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LSE Business Review, published 31 October 2024

Abstract

The generational tech divide is narrowing. Daniel Jolles and Grace Lordan surveyed more than 1,400 UK and US professionals and write that the ability to manage your attention and minimise task-switching is more important than how old you were when you first used a keyboard. This makes intergenerational diversity and inclusion key for productivity.

Futurum: Shape Issue (page 72), 14 October 2024

Abstract

Of the top 100 companies in the UK in 2023, only ten were led by women. And only four were led by a person of colour. There are many reasons for this concerning lack of diversity in senior management positions, including a lack of opportunities for people from under-represented backgrounds at all stages of their educational and career journeys.

LSE Business Review, published 11 October 2024

Abstract

Voluntary leadership positions at university can transform the lives of students, enhancing their personal and professional development and opening the doors for future employment. But Black and other ethnic minority students face hurdles as leaders. Rawleka Wilson and Leslie Morrison Gutman share seven key themes from qualitative interviews with six ethnic minority student leaders at university and offer strategies for positive change.

LSE Business Review, published 1 August 2024

Abstract

Employers often see employees who don’t have children as ideal workers who dedicate themselves fully to the job. Co-workers and managers often expect them to take on extra work, do overtime and take up travelling. Anne Theunissen spoke with childfree employees in various industries across the EU. On this International Childfree Day, she writes about the stigmatisation and exclusion of these workers and suggests steps to promote their inclusion.

LSE Business Review, published 24 June 2024

Abstract

Mistakes can be opportunities for learning and personal and professional growth. But for that to happen, employees need psychologically safe work environments. Jasmine Virhia and Grace Lordan write that, by fostering acceptance, respect, and open communication, organisations can unlock the full potential of their teams, enabling them to learn from their mistakes and engage in behaviours that drive collaboration and continuous improvement.

LSE Business Review, published 5 June 2024

Abstract

Organisational culture plays a role in firm performance and can help improve employee satisfaction, engagement and commitment. But sometimes corporations can behave more like a cult, a phenomenon that can lead to employee exploitation and harmful or unethical behaviour. Teresa Almeida lists five signs to help you tell the difference between an organisation with a strong culture and one that is a bit too “cultish”.

LSE Business Review, published 15 May 2024

Abstract

Discrimination is costly and illegal in many OECD and other countries, including the UK. It can result in suboptimal hiring decisions, with unnecessary social and economic losses. So, why does it keep happening? Nikita analyses the issue under the light of dual-process theory, with its System 1 and System 2 types of cognitive processes popularised by Nobel laureate Daniel Kahneman. She writes that discrimination arises because of simultaneous failures in both of these systems.

LSE Business Review, 28 March 2024

Abstract

Lived experience is important for human resources professionals to develop an empathetic and inclusive workplace. It helps them understand and address the needs of individuals, strengthening relationships between employers and employees. Jasmine Virhia interviewed Violet, a trans woman, about her lived workplace experience. Violet is a diversity and inclusion professional who highlights the impact that misgendering at work has on her mental health, shedding light on possible actions by employers.

Dhaka Tribune, 4 March 2024

Abstract

Well-meaning but ineffective diversity practices can be counterproductive. Track your organizational journey with insights from behavioural science. Corporate policies of diversity and inclusion run the risk of generating apathy. Not as a set of values, but as a set of practices that may fail to engender their desired outcomes. Ineffective practices can be counterproductive.

LSE Business Review, 20 December 2023

Abstract

The year 2023 has brought great anxieties to workers, with rising inflation and threats from artificial intelligence. What can leaders do to calm these anxieties and get the best out of their teams in 2024? Jazzy Jasiulek, Daniel Jolles, Nikita, and Grace Lordan asked over 1,400 professionals about their top anxieties and share how leaders can address them and create more resilient and productive teams in 2024.

LSE Business Review, 28 November 2023

Abstract

Perceptions of disability are one of the biggest barriers that disabled people face in the workplace. The way in which disability is spoken of influences the attitudes people have, which can result in negative stereotypes and misconceptions. Jasmine Virhia highlights the voices of disabled professionals she spoke with. She writes that the beauty and perils of language are that it has the capacity to change the way in which we think.

LSE Business Review, 14 November 2023

Abstract

Investment in diversity, equity and inclusion is critical to business performance and ability to compete, but the lack of meaningful change remains a barrier to progress. An often-overlooked pathway to change is to work inclusively across teams. Teresa Almeida and Grace Lordan write that by hyper-focusing on their teams, leaders can end up working in silos, and the benefits of inclusion efforts do not cascade across the organisation.

