Diversity makes us stronger

Achievement of diversity and inclusion goals for leaders and their respective teams. A welcome addition to the field. Access and Success— Focuses on recruiting and retaining diverse talent , throughout the School to gain or maintain a critical mass of diverse talent that can be leveraged for organizational success. Captures additional insights received from groups and perspectives through the CDIS process. Based on the findings we have developed from research done in , we have invested in 3 priority areas in the first two years:

BBC Diversity and Inclusion Strategy 5 Diversity Includes Everyone By any measure, the BBC is a diverse and representative organisation – and we should be.

INCLUSION & DIVERSITY

Site People Groups Search. Your request has been sent. You should be hearing from a site administrator shortly. Joined Newsletter Your email has been added to this group's newsletter mailing list. Boston University Nice story about Native Americans in engineering. Volunteer Opportunities Apply for a Position. Our mission is to develop diversity and inclusion strategies that: Communicate the excitement of engineering to all people and cultures Advance the dissemination and application of engineering knowledge globally Deploy solutions to improve the quality of life and benefit all humankind As ASME is increasingly working in a global environment, striving to engage more student and early career engineers, and facing demographic shifts domestically, globally, and in the field of engineering, our efforts in diversity and inclusion are more essential than ever.

In this report, we examine diversity and inclusion from three principle perspectives: We also present information and analysis of our membership and activities. Read the full report to find out more about our calls for change and how you can make a difference.

Download the full report. Chemists and chemical scientists represent a vast array of people from diverse cultures, backgrounds and experiences.

We recognise the importance of valuing all members of our community; we believe that for chemistry and the chemical sciences to prosper, it must attract, develop and retain a diverse community of talented people. As an employer, professional and membership body, and within our role to shape the chemical sciences for the benefit of the wider community, we believe we have a responsibility to promote inclusivity and accessibility in order to improve diversity.

Our definition also includes career path and stage, communication style, education, experience, first language, geography, job sector and socioeconomic status. We support our decision making through using robust evidence and data to better understand challenges affecting diversity.

We believe in the importance of equality of access and opportunity for every role and take action to make this a reality within our organisation whilst remaining fair and inclusive in everything we do. Producing our recent gender pay gap report has been a useful opportunity to review how much progress we have made and where we need to focus our actions. Read the full report for information on the focus areas we identified and the actions we plan to take to begin to address them. To increase diversity and inclusion across the chemical sciences, we have established the following goals.

Awarded biennially to an individual or team to recognise their contribution and impact in improving the accessibility, inclusivity and diversity of the chemical science community. We are celebrating diversity in the chemical sciences through the inspirational stories of ambassadors and role models. This active engagement and commitment serve as the strategic foundation that weaves diversity and inclusion into the operational fabric of the School.

Achieving high level outcomes associated with the various dimensions of the ISE plan require the investment of building infrastructure, revamping systems, developing leadership and talent capabilities and allocating appropriate resources. Leadership and Cultural Competency Development— Focuses on building leadership capacity to successfully manage the cultural transformation needed to fully meet and exceed the ISE goals.

Leaders are key shapers of institutional culture, therefore leadership development, especially in those competencies associated with diversity and inclusion is critical to cultural transformation. Addressing this challenge also enhances the overall engagement level of the School as the culture shifts toward one that fosters inclusion in all its forms.

Creating a learning culture is foundational to meeting ISE goals. Access and Success— Focuses on recruiting and retaining diverse talent , throughout the School to gain or maintain a critical mass of diverse talent that can be leveraged for organizational success.

This dimension also focuses on building strategic partnerships and innovative recruitment methods in support of the access and success goals. Community Outreach, Scholarship, and Education— Focuses on outreach, scholarship, and education that can be a valuable resource for developing diversity and cultural competency in academic medicine.

Not only does this focus address issues such as eradicating health care disparities, providing services to the community, and re-shaping the legacy of the University in regard to diverse communities, it also helps build diversity into the next generation of health professionals. Education and awareness programs in elementary schools, middle schools, and high schools, are powerful influences on career aspirations.

Expanding Educational Access— Focuses on access to medical education to ensure that diverse talent is being developed throughout the educational continuum and highlighted in the screening process.

Talent and Leadership Accountability— Focuses on leadership accountability as an important factor in establishing, driving, and sustaining an organizational change agenda. These elements set the tone for communicating the vision, building organizational capacity, and allocating resources necessary for the success of ISE.

This dimension also focuses on the accountability of all employees toward meeting diversity and inclusion goals. In addition, this goal focuses on broad training initiatives and developing baseline diversity and inclusion competency across the institution. This dimension also offers a means for sustained learning and development in support of diversity and inclusion.

Clearly communicate the commitment of the leadership of the School to diversity and inclusion by sharing the diversity and inclusion plan broadly. Expand the awareness of the business case for diversity and dialogue regarding inclusion as a strategy for excellence. Develop a web presence that supports the renewed energy toward diversity and inclusion. Integrate diversity and inclusion initiatives prominently in the academic strategic plan.

Assure that leaders at every level of their respective departments brief the plan to their faculty, staff, and students. Identify a diversity and inclusion liaison for each department who, as a member of the Diversity Consortium, will coordinate diversity and inclusion efforts with the Diversity Steering Committee.

Actively seek opportunities to highlight diversity and inclusion efforts occurring throughout the institution via publications, newsletters, and the School of Medicine web page.

The number and percentage of employees who were briefed on the Diversity and Inclusion Strategic Plan. The number of department and School leaders who were briefed by the Dean on the tenets and the business case for the Diversity and Inclusion Strategic Plan.

