Leaders may mean well when they tout the economic payoffs of hiring more women and people of color, but there is no research support for the notion that diversifying the workforce automatically improves a company’s performance. This article critiques the popular rhetoric about diversity and revisits an argument the authors made 25 years ago: To fully benefit from increased racial and gender diversity, organizations must adopt a learning orientation and be willing to change the corporate culture and power structure.
Four actions are key for leaders: building trust and creating a workplace where people feel free to express themselves; actively combating bias and systems of oppression; embracing a variety of styles and voices inside the organization; and using employees’ identity-related knowledge and experiences to learn how best to accomplish the firm’s core work. Read more
by Robin J. Ely and David A. Thomas
You may have created strong diversity and inclusion programs, but if you aren’t paying attention to employee attrition, you might be hampering your own inclusion efforts.
An audit of bias in performance reviews at a midsized law firm found sobering differences by both race and gender. The authors identified four patterns of bias in the evaluations and recommended two simple changes.
During the abolitionist movement of the 19th century, journalists were among those leading the charge to eradicate slavery. Two centuries later, they’re continuing to inspire change.