LSE Business Reivew, 10 October 2023

Abstract

Prioritising one’s mental health leads to more sustainable routines, greater life satisfaction and an increase in productivity, whereas continuous stress over extended durations can lead to long-lasting, irreversible health effects, including musculoskeletal and cardiovascular health problems, exhaustion and debility. Arveen Graya and Jasmine Virhia discuss some actions organisations and employees can take to decrease mental health risks.

Abstract

The Inclusion Initiative (TII) at the London School of Economics and Political Science, a leading advocate for diversity and inclusion in workplaces, is thrilled to announce the appointment of four distinguished members to its Advisory Board. This significant expansion of our Advisory Board coincides with TII's 3-year anniversary, marking a pivotal milestone in our journey towards fostering inclusive leaders and workplaces.

LSE Business Review, published 23 August 2023

Abstract

We all have an ego. It plays a crucial role in creating a sense of consistency and continuity in our lives, allowing us to differentiate ourselves from others and mediating between the experience of self and reality. However, if left unchecked, the ego can pose big problems in the workplace. Nikita and Grace Lordan list five of these problems and discuss how a leader can take steps to mitigate them.

Financial Times, published 31 July 2023

Abstract

When people imagine a bully boss in the workplace, they conjure up images of tantrums, mockery, shouting and intimidating behaviour. They visualise sexism, racism, homophobia and cultures of fear. They recall stories of workplaces that have at times been reported as having bullying cultures, such as Westminster, Goldman Sachs, the Metropolitan Police or Uber. But this type of old-fashioned bully is thankfully finding it increasingly hard to survive at the top levels of organisations. When they do, it is usually in the form of a high-income generator in a company with a poor HR department, or a senior leader in public service where it is harder to get fire

Business Leader, published 25 July 2023

Abstract

"When you think of the “traditional” ingredients for leadership, what comes to mind tends to be quite aggressive and ‘masculine’ traits. ‘Toughness’, ‘drive’, ‘powerful’, etc. On the surface, these sound good! And certainly, any leader needs to have all of these qualities at times. But I would also argue that these are not essential to being a leader and are instead generally advantageous for thriving in a highly competitive environment. What makes someone suited to lead and inspire a team are the ‘soft’ skills – kindness, patience, mediation, and empathy – often typically seen as more feminine traits or even as a ‘weakness’ by some more old-fashioned or insecure leaders."

LSE Business Review, published 8 June 2023

Abstract

Many of the changes to the workplace over the last few years were unexpected, requiring strong leadership skills to navigate unknown territory. Based on previous interviews they have done with 100 employees across financial and professional services, Yolanda Blavo and Jasmine Virhia list five actions leaders can take to improve productivity and the inclusion of all employees.

LSE Business Review, published 31 May 2023

Abstract

The meaning of courage in leadership has changed from “command and control” to joining the dots of the available perspectives as a way to innovate. Now, the key task for leaders is to listen actively. Yolanda Blavo and Grace Lordan write that, with the acceleration of artificial intelligence, knowledge alone is not much of a competitive advantage and the odds of a single leader having innovative ideas may be diminished.

Fast Company, published 10 May 2023

Abstract

Imagine you’ve been in your job for a while. You have gained crucial experience, developed meaningful relationships, and honed your skills and qualifications. One day, you find yourself with a new manager who has a lot of ideas, but significantly less experience than you. Sound familiar? On the surface, this might not sound like an ideal scenario, but having a boss with different skills and knowledge can be exciting and rewarding.

Financial Times, published 11 April 2023

Abstract

A focus on output over hours will mean colleagues see the point of being in the office on the days they are asked versus working autonomously. Some leaders may worry that employees will take advantage of remote work and will not perform well. Reassuringly, there is good evidence that when employees are allowed to work with heightened autonomy, it improves engagement without compromising performance.

LSE Business Review, published 5 April 2023

Abstract

In the holy month of Ramadan, fasting Muslims worldwide refrain from food and drink, including water, in daylight hours. To promote a working culture inclusive of all religions, Nikita and Jasmine Virhia offer practical advice on how leaders and employees can support their Muslim colleagues during this period.

