What Google Needs to Learn About Inclusion

posted on Tue, Aug 15 2017 9:52 am by Shirley Engelmeier

A recently published “manifesto” by a Google software engineer has once again placed the issue of women in the tech industry in the spotlight. The 10-page paper argues, among other things, that women are simply not cut out biologically for careers in the tech industry and criticizes Google’s recent efforts at promoting greater diversity and inclusion in the workplace. Shortly after the paper made headlines, the author, James Damore, was terminated, and Google CEO Sundar Pichai cut short a family vacation to return to the office to disavow portions of the controversial memo.

We certainly don’t agree with Damore’s contention that women (or any group for that matter) are less biologically suited for careers in the tech industry. While it’s hard to defend – morally or scientifically – some of Damore’s comments have been defended, including by some within Google.

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Becoming an Inclusive Leader: How to Navigate the 21st Century Global Workforce

Becoming an Inclusive Leader: How to Navigate the 21st Century Global Workforce addresses the new leadership skills, experience and tools necessary to succeed in an increasingly diverse and participative workforce that will generate positive business results globally.

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an interview with Shirley Engelmeier for LJNRadio

Inclusion…The New Competitive Business Advantage provides a unique snapshot into the cultural revolution underway in today’s workplace that can mean success or failure for your business.

In the Media

Then and Now: the Evolution to Inclusion

There has been an evolution taking place in America over the past several years. Like any evolution it was fueled, initially, by a few passionate voices – ours included. It has occurred in fits and starts and has sometimes lain dormant for a time as other priorities emerged and distracted organizations from a focus that might have yielded significant positive business results.

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We are now at a place where we can't not face these sensitivities and have real conversations about why this is in place, what it is going to benefit, and then have hard metrics. Not 'How many I've hired,' but 'What is the value proposition? What is the return on investment?'
Clarence Nunn, President and CEO, GE Capital Fleet Services

Excerpted from Inclusion: The New Competitive Business Advantage