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
