Diversity, Equity

and Inclusion 4.0

A toolkit for leaders to accelerate social progress
in the future of work

June 2020
Diversity, Equity and Inclusion 4.0 A toolkit for leaders to accelerate social progress in the future of work 2

Preface
The start of the decade has seen a convergence of three major trends: Recent events are a reminder of the persistent inequities that continue
the accelerated use of Fourth Industrial Revolution technologies in the to pervade our societies and economies. As companies seek to take
midst of the pandemic, job market disruptions to both remote work on more responsibility for addressing social justice ensuring that
and work requiring physical presence, and a wide-ranging call for diversity and equality becomes the norm in the very near future, a key
greater inclusivity, equity and social justice. Now more than ever, in the pathway is to adopt an integrated approach to diversity, equity and
midst of such sweeping change, organizations have an opportunity to inclusion in the workplace, and a renewed commitment to tangible
embed greater diversity, equity and inclusion. Societal change and the change. Ensuring racial justice, gender parity, disability inclusion,
need for future creativity and innovation demand that business consider LGBTI equality and inclusion of all forms of human diversity needs to be
the best use of new technologies in enabling this journey. the “new normal” in the workplace set to emerge from the COVID-19
crisis.
Successful organizations are powered by the diverse opinions, skill sets
and life experiences of their employees. To tap into the full potential of This toolkit is designed to highlight the opportunities and outline the
human diversity, organizations need to hire diverse talent and create challenges specific to greater use of technology in the service of
an inclusive working culture underpinned by a fundamental sense of diversity, equity and inclusion efforts. It is designed for organizational
belonging, fairness and equity, enabling people to bring their “full self” leaders, Chief Diversity and Inclusion Officers (CDIOs), and others
to work. actively working to promote diverse, equitable and inclusive workplaces
globally. It is intended to complement a range of related publications
In the Fourth Industrial Revolution, most companies are set to produced by the World Economic Forum’s Platform for Shaping
implement new technologies and practices to manage their workforces. the Future of the New Economy and Society: “HR4.0: Shaping
However, implementing these tools without due consideration risks a People Strategies in the Fourth Industrial Revolution”, developed in
range of unintended consequences which can ultimately undermine collaboration with the Forum’s community of Chief Human Resources
a company’s reputation and competitive position. Today, more than Officers (CHROs) and a guide to sound decision-making in the context
ever before, new workplace technologies and practices are no longer of the coronavirus pandemic, “Workforce Principles for the COVID-19
simply “neutral” with regard to diversity, equity and inclusion outcomes. Pandemic: Stakeholder Capitalism in a Time of Crisis”.
Leading companies are increasingly recognizing this and proactively
leveraging technology as part of organization-wide strategies for For more information, or to get involved, please contact the
achieving “Diversity, Equity and Inclusion 4.0”. Conversely, companies World Economic Forum’s New Economy and Society team at
without such an integrated approach are increasingly facing unintended cnes@weforum.org.
consequences and risks when implementing new technology tools.
Diversity, Equity and Inclusion 4.0 A toolkit for leaders to accelerate social progress in the future of work 3

Table of Contents
2 Preface

4 Diversity, Equity and Inclusion 4.0: Definitions

5 The Case for Diversity, Equity and Inclusion 4.0

7 Strategies for Diversity, Equity and Inclusion 4.0

9 Areas for Action

10 1. Talent Sourcing and Selection

10 Address bias in job advertisement

10 Tap into talent pools of diverse candidates

11 Identify best fit candidates based on merit and skills

12 2. Organisational Analysis and Monitoring

12 Benchmark diversity and inclusion across the organization

12 Measure behaviours which create exclusion

13 Understand employee experience and engagement levels

14 3. Employee Experience, Reward, and Development

14 Train and incentivize employees to enhance inclusion and belonging in their daily interactions

14 Conduct objective performance evaluations

15 Support career path planning alongside learning and development

17 References and Further Reading

19 Acknowledgments
Diversity, Equity and Inclusion 4.0 A toolkit for leaders to accelerate social progress in the future of work 4

Diversity, Equity and

Inclusion 4.0: Definitions
The workforce of a diverse organization is fundamentally representative of the populations of the geographies in which they operate and of their customer
base. Diversity describes the range of human differences and variations, whether they are inherent (by birth) or acquired (by experience). In today’s labour
markets, these differences can be the basis for different forms of exclusion and result in different forms of discrimination.

