Gingerbread Cupcakes “Twilight”


For cardamom cream cheese frosting


  1. Take 12 muffin cups and grease them. Or you can use paper cups.
  2. Fluff up the butter and brown sugar to get the light mixture. Beat up an egg, vanilla and golden syrup.
  3. Add soda to the boiling water and dissolve it. Then add this to the mixture with egg, golden syrup or molasses and vanilla.
  4. Take flour, powders of dry spices, salt and lemon zest and sift all this to make batter.
  5. Incorporate the liquid mixture into the flour.
  6. Divide the batter between muffin cups and bake muffins at 350°F (180C) for 30 minutes.
  7. To prepare frosting, fluff up cream cheese and sugar together. Add vanilla powder and beat up the mixture.
  8. Put lemon zest, lemon juice, cardamom into the mixture and fluff it up to make smooth. Place the frosting to the fridge.
  9. When cupcakes are ready, take them out from the oven and cool them for half an hour on the rack.
  10. Decorate the cooled cupcakes with cream cheese frosting generously.

Summer Business Attire for Women: Basic Do’s and Don’ts


No matter how lovely the weather is, however, work still goes on – and it’s important to make sure that what you wear to work is appropriate for the office environment. While an increasing number of companies allow business casual or casual attire in the workplace, that doesn’t mean that what’s appropriate at a pool party works in a meeting with clients!

Here are some do’s and don’ts of what to wear to the office this summer.

Do invest in more formal business attire made of light fabric. Even if your work environment is casual, there are bound to be occasions when it will pay off to dress more formally. If you’re meeting with a client whose company culture is more conservative or if you’ll be giving a presentation at a seminar, you shouldn’t turn up in shorts and a t-shirt. Instead, purchase a few business outfits made out of light, blended fabrics that look formal but don’t leave you uncomfortably overheated.

Do invest in the right footwear. Strappy sandals are fine for women, but men should avoid wearing sandals to the office. Crocs should always be avoided. Sneakers are fine in casual settings, but loafers or semi-formal shoes are a better option for business casual.

Don’t wear flip-flops. They may be comfortable and cool, but they’re overly casual and make distracting “flip-flop” noises when you walk.

Do avoid short-shorts, mini-skirts and cut-off jeans. Whether you’re a man or a woman, super-short attire is not appropriate for the office setting and cut-off denim gives a messy impression.

Don’t avoid shorts or skirts altogether. Skirts and khaki or chino shorts can be worn, especially when it’s nice weather. Just make sure they’re an appropriate length and style for the office.

Don’t go sleeveless or strapless. Men should avoid shirts and t-shirts without sleeves—but short-sleeved shirts and nice t-shirts are fine. Women can wear sleeveless blouses but should avoid strapless tops or dresses.

 Don’t wear sports gear. Even if you’re a dedicated basketball or hockey fan, it’s best not to wear your team’s shirt to work. Opt instead for shirts with a collar, preferably without any loud print.

Do be ready for the unexpected. There may be times when you have to go into a formal meeting unexpectedly. Keep a blazer or a couple of ties at your desk just in case, and you’ll always be prepared to make a good impression.

If you’re still having trouble making up your mind about whether a piece of clothing is appropriate or not, just ask yourself if a client would take you seriously if he or she met you wearing this outfit. When in doubt, always err on the conservative side. It’s better to be safe than sorry—and nobody wants to lose a project or even a job over a wardrobe slip-up!


Tips to Help You Raise Kids Who Love Reading


Helping your children to enjoy reading is one of the most important things you can do as a parent and well worth the investment of your time and energy.

Kids will learn reading skills in school, but often they come to associate reading with work, not pleasure. As a result, they lose their desire to read. And it is that desire – the curiosity and interest – that is the cornerstone to using reading and related skills successfully.

Read aloud

By far the most effective way to encourage your children to love books and reading is to read aloud to them, and the earlier you start, the better. Even a baby of a few months can see pictures, listen to your voice, and turn cardboard pages.

Make this time together a special time when you hold your kids and share the pleasure of a story without the distractions of TV or telephones. You may be surprised to find that a well-written children’s book is often as big a delight to you as it is to the kids.

