DEI Test Concepts

The best way to find out if the plan is succeeding is to

It is difficult to measure the impact of Diversity and Inclusion without evaluating how you performed on your plan. The best way to find out if the plan is succeeding is to conduct an annual evaluation

Diversity

Pertains to people

ERG's cannot:

Additionally, make sure the ERG is within the confines of the law. Discuss Union Issues (such as work hours, assignments, pay or promotions) Show Favoritism in Group Formation Exclude Individuals from Participation

Harassment prevention program can rely on verbal polices

The most important step for an employer in preventing harassment is clearly communicating to employees that harassment based on race will not be tolerated and that employees who violate the prohibition against harassment will be disciplined.

Scenarios

The term scenario refers to a story showing one way that events may unfold. Scenarios are designed to make the business case clear and tangible.

Mentors and coaches must be

The truest definition of gender equality

Some people, ethnicity based diversity initiatives result in reverse discrimination

There are several ways to handle a potentially contentious conversation. First, we must understand that some Caucasian individuals may claim that they are a victim of racism or reverse discrimination

There is no one prescription for success in diversity training. However, three components will drive better results

—experience, Inclusion, and outcomes.

The truest definition of gender equality

is when men and women share equal rights and responsibilities

Perception of Space: The concept of "personal space" also varies from country to country. In certain countries, like America,

it is considered respectful to maintain a distance while interacting. However, in other countries like Italy, keeping your distance or moving away from close interactions may be considered cold and unfriendly.

Color discrimination

Is not defined by Title 7

China is challenged

With the aging workforce

Employee Engagement

can be defined as the level of commitment and involvement a worker has towards his/her employer and its values.

It sounds almost playful, but "Eve teasing" is a daily torment for many women in South Asia, who are now trying to call 'time-out' on what they see as a bland euphemism for sustained sexual harassment. Widely used for decades by the media and police in India and Bangladesh, and to a lesser extent in Nepal and Pakistan, "Eve-teasing" is a catch-all term that encompasses anything from lewd comments to assault.

It sounds almost playful, but "Eve teasing"

assessment and selection

should be evaluated against the job description

Organizational Diminsions

Diversity refers to a broad mix of people. It can consist of primary dimensions (things you can see), secondary dimensions (things you can change), organizational dimensions (things that you do), and personality.

diversity trainers must insure

that diversity trainers define terms, connect the training to the business imperative and establish expectations.

a best practice, the organization should eliminate loopholes

that do not intentionally discriminate against individuals but have the effect of screening out potentially great diverse candidates.

Within each erg group,

there will be structural roles and meeting specific roles. For example, a structural role would be a Chairperson, Vice Chairperson, Treasurer, or Secretary. An example of a meeting specific role would be facilitator, note taker, peacekeeper, or refreshments coordinator.

In contrast, it is more typical for men

to expect relationships to be based on independence and competition. Men more frequently emphasize the differences between themselves and others, and often make decisions based on their personal needs or desires.

In these scenarios, the training content and curriculum

will be focused on skills and tools that employees can take back to their jobs and apply immediately.By using lecture, employee experiences, and work-related simulations, a trainer can ensure that Diversity and Inclusion education has impact.

Nevertheless, studies indicate that women

, more so than men, are sensitive to the interpersonal meanings that lie "between the lines" in the messages they exchange with males.

Internal EEO data

Non effective metric for senior executives

ATTRIBUTES OF EFFECTIVE RESOURCE GROUPS

Purpose, Plan, Protocol,Partnerships

Uni-dimensional

Race, Gender, physical qualities

Anonymous Applications

elimination of irrelevant ethnic personal information

training return on investment

Level of participation in the organization's diversity training strategy formulation Number of diverse employees who get promoted after participating in training Percentage of diversity objectives aligned with key strategic business objectives that are tied to bonus and compensation systems Overall organizational climate and culture ratings and their effects on all represented groups after training

encounter groups

" among racial groups participating in diversity training as successful when at least one white American admitted that he or she was racist and was tearful about racial discrimination and white supremacy.

