The purpose of this paper is to highlight why organisations need to shift from homogenous talent management to inclusive talent management. The authors argue that having a diverse workforce and inclusive culture is a business imperative and not just “a nice thing to do”.
The authors share their experiences of both interviewing directly and the results of their research into organisations that have taken steps to be more inclusive.
The paper explains that there is no “silver bullet” that will result in any organisation becoming more diverse and inclusive. However, there are a number of steps and “nudges” that can be taken to move towards inclusive talent management.
The authors have made every effort to select organisations from different sectors and regions but recognise that there will be many other examples of good practice elsewhere.
The authors believe that the examples described in the article can be applied in all organisations but will depend on the active support of its leaders and the extent to which they live the values of the company.
The relevance of the themes of diversity and inclusion has become a strategic business priority as organisations recognise the value that having a diverse workforce contributes to achieving their objectives.
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