And don’t stop taking the time to read aloud once your children have learned to read for themselves. At this stage, encourage them to read to you some of the time. This shared enjoyment will continue to strengthen your children’s interest and appreciation.

Keep books around your home

Simply having books, magazines, and newspapers around your home will help children to view them as part of daily life. And your example of reading frequently and enjoying it will reinforce that view.

While your children are still very small, it’s a good idea to start a home library for them, even if it’s just a shelf or two. Be sure to keep some books for little children to handle freely.

Consider specially made, extra durable books for infants, and pick paperbacks and plastic covers for kids who are older but still not quite ready for expensive hardbacks. Allowing little children to touch, smell, and even taste books will help them to develop strong attachments.

How you handle books will eventually influence how your kids treat them. Children imitate, so if they see that you enjoy reading and treat books gently and with respect, it is likely that they will do the same.

Choose books your child will enjoy

When you read aloud together, choose books that you both like. If a book seems dull, put it down and find one that is appealing. There are, however, so many children’s books in print that making the best selections may seem a formidable task.

One approach is to look for award-winning books. There are two famous awards for children’s literature made each year by the American Library Association that are good indicators of quality work: the Caldecott Medal for illustration and the Newbery Medal for writing. But these are given to only two of the approximately 2,500 new children’s books published each year.

Fortunately, there is a lot of other good help available. For instance, there are lists of books recommended by the American Library Association and the Library of Congress and some excellent books to guide parents in making selections.

The best help of all, though, is at your neighborhood library. If you are not familiar with the library, don’t hesitate to ask for help. The children’s librarian is trained to help you locate specific books, books that are good for reading aloud, and books on a particular subject recommended for a particular age group.

The library also has many book lists, including ones like those mentioned above and probably some published by the library itself.

In addition, your library will have several journals that regularly review children’s books, including The Horn Book and Booklist. These will give you an idea of what’s new and worth pursuing.

And there’s nothing like just browsing through the many books available at your library until you find ones that appeal to you and your kids.

If your children are school-aged, keep in mind that the school library is an excellent source for a wide variety of materials and the school librarian is knowledgeable about children’s literature. Encourage your kids to bring home books from their school library for pleasure as well as for their studies.


More Evidence That Owning a Dog Is Really Good for You

Dogs are more than just cuddly companions — research continues to show that pets bring real health benefits to their owners.

Having a dog around can lead to lower levels of stress for both adults and kids. They’ve been found to decrease the risk of asthma in children and have been linked to lower blood pressure.

 And researchers have also shown that dog owners are more active than those who don’t own dogs, packing in more steps per day on their walks or just regular playtime. Last month, a study showed that older dog owners take 2,760 more steps per day on average compared to non-owners, which amounted to an additional 23 daily minutes of moderate exercise.

Now, a new study in the Journal of Epidemiology and Community Health shows how enduring that phenomenon is: dog owners are also significantly more active during the winter.

Researchers from University of East Anglia (UEA) and the Center for Diet and Activity Research at the University of Cambridge used data from the European Prospective Investigation into Cancer and Nutrition Norfolk cohort, and they focused their study on 3,123 participants between the ages of 49 and 91. Nearly 20% of those participants owned a dog, and they all wore an accelerometer for seven days to track their movements.

The researchers found that the the people who didn’t own a dog were sedentary for about 30 more minutes a day on average than those who walked their dogs. Everyone who participated in the study was less active on shorter days, colder days and days with more precipitation. But the researchers discovered that, even during days with bad weather, dog walkers were more active than non-dog walkers were on the nicest days.

“We were amazed to find that dog walkers were on average more physically active and spent less time sitting on the coldest, wettest, and darkest days than non-dog owners were on long, sunny, and warm summer days,” project lead Andy Jones, a UEA professor, said in a press release.

Dog walkers got in an average 12 more minutes of activity on the wettest days, for example, than those who don’t own dogs got on the driest days. Overall on the driest days, dog walkers were sedentary for an average of 632 minutes, compared to non-dog owners’ 661 minutes.

Jones said this finding could have important implications about how to motivate people to stay active as they age.

