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Kavanaugh vs. Ford

A tale of a complete lack of diversity causing bad decisions, and shifting opinions nationwide, as well as a teachable moment for corporate America.

Having zero diversity, and by trying to make it "Kavanaugh vs. Ford," the old, white Republican men lost control of the nomination, and made it about them versus all women, a situation that, at best, will be a Pyrrhic victory.

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Two Different Cups of Joe: How The Coffee Bean and Starbucks Handled Racism

In an age of increasing racial confrontations, a business must have zero tolerance for discrimination.

In the Trump era, there has been a proliferation of Islamophobic and racist incidents across the country. When discrimination occurs at a place of business, it's apparent if the company's leadership and workforce support diversity and inclusion. A Coffee Bean & Tea Leaf café barista refused to serve a racist customer; meanwhile, a white manager at a Starbucks called the police on two Black men for no reason.

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Comcast NBCUniversal's Juan Otero: Diversity & Inclusion Have Always Been at the Heart of My Journey

Otero talks with DiversityInc about his new position, the importance of mentoring and sponsoring, and offers career advice.

Juan Otero recently began his new role as vice president of Corporate Diversity & Inclusion at Comcast NBCUniversal (No. 19 on the DiversityInc Top 50 Companies list).

Otero's impressive career has included many roles, such as serving as deputy director at the U.S. Department of Homeland Security, a lobbyist on Capitol Hill, and working in various positions at Comcast, all of which helped inspire his advocacy for inclusive environments.

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Eva Sage-Gavin Tapped to Lead Accenture's Talent and Organization Practice

Sage-Gavin will focus on helping Accenture's clients and their workforces shift their leadership mindsets, talent and cultures.

ACCENTURE

Accenture (No. 14 on the DiversityInc Top 50 Companies list) has hired Eva Sage-Gavin as a senior managing director to lead the company's Talent & Organization practice, effective immediately.

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PwC's Tim Ryan: CEOs Must Invest in People and Society to Stay Relevant

"People now more than ever want companies to do the right thing and be transparent and accountable for their business practices," writes Ryan, U.S. Chairman and Senior Partner at PwC.

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(Originally published on News.Prudential.com)

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Global CHRO's Advice on Learning From Your Mistakes

David Rodriguez, Executive Vice President and Global Chief Human Resources Officer for Marriott International, sat down with DiversityInc for a conversation about leadership and learning from your mistakes.

David Rodriguez, Executive Vice President and Global Chief Human Resources Officer for Marriott International, sat down with DiversityInc for a conversation about leadership and learning from your mistakes.

CoverGirl Calls on 'Insecure' Star Issa Rae to be the Brand's Newest Face

The "Insecure" creator made the announcement on social media to the delight of many fans.

Photo courtesy of Issa Rae's Facebook

Issa Rae is no longer what she often refers to herself as: an awkward Black girl. She's now a CoverGirl — an "easy, breezy, beautiful" one, to be exact.

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Diversity Management Is Neither Conservative Nor Liberal

The Google controversy is being cast as liberal versus conservative; it's neither.

REUTERS

In the recent Google controversy, Damore, the young man who wrote the 10-page memo that got him fired, has cast his firing as being liberal (Google) versus conservative (Damore).

It's neither. The media, especially the "conservative" media, is missing the point. Google exists to provide return on equity to its shareholders. Money doesn't care about "liberal" or "conservative." It does care about "disruptive." If the management team charts a course, arguing against it is disruptive. These days, if you put anti-work culture material on your Facebook page, you are disruptive at work because the people you work with will certainly share the news.

New entrants to the labor market are almost twice as diverse as retiring boomers. There is a 22 percentage point difference for women alone (more, if you include unemployment differences) — which is not surprising, as women labor participation rate went up 50 percent over the last 50 years, and more than half of four-year college degrees have been earned by women since the late 1980s.

So, whether you are designing products to be consumed by the workforce or people to employ, diversity management is a commonsense strategic necessity.

In the case of Google, its self-reported workforce demographics show yawning gaps for everyone but white and Asian men. Nobody can deny Google's business success — but recognizing that talent gaps are liabilities, Google, ignoring lessons learned by more progressive companies, charted its own course toward diversity management, which hit an iceberg in the past week.

