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The Necessary Journey

Making Real Progress on Equity and Inclusion

ebook
1 of 1 copy available
1 of 1 copy available

"What does a workplace utopia look like to you?"

This is the question Dr. Ella F. Washington asks company leaders, and often she hears about an ideal vision of an organization that values diversity and inclusion and wants employees to bring their whole selves to work.

But how can you get there? Organizations have largely missed the mark when it comes to creating environments where all employees thrive in an equal and equitable way, because they treat diversity, equity, and inclusion (DEI) as a program that gets done rather than the necessary and difficult journey it is. A truly inclusive workplace requires invention and reinvention, mistakes and humility, adaptation to a changing world, constant reflection, and sometimes significant sacrifice.

The road to an inclusive workplace is a difficult one, but you can traverse it, and there's help along the way. Start here with stories of companies making the necessary journey, including Slack, PwC, Best Buy, Denny's, and many others. Hear from company leaders about their successes and failures, the times they were on the vanguard, and the moments they realized they had much more work to do. These are profiles in perseverance from people who are keen enough to recognize the need for inclusive workplaces and humble enough to know they're not there yet. Along the way, Washington provides a framework for thinking about where these companies are on their journeys and where you and your company may be too.

Progress is hard won on the necessary journey to becoming an inclusive organization, but it must be won. John Lewis said it best: "You see something you want to get done, you cannot give up, and you cannot give in."

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    • Kirkus

      October 15, 2022
      Diversity scholar Washington delivers meaningful stories on how companies have--and have not--done the hard work of becoming equitable and inclusive. An organizational psychologist and business professor at Georgetown, the author began this wide-ranging survey when, after George Floyd's murder, CEOs and human resources officers expressed concern that their companies were not doing enough to promote diversity. Arguing that the effort properly falls under the threefold rubric DEI--diversity, equity, and inclusion--Washington notes, "DEI is a journey. It includes programs, yes, but also making cultural changes, finding new ways to influence people, making difficult decisions, and more." Some of her case studies are impressively positive even if the journeys are never quite complete. For example, Slack, the technology company, began to "shape equity and inclusion into its culture from the start," with a workforce that has large minority representation, numbers nearly 45% women in management positions, and is committed to coaching to advance employees equally. Some companies talked the talk but fell short in reality: Nike did noble work in advancing the idea of diversity publicly but had a workplace culture that sometimes seemed hostile or indifferent to that idea. "To get past this tactical part of the journey," writes the author, "organizations must create alignment between their DEI efforts internally and externally, and it must come from the top down and emerge from the bottom up." Many of those alignments come from executives who themselves embody DEI's goals: A Black woman, for example, has led her spirits company to a strong position in the sector by "doing something that other spirit brands haven't figured out how to do, which is to market to everyone." Similarly, Denny's, after having been legally enjoined to commit to compliance, became a model in working toward such things as recruiting minority businesses into its supply chain and encouraging minority employment in and ownership of its restaurants. Highly useful for diversity officers, HR workers, CEOs, and activists in the business community.

      COPYRIGHT(2022) Kirkus Reviews, ALL RIGHTS RESERVED.

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  • English

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