Training and Development Commons^™

Harnessing The Power Of Cliftonstrengths®: How Multinational Corporations Can Use Deep-Level Diversity To Enhance Organizational Inclusion, Trapper Kay Pace

Electronic Theses and Dissertations

This research explicitly investigated how multinational corporations can enhance workplace inclusion through the novel use of the CliftonStrengths® assessment as a dimension of deep-level diversity. The study gleaned insights from employees’ perspectives, employing a constructivist grounded theory approach to explicate their experiences in rich qualitative narratives. Through open-ended surveys and intensive interviews, participants were selected using purposeful sampling to ensure meaningful data collection from the study organizations’ three global regions. The researcher conducted the analysis systematically through the constant comparison of data utilizing the NVivo14 software to assist in constructing codes, themes, and a theoretical schema. Results highlighted the significance …

Understanding Neurodiversity And Executive Disfunction To Discover More Effective Accommodations And Create A More Inclusive Workforce For Neurodivergent Individuals, Carley Dahlstrom

Honors Theses and Capstones

The goal of this paper is twofold. One: understand executive disfunction to gain a broader understanding of neurodiversity and the challenges those with neurodiversity face in the workforce. And two: research different accommodations to combat executive disfunction and evaluate their effectiveness. To accomplish these goals, an extensive literature review was conducted to understand neurodiversity, executive disfunction, government requirements relating to accommodations, and an exploration of current accommodations available. Additionally, research was conducted in the form of interviews and a survey to expand and add to the overall understanding of this research area.

Results of the survey indicate an overall lack …

There Is Nothing More Diverse Than "New", Frederick A. Miller, Roger Gans

Communication Faculty Publications

In the organizational competition for talent, successful retention of newly recruited workers is at least as important as the initial hire. Still, many organizations fail to establish a sense of inclusion for new people in much the same way they often fail to create a sense of inclusion for people of color, women, people with foreign accents, or anyone with obvious differences from the “traditional group.” In most organizations, even those that have embarked on “diversity initiatives,” newly hired people often do not feel welcomed. Consequently, turnover rates in the first two years of employment are seven times greater than …