Natasha Nicholson

If you are struggling to demonstrate the effectiveness of your commitment to diversity, equity and inclusion (DEI), you are not alone. Research backs up your concerns, but there is an answer to this dilemma.

What does it look like to prepare the world’s future business leaders to be stewards of diversity, equity and inclusion? For Yale School of Management (SOM), it means shaping an environment that reflects the value they place on inclusivity and the kind of culture they are striving to shape, within the school, and into the world.

Inclusive leadership can make the difference between organization-wide engagement with diversity, equity and inclusion (DEI) and widespread indifference. But while there’s a fair amount of talk about inclusive leadership, there’s much less in the way of guidance on how to put it into practice. This makes cultivating and engaging inclusive leaders a sometimes unseen or little mentioned DEI strategy.

You already know managers are critical to ensuring your organizational DEI efforts are successful. But did you know that to be a constructive part of DEI, managers have a specific set of needs that must be met?

A culture of inclusivity is critical to achieving a successful and thriving organization and the latest research shows getting there is closely tied to the employee experience.

Effective bystander intervention is more accessible said than done, so your decisions around your training options become critical.

Storytelling is an ancient art that has endured through the millennia because it has the power to capture the imagination, demystify complex issues and create meaningful connections between people with different experiences, insights and perspectives.

According to a recent survey by employee feedback management platform All Voices, 44% of full-time workers experienced harassment at work in the form of personal harassment and bullying, discriminatory harassment and bias, or online harassment and cyber bullying. Further, 48% have witnessed others experience harassment at work, 52% have not felt psychologically safe at work and 34% left a job because of unresolved harassment issues.

An acute labor shortage, a scarcity of skilled talent to meet the demands of the future, along with an unprecedented exodus of labor, dubbed the “Great Resignation” has made 2022 a year where recruitment and retention require a new focus and approach.

We’ve combed through the latest research, reflected on opinions from top experts and relied on our own experience with over 15,000 HR professional partners to pull together a list of the latest HR trends you’ll want to keep at the top of your mind for 2022.