A range of characteristics pose a risk of exclusion, preferential treatment or discrimination. Among these are:

— Age and generation

— Gender and gender expression
— Sexual orientation
— Mental and physical abilities
— Level of health
— Personality traits and behaviours
— Race, ethnicity and religion
— Language and nationality
— Location (such as rural and urban)
— Social origin and parental background
— Income, education and socio-economic status
— Appearance

Policies and practices that create inclusion make all employees feel welcome, valued and respected. They are provided equitable and fair access to
progression opportunities, good working conditions and fair wages. Employees of inclusive organizations experience a deep sense of belonging as well
as being empowered and growing.

Having a sense of belonging at work means that the work environment provides high psychological safety and employees can bring their full selves to
work without fear of judgement. Employees feel comfortable expressing their opinions and ideas freely, and are appreciated for their unique contributions
and recognized for their accomplishments.

Inclusive organizations take wider responsibility not just for the impact they have on their employees’ lives but also on the broader communities in which
they operate, working towards social justice and equity for all.
Diversity, Equity and Inclusion 4.0 A toolkit for leaders to accelerate social progress in the future of work 5

The Case for Diversity,

Equity and Inclusion 4.0
There are three key reasons why Diversity, Equity and Inclusion 4.0 is a greater
imperative than ever before for any business.

1. Moral Imperative
Giving equal access and opportunities to all people to work under fair and equitable
conditions is simply the right thing to do. Inclusive companies declare fairness
and opportunity for all as part of their corporate values and codes of conduct,
demarcating exclusionary behaviour as fully unacceptable. Moral questions posed
by new workplace technologies and practices only further underline the need to
build organizational cultures that proactively engage the entirety of their workforce
on these issues.

2. Legal Imperative
The International Labour Organization has put into action a range of conventions
to eliminate discrimination from all aspects of work. Ratified by the vast majority
of countries, they serve as the basis for national legislation on equal treatment and
opportunities in the workplace.

Multinational organizations need to consider the rights and entitlements given

to potential employees across different locations by law when they operate in
these different legal environments. Beyond merely reacting to changes in national
legislation, an increasing number of employers aim to act as active custodians of the
interests of their employee base irrespective of location, supporting local legislation
to evolve towards even greater fairness in light of new workplace technologies and
practices.
Diversity, Equity and Inclusion 4.0 A toolkit for leaders to accelerate social progress in the future of work 6

3. Economic Imperative
To reap the full competitive advantages of diversity, equity Expanding hiring to a broader talent pool provides new avenues for staffing hard-to-fill
and inclusion, some initial learning effort by managers, roles, while an inclusive workplace culture is a key driver of employee engagement,
employees and the whole organization may be required – but well-being and retention.
a wide range of research conclusively documents that well-
managed diverse teams significantly outperform well-managed Consequently, companies leading their geography and industry for diversity, equity,
homogenous ones over time (see Figure 1). inclusion and belonging perform better than their market average across a wide range
of key performance metrics:
To achieve this, companies will need to move beyond a focus
on diversity for its own sake towards a focus on providing a Profitability: 25%-36% more likely to outperform on profitabilityII
safe, open and inclusive work environment that is underpinned
by a sense of belonging for all employees. In return, diverse Innovation: Up to 20% higher rate of innovationIII and 19% higher innovation revenuesIV
and inclusive teams – if well managed – have a broader range
of knowledge and skills; are better at identifying and solving Decision-making: Up to 30% greater ability of spotting and reducing business risksV
problems that others may overlook; and gain a competitive
edge in accessing new markets and higher market share. Employee engagement: Statistically significant causal relationship with engagement
and retention, for all employeesVI

Conversely, companies that fall behind their regional and industry peers in diversity,
equity, inclusion and belonging see a competitiveness penalty, being 29% less likely
to achieve above-average profitability than their market mean.VII All of these factors are
becoming ever more crucial for success in the “new normal” workplace and economy
of the future.
Diversity, Equity and Inclusion 4.0 A toolkit for leaders to accelerate social progress in the future of work 7

Strategies for Diversity,

Equity and Inclusion 4.0
Strong C-suite and organizational capabilities to lead through uncertainty
and disruption are fundamental to the success of today’s businesses.
Appropriate strategies to build these capabilities can fuel greater
productivity, innovation and resilience across the organization.