Coverage for EEOC

Not all employers are covered by the laws

Who qualifies as a "supervisor" for purposes of employer liability?

The individual can recommend tangible employment decisions

The business case for diversity and inclusion

A business case for Diversity and Inclusion (D&I) is a reasoned proposal to educate executives and convince them to take action. The business case must pertain to business.

facilitation techniques

Clarifying thoughts/comments o Use models and experience o Seek multiple points of view o Look for similarities/differences among people o Ensure that you do not exhibit facilitator bias; demonstrate impartiality Sensing group energy o Spark energy within the group o Take breaks; watch your timing Balancing the group Handling objections o Try not to personalize (the learners will become defensive) o Reflect/deflect o Encourage conversation o Remember to breath Treating learners with respect; leading by example: o Accept and support others in the group o Encourage individual responsibility o Delineate between being right-vs-being successful in the training session o Understand the difference between influence and dominance (e.g., don't try to pull rank) o Establish confidentiality/trust o Don't preach or "Talk at" participants o Demonstrate active listening o Diffuse conflicts with examples/stories that reflect each perspective of those in disagreement. Remember, diversity of thought does not require agreement. There should be healthy and natural differences in analysis, approach, and expectations, to name a few.

New Hire orientation is sufficient

"Onboarding is more than just new hire orientation. Onboarding is a process. Orientation is an event - the first step in the onboarding process."

Cultural bias often manifests itself during interviews. Cultural bias can be defined as

"interpreting and judging phenomenon according to standards inherent to one's own culture".

Listening barriers may be psychological or physical

(e.g. noise and visual distractions). Cultural differences, including speakers' accents, vocabulary, and misunderstandings due to cultural

Helping Women Move Up"

, HR and diversity professionals must play a pivotal role in ensuring that workplace policies are family friendly and fair. Policies support and encourage women to thrive in the workplace; therefore, if they do not already exist organizations should strive to develop policies that ensure inclusive cultures are established and supported. Two best practices regarding fairness and equity in the workplace include establishing a process for proper documentation and regular evaluation of the organization's total reward system— which consists of compensation, benefits, performance appraisals, training and development, and career opportunities. Benchmark tools, such as employee compensation and benefits surveys, can also be useful.

By structuring the ERG group properly

, your organization can avoid common pitfalls such as: Peer Pressure to Conduct Activities Outside the Scope of the Charter Gossip or Gripe Sessions; Glorified Book Clubs Unfocused or Inactive Groups; "Events Based" Diversity Initiatives Inability to Work with Other Groups to Achieve Goals or Pool Resources

.In fact, cultural considerations make up the third component of a global communication process:

1) Subject Matter 2) Medium of Delivery 3) Cultural Considerations Of the three components, cultural considerations are generally ignored because the term carries some ambiguity

Maintain the candidate confidentiality

127 The hiring process is confidential and should be treated as such. It is incredibly important to maintain the confidentiality of the applicant's personal information, the work of the search team, and other details that could potentially bias the decision-making process

Diversity Council:

A diversity council serves as an advisory board to an organization and is made up of employees and/or external experts who "lead, advocate for, coordinate, inform, and/or monitor the Strategic Diversity Management process".

Prima Facie

A "prima facie case" is what an employee must prove in a discrimination case in order to require an employer to explain itself in court. It is that minimum set of facts that a plaintiff has to include in a court complaint and be prepared to actually prove it. There are three basic ways to make a prima facie case.