Psychology Today, published 4 March 2023

Abstract

Overall, we tend to ignore situational factors – whether they had connections or access to resources that others did not, whether they had “the right look,” or were of a particular gender. Instead, we weigh heavily on dispositional qualities – believing the successful to be exceptional, intelligent, diligent, savvy, shrewd, and, if nothing else, bold. However, this reliance on dispositional factors for what may be largely situational effects creates an illusion because success is fundamentally a by-product of ability and luck.

LSE Business Review, published 22 February 2023

Abstract

Why does the LGBT+ community still face the push for acceptance? Why do so many people think discrimination doesn’t exist in big cities? Belton Flournoy looks back at his career in business and writes that business leaders must be proactive and take an active interest in increasing diversity and noticing when it is not present. He says that the first step in driving change is not to focus on the need but on the benefits of diversity.

Fortune, published 15 February 2023

Abstract

The cull of jobs in the U.S. tech sector continues. Amazon, Alphabet, and Microsoft have all warned that thousands more jobs will be cut imminently. Salesforce CEO Marc Benioff and Meta CEO Mark Zuckerberg have admitted that they hired too many employees under the assumption that the growth their sector experienced during the pandemic would continue. On social media, overconfident CEOs are being blamed for the devastating effects on individual employees.

LSE Business Review, published 13 February 2023

Abstract

Having friends at work can be good for employees and businesses alike. It fosters a sense of belonging, reduces turnover intention, and increases creativity and innovation, all good for performance. However, workplace friendships come with downsides too, including rumours, sexual harassment, nepotism, and favouritism. Odessa S Hamilton, Jasmine Virhia, and Teresa Almeida recommend seven practices to ensure that friendships are equitably beneficial among teams and do not develop into unfavourable outcomes.

Harvard Business Review, published 2 February 2023

Abstract

Workplace inclusion is not a static, one-off act of service. It’s an ever-evolving experience that requires the contribution of every employee — regardless of their level of seniority in the organization — to make each other feel included. To foster inclusion around you, form and regularly practice these seven inclusive behaviors until they become habitual and automatic. Starting with these small actions can enable you to transform the level of inclusivity in your team.

LSE Business Review, published 3 February 2023

Abstract

While ‘age’ has not been historically underrepresented in our workforces, creating longer, fulfilling working lives is now an economic imperative. Like with other forms of diversity, popular myths have seen leaders consistently undervalue the performance benefits of age-diversity. Daniel Jolles and Grace Lordan break down three persistent myths about older talent.

LSE Business Review, published 26 January 2023

Abstract

Conformity is part of our DNA, a useful attribute to ensure the continuation of the species by minimising conflict and maximising cooperation. But it is also the main impediment to creating a more diverse, inclusive workforce, as evidenced by the glacial pace of progress on gender equality. Karina Robinson writes that there are times when we need not to conform. She says that the courage to step outside the consensus and make a stand, however lonely, is crucial.

Fast Company, published 24 January 2023

Abstract

Have you ever spent hours or days on a PowerPoint presentation, only for it to get a cursory glance in one meeting? Have you found yourself working late nights drafting a report that ends up with only a handful of downloads? Do you have an overflowing folder of projects that weren’t quite good enough, so they were never subjected to external scrutiny and languish in your bottom drawer?

Financial Times, published 23 January 2023

Abstract

There are many reasons why you may hate your job. The tasks are arduous. The pay is shoddy. You might be among the one in 10 people who report being bullied at work. Growth opportunities are limited. The precarious nature of your employment is causing your health to decline. Day to day, it is boring.

LSE Business Review, published 19 January 2023

Abstract

In the midst of a reorganisation of work caused by the pandemic, there is no one-size-fits-all arrangement and employers are battling to find the right mix between office and home working. To learn more about how to get closer to optimal conditions in the sector, Jasmine Virhia, Yolanda Blavo, and Grace Lordan conducted 100 interviews with employees across financial and professional services and created a framework called UTOPIA.

LSE Business Review, published 4 January 2023

Abstract

The type of leader who has succeeded in the past is probably not going to cut it in the new economy. The new times demand a high level of innovation that cannot be achieved by alpha leaders. Grace Lordan writes that successful leadership will require a lot of courage to do things differently.

British Psychological Society, published 31 October 2022

Abstract

Workplace friendships have been described as a non-exclusive, spontaneous relationship founded on shared interest, aligned values, mutual trust, commitment, and enjoyment. They are a relational forum, with socioemotional and instrumental function, that presents an informal, intimate, and voluntary connection between employees.

