Table of Contents
1 Cover
2 Praise for Diversity and Inclusion Matters
5 Preface Telling Stories and Bridging the Disconnect My Story The Bridge Between Intent and Impact How the CAPE Process Works Notes
6 Foreword
7 Part I: The CAPE Process Chapter 1: How to Become an Exceptional DE&I Organization Four Shades of Brown The Importance of DE&I Now A Diverse Workforce Will Have Tension DE&I Officers Need a Broad Range of Skills Why DE&I Programs Fail The How: CAPE Foundation for Successful DE&I Programs Notes Chapter 2: DE&I Fundamentals, CAPE, and Organizational Change Overwhelmed and Needing a Process The Basics of Every DE&I Program Notes Chapter 3: Data for DE&I Fill the Cup of Others The Illusion and Challenge of Data The Recruitment Data Challenge Notes Chapter 4: Collect the Data Give a Brown Guy a Chance When to Start Collecting Data What Data to Collect Where to Get the Demographic Data You Need Who Is Being Included in the Data? Respecting Demographic Data Notes Chapter 5: Analyze the Data Seeing It So Clear Now Using the Data to Know What You Have The How: Analyzing Data to Identify Recruitment Issues The How: Analyzing Data to Identify Retention Issues Assume Competence Notes Chapter 6: Plan your Program The World's Park Plan Only after You Analyze the Data Getting Started on Your Plan 4-2-50 Program How to Measure ROI in Your DE&I Program The How: CAPE DE&I Plan Template How to Complete the CAPE DE&I Template Note Chapter 7: Execute on the Plan Audio Must Match Video E Is for Execute The How: A CAPE Path to Execute
8
Part II: Practical Lessons Learned in DE&I Programs
Chapter 8: DE&I Programs Should Look Like the Company
Looking for Four-Leaf Clovers
Sports – US Olympic and Paralympic Committee
Healthcare
Tech – Techstars
Education – University of Wyoming, University of Colorado Health Sciences Center, Western Governors University
Organizational Mission Alignment
The How: An Organizational Mission-Alignment Exercise
Chapter 9: DE&I Challenges That No One Tells You
Whose Mother Are We Talking About?
Staff and Budget
Responsibility for Things Beyond Your Control
Managing Expectations
Chapter 10: When to Get CEO Involvement
What Friends Do
Setting CEO Expectations
When to Involve the CEO
Connecting CEO and Leadership Commitment to Diversity
How to Get CEO Commitment
Chapter 11: Employee Resource Groups
Check Your Bias
Employee Resource Groups
Define