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

  • Employee network and affinity groups each have unique characteristics—no two are

    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.

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    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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  • A Passion for Diversity

    by Simma Liebermann

    Some people work at their jobs because they have to make a living, and they get to express themselves after work. Some people have careers that they love, and have a hard time not taking home their work with them when they go home. And then there are successful people in the diversity field. They have a passion for diversity and they live their work. Whether or not they take their work home with them, their work is always driven by the values they live every day, and their lives are driven by the values they promote at work. When organizations began to embrace diversity in the 1980s, many of them thought that diversity training was the answer.

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  • The most difficult stage in change processes is not initiating change as many 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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  • While the image of an ostrich burying its head in the sand is based on myth rather than fact, it is the perfect icon to depict the many avoidance tactics we use to deal with the tough stuff. The tough issues won’t go away just because we refuse to look at them. Yet, dealing with diversity challenges doesn’t have to be painful. And it doesn’t have to take weeks out of your already over-stuffed schedule. This book simplifies some of the complex concepts of diversity work to make them immediately applicable in your day-to-day life.

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