Diversity Recruiting should focus on

Inclusion and retention

The Immigration Reform and Control Act (IRC

A) makes it illegal for employers to discriminate with respect to hiring, firing, or recruitment or referral for a fee, based on an individual's citizenship or immigration status. For example, the law prohibits employers from hiring only U.S. citizens or lawful permanent residents unless required to do so by law, regulation or government contract; it also prohibits employers from preferring to hire temporary visa holders or undocumented workers over qualified U.S. citizens or other protected individuals, such as refugees or individuals granted asylum

According to the United Nations, the top three languages with the largest number of native speakers

According to the United Nations, the top three languages with the largest number of native speakers are Mandarin Chinese, Spanish, and English

Positive discrimination

Affirmative action or positive discrimination (known as employment equity in Canada, reservation in India, and positive action in the UK) is the policy of providing special opportunities for, and favoring members of, one group over another, when those being favored are perceived as a disadvantaged group who suffer from discrimination within a culture. The nature of positive discrimination policies varies from region to region. Some countries, such as India, use a quota system, whereby a certain percentage of jobs or school vacancies must be set aside for members of a certain group. In some other regions, specific quotas do not exist; instead, members of minorities are given preference in selection processes.

EEOC enforcement laws

Age Discrimination Act (ADEA),The Americans with disabilities Act (ADA),The Equal Pay Act and compensation discrimination,The Genetic information nondiscrimination act (GINA), national origin,sex-based,sexual orientation, and gender identity, pregnancy discrimination, Race/Color discrimination, religious discrimination,Retaliation.

Harassment law in the us allows for

Although laws do not prohibit simple teasing, offhand comments, or isolated incidents that are not very serious, harassment is illegal when it is so frequent or severe that it creates a hostile or offensive work environment or when it results in an adverse employment decision (such as the victim being fired or demoted).

helps to reduce bias.

Annual training and regular learning interventions ensures that your organization is fully ready and educated with the necessary tools for a successful hire. Further, reminding the hiring teams that all candidates must be treated the same throughout the process,

Before starting a diversity council,

Before starting a diversity council, determine its intended purpose first. Then, form the council with members that can achieve the objectives. Forming a council sounds simple, and it is. However, most councils are formed in reverse order. Typically, a group of interested people is convened and left largely on their own to figure out what to do. In this way, it may take them several years to "figure out" how to create a diversity plan or how to move Diversity and Inclusion forward. By providing direction in the construction of the council, this process is more effective and meani

Succession Planning

Change the name of the process from Succession Planning to Succession Development. Plans do not develop anyone—only development experiences develop people. Many employers put more effort and attention into the planning process than they do into the development process. Succession planning processes have lots of to-do's—forms, charts, meetings, due dates, and checklists. They sometimes create a false sense that the planning process is an end, rather than a precursor to real development. Hence, the focus and end result should be developing the person and not the plan.

Ethnocentric

Denial, Defense, Minimization

Inclusion

Pertains to the organizaiton

Invoke action

Generally, increased global competition supports the business case for diversity. Nevertheless, good statements include these objectives—business objectives, financial objectives, functional objectives, or operational objectives. It is important to note that your business case should not include the moral imperative or societal goals. The purpose will be designed to invoke action such as: Developing a formal diversity plan o Conducting a diversity climate analysis, or cultural audit o Providing diversity training by business unit, or management level o Recruiting, promoting, and retaining diverse talent o Preparing for a merger or acquisition, where two corporate cultures will mesh o Establishing Employee Resource Groups, or a Diversity Council

Disparate Treatment

In a disparate treatment case, the employee is claiming that the employer treated her differently than other employees who were in a similar situation. For example, both Jane and Paul skip work one day; the employer fires Jane but does not fire Paul. If the reason is because Jane is female, then this is disparate treatment because of sex, which would violate Title VII. If the real reason is because Jane had a worse attendance record, then it could be disparate treatment because of differences in attendance, and therefore lawful.

Group Logic Model

In its simplest form, the logic model analyzes work into four categories or steps: inputs, activities, outputs, and outcomes. These represent the logical flow from: 1. Inputs (resources such as money, employees, and equipment) to 2. Work activities, programs or processes, to 3. The immediate outputs of the work that are delivered to clients/students, to 4. Outcomes or results that are the long-term consequences of delivering outputs. By describing work in this method, diversity professionals have an easier way to define their work and measure it. Performance measures can be drawn from any of the steps. One of the key insights of the logic model is the importance of measuring final outcomes or results. Through this process, it is possible to avoid wasting time and money (inputs) "spinning the wheels" on work activities or producing outputs without achieving desired outcomes. Keep in mind that these outcomes (impacts, long-term results) are the only justification for doing the work in the first place. The Group Logic Model is used to help sort through initiatives or design

The Assumptions for the business case should

Include general assumptions pertaining to demographics, future trends, or competition. Equal Employment Opportunity (EEO) metrics and focus group data are popular sources to use in support of the case for diversity; however, the one of the most effective metrics to use to measure diversity's return on investment is organizational culture.