“Physical activity interventions typically try and support people to be active by focussing on the benefits to themselves, but dog walking is also driven by the needs of the animal,” Jones said in the release. “Being driven by something other than our own needs might be a really potent motivator and we need to find ways of tapping into it when designing exercise interventions in the future.”


Oysters “Fireworks”




  1. Scrub, wash, and open oysters.
  2. Line a baking tray with rock salt and place oysters on top.
  3. Dice finely red bell pepper and jalapeño peppers.
  4. Mix olive oil, lime juice, chopped parsley, peppers, and grated Romano cheese together.
  5. Spread equally on top of each oyster.
  6. Bake for eight to ten minutes or until light brown. Before serving, sprinkle bacon bits on top of the oysters.

Spring/Summer 2017: Key Trends

Spring/summer 2017’s fashion trends have stylists, buyers, editors and anyone else who is interested super-duper, spin-around-your-closet excited. Why? Well, it’s an inherently upbeat season. From the many no-holds-barred interpretations on the 1980s (think lamé, jumbo frills, shoulders, bling and legs) to the most saturated colour palette we’ve seen in a decade (fuschia, scarlet, heliotrope, hazmat, more fuschia!), joy is oozing from every stitch and every seam. Even stripes and florals—those two trusty pillars of the summer print lineup—are back with more bite, more verve and more tempting iterations to make you think again and look twice.

The spirit of the ’80s continues via the runway’s adoption of the more literal aesthetic codes as well as the decade’s DIY culture—this is a season where YOU make the rules. Want to be a punk princess in one of the hundreds of see-through, peekaboo dresses designers have dreamt up in clouds of tulle and embroidery? Then you can—every day of the week. Fancy the idea of wearing whatever, whenever and however you imagine it in that moment? Then the radical mix ‘n’ match styling seen at some of the most influential fashion houses on the block will give you the confidence to do so. Céline’s Phoebe Philo even went so far as to send her models out in mismatched shoes. Who knew?

So if you’ve ever thought that warm-weather trends were predictable as hell (yes, we all yawn when nautical rears its seafaring head), then this is going to change your outlook forever more.

From Left to Right: Balenciaga, Roland Mouret, Max Mara, Emilia Wickstead, 3.1 Phillip Lim

Style Notes: At the S/S 17 shows, you will have seen more fashion editors wearing sunglasses indoors than ever before. Well, when you look at this rainbow of runway exits, can you blame them?

Pink—and lots of it—played a very bold part of the Paris Fashion Week schedule, with the likes of Balenciaga, Céline and Valentino all employing the most shocking shades of this pretty hue for demure dresses. Without frills, prints or girlish detailing, the power of pink was clear to see.

But if that isn’t your vibe, take your pick from the multicolour closet of S/S 17. From Kermit green to sunshine yellow, there’s only one rule: Wear LOTS of it.

From Left to Right: Moschino, Isabel Marant, Rodarte, Saint Laurent, Haider Ackermann

Style Notes: Did you not believe us last season? We predicted that the ’80s trend was no passing one, and the proof was all over the S/S 17 catwalks. If Isabel Marant—our appointed queen of boho—has even stepped into the realm of high-shine fabrics and draped volume, you know this isn’t a decade dip to be ignored.

The essence of the new ’80s redux really lies in after-dark wares. You probably won’t find much of the mood filtering into daywear, but when it comes to going out, there’s much to play with, from silhouette-enhancing nipped waists fastened with giant belts to flirty hemlines balanced out by big shoulders. Crystal earrings and sky-high stilettos are key—and no one did them with more ferociousness than Saint Laurent’s new creative director, Anthony Vaccarello.

From Left to Right: Marques’Almeida, Chloé, Balenciaga, Dries Van Noten, Erdem

Style Notes: “Florals? For spring? Groundbreaking,” recites every person who has watched The Devil Wears Prada ever. Well, actually, this time around, they really are. So rad in colouration, scale, fabrication and mood that designers thought it best to go full throttle in full blooms from head to toe—shoes included.

From double doses of Rococo-style jacquard florals with ruffles and raw hems at Marques’Almeida to subdued, blousy ’70s bouquets at Chloé and neon carnations at Balenciaga, there is nothing standard about these arrangements. No ditsy prints here in this S/S 17 version of the fashion trend, thanks.

