Ageism is a type of discrimination based on age and can affect everyone both young and old. If organizations fail to address ageism in the workplace it can have a negative impact at the individual and systemic level. Here are some things you can do to spot and stop ageism in your own workplace.

When it comes to diversity, equity, and inclusion, the discussion cannot focus solely on race and gender. DEI must take an intersectional approach, meaning they acknowledge and work to combat the multiple systems of oppression that exist.

Spotting ageism in the workplace is just the first step. To stop ageism, we need to take proactive steps…

This microlearning and discussion guide explores the concept of ageism, shares examples and discusses actions we can take to mitigate our biases toward ageism.

Bias can occur at any stage in the talent acquisition process and can impact where we source talent, how we describe the job opportunity, the interview process and how we assess a candidate. We know bias can and does happen when screening resumes and whether an individual progresses to the interview stage can be influenced by their name, gender, age, if and where they attended college and even where they live. If individual bias goes unchecked, candidates who do not meet the recruiter’s preset idea of who is right for the job can be prematurely overlooked even if they have the right qualifications.

The Inclusive Hiring: Managing Bias in the Hiring Process training is designed to help recruiters and hiring managers recognize situations where bias may have impacted their decision-making process and behaviors and how those decisions can impact others.

Bias throughout the hiring process can impede our ability to choose the best candidate for the job and even worse can lead to disparity and discrimination in our workplaces. There are some simple steps you can take to help eliminate the impact biases can have in your hiring process.

The Understanding the Impact and Power of Micromessaging Virtual Classroom is a 90-minute training that explores micromessages, the impact they can have in our workplaces and what we as individuals can do to mitigate the impact of microinequities and contribute to a culture of inclusion.

Microinequities are those small, commonplace things we do or say that make people feel less-than, uncomfortable or hurt.  Because the impact of each act on its own appears minor, microinequities often go unnoticed by everyone except the target – and therefore can be difficult to address. As the name suggests, microinequities may seem small; but compounded over time, they can have a profound impact on the target’s physical, mental, and emotional well-being.  Here are some tips for addressing microinequities.

As individuals we need to be more aware of how the little things that are said or done on an individual basis impact overall corporate culture and personal well-being. We must stop tolerating microaggressions in our workplaces.

We all have bias and although having bias doesn’t make us good or bad, we do have a responsibility to manage the effect of bias on our decisions and actions.

The STAND Framework is a tool you can use to manage bias by rethinking and reevaluating your first impressions. It is a process you can refer to help guide your decision-making process.

Bias is a very real part of life and every corporate culture and significant research shows a connection between our biases and our actions and decisions. However, we can take some steps to recognize our biases and limit the impact on our decision-making process.

Provides great background / foundational knowledge of bias, stereotypes and prejudice and the effects it can have in communities and workplaces.

10 women of color were interviewed in order to understand the challenges they face in the workplace, how they cope with those challenges, and how those coping mechanisms affect their chances of long-term success.

Fixing performance reviews won’t magically change these dismal numbers overnight. But it’s an important step toward building a culture of mutual respect, inclusivity, and psychological safety for all. So how to take that step?

A unique and fascinating data set allowed us to explore the language used to describe individuals in subjective performance evaluations and provides evidence that, as we suspected, language in performance evaluations is applied differently to describe men and women.

The most visible aspect of hiring that influences the makeup of your candidate pool is your job descriptions. In job descriptions, words are your primary tool, and academic research has shown that many common words used in job descriptions have male or female associations.

The Recognizing and Managing Unconscious Bias training focuses on raising awareness of unconscious bias and the steps individuals can take to prevent biased attitudes and behaviors from interfering with workplace decisions and interactions.

The Overrcoming Biastraining is designed as a 2-hour workshop to help individuals recognize situations where bias may have impacted their career progress. Additionally, the conversations and exercises built into the agenda will help participants mitigate and deal with bias in a productive way. As a subset, the tool will also help participants recognize and manage bias within themselves.

By infusing DEI conversation into our daily interactions, we can become more aware and over time change our behaviors and contribute to a culture of inclusion. You will find five questions that are designed to inspire dialogue on the topic of unconscious bias.

A micro-affirmation is a small acknowledgment of another person’s value. It’s a subtle act of inclusion and kindness and can be just as powerful as a micro-aggression.

This Exploring Microaggressions Conversation Starter is designed to deepen our understanding of how our actions and decisions effect colleagues on an individual level and impact overall organizational culture…. This content is for members only.Login Join Now...

In this powerful talk, psychologist Jennifer L. Eberhardt explores how our biases unfairly target Black people at all levels of society — from schools and social media to policing and criminal justice — and discusses how creating points of friction can help us actively interrupt and address this troubling problem. 

Tracing the contours of her career, America Ferrera calls for more authentic representation of different cultures — and a shift in how we tell our stories. “Presence creates possibility,” she says. “Who we see thriving in the world teaches us how to see ourselves, how to think about our own value, how to dream about our futures.”

We often find ourselves stuck in narrow social circles with similar people. What habits confine us, and how can we break them? Organizational psychologist Tanya Menon considers how we can be more intentional about expanding our social universes — and how it can lead to new ideas and opportunities

The We Choose You: Exploring Organizational Norms and Biases Exercise is a 30-minute experiential activity designed to help participants recognize the existence of organizational norms and biases that may be limiting the opportunity and success of marginalized employees.

The STAND Framework is a tool you can use to manage bias by rethinking and reevaluating your first impressions. It is a process you can refer to help guide your decision-making process

There are several types of biases that frequently show-up in our workplaces and can negatively impact progress made toward diversity and inclusion related goals and objectives. Learn more about them in this article.

The Hiring Decisions Exercise is a 30-minute experiential activity designed to help participants recognize the existence of personal assumptions and unconscious biases and the impact on behavior and decisions.