Diversity, Equity, Inclusion

BY DAVID COBURN Link to digital version of article in MHI Solutions. BBSTUDIOPHOTO/SHUTTERSTOCK.COM Nobody would argue that new technologies haven’t played a role in enhancing safety on the job, but the ability of technology to take a company’s culture of safety to the next level might be open to debate. In some ways, new technology can present a cart-before-the-horse quandary: ...

Six professionals in the supply chain field share their varied experiences, what helped them succeed, and how the industry can improve its diversity, equity and inclusion efforts.

Companies are better positioning themselves in this highly competitive recruiting climate. Here are four strategies for recruiting and retaining workers that might work.

Many organizations have embraced the importance of diversity, equity and inclusion initiatives for a variety of reasons, one of which being the belief that doing so will positively impact the bottom line.

Research is revealing that the traditional notions of where and when we work are going through major changes, with remote work options taking center stage.

These six women have been bringing the supply chain industry a wealth of diverse expertise and experiences. Here’s how they’ve navigated a traditionally male-dominated field.

Resolving the racial and cultural inequities experienced in our country is something that must be addressed across all parts of society. That includes the workplace.

Companies are starting to utilize second-chance hiring, recognizing that their hiring process may omit candidates with disabilities and neurodivergent individuals who provide unique skills and perspectives.

By David Coburn Over the span of a few days last March, COVID-19 created an urgent need for organizations of all kinds to communicate critical information to their employees. Suddenly, the economic and operational challenges presented by the virus had workers fretting about everything from new sanitizing and social distancing protocols for offices, distribution centers and factory floors to the ...

By Maria Leggett COVID-19 forced everyone to experience what a rapid pivot required. The crisis gave visibility to the discrepancies between current and future skill sets of employees and the momentous task ahead preparing for the future of work. According to a recent McKinsey report, pre-COVID, 59% of company leaders prioritized building skill proficiencies. Post-COVID, that number changed to 78% ...