From Left to Right: Gucci, Altuzarra, Miu Miu, Dolce & Gabbana, Chanel

Style Notes: Inspired undoubtedly by Gucci opening the doors to an everyday kind of eccentricity, many designers are pushing forward with the concept of mix and match. If that sounds daunting, don’t be afraid. There’s something inherently wearable about the new wave of eclecticism, and you’ll often find that individual pieces are entirely easy to wear on the regular. Take Dolce setting jeans against madcap combination of bejeweled accessories, trophy jacket and motif tee—a great going-out outfit.

How to approach this with ease? A strict colour palette will help, but otherwise, just think about accessorising to the max: See the way Miu Miu’s blue coat is lifted into further gloriousness via a printed stole, tinted frames and lilac platforms?

From Left to Right: Dior, Osman, Molly Goddard, Valentino, Rochas

Style Notes: The see-through dress ruled supreme in London. Well, in a city where the lines between party outfits and day-to-day looks are forever blurred, it makes sense. LFW wunderkind Molly Goddard led the pack with her confections of pastel-hued tulle and the trend continued well into Paris. We fantasised over the balletic ensembles under Maria Grazia Chiuri’s debut Dior collection—Bella Hadid has been the first out and about wearing them, the lucky girl.

So how to wear this semi-opaque spring/summer 2017 fashion essential? Firstly, remember this is a million (pretty-punk) miles away from the A-list world’s “naked dress” obsession. You don’t want tight, and you don’t the want modesty-saving embellishment, because you’ll be layering it up. It’s also dependent on how bravely you’ll dare to bare. Keep it casual by flinging a gossamer-light sheer slip-of-a-thing over jeans and a tee, or go the full nine yards and style out with a flash of giant knickers. The latter is not a formula for work, but it is a fast track to feeling au courant, for sure.

From Left to Right: Loewe, Bottega Veneta, Jil Sander, Stella McCartney, Hermès

Style Notes: Just don’t call it minimalistic. There’s so much more to the catwalk’s beautiful antithesis to all of the mix ‘n’ match madness we’ve already spoken out. This brand of purism comes armed with subtle details to make even the simplest item (take a cardigan, for example) seem like the most exciting thing you’ve ever seen.

From tactile fabrics (micro-pleats through to earthy, luxe, comfortable hessian) designers from J.W.Anderson to Stella McCartney have also played with volume, shape and a seriously practical spectrum of utilitarian colours that go with literally everything you own already. If your fashion approach has always been “less is more,” join the gang.

From Left to Right: Delpozo, Pringle of Scotland, Mulberry, Proenza Schouler, Mary Katrantzou

Style Notes: The graphic, blocky, mind-boggling start to the stripe parade for spring/summer 2017’s fashion trend offering started early on, with almost every major designer in New York choosing this as their pattern du jour. Proenza Schouler’s chopped-up, highly Instagrammable take will surely feature in a thousand and one fashion editorials for the coming season, while we predict a shopping riot for the collegiate stripes pumped out by Johnny Coca on the Mulberry runway during LFW.

If flower-print wearers seem dedicated, don’t think there’s any less of an obsession when it comes to these alternative lines—designers were set on also styling these from head to toe too. Of course, you’re more than welcome to nod to the trend with a natty striped knit or a barcoded pair of heels, but we do like this full-steam-ahead attitude.


Leaders in Diversity & Inclusion

David is in charge of workplace diversity management at a global manufacturing company. He was recently assigned a seemingly basic task. “Focus on minorities,” the executive sponsor of the initiative told him. “I’d like to see our numbers climb from 25 to 45 percent,” he said.

Minorities are largely underrepresented at the company, but David knew that was only a small part of a larger problem. Women are also grossly underrepresented, especially among senior employees. Additionally, there are no current initiatives to hire people with disabilities, nor is there a policy in place that promotes diverse ways of thinking.

Frustrated at the narrowed focus of his duty, David immediately felt discouraged. Through his experiences, he has learned that to achieve greater diversity and inclusion (D&I), organizational efforts will need to focus beyond just the numbers. To effect positive and measurable change within an organization, David knows it is imperative to focus efforts on a collective and multidimensional solution.

