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Leith Links Activity Group

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Austin Taylor
Austin Taylor

Diversity At Work: The Practice Of Inclusion Fr...


We support faculty and staff efforts to expand resources and best practices, and engage in professional development opportunities on topics related to equity, diversity, inclusion, and transformative practice. We support faculty in undertaking, applying, and sharing translational research to impact the broader community's understanding of issues that affect the human experience.




Diversity at Work: The Practice of Inclusion fr...



By the authority vested in me as President by the Constitution and the laws of the United States of America, including sections 1104, 3301, and 3302 of title 5, United States Code, and in order to strengthen the Federal workforce by promoting diversity, equity, inclusion, and accessibility, it is hereby ordered as follows:


Sec. 9. Training and Learning. (a) The head of each agency shall take steps to implement or increase the availability and use of diversity, equity, inclusion, and accessibility training programs for employees, managers, and leadership. Such training programs should enable Federal employees, managers, and leaders to have knowledge of systemic and institutional racism and bias against underserved communities, be supported in building skillsets to promote respectful and inclusive workplaces and eliminate workplace harassment, have knowledge of agency accessibility practices, and have increased understanding of implicit and unconscious bias. (b) The Director of OPM and the Chair of the EEOC shall issue guidance and serve as a resource and repository for best practices for agencies to develop or enhance existing diversity, equity, inclusion, and accessibility training programs.


The National Council of Nonprofits is asking these questions and will continue to highlight resources such as those below that nonprofits can use to promote diversity, equity, and inclusion in their work, in their employment practices, in their board rooms, and in their communications.


Among other things, these elements can help you develop great new products and new ways to cater to customers. Looking at statistics on the impact of diversity and inclusion initiatives, the benefits of workplace diversity include higher revenue, more innovation better decision making, equal access, being treated fairly, higher rates of job acceptance when you make offers to qualified candidates, and better performance than competitors.


When it comes to establishing and following through on a commitment to diversity and inclusion, however, you can have a big impact. Here are the top 15 ways you can support inclusion and diversity in your workplace.


You may not have much control over your executive team; but if you do have the means to make a case about diversity and inclusion to the C-suite, you should. And you can help your executives communicate with employees authentically and transparently and attract diverse talent at the same time.


Creating an inclusive culture is important to the success of diversity efforts and will benefit engagement and productivity. You can do this by focusing on holidays and celebrations. This Forbes article suggests designating a special refrigerator to keep Kosher food items separate, for example. And while some companies still give Christmas Day off, most offer floating holidays to accommodate the religious preferences of all employees. Again, when employees perceive their organization as committed to diversity and inclusion, the company benefits from higher employee retention.


Improved diversity and inclusion policies mean better engagement and employee retention. Learn more by downloading our new DEI Playbook, 7 plays to launch your culture of inclusion to learn how to make it happen.


NASW is committed to becoming a true leader in attracting and retaining diverse talent, creating an environment based on policies and practices that are just and to fostering a true sense of inclusion and belonging. Our goal is to be the example for other associations.


In 2020, NASW established a diversity, equity, and inclusion committee of 20-25 employees, including senior leaders and national and chapter staff, who act on behalf of the organization to launch and support the diversity equity and inclusion process.


Anti-racism and other facets of diversity, equity and inclusion (DEI) must be a focal point for everyone within social work if the profession is to achieve the goal of providing equitable services from equitable workplaces.


The Office of Federal Contract Compliance Programs (OFCCP) has the unique opportunity to engage thousands of federal contractors through compliance reviews and seminars. Below we have compiled a list of effective employee engagement practices and recruitment strategies used by companies with active diversity and inclusion programs.


To accelerate that conversation, this document presents eight powerful truths about diversity and inclusion. It is the culmination of our work with approximately 50 organizations around the world, representing a footprint of more than 1 million employees. In this article, we draw upon the findings of seven major research studies that cut into new ground, covering topics such as diversity of thinking, inclusive leadership, and customer diversity.13 Our aim is to inspire leaders with possibilities and to close the gap between aspiration and reality.


