Today, the old ways of running a workplace — annual reviews, forced rankings, outdated competencies — don’t get the intended results. Leaders must gain scientific insight into employees’ evolving wants and needs and learn how to build an exceptional workplace
A study of 649 Black employees, 322 women and 327 men, including 19.1% non-management/individual contributors, 23.3% first-level managers, 28.3% middle managers, 18.2% senior executives, and 11% CEO/business owners.
Kellogg’s will be redesigning Corn Pops cereal boxes after a complaint about racially insensitive art on the packaging. What struck Saladin Ahmed was that a single brown corn pop was working as a janitor operating a floor waxer.
Google employees are reacting with outrage to a manifesto written by a senior engineer that criticizes the company’s efforts to improve workforce diversity and its “left leaning” bias.
About 15 years ago, I was inexplicably offered a job at Google—at age 52. At the time, my age reliably put me in the running for “oldest employee.” Still, I was thrilled to be there and worked hard to become known as a good colleague, reliable, energetic, and a quick study.
First, the good news. Diversity in the workplace is increasing, which gives organizations greater access to talent. It also generates a more inclusive corporate culture that mirrors the society in which we live. The not-so-good news? Diverse workplaces are not always easy to achieve, for many reasons. Some geographical areas are more conducive to diversity recruitment than others, and a commitment to diversity can often be overlooked the higher up the corporate ladder you go.