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Examines the use of competences in the light of the many claims which have been made about them recently. Investigates whether they are here to stay or just a passing phase. One indication is the extent to which companies use them in practice and how useful they find them in delivering management training, and development. Also looks at whether organizations have integrated competences in their training programmes for managers. If so, with what success, and what approaches have they used?

The purpose of this paper is to highlight the importance of diversity management initiatives using three good practice examples from employers operating in the manufacturing, IT and charity sectors in the UK.

Using IBM, Jaguar Land Rover and Scope as case studies, the paper follows the introduction and maintenance of diversity policies based on internal research and market developments.

Corporations without well thought‐out diversity policies tend to miss out on recruiting top talent as well as running the risk of a backlash among job seekers. Making diversity part of corporate culture requires buy‐in from senior management all the way through the organization and must be reflected in all facets of business dealings.

The paper presents the key drivers behind these initiatives, how they have been implemented and what measures are used to assess impact, and highlights what other organizations can learn from this.