The Impact of Gendered Lookism During Employment Stages

Lookism is preferential treatment of those considered to be attractive and discrimination against those deemed less physically desirable. Value is attached to certain physical characteristics such as skin tone, weight, facial features, and hair color. Two of the phenomena that exist under the umbrella of lookism are colorism and weightism, both of which create social and workplace inequities. There are studies that explore physical appearance discrimination external to and within workplaces in the United States, and an emerging body of literature regarding lookism abroad exists. Some of this research focuses on women's experiences with lookism in the workplace. Since today's global workforce is composed of women from various countries and cultural backgrounds, and their cultural values impact their career aspirations and career opportunities, organizational and career development professionals must understand the implications of both U.S. and global lookism and employ strategies to address and prevent the related issues.

Launching Diversity-Intelligent Strategies in Organizations

The purpose of this chapter is to provide diversity intelligent strategies that can be used by leaders to eliminate ineffective diversity efforts, enhance effective diversity efforts, and provide new diversity intelligent strategies in organizations. Integrating DQ alongside emotional, cultural, and intellectual intelligences in the workplace can strengthen the effectiveness of leaders' people management efforts. Most employees enter organizations with the expectation of having positive experiences with their leaders and achieving success towards their career goals. Yet, many are marginalized or limited in their opportunities for advancement for reasons of which they have no control. The eradication of ineffective training and development of diversity must occur for effective change to occur. Credible DQ, ethical and legal issues, and workforce inter-personnel diversity training programs must be launched by HRD professionals and organization leaders so that leaders are developed to provide employees with fair and just treatment and successful career development will ensue.

Applying Diversity-Intelligent Organizational Strategies for Competitive Advantage

Competitive advantage is attained through talent development and leadership. Talented employees seek career advancement, change, and success. Organization leaders must integrate all employees into their strategic plans and can no longer exclude talented, diverse individuals. Key diversity improvement themes are revealed in this chapter to help leaders focus on areas within the organization to apply diversity intelligent strategies and eliminate institutional barriers that limit the success of diverse employees. Sustaining competitive advantage requires dedicated efforts of executive leaders in organizations.

The Inclusion of Persons With Disabilities in Engineering Education and Careers

The Americans with Disabilities Act (ADA) and other laws have made strides towards equity and inclusion for persons with disabilities in the US. Despite this, challenges persist both in higher education and the workforce, particularly in science, technology, engineering, and mathematics (STEM) fields. While students with disabilities indicate interest in and intent to major in STEM disciplines at the same rate as their peers without disabilities, they are not retained through graduation at the same rates, and thus remain underrepresented among STEM graduates and professionals. Those who do complete STEM degrees experience higher unemployment rates and lower average salaries than their colleagues without disabilities. For engineering innovations to optimally serve society, the engineering profession must be representative of society. And this must go beyond counting the numbers; inclusion of diverse perspectives is a must. This chapter shares challenges, opportunities, and strategies for inclusion of persons with disabilities in engineering education and practice.

Who Engineering Includes Impacts How Engineers Work

This chapter focuses on the persistent lack of diversity in the engineering profession along intersections of race, gender, and other key demographic categories (e.g., sexual orientation, socioeconomic status). After outlining specific circumstances that have influenced the lack of diversity in engineering, the chapter outlines particular challenges related to this lack of diversity and suggests a design thinking approach to resolving those challenges. Drawing on research from engineering education, design thinking, and workplace practice, the authors provide both familiar and novel strategies for addressing diversity in engineering as well as in other professions.

Reducing Lookism in the Workplace

Lookism issues have been studied in the fields of economics, social science, physiology, and business. Studies have shown that physical appearance affects employers' judgment about the quality of an employee. The purpose of this chapter is to explore the effects of lookism on career development in organizations. In addition, this chapter discusses the strategies for reducing lookism in the workplace from a human resource development perspective and provides four strategies for reducing lookism. First, legislation should include and address issues of physical attractiveness. Second, diversity education and training should be provided to students, employees, and employers. Third, diversity management should be practiced in the workplace. Fourth, appropriate employment processes should be adopted. Future research should study lookism over a wider range of occupations across different cultures. In addition, future studies should develop theories and conceptual frameworks to support and explain current issues of lookism in the workplace.

The Role of Mentoring on the Retention of Women From Diverse Backgrounds in STEM

Women continue to be underrepresented in the science, technology, engineering, and math (STEM) fields. This is concerning because STEM is a key driver of innovation and global competitiveness. STEM jobs in the United States are growing at a faster rate than other occupations, but there remains a shortage of qualified applicants. Women from diverse racial and ethnic groups represent an underutilized resource. However, they face multiple challenges as they enter the field, develop a STEM identity, progress in their education, and pursue and persist in STEM occupations. This chapter summarizes the key reasons for why there continues to be an underrepresentation of women (especially women of color) within STEM. It then discusses the role and impact of mentoring as well as the competencies required for effective mentoring. Finally, it presents recommendations for advancing mentorship efforts for women from diverse backgrounds within STEM.

Moving Beyond Structural Diversity Using Institutional Structures and Interpersonal Relationships

This chapter describes the perspectives of 19 faculty members at a newly designated top-tier research institution with a high degree of student diversity on Schein's cultural levels: artifacts and espoused beliefs and values in relation to diversity and inclusion. In spite of the selected institution having a highly diverse student body, faculty experienced the organizational culture similarly to faculty at PWIs, highlighting that compositional diversity is not enough for transforming institutions into inclusive spaces. Rather, this chapter highlights how governance structures, decision-making practices, hiring practices, and leadership play an important role in shaping the experiences of faculty. Recommendations are provided for organizational leaders and human resources to create supportive work environments for faculty of color.

Veterans Should Be Included Too

The transitioning of veterans from the military world to the civilian world and by extension the civilian workforce is a critical career transition. Despite their motivation and resilience, veterans still encounter a multiplicity of challenges when transitioning to the civilian workforce, which quite often has a rippling impact on their attainment of employment, job retention, and career development within the civilian sector. An added layer to the transitional challenge for veterans is organizational resistance to promote diversity and inclusion policies and practices, specifically regarding veterans. On this premise, this chapter aims to: 1) Discuss the transitional challenges of veterans to the civilian workforce and 2) Provide implementation strategies at an organizational level to promote diversity and inclusion, specifically regarding veterans.

Artificial Intelligence (AI), Disability, and Telemedicine/Telehealth

Research reveals the significance of artificial intelligence's applicability for disability through telemedicine/telehealth education for advancing health care in rural, remote, and underserved locations. Improperly researched requirements, failure to include artificial intelligence (AI), and skewed monetary knowledge are derailing components for academic programs in the United States. Artificial intelligence is a key component to pinpoint inadequacies and drive them out of telemedicine/telehealth educational clinical processes and, as an outcome, help diminish costs and enhance outcomes for learners and administrators. This chapter revealed information for developing best practices, which will lead to the development of a series of academic courses for a community-based telehealth program at a medium-sized telehealth organization based out of Virginia. This research offers to practitioners, learners, and academicians academic program development suggestions for meeting a process improvement initiative.