This may sound harsh, but in the context of diversity and inclusion, middle management is a historically underserviced group. While many executives have been afforded time to learn, reflect, and debate, mid-level managers are often given directives. A change-management process that leaves questions unaddressed results in managers feeling unable to move forward.


Diversity training programs come in many shapes and sizes: educational vs. experiential, voluntary vs. mandatory, inspirational vs. shaming. At its best (voluntary, experiential, inspiring, and practical), training raises awareness, surfaces previously unspoken beliefs, and creates a shared language to discuss diversity and inclusion on a day-to-day basis. These objectives are a positive and important first step in the change journey.


When it comes to diversity and inclusion, nothing ignites greater debate than goals, targets, and quotas.33 On the one hand, the setting of specific diversity goals has been found to be one of the most effective methods for increasing the representation of women and other minority groups. On the other hand, contentious arguments about targets vs. quotas, accusations of reverse discrimination, and fears of incentivizing the wrong behaviors have arisen around goal-setting efforts.


Our view is that tangible goals have often been bluntly crafted and poorly communicated. There has been an overemphasis on diversity and an underemphasis on inclusion, as well as on the broader ecosystem of accountability, recognition, and rewards. The truth is, without appropriately crafted tangible goals, ambitions are merely ephemeral wishes.


The truth is that while many organizations have prioritized workplace diversity over customer diversity, both are equally important to business success. Moreover, customers are often more ready to support diversity and inclusion than organizations perhaps realize. But a word of caution: This is not about vacuous marketing. Commercials that lack authenticity will be shamed by the very customers they seek to attract.


What prevents the translation of these intentions into meaningful progress? Our experience suggests that organizations frequently underestimate the depth of the change required, adopting a compliance-oriented or programmatic approach to diversity and inclusion.49 For most organizations, change requires a culture reset.


Deloitte research identifies four levels of diversity and inclusion maturity: (1) compliance, (2) programmatic, (3) leader-led, and (4) integrated (figure 8).51 Level 1 is predicated on the belief that diversity is a problem to be managed, with actions generally a consequence of external mandates or undertaken as a response to complaints. At level 2, the value of diversity starts to be recognized, with this stage often characterized by grassroots initiatives (such as employee resource groups), a calendar of events, and other HR-led activities (such as mentoring or unconscious bias training). At levels 1 and 2, progress beyond awareness-raising is typically limited.


To borrow from Charles Dickens,52 this is the best of times and the worst of times to be advocating for diversity and inclusion. On the one hand, there is a groundswell of global energy directed toward the creation of workplaces that are more inclusive: 38 percent of leaders now report that the CEO is the primary sponsor of the diversity and inclusion agenda,53 and the formation of global initiatives speaks to the importance of these issues for the broader business community. On the other hand, some communities have become mired in divisive debates about equality (for instance, around issues related to sexuality, race, and religion).


The truths we have presented challenge current practices, which are heavily weighted toward diversity metrics, events, and training. Our view is that the end goal should be redefined, cultures reset, and behaviors reshaped. Leaders should step up and own that change. Embracing these truths will help deliver the outcomes that exemplars have experienced. It will deliver the promised revolution.


Juliet Bourke and Bernadette Dillon, Only skin deep? Re-examining the business case for diversity, Deloitte, 2011; Juliet Bourke and Bernadette Dillon, Waiter, is that inclusion in my soup? A new recipe to improve business performance, Deloitte and the Victorian Equal Opportunity and Human Rights Commission, 2012; Juliet Bourke and Bernadette Dillon, Fast forward: Living in a brave new world of diversity, Chartered Accountants Australia and New Zealand, 2015; Juliet Bourke, Which Two Heads Are Better Than One? How Diverse Teams Create Breakthrough Ideas and Make Smarter Decisions (Australian Institute of Company Directors, 2016); Juliet Bourke and Bernadette Dillon, The six signature traits of inclusive leadership: Thriving in a diverse new world, Deloitte University Press, April 14, 2016; Juliet Bourke et al., Research summary: Toward gender parity: Women on Boards initiative, Deloitte, 2016; Juliet Bourke et al., Missing out: The business case for customer diversity, Deloitte and the Australian Human Rights Commission, 2017. View in article 041b061a72


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