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At EY, they believe only the highest performing teams - teams who maximize the power of different opinions, perspectives and cultural references - will succeed in the global marketplace. Learn more about their Diversity and Inclusiveness strategies today.

 

This hands-on guide shows you specific steps you can take as a manager or supervisor to improve communication, minimize friction, and reduce unconscious biases that could lead to unfairness and resistance.

 

Stephen Frost, the co-author of Inclusive Talent Management, looks at how reconciling self and collective interest can benefit society and our own careers. Stephen Frost works with clients worldwide to embed inclusion into their decision making. He teaches at various business schools and was formerly Head of Diversity and Inclusion for the London Organizing Committee of the Olympic Games and Paralympic Games.

 

We live in a call-out culture, says activist and scholar Loretta J. Ross. You're probably familiar with it: the public shaming and blaming, on social media and in real life, of people who may have done wrong and are being held accountable. In this bold, actionable talk, Ross gives us a toolkit for starting productive conversations instead of fights -- what she calls a "call-in culture" -- and shares strategies that help challenge wrongdoing while still creating space for growth, forgiveness and maybe even an unexpected friend. "Fighting hate should be fun," Ross says. "It's being a hater that sucks."

Illustrated by scenarios taken from real-life situations, this book offers concrete actions team members, leaders, and organizations can take to build and maintain a productive, collaborative, and innovative environment in which people do their best work individually and collectively.

  by Jonathan Passmore

Authored by an international team of 21 coaching professionals from 10 countries, this book provides guidance on understanding diversity and on adapting coaching styles and techniques to meet individual needs, local demands and cultural preferences.

  by Bernardo M. Ferdman, Barbara R. Deane 

Outlining the key issues involved in framing, designing, and implementing inclusion initiatives for organizations and groups, this book shows how to apply the practices of inclusion and provides a unified model by employing diverse voices to address a range of related topics in multiple contexts.

 

Helping women identify the 7 most damaging power gaps that are holding them back, this book outlines the key steps you can take today to access greater positive power, become the true author of your life, and reach your highest and most rewarding goals.

 

Develop a resilient and effective strategy for your career by using the tools and methods which organizations use for their strategic planning.

 

At an organization with nearly 11,000 employees, it would be easy to imagine getting lost in the shuffle within South Florida-based Memorial Healthcare System. Through the health system's mentorship program, employees can shadow executives with the idea that the experience can allow participants to see how the system's long-term strategy is formed. In day-to-day operations, Broksch says department heads are allowed to manage without much intrusion from higher up the corporate chain, a style she believes has given leaders a sense of ownership and responsibility for how the company performs as a whole.

 

The diversity literature has recently emphasized a shift from diversity management toward diversity and inclusion management. Diversity and inclusion management aims at creating an inclusive climate within the workplace. Its scope goes beyond ensuring minority rights by encouraging the involvement of employees in decision-making and most importantly the interpersonal integration of workers from minority and majority groups.

 

Inclusion is defined by Merriam-Webster as 芒€œthe act of including; the state of being included.芒€ A straightforward definition that becomes more complicated upon implementation within organizations because of the different affinity groups that can exist and how to discover, fulfill, and include each affinity group's unique needs. It's important to recognize that an affinity group may constitute merely one individual or multiple individuals. Regardless of size, all groups merit active efforts of inclusion.