Diversity & Inclusion

The full video of an MIT SMR symposium looks at how the pandemic has changed the way we work.

Research reveals the factors managers can change to more equitably position women and people of color for career success.

In this Q&A, Amy Ihlen of ADP discusses how connected cultures enhance engagement and inclusion.

Business leaders should see themselves as change agents with a key role in fostering diversity, equity, and inclusion.

Companies can expand their talent pools by creating a supportive work environment for people who are neurodivergent.

Formerly incarcerated people represent an underutilized talent pool that can help employers address workforce shortages.

The CARE model is a road map for increasing diversity among organizations’ board members and assessing boards’ impact.

Three recent books on workplace sexism and racism highlight concrete actions leaders can take to support diversity.

Companies benefit when employees across demographics have an equal opportunity to affect organizational decision-making.

Employers must recognize that women are 41% more likely to experience toxic culture in the workplace than men are.

Minorities offered a leadership role during a crisis must weigh the opportunity against the increased risk of failure.

Lessons from the golden age of Black business can teach today’s leaders how to help Black entrepreneurs prosper.

Learn how open discussions and new quantitative measurement tools can strengthen inclusion efforts.

Managers can help employees turn fears into fleeting thoughts as opposed to permanent restraints.

Workplace toxicity leads to a host of negative mental and physical health outcomes, particularly for women of color.

The lack of transparency in corporate philanthropy doesn’t serve companies or their stakeholders.

This issue of MIT SMR focuses on creating and managing successful, engaged teams in a pandemic-changed world.

In an era of complex ethics algorithms and DEI/CSP/ESG checklists, simpler is better.

Managers need more thoughtful and effective data collection practices to advance DEI in their organizations.

Managers can learn to recognize specious claims of victimhood by employees called out for engaging in discrimination.