What are the pros and cons of workplace friendships, and how might we draw on the psychological evidence to ensure they are positive and equitable?

Fast Company, published 28 October 2022

Abstract

Adapt or perish has become a hallmark of modern leadership. Leaders are increasingly faced with new challenges in uncertain contexts, and expected to address complex questions about the future of their organizations, the workforce, and even societal issues. How to plan for increased employee autonomy? Climate change? Social justice? Cost-of-living crisis?

LSE Business Review, published 20 October 2022

Abstract

With consumer prices rising above wage increases, broadening gaps for disadvantaged groups in the UK have become increasingly apparent. Mahnoor Murad Khan and Yolanda Blavo look at the impacts of the crisis on specific groups such as gig workers and domestic abuse victims, and write that understanding the needs of disadvantaged groups requires re-examining systems already in place that sustain inequality.

LSE Business Review, published 22 September 2022

Abstract

Even though issues related to diversity, equity, and inclusion (DEI) have assumed a prominent position within multinational corporations, many companies might not be paying attention to the specific needs of global workers who are either based in their home countries or have become part of the global diaspora in Western countries. Nikita writes about the case of India, where the diversity, equity, and inclusion agendas of private companies do not make room for traditionally marginalised groups like the lower-caste groups.

The Inclusion Initiative, published 12 September 2022

Abstract

Odessa Hamilton writes a moving tribute regarding the life of HM Queen Elizabeth II.

LSE Business Review, published 8 September 2022

Abstract

With the costs of energy, housing, and food on the rise around the world, families are in desperate need of support. Some employers in the UK have been providing employees with food, discounts, and. flexibility. Trade union membership is higher than in the past 30 years, but low-paid workers are underrepresented, and the government must provide targeted support for them. Sarah Ali and Teresa Almeida analyse business and government responses to the crisis and discuss the steps taken, how effective these forms of support have been, and the economic inequalities they have exacerbated.

LSE Business Review, published 23 June 2022

Abstract

Inclusive language seeks to counter stereotypic assessments that deny respect, dignity, and opportunity. Patterns of thought underlie discourse, so what is said is a visceral manifestation of what is thought. Odessa Hamilton writes that by acknowledging the ability of language to shape and reflect reality, diversity and equality initiatives can become more powerful vehicles for social change, inclusion, and justice.

MIT Sloan, published 14 June 2022

Abstract

Achieving gender balance in management teams requires focusing on the role that the leadership environment plays in shaping ambitions, opportunities, and experience. Meaningful diversity and inclusion actions are now seen as mandatory for new generations entering the workforce. But the effectiveness of current measures in the finance sector falls short of these expectations. The 2021 Women in the Workplace study conducted by McKinsey and LeanIn.org found that women in North America remain dramatically underrepresented in financial services.

Champion Age Diversity Day, delivered 9 June 2022

Abstract

This is the keynote speech delivered by Karina Robinson, Co-Director of The Inclusion Initiative, on Champion Age Diversity Day, as part of a panel on Valuing Age Diversity in the Workplace. This event was sponsored by The Age Diversity Forum and Hansuke Consultants.

LSE Business Review, published 26 May 2022

Abstract

The definition of talent across many organisations is often narrow, and an over-dependence on traditional interviews leads to neurodiverse individuals being disadvantaged. Jasmine Virhia lists small changes to recruitment processes could make it easier for neurodiverse individuals to access employment opportunities.

Fast Company, published 24 May 2022

Abstract

Today, leaders face increasing calls for more flexibility, low employee engagement, the Great Resignation and all-time high levels of burnout. Is the four-day workweek the solution to achieving work-life balance? Almost weekly, companies around the world announce they are experimenting with four-days at work, three-days off. But does it work? And do certain groups of workers benefit more than others?

LSE Business Review, published 19 May 2022

Abstract

The world of work is changing and so should leaders. Besides being highly competent, they also must be highly skilled at listening to diverse team members and drawing the dots between their diverse ideas to find innovative solutions for products and customers. Grace Lordan describes five ways for leaders to become more effective.

LSE Business Review, published 5 May 2022

Abstract

Organisational culture (leadership styles, behaviours, values, and traditions) matters and 90% of employers indicate that identifying candidates with good culture fit is an important part of the selection process. However, culture fit has come increasingly under fire because it may add potential biases to the hiring process. Paris Will proposes a dynamic approach to value-based hiring practices.

