Racism has not been eradicated, despite the enormous strides taken over the past fifty years. It has mutated into new and subtler forms and has found new ways to survive. The racism in organisations today is not characterised by hostile abuse and threatening behaviour. it is not overt nor is it obvious. Today racism is subtle and nuanced, detected mostly by the people on the receiving end, but ignored and possibly not even seen by perpetrators and bystanders. Racism today may be more refined, but it harms people's careers and lives in hugely significant ways. Racism in organisations continues to exist due to our complacency and indifference.

This book describes the origins and evolution of the race bias that distorts our organisations. it explores the effects of race bias. And it confronts the actions that we need to take to make organisations truly equal.

Racism is not a thing of the past - yet. But we can make it so.

What measures do you use to spot talent and measure employee performance? How do you decide who gets promoted? Are these methods fair and inclusive?

Organizations are keen to recruit and retain a diverse workforce but the talent management processes in place are often biased. The measures used and how organizations are identifying and assessing which employees should progress in the business are flawed. Talent Management processes need to be fair, equitable and inclusive and most importantly, they need to be designed with diversity in mind. This book has the answer.

Designing for Diversity shows organizations how to rethink their talent management structures, processes and activity so that all employees are supported to develop and progress, not just a select few. It explores each element of talent management from performance management systems and talent identification methods through to talent development and promotion processes. This book also examines the limitations of target setting and the benefits of both formal and informal mentoring. The final part of the book is a full action plan for how to design talent management for diversity to ensure organizations have a diverse workforce performing to their full potential and a rigorous succession plan in place. There are real-world examples throughout from organizations including BT, NFU Mutual, University of Cambridge, HSBC, arm, Neptune Energy, NATS (National Air Traffic Services), Sopra Steria and England Rugby.

What measures do you use to spot talent and measure employee performance? How do you decide who gets promoted? Are these methods fair and inclusive?

Organizations are keen to recruit and retain a diverse workforce but the talent management processes in place are often biased. The measures used and how organizations are identifying and assessing which employees should progress in the business are flawed. Talent Management processes need to be fair, equitable and inclusive and most importantly, they need to be designed with diversity in mind. This book has the answer.

Designing for Diversity shows organizations how to rethink their talent management structures, processes and activity so that all employees are supported to develop and progress, not just a select few. It explores each element of talent management from performance management systems and talent identification methods through to talent development and promotion processes. This book also examines the limitations of target setting and the benefits of both formal and informal mentoring. The final part of the book is a full action plan for how to design talent management for diversity to ensure organizations have a diverse workforce performing to their full potential and a rigorous succession plan in place. There are real-world examples throughout from organizations including BT, NFU Mutual, University of Cambridge, HSBC, arm, Neptune Energy, NATS (National Air Traffic Services), Sopra Steria and England Rugby.