In June 2023, the Supreme Court effectively ended race-based affirmative action in higher education in the Students for Fair Admissions ( SFFA ) case. On the heels of that decision, newly empowered activists have brought a barrage of challenges against workplace DEI efforts. When it comes to DEI today, the authors predict that neither side will “win.” Rather, as the law inevitably evolves in a more conservative direction, the new legal standards will be absorbed into the field of DEI, tra...| Harvard Business Review
Although women today outperform men in educational settings, they immediately lose ground once they enter the workforce, moving up the career ladder at significantly lower rates. One of the big reasons for this, say three McKinsey consultants, is that women aren’t building as much experience capital —the knowledge, skills, and wisdom that can be gained only on the job. Multiple systemic issues are at work here, but there are actions women can take to address this problem themselves. They ...| Harvard Business Review
Did you know that an autistic professional is up to 140% more productive than an average employee when properly matched to a job that fits their skills? Yet, discrimination against neurodivergent people continues. That’s because most of the “common” workplace practices at the workplace are established for neurotypicality. While the onus to change this really lies with the organizations, the author offers a few strategies to help neurodivergent employees take control of their own success...| Harvard Business Review
To become more diverse, equitable, and inclusive, many companies have turned to unconscious bias (UB) training. By raising awareness of the mental shortcuts that lead to snap judgments—often based on race and gender—about people’s talents or character, it strives to make hiring and promotion fairer and improve interactions with customers and among colleagues. But most UB training is ineffective, research shows. The problem is, increasing awareness is not enough—and can even backfire...| Harvard Business Review