For an organization to be truly inclusive, supporting all employees and becoming a more supportive and more effective place to work, leaders must have certain traits and skills.
As humans, we want to be included in decisions that impact us, our teams and our organizations as a whole, but often, we leave out integral people. Intentional or not, this exclusion leads to disengagement, turnover, office gossip and avoidable errors.
If we are to train leaders to be inclusive, we need to know what makes people feel included. And it comes down to the most important human drive: to be a unique self while belonging to a group.
#MeToo has lifted a burden of pain and shame for millions of female employees, empowering many to demand justice and safe working conditions. But #MeToo has also led many men to feel scared to mentor, sponsor or even work with women.
New buzzwords regularly enter the workplace. The phrase “psychological safety” is taking the corporate world by storm. What does it mean in the broader discussion about workplace diversity, and how can organizations achieve it?
The Robertson Center for Intercultural Leadership (CIL) at UC Berkeley today announced it will offer learners across sectors and industries the opportunity to strengthen their capabilities to work effectively in a global and multicultural workplace.
In theory, diversity and inclusion should be simple: Create a culture that embraces differences and welcomes a diverse workforce that can thrive. However, diversity training is often ineffective due to oversimplification of the issue.
There are numerous factors that help characterize an organization as a “great place to work,” from ample professional development opportunities to supportive leadership to comprehensive employee benefits programs.