Later that day, David chatted with a team of his coworkers in different countries during a conference call. Some of them echoed something he has heard plenty of times in the past. Jason, a colleague in Singapore, stated, “Simply focusing on hiring minorities isn’t enough. The offices here, for example, employ a huge number of minorities, but they aren’t included as key decision makers, and they’re rarely promoted to executive positions.”

David and Jason both agree that their company should continue to hire more people from underrepresented groups, but that a single focus will not do much to solve any of the larger problems. They understand that companies with gender, ethnic and racial diversity are at least 15 percent more likely to experience above-average financial returns. They also know that companies within the top quartile for racial and ethnic diversity are 35 percent more likely to do the same.

These statistics imply a significant relationship between competitive profit gains and diversity, so why, exactly, is focusing on minorities not enough for a global company?

Why are members of the global workforce — such as David and Jason — frustrated with one-way initiatives that do nothing more than single out certain groups of people?

And most importantly: what can we learn from top companies successfully globalizing workplace diversity and inclusion?

Managing diversity and inclusion in the global workplace is, in many ways, an unmapped territory. As such, we share five lessons from the following top global companies:

These leading organizations are paving the way for the future of diversity and inclusion. Between fostering innovation and learning to properly monitor — and model — their efforts, we have gleaned from these leading global companies five important lessons for organizations to successfully implement diversity and inclusion efforts that will have global relevance.

Lesson 1: Recognize the Shift in Global Understanding of D&I

As David and Jason realize in the above scenario, diversity today means more than race and gender. There’s growing significance placed on creating environments where a variety of different voices are encouraged and heard. These voices come from people who may or may not be of the same gender, race, or ethnicity. Diversity in the workplace today can include some of the following:

This new way of thinking about D&I focuses on meeting the needs of the individual and not so much on an HR-centered initiative. Today, it is not only about having diversity within a company but leveraging that diversity to produce better products and services.

It is crucial to hire and maintain a diverse workforce, so gender and racial/ethnic initiatives will be launched and maintained into the foreseeable future. There is much to learn from leaders in diversity and inclusion, but it is important to remember that every company’s D&I initiatives will look different. You should tailor your initiatives to address your specific industry and your company’s areas of weakness. Furthermore, global strategies should be able to be adopted locally.

It is wise to remember that diversity means different things to different people, and organizations will apply those definitions to their companies respectively. For example, the percentage of workers of European ancestry in the UK decreased by almost 10 percentage points over the last ten years. This presents an area of focus unique to the UK workforce.

Another example is the focus on people with disabilities in India, where many people suffer from polio or other diseases because medicine was not available to treat them. Because of this, Deutsche Bank works with a non-governmental organization to train people with disabilities to work at the company.

It’s clear that the shift in D&I still includes, but stretches beyond, race and gender. We are in need of a collective push toward recognizing the need for diverse thinkers coming from a variety of different backgrounds, but companies are only slowly moving in this direction.

Take the story of Todd Sears as an example. He began his career as a Wall Street investment banker in an environment that was not accepting of homosexuality. He eventually found a position in a more welcoming environment, where he flourished and eventually went on to pursue his own firm in a new market: private banking focusing on LGBT clients.

Sears’ statement is a testament to the changing forecast of D&I: “For me, it’s business first, and business as a vehicle to achieve social justice and civil rights.”

His statement provokes further thoughts about for-profit organizations and their dedication to advancing society on a global level. We all know intuitively that D&I initiatives are morally right, but realistically speaking, businesses are going to do what is best for the bottom line. This fact rouses sentiments about social responsibility, and part of this view naturally considers supplier diversity.

Few companies are as successful as Ford when it comes to supplier diversity. In November of 2014, The National Minority Supplier Development Council named Carla Preston of Ford Motor Company a Minority Supplier Development Leader. In 2013, Preston’s efforts led to Ford adding 16 new Tier 1 diverse suppliers to its network, accounting for $4.8 million in spend. That year, Ford granted $1.08 billion of new business to diverse suppliers.

This example proves that a global entity can indeed leverage diversity in many ways and see extremely positive results. This is proof that what is morally right can also be the best business decision.