Ethnorelative

Integration, Adaption, Acceptence

Planning and evaluation

It is easy for Diversity and Inclusion Practitioners to focus on the activities that are visible to employees and senior management (i.e., training and events) but neglect the substantive business aspects (i.e., planning and evaluation).

Managing diversity Model

Model - Affirmative Action Model Ideology - Remedial Focus -Equal Opportunity Driver - Laws Benefits - Foundation Targeted Foundation - Assimilation Model Model -Valuing Diversity Ideology - Idealistic Focus - Appreciation of differences Driver - Ethics Benefits - All employees Foundation - Diversity model Model - Managing Diversity Ideology- Practical Focus - Building skills and changing policies Driver - Corporate Strategy Benefits - the organization and all employees Foundation - Synergy model Model - High Performance Ideology - Inclusive Focus - Growth, continual change, and tangible impact Driver - Globalization and Demographics Benefits -The organization, all employees, shareholders, vendors and other partners Foundation -Integrated Business Model

Harassement obnoxious abuse of power

Most harassers will continue to harass, and unless they quit or are transferred, the harasser is unlikely to stop. There are several strategies that can help to end this obnoxious abuse of power. Choosing the strategy that is best for the victim depends on the severity of the harassment and on his/her personality or circumstance.

Is a complaint procedure adequate if employees are instructed to report harassment to their immediate supervisors

NO

Multi dimensional framework

No single dimension of diversity takes Isolation. This type of framework moves beyond external observations of groups toward multiple levels of human existence. A key assumption in this approach is that people cannot be understood or managed independent of complex determinants for human behavior (Ashford & Winston, 2009). It also assumes that the one-dimensional identifier may not be the dimension that the employee values most

Is a complaint procedure adequate if employees are instructed to report harassment to their immediate supervisors?

No, because the supervisor may be the one committing harassment or may not be impartial. It is advisable for an employer to designate at least one official outside an employee's chain of command to take complaints, to assure that the complaint will be handled impartially.

Retaliation

Occurs with adverse action, covered individual, protected activiey

Equal Pay Act of 1963 allows for these variations

Pay differentials are permitted when they are based on seniority, merit, quantity or quality of production, or a factor other than sex. These are known as "affirmative defenses" and it is the employer's burden to prove that they apply. In correcting a pay differential, no employee's pay may be reduced. Instead, the compensation of the lower paid employee(s) must be increased.

Assessing effectiveness of training.

Perhaps, include a question that asks if the tools and techniques taught in the session are supported by managers. Also, consider tracking employee advancement, key assignments, and other rewards, before and after the training.

Diversity accountablity

Requiring new or recently promoted managers to participate in mandatory diversity training is a good way to develop their leadership skills, as well as build accountability by establishing performance standards. Additionally, with changes in management expectations, technology, and

scope

Scope is the range of coverage encompassed by the business case along several dimensions. Boundaries define the scope of the business case more precisely; providing rules for which data belongs in the business case as well as guidelines for which data should be omitted. One dimension that always needs bounding is time. Other dimensions are geography/location, organization, function, and technology.

The businesses most strategic competitive resource Human Capital

Since the arrival of the industrial age, organizations have hired human capital under the auspices that talent is disposable. When times were good, they increased the employee population. When times were bad, they would release talent to control costs. As a result, employees were considered to be an expense item on the balance sheet. As the world migrates to the current service and information age, the nature of the employee contract will change dramatically. Human capital can no longer be valued for what they produce, but rather they must be valued for what is in their heads. With this change, the employee transitions from being a cost to being a non-owned corporate asset

maps, controls, and evaluates an organization's Diversity and Inclusion efforts.