Telegraph, posted 21 April 2022

Abstract

"People are underpaid because performance is difficult to measure and pay is determined by unrelated things, such as extroversion, how a person dresses and an ability to thrive at office politics.”

Business Leader, published 13 April 2022

Abstract

In this guest article, Dr Grace Lordan, Founding Director of The Inclusion Initiative and Associate Professor in Behavioural Science at the London School of Economics, shares her ideas regarding how employers can change their hiring and business practices in the age of the ‘Great Resignation’, so they can move towards a ‘great recruitment’ period – creating a more inclusive and positive workplace.

LSE Business Review, published 11 April 2022

Abstract

Bias towards a narrow selection of characteristics, that are supposedly professional, limit the number of people who can be truly authentic at work, resulting in code-switching, assimilation, and self-segregation. Odessa Hamilton and Teresa Almeida discuss why representation alone cannot address this. Organisations must foster an environment where difference is valued through reflective leadership and colleague reinforcement.

LSE Business Review, published 31 March 2022

Privilege in the Workplace series

Abstract

Teresa Almeida examines how disability prejudice perpetuates workplace ableism and the disability unemployment gap. People with disabilities face ongoing barriers to employment, as well as within the employment cycle and peer atmosphere. More flexible accommodation for all employees will help increase disability inclusion within companies.

LSE Business Review, posted 24 March 2022

Privilege in the Workplace series

Abstract

Religious privilege in the workplace can manifest itself in various ways. It is not exclusive to believers but can occur in organisations with a majority of agnostic or atheist workers. Hannan Bader writes that when religious privilege is made more salient to workers across the organisation, it is easier to handle the problem.

Harvard Business Review, published 18 March 2022

Abstract

We’ve all become increasingly aware of the importance of language in creating inclusive and equitable work cultures. Words matter, and many bygone words and phrases seem antiquated and even shocking today. Yet the modern-day professional vocabulary is still littered with exclusionary terms. To create a truly inclusive culture, it’s critical that you take a hard look at how people in all areas of your company are using language.

LSE Business Review, posted 3 March 2022

Privilege in the Workplace series

Abstract

Our social networks are partially ascribed from the day we are born, escalate into a larger web throughout our lifetime, and can give us a significant advantage in the labour market. Segolene Zeller writes that our social capital becomes an ascribed status, alongside gender, family lineage, and skin colour. Since interacting across social boundaries may be difficult, our social networks tend to lack diversity. She suggests using behavioural science strategies in the design of organisational processes to support employees in creating the necessary change.

LSE Business Review, posted 24 February 2022

Privilege in the Workplace series

Abstract

Neurotypical people order their thoughts and communicate ideas in the most typical way. They enjoy a privilege that comes from living in a world that favours and is built for this specific neurology. However, the exclusion of neurodivergent people is bad for the workforce. Catherine Bouckley writes that neurodivergence makes an important contribution to cognitive diversity, which drives better performance and limits groupthink within organisations.

LSE Business Review, posted 17 February 2022

Privilege in the Workplace series

Abstract

Social capital — the networks and links within and between social groups — can benefit us by increasing wellbeing and creating economic opportunities. For people and organisations, the problem comes when social bonds and bridges work to exclude others rather than include. Henry Dowell writes that social bridges between diverse groups of people are important for creativity and innovation. Firms and managers must help build these bridges.

LSE Business Review, published 11 February 2022

Abstract

Work stress and sleep deprivation have accumulated effects on biological processes that maintain health. Odessa Hamilton summarises the evidence and explains why sleep should be a targeted behavioural treatment.

LSE Business Review, posted 10 February 2022

Privilege in the Workplace series

Abstract

Ingroup bias can be a big problem in the workplace, hurting both employees and organisations’ bottom line. Yolanda Blavo discusses some methods that managers can use to monitor the psychological safety of employees and their ability to voice ideas and concerns.

LSE Business Review, posted 3 February 2022

Privilege in the Workplace series

Abstract

In a world of ageing populations, extending working lives is widely viewed as an economic necessity. With up to four generations working alongside each other, organisations must ensure that their workplaces are inclusive, avoiding individual, interpersonal, and organisational harm. Sharon Raj writes that age discrimination can lead to the formation of workplace ingroups and outgroups, which reduces information sharing and collaboration. She discusses ways to address ageism in the workplace.