There are aspects of running a global business that are the same across the board, such as making a profit and putting forth efforts into D&I. There are also unique concerns that come with operating through different cultures and regions.

Lesson 2: Build an Inclusive Environment

Studies show that diversity and inclusion efforts are worthwhile, especially on a global level. In the United Kingdom, senior executive teams proved a 3.5 percent increase in earnings before interest and taxes with every 10 percent increase in gender diversity.

This implies that global business leaders should strive to create an atmosphere where multiple voices are heard, and their opinions are valued and considered. This fact should be engrained in the company culture. In the example scenario, David and Jason realized the importance of an inclusive global workplace, but were frustrated with the focus on a single group of workers – and frustrated that the company culture lacked a focus on global talent.

Few senior executives have realized the importance of a diverse workforce powered with voices of people from different backgrounds, personalities and thinking styles across the global workplace. It has become important to create environments where all people are encouraged to draw upon their unique experiences, perspectives and backgrounds to advance business goals. To achieve this in a global work setting, it’s crucial to employ effective global communication and training efforts.

Healthcare provider Johnson & Johnson, for example, realized that to be successful in global diversity, it needed culturally appropriate efforts launched for every region. The company was struggling to combine its diversity efforts in the United States and Europe, so it conducted its first-ever live video conference on mutual perceptions, diversity and respect. Clients and employees reported increased productivity, and over 100 survey participants reported the conference was the most valuable training they had ever experienced.

Another example of a global company realizing the depth and scope of inclusive environments is Deutsche Bank, a signatory and founding member of diversity charters in Germany, Spain and Luxembourg. About 42 percent of its employees are female. Eileen Taylor of Deutsche explained, “We are in 75 countries and we hire the best talent in each locale. Diverse teams and companies make better decisions.”

Considering these examples, it’s clear that some of the top organizations around the world have set an example for diverse and inclusive global work environments. As these organizations continue their efforts and others follow, how do they continuously improve? And, more importantly, what areas of D&I are companies still falling short?

Sixty-five percent of 321 executives of large global companies surveyed by Forbes Insights claimed to have a plan in place to recruit a diverse workforce — but only 44 percent employ retention programs. This signifies a gap in collective progress when it comes to retaining diversity and inclusion in the workplace. In other words, you cannot simply have diversity; you must learn to leverage and nurture it so that it can thrive.

Lesson 3: Use Multiple Practices and Measures

Diversity and inclusion should not be treated as a ‘one-off’ initiative. Many leaders struggle with how to manage workplace diversity. Promoting diversity and inclusion in the workplace is a constant work in progress, and it should be maintained and nurtured to be effective.

According to a 2014 HUDSON Research & Consulting study that interviewed interviewed six D&I leaders from leading non-U.S.-based companies, there is a need for multiple initiatives and many sources of feedback.

Instead of looking at turnover rates and other numbers, there is a need for measuring ROI based on different indicators and granular information, such as employee responses and consistent feedback about policies.

Chemistry giant BASF employs a talent dashboard that allows leaders to gauge D&I progress by asking comprehensive questions about their thoughts on the hiring process and retention trends. This ensures that multiple voices are heard and encourages employees to voice their opinions. Strategies like this give a voice to employees who might not otherwise express their opinions.

Another example of a successful global company utilizing multiple practices and measures is the German chemical and pharmaceutical company Bayer. It uses eLearning modules as a way of providing ongoing education to employees. This type of resource provides employees with consistent reminders of the company’s values and expectations.

David and Jason at the global manufacturing company would likely appreciate such efforts. A talent dashboard would allow them to voice their concerns in a safe atmosphere, as well as show them that leadership cares about their concerns. The eLearning modules would serve as a way to educate employees across the globe, placing emphasis on things that matter beyond racial and gender diversity.

The takeaway is that your global company should have solutions in place to monitor and retain a talented and diverse workforce, such as any of the following:

Lesson 4: Ensure Leaders Model Diversity and Inclusion

It is critical that senior leadership model diversity and inclusion. When senior leaders own D&I and make themselves a part of the diversity and inclusion management process, it sets the tone for the rest of the organization to follow suit. “I have to be the champion of diversity and inclusion,” said L’Oréal USA CEO Frédéric Rozé. “It is my job to be a role model and show how important this is to our company.”

