"Neurodiversity in the Workplace" by HR Review explores the concept of neurodiversity and its implications for creating more inclusive workplaces. The book delves into the unique strengths and challenges of individuals with neurodivergent conditions such as autism, ADHD, dyslexia, and Tourette syndrome, and provides practical guidance for organisations seeking to harness the talents of neurodiverse individuals.
"Inclusive Leadership" by Charlotte Sweeney is a comprehensive guide to cultivating inclusive leadership practices within organisations. Sweeney, drawing from her extensive experience in diversity and inclusion consulting, offers actionable strategies and insights for leaders at all levels to foster diverse and inclusive workplaces where all individuals feel valued and empowered.
"Inclusion: Diversity, The New Workplace & The Will To Change" by Jennifer Brown is a comprehensive guide aimed at helping organisations create inclusive workplace cultures where diversity is valued and leveraged for success. Brown, a leading diversity and inclusion expert, shares her insights and practical strategies for fostering an environment where all employees can thrive.
"The 7 Habits of Highly Effective People" is a self-help book written by Stephen Covey, published in 1989. The book presents a holistic, principle-centred approach to personal and professional effectiveness based on timeless universal principles of human behaviour.
"The Loudest Duck: Moving Beyond Diversity while Embracing Differences to Achieve Success at Work" by Laura A. Liswood provides a compelling examination of workplace diversity and inclusion, offering practical advice for leveraging differences to achieve organisational success. Liswood, an expert on leadership and diversity, uses parables, real-world examples, and insightful analysis to illustrate the complexities and benefits of creating inclusive workplaces.
"The Diversity Bonus: How Great Teams Pay Off in the Knowledge Economy" by Scott E. Page explores the profound impact that diversity can have on team performance, particularly in complex problem-solving and innovation. Drawing on a combination of rigorous research, mathematical models, and practical examples, Page argues that diverse teams are more likely to outperform homogeneous ones, especially in knowledge-intensive environments.