LSE Business Review, posted 21 January 2022

Abstract

As more and more companies adopt inclusion initiatives, the language they use around disability acquires greater importance. How they refer to disabled employees may bring unintended consequences, sometimes increasing marginalisation instead of eliminating it. Jasmine Virhia stresses the importance of listening to how people define themselves. When in doubt, simply ask.

LSE Business Review, published 17 December 2021

Abstract

As 2021 draws to a close, Grace Lordan offers six life lessons rooted in the behavioural sciences that will make you SMILE.

LSE Business Review, posted 14 December 2021

Abstract

A YouGov survey in June 2021 showed that 30% of disabled workers in the UK felt they were treated unfairly at work during the COVID-19 pandemic. By law, every employer must make reasonable adjustments for disabled members of staff. But the statistics show that employers are not complying. Jasmine Virhia discusses ways to create an inclusive environment to ensure that disabled people are afforded with the same career opportunities as their non-disabled colleagues.

LSE Business Review, published 7 December 2021

Abstract

Domestic violence is a profound, systemic, social issue that warrants both our sustained attention and action. Odessa Hamilton dispels a number of misconceptions around the issue, as she discusses the behaviours of men and women, along with the possible causes of this violence. She recommends changing the narrative and calls on corporations to step up to the plate and help deal with domestic violence amongst their employees.

Research for the World, published 9 November 2021

Abstract

The financial sector will not achieve gender or racial equity while managers continue to favour those who look like them, a practice that has particularly held back black women in the sector. Grace Lordan highlights the importance of diversity, and sets out a framework that, if followed, should benefit all with talent.

LSE Business Review Blog, published 26 October 2021

Abstract

We have a tendency to surround ourselves with and ask advice from people just like ourselves, putting us at risk of confirmation bias. When we want personal growth, Grace Lordan writes that we must think again about who we spend our time with or seek advice from. One of the easiest ways to grow quickly is to get feedback from people with diverse backgrounds and life experiences.

LSE Business Review Blog, published 22 October 2021

Abstract

Black people are habitually exposed to harmful discourse, even by those who by all other intents and purposes are anti-racist. Odessa Hamilton developed an informal online poll to hear from black people the kinds of comments they have heard first-hand from non-blacks. She captured 101 distinct comments and here presents the 50 most heinous or recurring ones. She says that, although painful on both sides, honest conversations are necessary.

LSE Business Review Blog, published 6 October 2021

Abstract

Sitting at a focal point between east and west, Singapore has a nuanced and multi-layered cultural landscape that exemplify the importance of context for behavioural interventions to promote diversity and inclusion (D&I). In the case of globally active multinationals, it matters whether the leadership team includes a sufficiently diverse set of experiences including those gained outside of western capitals. Grace Lordan and Lutfey Siddiqi did structured interviews with thirty-five professionals who have senior management oversight for operations in financial services in Singapore and drew three major insights to guide corporations in their D&I initiatives.

LSE Business Review Blog, published 20 September 2021

Abstract

Equality, diversity, and inclusion initiatives require strategic management and calculated repositioning like any other major organisational change effort. Change can bring uncertainty, fear, and psychological distress among employees, leading to resistance that risks undermining change efforts. Odessa Hamilton overviews the change literature and writes that problematising all sources of resistance is a fundamental flaw in organisational change efforts. Validating resistance can legitimise the emotions of the resister, which can moderate their resistive efforts.

LSE Business Review Blog, posted 6 September 2021

Abstract

Political correctness may lessen overt forms of bullying and workplace harassment, but without internalisation of nonprejudiced values, it may come with the side effect of promoting more passive aggressive forms of discrimination, which work against the goal of diversity, equity, and inclusion. Paris Will and Odessa Hamilton suggest how to progress from political correctness as compliance to a true internalisation of egalitarian values.

LSE Business Review Blog, published 22 June 2021

Abstract

Heterosexist and cis-gendered privileges pervade the workplace, which affects employment outcomes for LGBTQ+ individuals. Paris Will reviews the literature and writes about specific steps that can create better opportunities and a more equitable working environment for all.

Opinion piece, Thomson Reuters Foundation News, 22 June 2021

Abstract

Women's success in finance relies on the sector having managers that create environments that include diverse voices and weeding out the managers who continue to hire in their own likeness.

Opinion piece, Financial Times, 23 June 2021

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LSE Business Review Blog, posted 19 May 2021

Abstract

A reported 1 billion people worldwide have struggled with their mental health, a condition that carries an undue stigma—and is likely underreported. Work demands are a salient cause. Odessa Hamilton writes that reducing daily burdens is critical to the health of the workforce (employers and employees). Mental health, she says, needs to become a regular discussion that can be shared without judgement or penalty, because no person is immune to it.

