ダイバーシティ/エクイティ/インクルージョン　最近の論考など

Fair-chance hires perform as well as, or better than, their non-justice-involved peers—and they form a strong, motivated, largely untapped source of workplace talent.

Job holders without degrees perform as well as those with degrees—but they tend to stay in their jobs longer and be more engaged.

Many frontline workers feel burned out. But with proper attention and investment, they constitute a motivated workforce that can unleash an organization’s highest potential.

Employees from disadvantaged upbringings report the lowest sense of belonging at work. Closing this divide unlocks resilience, talent, and competitive advantage for companies committed to inclusion.

Organizations can focus their attention on just these four areas to diagnose where they may be falling short in their efforts to meet employees’ needs.

When people with disabilities also belong to other marginalized groups, their feelings of inclusion and satisfaction in the workplace decrease. How can employers address their intersectional needs?

Leading with empathy creates a secure environment that boosts performance and retention—especially for diverse employees.

A new survey shows that in health care, financial services, and consumer products, companies develop products and services that overlook the needs of women.

By developing products for a broader base of patients and markets, medtech companies can improve health outcomes, generate business advantages, and contribute to healthier societies overall.

One-quarter of adults globally do not have a bank account. That’s a missed opportunity for people and businesses—but new approaches can narrow the gap.