Nowadays, an effective manager needs to be skilled in the management of plurality and inclusivity.
Anyone who manages others must act as the primary role model and must be and advocate of inclusivity in the workplace.

The number of women in the workplace has increased and their career prospects have improved, yet the persistence of considerable gaps means that more work still needs to be done to promote inclusion. At the same time, young men are struggling to engage with and come to terms with the legacy working practices of previous generations.

Many companies have no previous experience in dealing with workers with disabilities.

It is nonetheless imperative that they do so. Fortunately, the task nowadays has been facilitated by the availability of new tools developed in connection with the “plurality management” methodology.

For the first time in history, four generations find themselves working together: Baby Boomers, Generation X, Millennials and Generation Z. It is not always easy…

An increasing number of workers find themselves in care-giving roles.

A company can do a great deal to increase their well-being at work by adjusting their work-life balance and inspire their motivation.

Exclusion can also occur as a result of codified practices and operating systems that are often outdated and behind the times.

The promotion of a culture of respect is the starting point for meaningful and transformative change leading to inclusivity.

Every one of us has a significant role to play in the organisation in which we work, be it through the expression of values, the sharing of ideas or the building of projects.
An organisation is productive if everyone is included and empowered to play a central role.