Erin Macke writes about work assignments in MIT Sloan Management Review piece
Work assignments can be a powerful means of propelling employees’ growth but — unless managed deliberately — they can also undermine efforts to build a diverse workforce.
Facing unprecedented levels of employee burnout and historic quit rates, how can companies lead with a model that attracts and retains talent? This period of transition, and the lessons learned from the pandemic, offer organizations a unique opportunity to improve and refine their diversity, equity, and inclusion (DEI) strategies.1 It is imperative that leaders consider the landscape of work assignments at their companies as a foundation for greater workforce equity.
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