Strategic diversity planning is an ongoing process that maps, controls, and evaluates an organization's Diversity and Inclusion efforts. In today's highly competitive business environment, event planning or budget-oriented planning methods are insufficient for an organization's Diversity and Inclusion efforts to survive and prosper. An organization must engage in a strategic diversity planning process that explores critical questions such as: What is the vision for our organization's Diversity and Inclusion efforts? What is our philosophy? What are our ethical concerns, social responsibilities, and values? What did our customers/students/constituents look like 20 years ago? What did our customers/students/constituents look like 10 years ago? Describe the demographic make-up of your current customers/students/constituents. What new demographics can we tap into to increase our market share in 5-10 years? Why? How will our market change in the next 5-10 years? What trends are occurring in our industry? What key competencies should employees possess? How do we measure the gap between current and required skills? Who do we need to hire to meet the future needs of our market? What role will our Board of Directors play? How can we increase diversity on the Board or otherwise engage the Board in leading Diversity and Inclusion? How can we find highly qualified and diverse talent to meet our customers'/students'/constituents' projected needs? How can we best reach, or communicate with, our current and prospective customers/students/constituents? Employees? Volunteers? What role will employee resource groups play in our organization's growth and development? What role will the Corporate Diversity Council play? What value do we want suppliers to bring to our organization? How can diverse suppliers advance our corporate goals? How can we best link our diversity plan to our organization's strategic goals? Effective strategy formulation skills are highly prized in corporate leaders. The ability to develop operational business strategies and take those business strategies from plan to action (or to rethink them on short notice) sets true leaders apart from their peers. Forward-looking strategy formulation can make the difference between a profitable organization and one that stagnates.

Group logic Model

The Group Logic Model is used to help sort through initiatives or design a tool specifically for the task. At the very minimum, make sure the diversity plan evaluation: Describes All Activities Compares Goals to Actual Accomplishments Lists Group Participants & Partners Details Budget Items & Expenditures Explains Challenges & Resolutions (if any) The key focus is on results and being able to justify the existence of your diversity program as well as any budget allocations. Finally, diversity initiatives should be evaluated annually, and it should be in writing. To bolster the success of goals, review your diversity plan quarterly or semi-annually. Conducting a quarterly or semi-annual review facilitates any adjustments needed to meet or exceed the diversity goals by the year's end.

Ontario Human Rights

The Ontario Human Rights Commission defines gender identity as follows: Gender identity is linked to an individual's intrinsic sense of self and, particularly the sense of being male or female. Gender identity may or may not conform to a person's birth assigned sex.

For Harassment to violate us laws

The conduct must be sufficiently frequent or severe to create a hostile work environment or result in a "tangible employment action", such as hiring, firing, promotion, or demotion.

Organizational Change

The foundation of the Office of Diversity and Inclusion is change. The word change is a verb that means to replace one thing for another or to become different. Change in business often denotes that a company must engage in a process in which they alter their organization for a structured purpose. Rather than making changes for the sake of change, organizations must have a plan for change that improves current processes or maximizes profit. Change management can involve defining new business values or behaviors, generating an agreement to better meet the needs of customers or stakeholders involved in the business, or transitioning the company's organizational structure to improve operations.

Financial Management Elements

There are three key elements to the process of financial management: (1) Financial Planning- Management needs to ensure that enough funding is available at the right time to meet the needs of the business. In the Office of Diversity, the Diversity Practitioner may be responsible for managing a budget, and for creating a financial plan each year to utilize the funds in that budget. (2) Financial Control- Financial control is a critically important activity to help the organization ensure that it is meeting its objectives. In the Office of Diversity and Inclusion, financial control addresses questions such as: Are assets being used efficiently? Are we meeting or exceeding planned expenses? Does the Office of Diversity and Inclusion act in the best interest of stakeholders (i.e., saving money or making money) and in accordance with business goals? (3) Financial Decision-Making- The key aspects of financial decision-making relate to investment, financing, and dividends. For instance, in the Office of Diversity and Inclusion, a diversity practitioner may have limited sponsorship dollars, therefore he or she must make the best decision on whom to sponsor. This will depend on the amount of the investment, other sponsors involved, and the return on investment.