Increasingly, such strategies combine greater use of new technological

tools with new, more human-centric approaches to workforce
management that focus on employee experience, purpose and belonging
and leverage diversity, equity and inclusion as core organizational
strengths.

The “new normal” workplace emerging from the COVID-19 crisis is likely to
significantly accelerate these trends.

An Organization-Wide Approach
As noted in detail in this toolkit’s sister publication, HR4.0: Shaping People
Strategies in the Fourth Industrial Revolution, achieving diversity, equity
and inclusion requires an organization-wide effort from the most senior
leaders of the organization, who can set the tone and lead by example
with their actions, as well as by all managers of personnel and by all
employees. A systemic transformation that creates a diverse, equitable
and inclusive company spans the breadth of the company itself – its
brand, its working culture, organizational processes, recruitment, reward
and performance management as well as inclusive and accessible working
facilities (Figure 2). If managed well, such an approach can be supported
greatly by the appropriate use of relevant new technology tools.
Diversity, Equity and Inclusion 4.0 A toolkit for leaders to accelerate social progress in the future of work 8

The Role of Challenges posed Opportunities

Technology by new technology provided by new
technology
In the Fourth Industrial Revolution – accelerated
by the COVID-19 crisis – technology is no
longer simply “neutral” with regard to diversity, Technological solutions have the
equity and inclusion. Leading companies are potential to establish best practices at
increasingly recognizing this and proactively scale and empower new practices that
leveraging technology for “Diversity, Equity and were previously implausible.
Inclusion 4.0”, while companies uncritically
implementing new technologies risk a range of Research into the effects of new For example, technologies are able
unintended consequences. technologies has shown that they to review job applications for high
This toolkit is designed to highlight the can contain biases that deepen volume roles in greater detail than a
opportunities and outline the challenges specific rather than counteract exclusion. typically resourced people and culture
to greater use of technology in the service of Some technologies can be taken to department.
diversity, equity and inclusion efforts. market before fully tested and prove
to be ineffective or even damaging. These technologies have been
Among the tools covered are technologies that In addition, the technology sector deployed to support company policies
broadly utilize new analytic and data science continues to lack diversity, which
and practices, provide timely analytics,
capabilities alongside artificial intelligence (AI), contributes to blind spots in product
identify and reduce bias, introduce
and within that broad umbrella, machine learning design. greater transparency and visibility, and
and natural language processing. support employee training. The “D&I
technology” market is growing rapidly,
The toolkit additionally covers methods of with an overall estimated market size in
analysing employee interaction, such as 2019 of approximately $100 million.VIII
organizational network analysis and tools for
immersive learning, such as augmented and
virtual. The use of cloud-based communication
and visualization platforms is also fundamental
to most tools reviewed.
Diversity, Equity and Inclusion 4.0 A toolkit for leaders to accelerate social progress in the future of work 9

