As a way to elevate development opportunities consider linking ERG engagement to employees individual development plans. An employee resource group can be an excellent resource for active and engaged members to stretch themselves by taking on projects or programs.

With no governance model in place ERGs can flounder focusing much of their efforts on social events. With too much structure ERGs can feel micromanaged and uninspired resulting in a lack of engagement and accountability. Finding that balance can be difficult but a few simple guidelines can help you through this process.

For organizations seeking to create inclusive work cultures that value the unique knowledge, perspectives and viewpoints of all generations, deep knowledge and understanding of the generations is key. As with any dimension of diversity, a one-size-fits-all mentality is seldom effective.

It has been well over a decade now that organizations have been talking about and planning for the fact that the workforce is comprised of four generations. This has incredible workplace implications as generations defined by a different set values, communication styles and views on work try to create one fulfilling and productive work environment. 

Our entire business is built on the concept that diversity leads to competitive advantage. This is true of all dimensions of diversity including generational diversity. Each generation brings to the workforce a different set of strengths and ideas.

We need to put this debate to bed and quite frankly totally reframe the question from “can women have it all? ” to “what do I want and what can I have?” Everyone needs to ask himself or herself that question. Whether you are a man, woman, working mother, stay-at-home father or single career- minded individual.

The Religion in the workplace Toolkit provides some useful information on how to create an inclusive work environment specifically as it relates to religion.

The Inclusion Learning Loop™ Inclusive Meeting Guidelines is a set of tips and techniques for running effective and productive meetings designed to include the voice and perspective of all participants.

This workbook was written for both individual contributors and members of management teams. You can use this workbook both individually and with a group to develop a deeper understanding of the filters through which you view and interpret yourself and others, identify patterns in your own ways of evaluating, assessing, and working with other people, to begin a dialogue for reflection of organizational values and norms, where those values and norms come from, and how they impact the quality of your business and talent management.

The New Information Drives New Ideas innovation exercise is designed to train individuals and groups to think differently and apply this process to solve real business challenges and uncover new and exciting opportunities.

The Innovation at the Intersection exercise is designed to help managers and their teams apply diverse perspectives to business challenges and opportunities.

What does it really mean to innovate? And how, as leaders, can we foster a culture and environment that truly drives innovation in our work teams and places of business?  This article provides tips to driving innovation within your teams.

Today, immigration, the use of technology and ease of travel have made globalization everyone’s business, whether you work in a neighborhood gift shop or a Fortune 100 company.  It is a worthy task to invest some time and energy in developing a conceptual knowledge of cultural perspectives and global issues.  While this can seem an overwhelming task there are some simple steps and valuable resources that can help you on your journey.

Inclusive leadership has become the current buzzword in diversity and inclusion work – but what exactly do we mean by inclusive leadership? Is leading inclusively a wholly different concept than “regular ” leadership? This article explores the idea of what it means to be an inclusive leader, arguing that the key is a strategic and deliberate shift in mindset.

The transition to becoming an inclusive leader is more complex than simply saying that you believe in inclusive leadership. It requires a shift in mindset and a commitment to alter individual behavior. Although this takes time, learning, and dedication, there are steps that can help guide you in this process.

Strategic networking is essential for personal growth, business development and knowledge exchange. Taking a strategic approach to building your network helps uncover and leverage new opportunities for yourself and your organization.

This tool provides a framework for diversity and inclusion practitioners to use in creating their own D&I strategic plans

Planning for the futurecan be an extremely daunting process. A lot rides on your strategic plan –it defines your goals and more importantly how you plan to achieve those goals. Done right,your strategic plan can be the key to forward motion and success.

When crafting your diversity and inclusion strategic plan it is important to keep one very important question top of mind –“What’s my Line?” A well-crafted diversity and inclusion strategy has the opportunity to impact the business in three key areas–Pipeline -Bottom Line-Top Line.

The structure, role and responsibility of councils vary among organizations but regardless of how your D&I council is structured, there are some key tips that will help ensure the success and effectiveness of your council.

An effective council sends a strong message about the importance of D&I to the organization and is a visible sign to the organization that senior leadership is sincere about its commitment to diversity success. This article clearly outlines both the role the diversity council as a whole plays and the individual responsibilities of members.

This toolkit contains disability factoids, a quiz, and dos and dont’s that can be shared with employees in your organization.

The Circle of Influencers model and worksheet provides a framework for individuals to build a network that will be instrumental in achieving their strategic goals.  This tool can be used independently or as a companion piece to the Strategic Networking Presentation.

Diversity management is not easy work, but it is important work. To be successful, diversity must be integrated into the core functionality of the business and requires an investment of time and capital. With this kind of commitment, the organization will begin to see a return in the form of higher accountability and productivity, and expansion into diverse markets. This article provides 10 easy tips any organization can follow to establish some successful foundation-building practices to ensure a greater probability of success.

Those organizations that have a commitment from the top rise above the rest and are truly on a path to imbed diversity and inclusion into the fabric of their being. Here are 5 ways CEOs at best-practice companies show their commitment to diversity and inclusion.

An alphabetical listing of common diversity and inclusion terms and their definitions.

Straight allies are the ultimate advocates: People willing to put themselves on the line of an often still-controversial topic because they know that inclusion and equality can only thrive when everyone participates in the effort.

This article offers several tips that are designed to engage employees across the organization in overall diversity and inclusion efforts.

This cultural competence conversation starter is designed to help managers and their teams recognize how cultural competence can impact the success of business interactions.

This cultural competence 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.