Awareness training and multi cultural celebrations

Therefore, diversity practitioners can no longer merely serve as diversity awareness trainers and coordinators for multicultural celebrations; they must act as front-line strategists. Diversity practitioners must lead organizations to understand that these dynamics have evolved the role of diversity practitioner from its earlier incarnations in equal opportunity and compliance officers to that of a change agent

An important part of the overall business strategy

Therefore, diversity practitioners can no longer merely serve as diversity awareness trainers and coordinators for multicultural celebrations; they must act as front-line strategists. Diversity practitioners must lead organizations to understand that these dynamics have evolved the role of diversity practitioner from its earlier incarnations in equal opportunity and compliance officers to that of a change agent. In this demanding new role, the diversity practitioner must be able to help guide the company through a cultural transformation to harness the business value of Diversity and Inclusion as a core competency of the organization.

Active listening is best demonstrated by asking open-ended questions.

This can further engage and stimulate audiences if you keep your responses brief. Figure 2 shows the degree to which an individual listens to the responses-- by repeating, paraphrasing, and reflecting.

Business case

Title, purpose to invoke action,Introduction, Assumptions & Methods, Scope and Boundaries, scenarios, Cost model, benefits, results

National origin discrimination

Under the law, no one can be denied equal employment opportunity because of birthplace, ancestry, culture, linguistic characteristics common to a specific ethnic group, or accent. National origin discrimination also involves treating people (applicants or employees) unfavorably because they are from another country or part of the world, because of ethnicity or accent, or because they appear to be of a certain ethnic background

Financial Justification

While all business cases should include financial justification, it should not be the only purpose of the document. Diversity recognizes that each employee is unique and can contribute to an organization in different ways by virtue of their individual experiences, backgrounds, and ideas.

Diversity Climate Analysis or Cultural Audit

You can find out what employees need, as well as determine what they really think about inclusion, by conducting a Diversity Climate Analysis. This assessment is important because it will help you to properly diagnose the organization's issues. It can be done via focus group, anonymous survey, or through e-mail feedback. Get creative to ensure that everyone is involved. If a random sampling is selected, make sure the selected group represents a broad spectrum of individuals throughout your organization.

Criteria selection grids

are created prior to interviewing or candidate selection. Each member of the hiring team completes a grid for each candidate and only uses the information on the form to rate or rank candidates. Use of the form maintains focus on the candidate's ability to perform the essential functions of the job.

Demographics

are statistical characteristics of a population. Demographics, or demographic data, are selected population characteristics used in government, marketing, opinion research, or other statistical analyses. Commonly examined demographics include gender, age, ethnicity, knowledge of languages, disabilities, home ownership, employment status, and geographic location. Demographic trends describe the historical changes in a population over time (for example, the average age of a population may increase or decrease over time). Within an organization or field, customers, students, patients or constituents may also change over time. Thus, diversity practitioners must learn to understand and master demographic data and trends in their industry; provide insights about different demographic groups; as well as explain why customer preferences, expectations and priorities matter to an organization. All countries keep track of their demographics through a census. Most countries conduct census every 10 years, and nations are finding that demographics are changing at a rapid pace around the world.

A blind spot occurs

because some individuals never consider that many households do things differently, or other individuals have dissimilar worldviews and customs. Cultural nuances may include:

Non-verbal communication

is also called a silent language because it plays a key role in multicultural employment relations by indicating indirectness, politeness, or ambiguity. For example, because written communications (e.g., email correspondence) are void of nonverbal cues, they must be worded particularly to communicate clearly using just the language in the message. Oftentimes, written communications lack the context of non-verbal signals, and result in misunderstandings.