Areas for Action

1. Talent Sourcing and 2. Organisational 3. Employee Experience,

Selection Analysis and Monitoring Reward, and Development
Address bias in job advertisement Benchmark diversity, equity and inclusion Train and incentivize managers and employees
The language used in job adverts might bias across the organization to enhance inclusion and belonging in their daily
the application process and limit the pool of Decision-makers might lack visibility of the interactions
applicants. diversity, equity and inclusion Key Performance Dynamics within organizations might reduce the voice
Indicators (KPIs) of their organization, such as of employees from diverse backgrounds and affect
Tap into talent pools of diverse pay and progression equity. their sense of belonging in the workplace.
candidates
Existing approaches to posting roles might Measure behaviours which create exclusion Conduct objective performance evaluations
fail to reach diverse talent pools. Learning and development personnel might lack Managers might subconsciously apply inconsistent or
insight into who needs training and why. biased criteria in performance assessment, evaluation
Identify best fit candidates based on and calibration, leading to negative consequences on
merit and skills Understand employee experience and pay and progression equity.
The interview process might introduce a range engagement levels
of biases into the hiring process. Managers might lack visibility of employee Support career path planning alongside learning
experience, especially in large organizations, and development
leading to low understanding of inclusion Learning and Development teams might struggle to
shortfalls, such as benefits that favour one group offer personalized and targeted career path guidance
over another. at scale to all employees.
Diversity, Equity and Inclusion 4.0 A toolkit for leaders to accelerate social progress in the future of work 10

1. Talent Sourcing and Selection

Address bias in job advertisement

The Challenge: The language used in job adverts might bias the application process and limit the pool of applicants.

Tech-Enabled Solution: Supplement job advert text that is likely to bias the applicant pool. For example:

— AI-powered text analytics such as natural language processing evaluate the patterns within the language used in a job advert and
rate it on its neutrality and appeal to different populations
— Augmented writing interfaces suggest alternative wordings to author more inclusive job descriptions

Examples of technology providers include: Applied, TalVista, tapRecruit, Textio

Tap into talent pools of diverse candidates

The Challenge: Existing approaches to posting roles might fail to reach diverse talent pools.

Tech-Enabled Solution: Expand candidate search capabilities to target diverse groups, including sourcing passive candidates. For example:

— Candidate search platforms offer enhanced connectivity to sub-groups of diverse candidates

— Platforms pre-match candidates to job opportunities on the basis of AI-powered analysis of job information and candidate profile
— Platforms support employee referrals and use existing social networks to reach diverse candidate pools
— Screen reading technologies help sight-impaired candidates navigate career websites and access job adverts

Examples of technology providers include: HiringSolved, Jaws, Joonko, Jopwell, Seekout, Teamable
Diversity, Equity and Inclusion 4.0 A toolkit for leaders to accelerate social progress in the future of work 11

Identify best fit candidates based on

merit and skills
The Challenge: The interview process might introduce a range of biases
into the hiring process.

Tech-Enabled Solution: Evaluate candidates against the skill sets required

for the job at scale, and support the implementation of structured interviews
and staff interview training. For example:

— Machine learning and natural language processing technologies

power human-capital management systems with the capacity to
remove personal and demographic information from applicant
information packs, break these packs into chunks and distribute
them to different evaluation teams
— Automated pre-selection platforms identify good-fit candidates for
interview on the basis of qualifications and skill sets utilizing data
on the traits that determine success in those roles
— AI-powered video interview systems provide new sources of
coaching data for company-side interviewers, nudging them to
reduce implicit bias
— Chatbots, game-based assessment and video-based assessment
act as a delivery mechanism for structured interviews and can
integrate new ways to evaluate soft skills in job candidates

Examples of technology providers include: 8andAbove, applied,

GapJumpers, greenhouse, HireVue, IBM Watson Recruitment, Knockri, mya,
pymetrics, Talvista
Diversity, Equity and Inclusion 4.0 A toolkit for leaders to accelerate social progress in the future of work 12

2. Organisational Analysis and Monitoring

Benchmark diversity, equity and inclusion across the organization
The Challenge: Decision-makers might lack visibility of the diversity, equity and inclusion KPIs of their organization, such as pay and progression
equity.

Tech-Enabled Solution: Analyse employee data at scale, set targets and benchmark against peers. For example:

— AI-powered analytics solutions aggregate and process HR data at scale to distil key statistics about an organization’s workforce such as
its composition across functions, levels and pay grades
— Cloud-based tracking dashboards provide real-time information on diversity and inclusion KPIs related to pay equity and career
progression alongside core compliance metrics
— Cross-industry and geography benchmarking indices give leaders visibility of their competitive advantage or disadvantage as an employer

Examples of technology providers include: Gapsquare, LinkedIn Talent Insights, Our Office, People Fluent, Pipeline, Scout, Stratus TMS, Workday

Measure behaviours which create exclusion

The Challenge: Learning and development personnel might lack insight into who needs training and why.

