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"As we mark the 50th anniversary of President Kennedy's Executive Order calling for a thoroughly integrated workplace, it's time to assess which corporations have contributed the most to this advancement and which have not. While it's true that more women and minorities can be found at the top of many corporations, troubling patterns have emerged. The partial application of diversity has resulted in the formation of a persistent white ceiling in corporate America as white women have outpaced people of color. More than 40 percent of the Fortune 100 corporations have no minorities among their executive officers. Minority females have fared the worst. In addition, globalization has resulted in many corporations preferring multinational diversity to national diversity, and U.S. minorities and whites are losing out. The majority of Asian and Hispanic executive officers in the Fortune 100 were born outside of the United States. In large numbers, Canadian and European competitors are being promoted ahead of their American-born, white male counterparts. Based on award-winning journalist Susan E. Reed's groundbreaking study of Fortune 100 companies, The Diversity Index considers the historical reasons we went wrong, taking a close look at the "Plans for Progress" protocol developed in 1961, which defined the steps of affirmative action. It was initially considered a failure for not providing immediate results. This book analyzes the long-term, wide­spread effectiveness of the plan, and reveals the stories behind the few companies that have made a difference, breaking down the 10 simple steps you can take at your own organization to fully develop integration, keep it growing, and empower your employees to develop new products and markets. The book shares the fascinating stories of executives at General Electric, Hewlett Packard, Lockheed Martin, Merck, and PepsiCo, recounting their inspiring--and instructive--struggles to make their way up the ladder, as well as to pave the way for others going forward."

"Diversity training has been attempting to go ""beyond race and gender"" for years--but a paralyzing fear of tougher issues and a lack of adequate training materials continue to bring the effort to a grinding halt. Finally, there's a resource to help overcome the fear, ease the discomfort, and fill a significant void in training literature. Training Tough Topics is the first book to tackle tough-to-teach, potentially divisive issues, including sexual harassment, transgenderism, the role of spirituality and religion in the workplace, sexual orientation, HIV/AIDS, disabilities, workplace violence, and multiculturalism. Thorough in coverage and written in an easily accessible style, this valuable guide gives trainers a positive, constructive approach to dealing with topics previously thought too tough to talk about. Filled with complete programs on each topic that include specific techniques, overhead masters, scripts, and exercises, Training Tough Topics contains everything needed to build all-inclusive diversity education programs--and create a more honest, open, and productive work environment."

"Organizations must learn to embrace and celebrate diversity as a business practice. But how do you ensure that your diversity programs met the demands of the global marketplace? This issue not only presents key demographic and workforce information, but gives you practical tips, techniques, and exercises that you can apply as you design the most appropriate diversity training program for your organization."

"The most diligent compliance with laws and regulations can't foster true work place diversity. The best organizations have become genuine cross-cultural communities that believe equally in reconciling differences and valuing them. To that end, The Diversity Code promotes understanding by answering many of the toughest questions that professionals and their employers are often afraid to ask, including: How do you define diversity - what it is and isn't? Am I "safe" simply following the law? Can't we just acknowledge that we are the same and different then get on with our work? How do I handle diversity problems on my staff or worse, with people who outrank me? What do I do if I'm accused of something? How do I institute change without ticking people off? Each chapter begins with a challenging question, which the author answers based on years of experience as a diversity expert and attorney, and concludes with a realworld scenario and a chance for readers to test themselves on their knowl edge."

"Coaching up and down the Ggnerations looks at the key processes of transferring knowledge, developing teams, and collaborating, and examines how different age groups can better learn from each other and even experience major breakthroughs that will improve their progressdespite disparate backgrounds."

"In this issue, you will learn about how the four generations differ in the ways they prefer to be managed, and you will take away some practical tips for enhancing the success of your team by tailoring your management approach to the needs of different age groups. You will learn management preferences of the four generations in the workplace; tips and techniques for motivating members of each generation; and strategies for integrating multiple generations into a productive team."

"The volume is divided into two parts. Contributions in the first section raise questions about the meanings of age and age diversity, as well as how and when age matters in organisations. The second part of the book examines the role and contribution of HR practices in forging an age-inclusive workplace."