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

  • A Passion for Diversity

    by Simma Liebermann

    Some people work at their jobs because they have to make a living, and they get

    Review of The Diversity Recruitment Advertising Toolkit Directory
    by Advanced Online Recruiting Techniques Blog

    I love it when a publication actually lives up to its title. If you are looking for diversity outlets, this is a great reference tool to get you started. Also useful are the various checklists for diversity advertisers, things to avoid that can get you into legal hot water, and the various ways that editor Tracey de Morsella cross-indexes the listings are convenient. I didn't have too much to recommend to her to improve the next edition.

    Reviewed by Glenn Gutmacher Recruiting researcher for Microsoft and author of Advanced Online Recruiting Techniques Blog Click here to read the rest of this review.

    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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  • 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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  • 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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  • 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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