Tech-Enabled Solution: Analyse employee interaction and dispositions, providing insight into target areas for further diversity, equity and inclusion
training. For example:

— Behavioural assessment tools for people managers and employees which can be used as input for further coaching and development
— Machine Learning and Natural Language Processing technologies provide anonymized analysis of employee interaction or communication
channels such as Slack or Microsoft Teams and can evaluate biases and exclusionary behaviour, sometimes utilizing methods such as
organizational network analysis

Examples of technology providers include: Bunch, Envisia Learning, Harvard Implicit Bias, OrgAnalytix, Mesh/diversity, Trustphere
Diversity, Equity and Inclusion 4.0 A toolkit for leaders to accelerate social progress in the future of work 13

Understand employee experience

and engagement levels
The Challenge: Managers might lack visibility of employee experience,
especially in large organizations, such as benefits that favour one group
over another.

Tech-Enabled Solution: Collect relevant employee feedback and

information, and plan employee engagement strategies. For example:

— AI-powered chatbots and survey tools collect demographic

data and track an employee’s experience of inclusion against
key priority areas
— Data-driven dashboards present employee engagement data
by group alongside potential interventions and strategies
— Online portals complement in-person employee resource
groups or affinity groups and can integrate mentoring, notice
boards and event management

Examples of technology providers include: cultureAmp, Glint, Limeade,

Ollie, Planbox, Pluto, Waggl
Diversity, Equity and Inclusion 4.0 A toolkit for leaders to accelerate social progress in the future of work 14

3. Employee Experience, Reward, and Development

Train and incentivize managers and employees to enhance inclusion and
belonging in their daily interactions
The Challenge: Dynamics within organizations might reduce the voice of employees from diverse backgrounds and affect their sense of belonging
in the workplace.

Tech-Enabled Solution: Expand employees’ soft skills in empathy by exposing them to other points of view and perspectives. For example:

— Virtual and augmented reality tools provide behavioural training, experiential learning and bias awareness through scenario re-enactment,
helping employees enhance their soft skills
— Machine learning and natural language processing technologies capture, analyse and generate overviews of managers’ workplace
communication within and across their team
— Collaboration platforms incentivize divergent ideas and greater inclusion by design

Examples of technology providers include: AllieBot, Balloonr, BeingVR, Cultivate, Equal Reality, Pluto, Planbox, Translator, Talespin, Vantage Point

Conduct objective performance evaluations

The Challenge: Managers might subconsciously apply inconsistent or biased criteria in performance assessment, evaluation and calibration, leading
to negative consequences on pay and progression equity.

Tech-Enabled Solution: Help structure performance and progression management by collecting recognition and reward data, analysing
performance review language and selecting feedback networks. For example:

— Machine learning applications suggest the most relevant colleagues to give performance feedback based on how, when and where people work
and interact with one another within the organization
— Natural language processing applications identify biased language in written performance reviews and highlight if a performance review does not
match the ultimate performance rating
Diversity, Equity and Inclusion 4.0 A toolkit for leaders to accelerate social progress in the future of work 15

— Machine learning algorithms analyse performance feedback data

to identify key attributes of employees and measure differences
by attributes such as gender or ethnicity, including highlighting
tendencies to reward specific demographics more than others
despite consistency in other attributes
— Organizational network analysis tools help identify potentially
“hidden” (i.e. less-networked) high-potential employees

Examples of technology providers include: Culture Amp, Globoforce, Saba,

SAP SuccessFactors, workhuman, Zugata

Support career path planning

alongside learning and development
The Challenge: Learning and Development teams might struggle to offer
personalized and targeted career path guidance at scale to all employees.

