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.

Organizations have struggled with the concept of middle manager engagement since middle managers became part of the picture. And this phenomenon is not reserved for Diversity and Inclusion practitioners alone. Too often, organizations forget the simple things when it comes to middle managers—like respecting their knowledge and ideas, and capitalizing on their potential. When organizations begin treating their middle managers like leaders, like the life blood of the organization, it will be a whole lot easier to engage them.

Source: Profiles in Diversity Journal

So how do we get more organizations to start walking the talk when it comes to bringing more women into leadership roles? One way is through mentoring. Here are three ways to use mentoring to help elevate your female employees. 

Increasing ethnic, cultural and gender diversity in leadership roles can have big benefits for those involved and your bottom line. 

This article answers some of the most common questions people ask when launching a mentoring program.  

New research shows a direct link between inclusive decision making and better business performance.

If inclusive leadership feels easy, you’re doing it wrong. It takes effort, and because it’s worth it, leaders need to embrace the inevitable discomfort that comes with leading inclusively. 

Why are certain leaders more likely to create an inclusive culture? Fortunately, scientific research provides a great deal of evidence to answer this question, and there are three specific traits that stand out.

Great article that provides an overview of what six companies are doing to support inclusion with links to the more in-depth case studies.   

This article takes a fresh look at the business case for inclusion and what may be holding leaders back.

How AI, gamification, machine learning, and analytics is changing how companies recruit Generation Z.

How can organizations best promote diversity and inclusion via women leadership?  Here are some real-life examples of women in leadership roles across sectors in today’s workplace.

Women in the Workplace 2018 is the largest comprehensive study of the state of women in corporate America. In this 2018 report published by LeanIn.Org and McKinsey & Company 279 companies employing more than 13 million people shared their pipeline data and completed a survey of their HR practices. Progress isn’t just slow—it’s stalled. And we know why. 

Why is it so hard for white people to talk about racism? It is a question posed by the white academic Robin DiAngelo.

To speak of violence done by black people without uttering so much as a word about the violence done to them is perverse.

In the LGBT Organization Guide, you will find a full list of good LGBTQ related organizations in every sector and by country. The list includes gay rights organizations, gay activist groups, gay and lesbian organizations.

People often find comfort in black-and-white thinking. While choosing from two clearly defined categories might seem easy, the truth is, it rarely serves you well. Rather than black and white, the world is largely composed of shades of gray, or even different colors entirely — this is especially true when it comes to gender.

If you notice your company expresses uncertainty around supporting its nonbinary employees and creating an inclusive workplace, here are a few strategies.

This report, produced in partnership with Burning Glass Technologies and the National Fund for Workforce Solutions, provides a comprehensive analysis of long-standing racial gaps in labor market outcomes, the economic impacts of Covid-19, and the racial equity implications of automation

McKinsey and Company’s report explores Black workers in the private sector in three parts: first, their participation in the entire US private-sector economy; second, their representation, advancement, and experience in companies; and third, a path forward that includes the key challenges to address, actions companies can take to accelerate progress on DEI.

As difficult as it seems, racism in the workplace can be effectively addressed. Because organizations afford leaders a high level of control over norms and policies, they are ideal sites for promoting racial equity.

Your people are your company. They want to feel that their managers genuinely care and are committed to supporting their professional advancement and even their personal growth. The article highlights 5 ways to improve employee development, which could help inform your ERGs member development plan.  

4 leaders make a compelling case for diversity.

Diverse teams can produce better results for your company. Here’s how to incorporate diversity—and individuality—to create a more innovative business.

Source: Inc.com

Workplace bullying can be found in many different situations and has become a more common topic of discussion, with estimates suggesting that somewhere between 25 and 50% of the workforce has been subject to some form of bullying in the workplace. Workplace bullying can take many forms, is generally intentional, and costing organizations millions. This article explores the impact of workforce bullying.

Diversity misconceptions are not necessarily born out of malice or prejudice but rather ignorance or misinformation. This article offers ten powerful questions for addressing someone’s diversity misconceptions.

Source: Diversity Officer Magazine

Successfully creating a diverse organization requires census-building, collaborative effort,and  financial and time commitment. ExecSearches looks at midterm strategies that successful companies have used to achieve their goals.

Source: ExecSearches

Are diversity awards a help or a hindrance to true diversity and inclusion success?

Redesigning your role after maternity leave can lead to career acceleration but it means setting clear goals, forensically analyzing how you spend your time, consciously not doing things that aren’t core to meeting your goals, over-communicating, and then course-correcting when required.

Sorting out hybrid work arrangements will require managers to rethink and expand one of strongest proven predictors of team effectiveness: psychological safety. When it comes to psychological safety, managers have traditionally focused on enabling candor and dissent with respect to work content. The problem is, as the boundary between work and life becomes increasingly blurry, managers must make staffing, scheduling, and coordination decisions that take into account employees’ personal circumstances — a categorically different domain.