Managing Diversity Library

The Managing Diversity Library provides perspectives, insight and guidelines designed to assist in managing diversity issues. It provides a collection of articles, studies and other resources focusing on workplace diversity.

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Spotlighted Articles

  • The most difficult stage in change processes is not initiating change as many

    The Diversity Recruitment Advertising Toolkit Directory, 2nd Edition is a 288-page directory that contains over 650 career-focused, national newsletters, magazines, journals, web sites, job banks and job boards targeting college-educated African American, Arab American, Asian American, Hispanic and Native American professionals. This informative resource also contains 40 pages of strategies and over 1,000 additional diversity recruitment advertising resources including listings of associations, recruitment marketing companies, and government agencies.

    Click to find out more about this essential tool for employers seeking a diverse workforce.

    people believe. The most challenging part, and the reason that more organizational change efforts do not work, comes during the persistence stage when the going gets tough and you look around to find out where the tough have gone. In order to create strategic and long-term change with diversity initiatives, we must develop a long-range plan and be mightily committed to following it to the desired outcomes.

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  • By now you’ve probably read many publications’ lists of this year’s “Best Places To Work” or “Best/Top Companies.” These companies win accolades and free publicity, a nice advantage in today’s competitive market for top talent. But you might be surprised to learn that many of these same companies receive low employee-opinion survey scores and frequent complaints, and that many are even subjected to legal action. “Wait a minute!” once-envious CEOs and Human Resource VPs demand, “How can that be?”

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  • Employee network and affinity groups each have unique characteristics—no two are alike. There are, however, common planning and management techniques. Do you need to develop a business case or implementation plan for network or affinity groups? If so, consider the elements described below to ensure your efforts, and that of the groups, best fit your organization’s needs. While implementations will vary, it is still helpful to state a definition of employee network groups to serve as a foundation for this article. An employee network group:

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  • Creating successful, diverse and dynamic learning organizations involves developing processes to ensure that the differences of employees, customers, and community are taken into account. Diversity management is an active process that requires an investment in time and resources. It is a paradigm shift from intentional exclusion to an intentional full utilization of resources. Valuing and managing diversity requires policies, relationships, procedures, and practices that will ensure fairness and equity. It means more than increasing awareness, but also changing the system to support differences for the benefit of all. This comparative analysis compares the diversity strategy of the Monitor Company and IBM.

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