Tech-Enabled Solution: Provide targeted and personalized learning

programmes in the workplace. For example:

— Human capital management tools match prospective mentees

with potential mentors based on skills, competencies and various
personality traits
— Learning and development platforms offer personalized career path
mapping and link this to development, coaching and targeted skill
development opportunities

Examples of technology providers include: Chronus, Landit, Levo, SAP

SuccessFactors
Diversity, Equity and Inclusion 4.0 A toolkit for leaders to accelerate social progress in the future of work 16

A Proactive Approach to Managing

New Technologies for Diversity,
Equity and Inclusion 4.0
Diversity, equity and inclusion professionals will need to apply sound judgement and evidence-based evaluation and testing to
realize the potential and minimize the risks of new workplace technologies. While new workplace technologies might present
fresh sources of bias, evidence to date has suggested that fixes for those biases are available and have strong capacity to
scale.

To realize the potential of new workplace technologies, organizations seeking to implement an integrated Diversity, Equity and
Inclusion 4.0 approach should ask technology providers to share details about:

— Clarity about the input data used and how it addresses any privacy concerns

— Clear correlation to success predictors against key KPIs

— Evidence base for the validity of psychometric methods used in the evaluation

— Due diligence on whether the product has biased outcomes by race, ethnicity, gender or other dimensions

— Reporting on the diversity of the teams that have produced the tool and on the adequacy of their bias mitigation training
Diversity, Equity and Inclusion 4.0 A toolkit for leaders to accelerate social progress in the future of work 17

References and Further Reading

Carr, E., Reece, A., Rosen Kellerman, G. and Robichaux, A., “The Value of Belonging at Work”, Harvard Business Review, December 2019,
https://hbr.org/2019/12/the-value-of-belonging-at-work

Deloitte, Diversity and Inclusion Revolution: Eight Powerful Truths, 2018

—, The role of diversity practices and inclusion in promoting trust and employee engagement, 2015,
https://www2.deloitte.com/au/en/pages/human-capital/articles/role-diversity-practices-inclusion-trust-employee-engagement.html

Hewlett, S.A., Marshall, M. and Sherbin, L., “How Diversity Can Drive Innovation”, Harvard Business Review, December 2013,
https://hbr.org/2013/12/how-diversity-can-drive-innovation

Korn Ferry Institute, The Inclusive Leader: Optimizing diversity by leveraging the power of inclusion, 2019,
https://www.kornferry.com/content/dam/kornferry/docs/article-migration/Korn-Ferry-The-Inclusive-Leader_2019_06.pdf

McKinsey & Company, Diversity Wins: How inclusion matters, 2020

RedThread Research and Mercer, Diversity & Inclusion Technology: The Rise of a Transformative Market, 2019

Rocio, L. and Reeves, M., “How And Where Diversity Drives Financial Performance”, Harvard Business Review, January 2018,
https://hbr.org/2018/01/how-and-where-diversity-drives-financialperformance

West, S.M., Whittaker, M. and Crawford, K., Discriminating Systems: Gender, Race and Power in AI, AI Now Institute, 2019,
https://ainowinstitute.org/discriminatingsystems.html

World Economic Forum, HR4.0: Shaping People Strategies in the Fourth Industrial Revolution, 2019

World Economic Forum, Workforce Principles for the COVID-19 Pandemic: Stakeholder Capitalism in a Time of Crisis, 2020
Diversity, Equity and Inclusion 4.0 A toolkit for leaders to accelerate social progress in the future of work 18

Acknowledgments
The World Economic Forum would like to thank the members of the The views expressed in this toolkit do not necessarily
Platform for Shaping the Future of the New Economy and Society, represent the views of the World Economic Forum nor those of
the Stewardship Board for Equality and Inclusion and the Members its Members and Partners. This briefing is a contribution to the
of the Global Future Council on the New Equality and Inclusion World Economic Forum’s insight and interaction activities and
Agenda for their thought leadership and guidance. We also thank is published to elicit comments and further debate.
the members of the broader core community of the Platform for
their ongoing commitment and contributions to addressing several
of the challenges discussed in this toolkit.

