Today, the old ways of running a workplace — annual reviews, forced rankings, outdated competencies — don’t get the intended results. Leaders must gain scientific insight into employees’ evolving wants and needs and learn how to build an exceptional workplace
A study of 649 Black employees, 322 women and 327 men, including 19.1% non-management/individual contributors, 23.3% first-level managers, 28.3% middle managers, 18.2% senior executives, and 11% CEO/business owners.
Kellogg’s will be redesigning Corn Pops cereal boxes after a complaint about racially insensitive art on the packaging. What struck Saladin Ahmed was that a single brown corn pop was working as a janitor operating a floor waxer.
Google employees are reacting with outrage to a manifesto written by a senior engineer that criticizes the company’s efforts to improve workforce diversity and its “left leaning” bias.
About 15 years ago, I was inexplicably offered a job at Google—at age 52. At the time, my age reliably put me in the running for “oldest employee.” Still, I was thrilled to be there and worked hard to become known as a good colleague, reliable, energetic, and a quick study.
First, the good news. Diversity in the workplace is increasing, which gives organizations greater access to talent. It also generates a more inclusive corporate culture that mirrors the society in which we live. The not-so-good news? Diverse workplaces are not always easy to achieve, for many reasons. Some geographical areas are more conducive to diversity recruitment than others, and a commitment to diversity can often be overlooked the higher up the corporate ladder you go.
On July 10 and 11, our sisters at Working Mother hosted the Multicultural Women’s National Conference. Members of the Diversity Best Practices team were active participants in the event along with many of our member companies and thought leader partners.