BASF is an excellent example of a global company that introduces D&I training programs to senior executives to promote diversity throughout the organization. BASF’s Ambassador Network includes over 500 employees worldwideand encourages the creation of an “open corporate culture that values every individual.”

Is there a secret formula to learning how to manage workplace diversity, especially considering the breadth of differences between global companies? Here are three steps imperative to obtaining inclusive leadership.

1. Seek diversity

Companies must pull applicants from a diverse pool using the best techniques. Most global companies understand this fact, but it is not enough. Best practices include training hiring managers to ensure the hiring criteria and process is inclusive.

2. Create inclusion

It is not enough to only hire a diverse workforce. It is crucial to leverage diverse perspectives for the benefit of the business as a whole. It is important to bring awareness to unconscious bias and discuss it in terms of the organization. In doing so, multiple perspectives are shared and considered.

3. Drive accountability

Leaders in diversity and inclusion should make it clear that your global environment promotes free speaking. Encourage employees to speak out against biases. If necessary, launch a culture change in which every employee is involved.

This process can be slow and intimidating, but your efforts will pay off when employees feel empowered to take individual accountability and let you know when they notice a bias. Diversity and inclusion activities in the workplace are not always a simple process. In fact, sometimes they can be quite messy. But it is often in these situations — in which employees step outside of their comfort zones and are faced with new situations and ideas — that tremendous growth occurs.

A global organization catching on to this need for inclusive leadership is Ford Motor Company, which recognizes the need for leveraging different skills and perspectives, and for “respecting each other, and, in doing so, achieving profitable growth for all.”

Kiersten Robinson, Vice President of Human Resources, Asia Pacific and Africa at Ford, was born in Ireland and immigrated to Australia as a child. She experienced cultural differences and was always well aware of her own as an immigrant. She learned at a young age the positive outcomes born from leveraging diversity and integrated that knowledge into her career. Robinson believes that organizations should use varying insights and perspectives as opportunities to increase customer satisfaction.

Lesson 5: Recognize the Connection Between Innovation and D&I

Perhaps the most significant lesson is that diversity and inclusion spark innovation. In AIG’s 2014 corporate citizen report, for example, it included leveraging cognitive diversity to drive innovation as a D&I principle. According to the global enterprise, diversity and inclusion increase innovation and reduce business risk.

The enterprise focused its efforts on three areas in 2014:

This new trend among top global companies fostering innovation in the workplace encourages other global businesses to do the same.

If you want to begin exploring the concept of cognitive diversity in the workplace, know that it focuses on diversity of thinking and is composed of four dimensions:

Cognitive diversity breeds high performance while completing complex tasks. Global workforces powered with diverse thinkers hold the ability to foster innovation. It is important to note that there are two possible roadblocks to this innovation:

Unconscious bias is difficult to overcome, but there are steps you can take to overcome it in the global workplace:

World leader in quality-of-life services Sodexo is well known for its forward thinking and ability to recognize bias. The company was recognized with one of Canada’s Best Diversity Employers awards for two years in a row. President of Sodexo Canada Barry Telford explained, “Diversity is not just about each group getting their moment. We must all work together to identify bias and make a commitment at all levels of the organization not to overlook our most talented and resilient team members.”

Leaders in diversity and inclusion should reward employees who are not afraid to voice an unpopular opinion or suggest something different than what’s expected. Dr. Rohini Anand of Sodexo USA said, “Inclusive leadership starts with self-awareness, being introspective, knowing your blind spots and possessing the ability to listen and learn.”

The ability to listen and learn can only be valuable if employees are encouraged to speak their minds, even when they are expressing an unpopular opinion or suggesting a new idea. Smart, successful global teams understand that differing opinions spark innovation — and that it is a crucial part of high performance. Without recognizing bias and considering different viewpoints, growth will likely be slow moving.

David and Jason’s global manufacturing company would likely benefit from an amended corporate culture that promotes diverse thinkers and promotes recognizing unconscious bias. They would likely experience fewer workplace frustrations as employees are encouraged to voice their opinions and multiple solutions are considered.