The number and percentage of staff, faculty, students, and prospective students who report their awareness of the Diversity and Inclusion Strategic Plan, the Diversity Inclusion Steering Committee, and the Diversity Consortium. Build human capital infrastructure and core expertise within the School to support diversity and inclusion initiatives. Allocate necessary financial resources to invest and sustain effective Diversity and Inclusion initiatives. Formalize the Diversity and Inclusion Steering commitment and provide a program coordinator to assist in communications and office management.

Organize the Diversity Consortium into working groups that create action plans to operationalize the dimensions of the Diversity and Inclusion Plan. Provide budget for professional development and networking opportunities for the Diversity and Inclusion Steering Committee to ensure that the School is on the cutting edge of diversity and inclusion business practices.

Identify external resources in support of diversity and inclusion programs, including focused educational programs. Institute reporting systems for accountability and continuous improvement to optimize the realization of ISE goals. Develop and implement a database that captures the accomplishments of diverse faculty and students that can be highlighted in marketing materials.

Annually review allocation of funding for initiatives to determine their effectiveness and reallocate resources accordingly. Formulate a budget that provides adequate financial support of key programs and initiatives. Develop an awards committee to nominate and recognize the accomplishments of diverse students, trainees, and faculty for national awards focused on diversity and inclusion. Identify a suitable physical space for the Diversity and Inclusion office that signifies commitment to diversity and inclusion efforts.

Develop goals that reflect the commitment to the utilization of women, minority, and diverse vendors and or suppliers. Collaborate with institutional procurement leaders to develop a plan to increase supplier diversity. Identification and allocation of sufficient resources to support the goals of the Diversity and Inclusion Strategic Plan.

Establishment of the Diversity and Inclusion office as a centralized office accountable for the implementation of the Diversity and Inclusion Strategic Plan. The number of nominations and recipients of the Diversity and Inclusion awards program. Develop and refine leadership competencies for faculty leaders and key administrators that enable them to effectively manage diversity, develop cultural adaptability, build teams, manage change, leverage diversity of thought and work styles to foster innovation and creativity.

Continue efforts to improve employee engagement to engender increased commitment and teamwork, retain talented faculty and staff, cope with change, and support a more inclusive working environment. Systematically monitor the diversity climate within the School through surveys, the Diversity Consortium, and informal networks.

Assess key leadership for competencies that support managing diversity, developing cultural adaptability, managing change, and fostering innovation. Assess executive leadership to identify any key career derailment perspectives or behaviors. Design a faculty and administrator development program for leaders based on the results of the leadership assessments. Review engagement survey data and isolate issues regarding diversity and inclusion disparately impacting under-represented groups.

Use baseline data to identify areas of focus and intervention. Leverage and support effective employee resource and affinity groups, highlight their activities, and share best practices across departments to increase the number and level of activity. Alignment of engagement levels with benchmark and aspirational benchmark organizations within academic medicine. Number and proportion of leaders making satisfactory progress toward addressing competency gaps based on their respective development plans.

Recruit highly qualified diverse student, graduate trainee, and faculty talent across the School. Build new strategic partnerships and strengthen existing connections with graduate medical programs, associations focused on underrepresented populations, and communities of historically underrepresented groups to develop pipeline programs for attracting diverse talent.

Develop partnerships with colleges and universities serving underrepresented groups to recruit talent. Develop research or internship experiences that position the School of Medicine as the employer of choice. Identify areas of focus where there are significant gaps in compositional diversity by department, faculty or employee level, or specialty.

Conduct disparate impact analysis reviewing diverse faculty candidate pool utilization rates, selection rates, compositional diversity by faculty rank, and flow statistics promotions and transfers. Analyze the selection and yield rates of diverse candidates to determine if there is a gap in selection and hiring yield rates for diverse and underrepresented applicants and candidates. Design and implement a diversity branding and communication initiative that articulates the commitment of the School to diversity and inclusion and positions the School as the employer of choice for diverse candidates.

Resource and staff a central resource for faculty recruitment and devote a portion of this effort to diversity recruiting. Identify specific barriers to the career development and success of diverse and under-represented employees.

Develop a mentoring and sponsorship program that provides professional guidance, career development, and networking opportunities for diverse and underrepresented employees. Implement a process to capture data on the factors that influenced unsuccessful hires. Implement an employee exit survey for staff and analyze faculty exit interview data to identify issues and opportunities for continuous improvement. Continue to provide support for the National Medical Association Chapter in support of minority faculty development, outreach, recruitment, and commitment to diversity and inclusion.

Increased yield of diverse and underrepresented candidates selected for interview and hire. Number and proportion of diverse faculty in alignment with peer benchmark institutions. Integrate the Center on Health Disparities and the School of Medicine Committee on Women under the auspices of the Diversity Inclusion Steering Committee to better leverage resources and sharpen the focus of these strategic outreach and scholarship initiatives.

Utilize the Center on Health Disparities to develop programs and partnerships that provide opportunities for students, faculty, and staff in the SOM to improve access to care and increase engagement in the health and welfare of diverse communities locally, regionally, and nationally. Leverage existing outreach, service and educational activities across the School and Grounds related to diversity and inclusion to reduce redundancy, ensure consistent branding, provide resources as necessary, and raise awareness.

Develop consistent partnerships with local schools to create learning and awareness programs aimed at shaping career aspirations and creating an affinity for the university. Develop community partnerships to identify formal and informal support services and resources that can be used in making the community at large more attractive for diverse groups. Engage in scholarship and research related to diversity and inclusion that fosters collaboration with other academic medical institutions and allows for the sharing of best practices.

Utilize the Committee on Women in developing programs and partnerships that provide opportunities for improved academic advancement and career success for women faculty, students and staff.

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