Оглавление
Sara Sanford. Inclusion, Inc.
Table of Contents
List of Illustrations
Guide
Pages
INCLUSION, INC
Language Guide
Black
DEI
Intersectionality
Neurodivergent
Underestimated
Note
CHAPTER 1 Beyond Good Intentions
Good Intentions, Few Results
The DEI Overwhelm
Stop the Trainings
A Perspective Shift: From Changing Mindsets to Changing Mechanics
GEN Certification: Discovering the Equity Trim Tabs
Is This Book for Me?
Beyond Good Intentions to Meaningful Impact
A Quick Guide to the Rest of This Book
Notes
CHAPTER 2 “But We've Always Done It This Way…”
But the Bias—Is It Really That Bad?
Lean In: The Self-Empowerment Paradox
Leaning In to a Double-Bind
The $8 Billion Training Trap
Diversity Trainings: Issuing Moral Licenses
Beyond Moral Licensing
Attending Trainings While Underestimated
Finding Affinity: Employee Resource Groups
Notes
CHAPTER 3 Why Should We Care?
The Future of Work
DEI: In Demand
Invoicing Exclusion: The High Cost of Underestimating Employees
The Myth of Meritocracy
The Best Person for the Job
The Meritocracy Paradox
Baseball Biases and the Power of the Collective
From Baseball to Business
Lehman…Siblings?
Beyond Diversity to Inclusion
Notes
CHAPTER 4 Shifting to a Systemic Perspective
Designing Some In, Others Out
Size: Male, Style: White
Cultural Levers: Disrupting Bias
Charting Paths of Least Resistance
Check. Check. Check
Out from Under the Overwhelm
Make DEI Boring Again
Notes
CHAPTER 5 Inclusion at the Intersections
Frameless
Minorities in the Margins
The Costs of Trickle-Down Exclusion
Beyond Thin-Slicing
Designing Policy: Gathering Intersectional Perspectives
Implementing Policy
Evaluating Policy Impact
Notes
Summary of Part 1. Chapter 1: Beyond Good Intentions
Chapter 2: “But We've Always Done It This Way…”
Chapter 3: Why Should We Care?
Chapter 4: Shifting to a Systemic Perspective
Chapter 5: Inclusion at the Intersections
CHAPTER 6 Help Wanted—Inclusive Recruiting
Debiasing the Job Description
Help Wanted: Highly Qualified Job Ads
Striking a Gender Balance
Gender-Neutral Job Titles
Racial Bias in Commonly Used Phrases
Axing Affinity Bias
Require Only Actual Requirements
Expand—and State—Your Definition of Transferable Skills
Tell Us a Little Bit About Yourself
Who Is Seeing You?
Show Them Who Else Is Applying
Where Are You Advertising?
Go In Blind
Notes
CHAPTER 7 The Best Person for the Job—Merit-Based Hiring
Debiasing the Interviewing and Scoring Process
Same Questions
Same Order
Prepping for the Interview
Developing Competency-Based Hiring Questions
Deciding Wording, Order, and Weighting
Scheduling the Interview
During the Interview
After the Interview
Countering HiPPO
Evaluating the Candidates
Testing, Testing
Notes
CHAPTER 8 It's Who You Know—Protégés and Professional Development
The Seniority Gap
Different Mentors, Different Impact
Matching with Meaning
Meeting: Quality over Quantity
Mentoring After #MeToo
Mentoring Outside Your Circle
From Mentorship to Sponsorship
Choosing a Sponsee
Just One
Different Inboxes, Different Opportunities
Networking That Works
What Gets Measured Matters
Notes
CHAPTER 9 Exceed Expectations—The Performance Evaluation
Rate My Professor
Beyond the Ivory Tower
What Gets Measured Matters
Closing the “Open Box”
What Are the Criteria for Criteria?
Pre- and Post-Evaluation
Notes
CHAPTER 10 The Physiology of Pay
Pay Does Not Exist in a Vacuum
The Referral
The Offer
Separate Self-Evaluations from Pay (and Promotion) Decisions
Defining the Pay Gap: Equity vs. Equality
Not All Analyses Are Created Equal
Step #1: Choosing Groupings
Step #2: Choosing Controls
Step #3: Identifying and Analyzing the Gap—Regression Analysis
You Found a Gap—Now What?
So, How Do We Talk About This?
Pay Equity Is Not One-and-Done
Notes
CHAPTER 11 Family Matters
The Mommy Track
Paid Leave—Not Just for Mothers
Non-Parents Also Need Leave
Destigmatize Taking Leave
Give Remote a Chance
Notes
CHAPTER 12 Leadership Material
The Confidence-Competence Trap
Transparency: Not Just for Pay
Which Came First: The Target or the Leader?
One Is Not Done
Reaching Critical Mass: The Art of Setting Targets
Identifying Leaders: Start at the Beginning
The Application and the Nudge
Notes
CHAPTER 13 Blueprints for Inclusive Workspaces
From Open Plans to Closed-Off Realities: The Inclusive Office Design Trend That Wasn't
Return to Work: A Chance to Reimagine the Open Office Space
Role Models Matter
A Safer Workplace
Notes
Summary of Part 2. Chapter 6: Help Wanted—Inclusive Recruiting
Chapter 7: The Best Person for the Job—Merit-Based Hiring
Chapter 8: It's Who You Know—Protégés and Professional Development
Chapter 9: Exceed Expectations—The Performance Evaluation
Chapter 10: The Physiology of Pay
Chapter 11: Family Matters
Chapter 12: Leadership Material
Chapter 13: Blueprints for Inclusive Workspaces
CHAPTER 14 AI Won't Save Us (Unless We Save It First)
Bias for—and in—Action
Algorithmic Attrition
The Half-Life of Encoded Bias
The Fairness Standards
Who (or What) Is Missing?
Who Is Creating the Model?
Are You Evaluating Impact Through an Equity Lens?
Debiasing Your Data
Transparency
Notes
CHAPTER 15 DEI Principles to Live By
Stage 1: Creating Your DEI Strategy
1. Don't over-automate the underestimated. Pre-plan transition safety nets
2. Don't create a recruiting strategy without a retention strategy
3. Act on data, not best guesses
Stage 2: Implementing Strategy
4. Think long term and set expectations
5. DEI is not kickball. Work with data-smart experts
6. DEI does not belong to HR
7. Evaluate—and reevaluate—with an intersectional lens
Stage 3: Communicating Your Strategy
8. DEI is a choice; it is not “in your DNA.”
9. DEI is not charity
10. You're going to mess up. It's okay—as long as you make it okay
Notes
CHAPTER 16 Hold the Door
Walking Away
Beacons
The First—and Last—Cultural Lever
Summary of Part 3. Chapter 14: AI Won't Save Us (Unless We Save It First)
Chapter 15: DEI Principles to Live By
1. Don't over-automate the underestimated. Pre-plan transition safety nets
2. Don't create a recruiting strategy without a retention strategy
3. Act on data, not best guesses
4. Think long term and set expectations
5. DEI is not kickball. Work with data-smart experts
6. DEI does not belong to HR
7. Evaluate—and reevaluate—with an intersectional lens
8. DEI is a choice; it is not “in your DNA.”
9. DEI is not charity
10. You're going to mess up. It's okay—as long as you make it okay
Chapter 16: Hold the Door
Acknowledgments
About the Author
Index
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