Including shift workers in D&I programmes, addressing Unconscious Biases practically with management teams and integrating Diversity in HR-tools and in everyday work reality. What sounds like a miracle agenda happened at Johnson & Johnson in Switzerland, within a space of two years.
Sticky floors have become the evil brother of glass ceilings for women in the workplace. They describe mechanisms that make it more difficult for women than for men to leave their current positions in a upward direction. New evidence for this has now been added to the body of research
Keeping the momentum for D&I over the years or even after a decade presents a widespread challenge. Adapting the positioning of D&I to a changed business context and re-inventing core messages are established success strategies in this situation.
It took many years until the issue of discrimination against Roma, Sinti and members of travelling communities was acknowledged as a Pan-European phenomenon. In a new report, the European Commission assesses progress against the 2013 Council Recommendation on effective Roma integration measures. Companies could contribute as part of their Diversity work.
BusinessEurope, the EU-level association of Employer’s Federations, has issued another document promoting Diversity Management. The brochure contains seven practices from members associations and individual companies, including Solvay, Infineon or Telefonica, that were presented to EU Commissioner Jourová earlier this year.
One of the success factors of Unconscious Bias is that almost everyone has eye-opening moments, e.g. from optical illusions or online tests. A lot of the learning relates to neuroscience and shows how our brains work. But how strong is the linkage to D&I and how concrete are the practical takeaways?
In early summer, four expert visits within the Intercultural Cities (ICC) programme of the Council of Europe took place to the Jordanian cities of Sahab, Wasitiyah, Zarqa and Amman to test a new methodology within the ICC network: the Asset-Based Community Development. Diversity practitioners would call it a self-help programme for municipalities.
Gender and other stereotypes are formed during childhood. Therefore, toys and emojis that promoted traditional roles or assumptions have been criticised for long. Now, several new developments occur.
The buzzwords that describe the Business Case for Diversity Management are quickly listed up: Creativity, employer brand, collaboration, market access. But is it enough to be convinced of some value-add that D&I offers? And what if your key stakeholders were convinced of different benefits? Alignment and rigour are needed in order to turn the business […]
If you feel you need to reshape your Gender Diversity strategy and want to make sure top management is not only on board but actively engaged, why don’t you run workshops on the business case & strategy design with your first levels? One large country organisation of a global firm did that and received detailed […]
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