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
In a recent analysis, the team at Quantified Communications examined how inclusive leaders talk. The findings revealed that, despite the stated emphasis on inclusion, very few leaders have actually developed an inclusive communication style.
Director Shalini Kantayya’s documentary ‘Coded Bias’ unravels how inherent gender and racial biases get embedded in the algorithms that run our lives.
After analyzing data from hundreds of employers, the authors report that the typical diversity training program doesn’t just fail to promote diversity. It actually leads to declines in management diversity.