LSE Business Review Blog, published 28 April 2021

Abstract

Why are workplaces often devoid of humour, if having a good laugh brings many benefits to people and organisations? Teresa Almeida and Cecily Josten look at the research on workplace humour and write that having, and showing, a sense of humour is a way to demonstrate authenticity and come across as more human. They argue that more experimental research is needed to test the benefits and downsides of humour interventions and how to best leverage humour to achieve positive work outcomes.

LSE Business Review Blog, published 22 April 2021

Abstract

Odessa Hamilton reflects on the Duke of Edinburgh’s forfeiture of male dominance during an era when men ran the world and, by contrast, women lacked the most basic of rights.

LSE Business Review Blog, published 24 March 2021

Abstract

Training can raise people’s awareness of their unconscious biases, but evidence shows that training alone is not effective in changing behaviour. The UK government has already decided to discontinue this kind of programme in its various departments. Frederick Herbert writes that while it is generally accepted that awareness is not a sufficient condition for behavioural change, it is usually necessary. He argues that unconscious bias training can be re-thought of as a foundation upon which other interventions can build.

TII Blog, published 8 March 2021

Abstract

How has the pandemic impacted career opportunities? What skills can help you succeed in a post-Covid world? How can you advance in the world of work? – These were some of the key topics of discussion in the Let’s Talk Careers in a Post-Covid World event hosted by The Inclusion Initiative at LSE.

LSE Business Review Blog, published 16 December 2020

Abstract

2020 Disability History Month presents an eerily strange opportunity to highlight a thin silver lining in a year consumed with uncertainty and despondency for individuals with disabilities. This blog entry hopes to honour the occasion and speak to the reader via a quasi-first-person perspective that may well reflect the experiences of a range of professionals with disabilities. It seeks to characterise different facets of past and present occupational environments that affect the work life of people with disabilities.

LSE Business Review Blog, published 3 December 2020

Abstract

At some point during the popular podcast series “How I Built This”, the host Guy Raz asks his guests who are all successful entrepreneurs: “Was your success down to luck or your skills?” Most entrepreneurs attribute their success to a bit of both, luck and skill. We usually think of luck as coming to us arbitrarily and being evenly distributed across individuals. In reality, however, what makes us lucky very often depends on where we grew up, which school we went to, or which skin colour we have etc.. In short, luck is not pure chance but depends on our privilege. Creating an awareness of individuals’ privilege — and factoring in privilege or a lack thereof — in the recruiting and retaining of talent in the workplace is hence imperative for achieving true diversity and inclusion at work.

TII Blog, published 14 July 2020

Abstract

For all the known benefits of leveraging and employing diverse talent in the space of Behavioral and Social Science, it is quite unsettling that the field remains largely homogenous. While we can’t always control for (lack of) unconscious bias training, gender stereotypes, geographical, structural, and financial barriers, there is one area where we can endeavor to close the gap - awareness. The profound behavioral insight upon which this is based: ‘You can’t be what you can’t see!’

LSE COVID-19 Blog, published 18 May 2020

Abstract

As lockdown eases, employers will bring back some of their staff before others. Drawing on their research into the negative effects of downward income mobility, Paul Dolan and Grace Lordan (LSE) suggest they take into account people’s preferences, and bring back those who are keenest to return to work first.

LSE Business Review Blog, published 18 May 2020

Abstract

With the onset of Covid-19, many firms have made the transition from physical workspaces to virtual ones, with limited or no planning time. After organisations get beyond the initial hurdle of shifting their workforce to a virtual format, they will be searching for a new definition of business as usual. During that time, it is important to bear in mind organisational issues that arise during social interactions. Even though a large percentage of the labour force is now working from home, many of these workers still rely on team interactions to create, innovate or assess risk.

TII Blog, published 7 May 2020

Abstract

For leaders in Finance the crisis of 2020 makes everyone think back to the 2008 Financial Crisis. That was bad but this is worse. Fortunately, the lessons learned in 2008 are still fresh in most leader’s minds. The banks and insurers are much better capitalized now than they were a decade ago. Regulatory oversight is stronger. The products are simpler. It is however a time of significant uncertainty. Working from home has tested disaster recovery plans and the strength of technology platforms.

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