The Dynamics of Managing Diversity and Inclusion

2021 ◽  
Author(s):  
Gill Kirton ◽  
Anne-marie Greene
Keyword(s):  
Managing Diversity ◽  
Diversity And Inclusion

Calling in Black: a dynamic model of racially traumatic events, resourcing, and safety

2017 ◽  
Vol 36 (8) ◽  
pp. 767-786 ◽  
Author(s):  
Courtney L. McCluney ◽  
Courtney M. Bryant ◽  
Danielle D. King ◽  
Abdifatah A. Ali
Keyword(s):  
Racial Identity ◽  
Social Identity ◽  
Traumatic Events ◽  
Psychological Safety ◽  
Cognitive Resources ◽  
Content Type ◽  
Response Options ◽  
Managing Diversity ◽  
Diversity And Inclusion ◽  
Black Employees

Purpose Racially traumatic events – such as police violence and brutality toward Blacks – affect individuals in and outside of work. Black employees may “call in Black” to avoid interacting with coworkers in organizations that lack resources and perceived identity and psychological safety. The paper aims to discuss this issue. Design/methodology/approach The paper integrates event system theory (EST), resourcing, and psychological safety frameworks to understand how external, racially traumatic events impact Black employees and organizations. As racially traumatic events are linked to experienced racial identity threat, the authors discuss the importance of both the availability and creation of resources to help employees to maintain effective workplace functioning, despite such difficult circumstances. Findings Organizational and social-identity resourcing may cultivate social, material, and cognitive resources for black employees to cope with threats to their racial identity after racially traumatic events occur. The integration of organizational and social-identity resourcing may foster identity and psychologically safe workplaces where black employees may feel valued and reduce feelings of racial identity threats. Research limitations/implications Implications for both employees’ social-identity resourcing practice and organizational resource readiness and response options are discussed. Originality/value The authors present a novel perspective for managing diversity and inclusion through EST. Further, the authors identify the interaction of individual agency and organizational resources to support Black employees.

The evolving diversity agenda

2016 ◽  
Vol 15 (5) ◽  
pp. 220-225
Author(s):  
Erin Wilson Burns ◽  
Dave Ulrich
Keyword(s):  
Best Practice ◽  
Online Questionnaire ◽  
Data Set ◽  
Content Type ◽  
Financial Outcomes ◽  
Managing Diversity ◽  
Diversity And Inclusion ◽  
Global Companies ◽  
Practice Methods ◽  
Available Information

Purpose In this paper, the authors share answers to the following questions based on data collected from 183 global companies in the most recent round of Aon Hewitt Top Companies for Leaders®: Does diversity and inclusion matter? What is diversity? What practices build more diverse workforces and more inclusive cultures? Design/methodology/approach Much of the research cited in this paper comes from the Aon-Hewitt Top Companies for Leaders® data set. In the latest round of data collection, completed in late 2014, 183 companies participated from around the world. Each completed a detailed online questionnaire of leadership practices. From those submissions, finalists were identified and hundreds of interviews were conducted with senior line and executives of human resources. A panel of expert judges determined the global and regional winners based on their responses to the survey questionnaire and interviews, as well as financial and other publicly available information. Findings Whether it is a causal relationship or merely a correlated finding, companies that have diverse, inclusive talent strategies appear to out-perform their peers on both talent and financial outcomes. Practical implications This paper highlights the differences between top companies in managing diversity compared to other companies in the research data. It also highlights some best practice methods to build diversity. Originality/value This paper documents the evolution of the definitions of diversity and considers diversity as a means to business ends rather than an end in itself.

Maintaining the fight for equality through and beyond COVID-19: a focus on the build back better report and ambidextrous leadership

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Simon M. Smith ◽  
Steve Butler
Keyword(s):  
Design Methodology ◽  
Business Leaders ◽  
Practical Consideration ◽  
Leadership Practice ◽  
Content Type ◽  
Managing Diversity ◽  
Diversity And Inclusion ◽  
Industry Response ◽  
The Subject ◽  
Ambidextrous Leadership

Purpose The purpose of this paper is to explore the Diversity Project’s Build Back Better report, which considers leadership practice while maintaining the fight for equality through and beyond COVID-19, through the lens of ambidextrous leadership. Design/methodology/approach The authors succinctly present findings from the Build Back Better report that explores an industry response of investment and savings practitioners to managing diversity and inclusion through and beyond COVID-19. Ambidextrous leadership is applied to the discussion to offer greater theoretical discussion and practical consideration for HR leaders and their strategic approaches to the subject at hand. Findings The Build Back Better report offers numerous recommendations for leadership practice within these unprecedented times. An ambidextrous leadership approach can assist in supporting many of the recommendations, as they are complex and potentially paradoxical. Originality/value The Build Back Better report offers a practitioner’s immediate response to supporting business leaders shape their strategies as national lockdown periods ease while also ensuring the fight for equality is not lost within the COVID-19 crisis.

Interprofessional Collaboration to Promote Culturally Engaged and Strengths-Based Practice

2020 ◽  
Vol 5 (6) ◽  
pp. 1410-1421
Author(s):  
Erica Ellis ◽  
Mary Kubalanza ◽  
Gabriela Simon-Cereijido ◽  
Ashley Munger ◽  
Allison Sidle Fuligni
Keyword(s):  
Los Angeles ◽  
Training Program ◽  
Interprofessional Education ◽  
Clinical Training ◽  
Interprofessional Collaboration ◽  
Communication Disorders ◽  
Outreach Program ◽  
State University ◽  
Diversity And Inclusion ◽  
Health Nursing

Purpose To effectively prepare students to engage in interprofessional practice, a number of Communication Disorders (COMD) programs are designing new courses and creating additional opportunities to develop the interprofessional competencies that will support future student success in health and education-related fields. The ECHO (Educational Community Health Outreach) program is one example of how the Rongxiang Xu College of Health and Human Services at California State University, Los Angeles, has begun to create these opportunities. The ultimate goal of the ECHO project is to increase both access to and continuity of oral health care across communities in the greater Los Angeles area. Method We describe this innovative interdisciplinary training program within the context of current interprofessional education models. First, we describe the program and its development. Second, we describe how COMD students benefit from the training program. Third, we examine how students from other disciplines experience benefits related to interprofessional education and COMD. Fourth, we provide reflections and insights from COMD faculty who participated in the project. Conclusions The ECHO program has great potential for continuing to build innovative clinical training opportunities for students with the inclusion of Child and Family Studies, Public Health, Nursing, and Nutrition departments. These partnerships push beyond the norm of disciplines often used in collaborative efforts in Communication Sciences and Disorders. Additionally, the training students received with ECHO incorporates not only interprofessional education but also relevant and important aspects of diversity and inclusion, as well as strengths-based practices.

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