Diversity, Inclusion & Belonging

Our commitment, our culture.

Cresa’s DIB Committee members are committed to change. We acknowledge that our current workforce does not meet our own standards for diversity, nor does it accurately represent the communities in which our offices are located. To change this, we’ve established actionable goals to bring us into a more diverse and inclusive future.

Our formal Diversity, Inclusion & Belonging (DIB) program was launched in 2018 with the creation of our Diversity Council. In June 2020, the 45-member Council was spurred into further action. We split up into 4 committees, each with its own specific focus and target objectives. By making our efforts measurable, “embrace diversity” becomes more than a core value – it’s ingrained in our business model. The creation of these committees was prompted by the Black Lives Matter protests spreading across the U.S. and around the world, illuminating the injustices black people still face each and every day.

Together we strive to encourage, support and celebrate the diverse voices of our employees. The threads of our individual experiences are woven together to create a culture of inclusivity and innovation – one that strengthens our relationships with partners, clients and the communities we serve. Our intent is to make Cresa a place where leaders are cultivated, and every person – from every walk of life – feels empowered to thrive.

People Sitting Around Table

Diversity

Who’s on the team

Diversity is reflected by the unique human differences we have and share. These differences make up who we are.

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Inclusion

Who gets to play

Inclusion necessitates an environment that encourages an individual’s strengths and distinct insights.

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Belonging

Performing at your best

A sense of belonging allows our employees to feel confident sharing their ideas and experiences.

Diversity, Inclusion and Belonging Council

Dernières nouvelles

Blog
January 17, 2022

Who Should Decide Where Staff Work Each Day?

Executing a successful transition to hybrid work requires a deep understanding of company culture by business leaders and managers. The more you understand your organization's unique culture, the better prepared you are to execute a remote strategy that enables your workforce to enhance their outputs. In the fourth article of our Work + Place series co-authored by Jamie Grossman and Stacey Litwin-Davies, they discuss the factors business leaders need to consider when deciding where staff should work when operating in hybrid and remote work environments.
Blog
January 10, 2022

Balancing People, Space and Tech to Achieve Cost Neutrality

As organizations navigate the post-pandemic office era, business leaders need to balance cutting costs in one area as it affects another. To achieve cost neutrality, organizations must focus on investing in employee flexibility, creating a desirable working environment, and adopting technology solutions to facilitate hybrid work. Read the third article in our Work + Place series co-authored by Stacey Litwin-Davies and Jamie Grossman as we explore how business leaders can design a workspace that serves as a powerful recruiting tool for new candidates and a robust retention tool for existing staff.
Blog
January 3, 2022

Understanding the Hybrid Work Spectrum

From team needs to individual staff preferences, workplace culture and management style, organizations need a balanced approach that takes into account the wide range of hybrid solutions that exist.