In my opinion, the CEO badly fumbled. Their brand new chief diversity officer was thrust into the spotlight to respond — the CEO responded days later, fired Damore and canceled their diversity summit (which was a bad idea to begin with; they were not thought out enough to be ready).

Hopes, dreams and aspirations are wonderful, but if I were Google's CEO, I would be ready to answer a key question: Why aren't there more women at Google? Why haven't their self-reported numbers significantly improved? Why has Google been passive?

There is a problem. Although attaining almost 60 percent of four-year degrees, women shy away from engineering in college. Only 16 percent of computer science engineering degrees are earned by women.

However, just like there is a 20 percentage point difference between women in top management at Google versus the DiversityInc Top 10, some colleges are doing far better at attracting women to engineering. For example, at MIT, Women earn 51 percent of engineering degrees and 32 percent of computer engineering degrees (double for the national average).

Google has a $649 billion market cap. It can afford to fund massive scholarships at the best schools to attract the women it needs to gain an intellectual cultural foothold for women at its company — a foothold that would change the culture that enabled Damore to communicate as he did. Decisive leadership changes cultures.

I've seen this happen in real life at Novartis Pharmaceuticals Company. While decisively recovering from a class-action lawsuit that women brought to a successful decision, NPC CEO Andre Wyss disciplined management to the extent that he was succeeded by a woman, who had 50 percent women reporting to her (including scientific functions). It took him several years, but by the time he concluded his magnificent diversity management initiative, there were no more excuses in executive diversity council meetings. None. There was pride. And NPC was ranked number one on our Top 50 list. Twice.

Why should Google make an investment in diversity management?

As Damore pointed out in his essay, there are differences between men and women, but the differences themselves are instrumental to the future innovation necessary to keep ahead of technology, demographic and cultural change. 100 years ago, Detroit was Silicon Valley. People flocked there from all over. Detroit's population peaked in 1950 with 1.8 million people; currently it has 677,000 and the signs in the Detroit airport are bi-lingual, Chinese and English. The Big 3 were out-innovated. But they are recovering. General Motors (No. 42 on our Top 50) moved the cool-car Cadillac division headquarters to extremely diverse SoHo Manhattan.

Related links:

https://www.bls.gov/opub/mlr/2005/11/art3full.pdf

https://www.bls.gov/web/empsit/cpsee_e16.htm

https://www.bls.gov/emp/ep_table_303.htm

https://www.americanprogress.org/issues/economy/reports/2012/07/12/11938/the-state-of-diversity-in-todays-workforce/

https://www.americanprogress.org/issues/immigration/news/2013/10/25/77924/the-role-of-people-of-color-in-the-future-workforce/

http://www.gallup.com/poll/181292/third-oldest-baby-boomers-working.aspx

https://www.dol.gov/dol/aboutdol/history/herman/reports/futurework/conference/trends/trendsI.htm

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Fired Google Engineer: Company 'Shamed Me'

James Damore, who said in an interview he feels "betrayed" by the tech giant, also filed a complaint against his former employer.

FACEBOOK

In his first interview with a mainstream media outlet, James Damore, the former Google engineer behind the widely controversial memo about women in tech and leadership, said the company "punished me and shamed me." He also announced his plans to sue the tech giant earlier this week.

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Google Engineer's Anti-Diversity Memo Displays Company's Misogynist Culture

Top leaders at the company demonstrated their own worst practices by hiding behind a statement from their brand new head of diversity, who has only been on the job for a couple of weeks.

Google co-founders Sergey Brin (left) and Larry Page (right) with Alphabet Executive Chairman Eric Schmidt / REUTERS

A 10-page misogynist memo penned by a Google engineer slamming diversity and suggesting women are inferior as leaders has gone viral in yet another example of Google's failure to address its internal problems regarding sexism.

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Uber CEO Gives Advice on Having Sex with Coworkers

Travis Kalanick wrote a memo to employees that included the "do's and don'ts" of having sex with colleagues at company gatherings.

Uber CEO Travis Kalanick / REUTERS

The sexist workplace culture at Uber Technologies Inc. starts from the top down, according to a recently leaked internal email.

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