Over the years, diversity training has become an awkward and controversial issue,

causing many employers to resist using diversity training as an educational tool. The following is an employee comment pertaining to diversity training.

Globalization

is the process of interaction and integration among the people, companies, and governments of different nations. It is an ongoing global convergence driven by international trade and investment and aided by information technology. This process influences the environment, culture, political systems, economic development, and human physical well-being of societies around the world. Globalization, in effect, expands the context in which organizations function. It creates an opportunity to disseminate information, glean best practices, or compete for larger market share. Globalization is also one of the key reasons why diversity is not going away. Think about it like this: it is improbable that a multi-billion-dollar, multi-national company would dial back its efforts so that it can generate hundreds of thousands of dollars in one country

Today, securing Executive and Leadership support

for ERG's is no longer the challenge. The biggest challenge is overcoming the passive resistance exhibited by business-unit leaders and middle managers during program execution.

French Immigration Policy

has had two aims: (1) to meet the needs of the labor market by introducing migrant workers, and (2) to compensate French demographic deficits by favoring the permanent installation of foreign families while ensuring their integration into the national body.

Active listening

is a structured way of paying attention, and responding, to others by focusing attention on the speaker. All elements of communication, including listening, may be

diparate impact

o In a disparate impact case, the claim is that the employer has a practice that has a much bigger impact on one group than on another. For example, the employer won't hire janitors unless they are high school graduates. This might have a much bigger impact on blacks than on whites.

The following criteria for giving constructive feedback

provides a straight forward way to let individuals know how their behavior negatively affects others. Describe specific behavior Effective feedback describes observable actions, rather than assigning meaning to activities. Be descriptive, not judgmental. Express feelings Good feedback tells someone how you feel about what he or she did. It is okay to say you are mad, frustrated, confused, or upset—so long as you direct your feelings toward the behavior, not the person. Request alternatives Good feedback is proactive in asking for an alternative behavior, rather than just "dumping" the negative. State what you would like to see the person do instead. Consider everyone's needs Give effective feedback with the needs and feelings of both the sender and receiver in mind. Time it well Choose the time and situation for the feedback strategically. Try to do it as soon as possible after the incident. However, do not do it in the heat of the moment unless you can maintain your composure. Also, avoid a public discussion unless it is an issue for the entire team to discuss.

The following criteria for giving constructive feedback

provides a straightforward way to let individuals know how their behavior negatively affects others. Describe specific behavior Effective feedback describes observable actions, rather than assigning meaning to activities. Be descriptive, not judgmental. Express feelings Good feedback tells someone how you feel about what he or she did. It is okay to say you are mad, frustrated, confused, or upset—so long as you direct your feelings toward the behavior, not the person. Request alternatives Good feedback is proactive in asking for an alternative behavior, rather than just "dumping" the negative. State what you would like to see the person do instead. Consider everyone's needs Give effective feedback with the needs and feelings of both the sender and receiver in mind. Time it well Choose the time and situation for the feedback strategically. Try to do it as soon as possible after the incident. However, do not do it in the heat of the moment unless you can maintain your composure. Also, avoid a public discussion unless it is an issue for the entire team to discuss.

According to the EEOC, the most prevalent form of harassment in the U.S. is

racial harassment

Micro-enquty

refers to the ways in which individuals are "either singled out, or overlooked, ignored, or otherwise discounted" based on an unchangeable characteristic such as race or gender. A micro-inequity generally takes the form of a gesture, different kind of treatment, or what some may consider petty actions. It is suggested that the perceptions that cause the manifestation of micro-inequities are deeply rooted and unconscious. The cumulative effect of micro-inequities can impair a person's performance in the workplace or classroom, damage self-esteem, and may eventually lead to that person's withdrawal from the situation.

Succession Planning - talent review processes should be

review processes should be calibrated to effectively identify and rate the potential of female employees for senior leadership positions.

Employee engagement

should be a continuous process of measuring, analyzing, defining and implementing.