feed daily, and never miss an article. Access your Following feed from your account menu at the top right corner of every page.

Follow topics related to this article:

View more suggestions in Following Read more about following topics and authors
Report an error Editorial code of conduct
Due to technical reasons, we have temporarily removed commenting from our articles. We hope to have this fixed soon. Thank you for your patience. If you are looking to give feedback on our new site, please send it along to If you want to write a letter to the editor, please forward to

Welcome to The Globe and Mail’s comment community. This is a space where subscribers can engage with each other and Globe staff. Non-subscribers can read and sort comments but will not be able to engage with them in any way. Click here to subscribe.

If you would like to write a letter to the editor, please forward it to Readers can also interact with The Globe on Facebook and Twitter .

Welcome to The Globe and Mail’s comment community. This is a space where subscribers can engage with each other and Globe staff. Non-subscribers can read and sort comments but will not be able to engage with them in any way. Click here to subscribe.

If you would like to write a letter to the editor, please forward it to Readers can also interact with The Globe on Facebook and Twitter .

Welcome to The Globe and Mail’s comment community. This is a space where subscribers can engage with each other and Globe staff.

We aim to create a safe and valuable space for discussion and debate. That means:

  • Treat others as you wish to be treated
  • Criticize ideas, not people
  • Stay on topic
  • Avoid the use of toxic and offensive language
  • Flag bad behaviour

If you do not see your comment posted immediately, it is being reviewed by the moderation team and may appear shortly, generally within an hour.

We aim to have all comments reviewed in a timely manner.

Comments that violate our community guidelines will not be posted.

Read our community guidelines here

Discussion loading ...

To view this site properly, enable cookies in your browser. Read our privacy policy to learn more.
How to enable cookies