Members of the Global Future Council on the New Equality and Inclusion Agenda

Prasad Swaminathan, Council Co-Chair, Group Head of Talent and Learning, ABB
Laura D. Tyson, Council Co-Chair, Distinguished Professor, Haas School of Business, University of California, Berkeley
Michael D. Aguirre, Council Fellow, Postgraduate Fellow, Inequality in America Initiative, Harvard University
Jahanzaib Ansari, Co-Founder and Chief Executive Officer, Knockri
Gary Barker, President and Chief Executive Officer, Promundo Global
Umran Beba, Senior Vice-President; Chief Human Resources Officer, Human Capital Management, PepsiCo Inc.
Haroon Bhorat, Director, DPRU, School of Economics, University of Cape Town
Sari Brody, Global Equality, Diversity and Inclusion Manager, IKEA
Wanda Bryant Hope, Chief Diversity and Inclusion Officer, Johnson & Johnson
Caroline Casey, Founder and Director, The Valuable 500
Mario Martin Delgado Carrillo, Chairman of the Political Coordination Board of MORENA, Chamber of Deputies of Mexico
Patsy Doerr, Global Head of Diversity and Inclusion, Credit Suisse
Rebeca Grynspan, Secretary-General, Secretaría General Iberoamericana (SEGIB)
Nora Lustig, Samuel Z. Stone Professor of Latin American Economics, Director, Commitment to Equity Institute, Tulane University
Mary Lou Maher, Head of Global Diversity and Inclusion, KPMG
Diversity, Equity and Inclusion 4.0 A toolkit for leaders to accelerate social progress in the future of work 19

John Morrison, Chief Executive Officer, The Institute for Human Rights and Business Limited (IHRB)
Lisa Nishii, Vice Provost for Undergraduate Education, Cornell University
Rachel Osikoya, Global Head of Diversity and Inclusion, Maersk
Wade Rakes, Chief Diversity and Inclusion Officer, Centene Corporation
Chris Rowland, Global Diversity Officer, Manpower
Bhushan Sethi, Joint Global Leader for PwC People and Organization Practice, PwC
Kathryn Shaw, Professor of Economics, Stanford Business School
Hessa Tahlak, Assistant Undersecretary for Social Affairs, Ministry of Community Development of the United Arab Emirates
Judith Williams, Chief Diversity and Inclusion Officer, SAP

At the World Economic Forum

Till Alexander Leopold, Head, Frontier Solutions Practice, Platform for Shaping the Future of the New Economy and Society
Vesselina Ratcheva, Insights Lead, Benchmarking Practice and Manager, Global Future Council on the New Equality and Inclusion Agenda, Platform
for Shaping the Future of the New Economy and Society
Melisande Schifter, Project Lead, Frontier Solutions Practice, Platform for Shaping the Future of the New Economy and Society
Saadia Zahidi, Managing Director, Platform for Shaping the Future of the New Economy and Society

I
https://www.ilo.org/global/standards/subjects-covered-by-international-labour-standards/equality-of-opportunity-and-treatment/lang--en/index.htm
II
McKinsey & Company, Diversity Wins: How inclusion matters, 2020
III
Deloitte, Diversity and Inclusion Revolution: Eight Powerful Truths, 2018
IV
Rocio Lorenzo and Martin Reeves, “How And Where Diversity Drives Financial Performance,” Harvard Business Review, 2018, https://hbr.org/2018/01/how-and-where-diversity-drives-financialperformance
V
Deloitte, Diversity and Inclusion Revolution: Eight Powerful Truths, 2018
VI
Deloitte, The role of diversity practices and inclusion in promoting trust and employee engagement, 2015.
VII
McKinsey & Company, Diversity Wins: How inclusion matters, 2020
VIII
RedThread Research and Mercer, Diversity & Inclusion Technology: The Rise of a Transformative Market, 2019
The World Economic Forum,
committed to improving
the state of the world, is the
International Organization for
Public-Private Cooperation.

The Forum engages the

foremost political, business
and other leaders of society
to shape global, regional
and industry agendas.

World Economic Forum

91–93 route de la Capite
CH-1223 Cologny/Geneva
Switzerland

Tel.: +41 (0) 22 869 1212 Fax:

+41 (0) 22 786 2744

contact@weforum.org
www.weforum.org