With so many considerations, it can be difficult to know where to start or where to focus your efforts. Learning to leverage global workplace diversity is far from simple, and learning to manage, maintain and measure your efforts will take time. Leaders in diversity and inclusion have taught us that it is an ongoing process, and it might require the help of an outside source — one that specializes in global diversity and inclusion in the workplace.

Consider Aperian Global®

If you are ready to leverage diversity and create a more inclusive global workplace, consider Aperian Global. We work with individuals like David to help navigate the best approach to diversity and inclusion. We will ensure you develop a solution that is global in reach and local for adaptability.

Our consulting services include globalization of diversity and inclusion initiatives, employee resource groups and affinity networks, and embedding diversity and inclusion into the organization’s culture.

We also offer consultingprogram design and facilitated training programs to support the creation of an inclusive environment. Some of our learning solutions include:


Leaders in Diversity and Inclusion: 5 Lessons From Top Global Companies

Gluiten Free Diet: Facts & Myths

Who should be on a gluten-free diet?

Individuals who have celiac disease require a gluten-free diet for health reasons.  Ingestion of gluten in these individuals causes an adverse reaction which damages intestinal cells and can lead to serious health problems.

People who experience an adverse reaction to gluten but who do not have celiac disease may have non-celiac gluten sensitivity (also called “gluten sensitivity”). In this condition the problems caused by gluten are not thought to be as extensive as in celiac disease, but for both conditions the treatment is a gluten-free diet.

What is a gluten-free diet?

Gluten refers to the proteins found in wheat, rye and barley which cause an adverse reaction in people with gluten-related disorders. On a gluten-free diet, these grains and any foods or ingredients derived from them must be removed from the diet. This includes the obvious breads, pastas and baked goods made with gluten-containing flours, but may also include less obvious foods such as sauces, salad dressings, soups and other processed foods, since these can contain small amounts of ingredients derived from gluten-containing grains.   (Oats are naturally gluten-free, but are often contaminated with wheat in growing and/or processing, so only oats which are certified gluten-free are acceptable on a gluten-free diet.)

Common misconceptions about the gluten-free diet

The gluten-free diet is sometimes promoted as a way to lose weight, or as a “healthier” diet for the general population.  These claims are unfounded.  The gluten-free diet is healthier for people with gluten-related disorders (celiac disease or gluten sensitivity), but there is no evidence that it is beneficial for people who do not have these conditions.


What symptoms could indicate the need for a gluten-free diet?

Symptoms of celiac disease and gluten sensitivity are similar and may include:  recurring abdominal pain, chronic diarrhea/constipation, tingling/numbness in hands and feet, chronic fatigue, joint pain, unexplained infertility and low bone density (osteopenia or osteoporosis).   There are hundreds of potential symptoms, many of which are also symptoms of other conditions.

What to do if you think gluten may be causing your symptoms

Consult with your personal physician/health care provider before giving up gluten.    This is very important because the standard blood  testing done as a first step to diagnosing these conditions is not meaningful unless gluten is being consumed for a significant period of time before testing.   It is also important to consult with your healthcare provider in order to evaluate other possible causes of symptoms.


How are celiac disease and non-celiac gluten sensitivity diagnosed?

The first step to testing for both conditions is a panel of blood tests looking for an antibody response to gluten.   If these tests are positive, the next step is an endoscopy.   If the endoscopy shows the intestinal cell damage characteristic of celiac disease, this is considered the gold standard of celiac disease diagnosis.

There is currently no specific diagnostic test for non-celiac gluten sensitivity; instead, it is a “rule out” diagnosis.   Consequently, the celiac disease testing described above would be done.  In addition, wheat allergy and other potential causes of symptoms should be ruled out.   If all of these conditions have been ruled out and the patient responds positively to a gluten-free diet, then the diagnosis of non-celiac gluten sensitivity may be made.

How many people have gluten-related disorders?

It’s estimated that in the U.S. approximately 1 in 100 people have celiac disease.   The prevalence of non-celiac gluten sensitivity is not established but may be significantly higher.   Only about 17% of people with celiac disease have been diagnosed.