July/August 2010
Features
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Deanna Hartley, 11-21-2008
The ITB deals with supplier diversity by focusing on inclusion as the key to economic growth.
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Measuring Diversity
Mike Prokopeak, 11-21-2008
Determining the bottom-line impact of diversity and inclusion can be as easy as a few quick calculations.
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Dimensions of Difference
Debbe Kennedy, 11-21-2008
Team effectiveness often waxes and wanes with business cycles.
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Overcoming Language Differences
Jill K. Bishop, 11-21-2008
By 2050, 19 percent of the U.S. population will have been born in another country.
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The Biodiversity of Toyota Optimization
Carmen M. Carter, 09-17-2008
Diversity is one of Toyota's top 10 business initiatives, and the goal is to continue to foster best practices in every aspect of the business, including employment, dealers, procurement, communications and advertising and philanthropy.
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Six Steps to Improve Diversity Initiatives
Kevin Oakes, 09-17-2008
The Institute for Corporate Productivity conducted research in 2008 that indicated most companies are doing little to proactively engage a diverse workforce and create an environment in which diversity is essential to attract and keep top talent.
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Seven Crucial Conversations That Turn Bias Into Influence
David Maxfield and Joan Reede, M.D., 09-16-2008
Is the organization where you work inclusive or intolerant? Is your work environment accepting or prejudiced? Judgments about bias have profound impacts on organizations, work teams and individual employees. Yet, few of us realize when they are being made.
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Like Minds Think Great
Deanna Hartley, 09-11-2008
Employee resource groups are an increasingly effective way to leverage the power of diversity to boost the bottom line. Strategically aligned groups deliver product innovation, develop key customer insights and support critical talent management efforts.
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The Rules of Attraction
Lindsay Edmonds Wickman, 09-11-2008
Successful recruitment of diverse executives requires that organizations search beyond traditional talent pools, illustrate the business case for diversity to all employees, groom internal talent and develop retention measures.
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Rebalancing Gender
Avivah Wittenberg-Cox, 09-11-2008
The 20th-century question on gender in business was: What's wrong with women? The more pressing 21st-century question is: What's wrong with your company? Achieving gender balance isn't just a nice thing to do. The future may depend on it.
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