Edna Chun and Alvin Evans are award-winning authors and human resource and diversity thought leaders with extensive experience in complex, multi-campus systems of higher education. Two of their books, Are the Walls Really Down? Behavioral and Organizational Barriers to Faculty and Staff Diversity (Jossey-Bass, 2007) and Bridging the Diversity Divide:Globalization and Reciprocal Empowerment in Higher Education (Jossey-Bass, 2009) were recipients of the prestigious Kathryn G. Hansen Publication Award by the national College and University Professional Association for Human Resources. In addition, their co-authored book, The New Talent Acquisition Frontier: Integrating HR and Diversity Strategy in the Private and Public Sectors and Higher Education (Stylus: 2014) received a silver medal in the 2014 Axiom Business Book Awards and is the first book to provide a concrete roadmap to the integration of HR and diversity strategy.Recent publications include Leading a Diversity Culture Shift in Higher Education (Routledge, 2018) that draws on extensive interviews with chief diversity officers and university leaders to provide a systematic approach to diversity organizational learning and The Department Chair as Transformative Leader (Stylus, 2015), the first research-based resource on the academic department chair’s role in diversity transformation. Other books include Diverse Administrators in Peril: The New Indentured Class in Higher Education (Paradigm, 2012), the first in-depth interview study of the work experiences of minority, female, and LGBT administrators in higher education 2012) and Rethinking Cultural Competence in Higher Education: An Ecological Framework for Student Development ( Jossey-Bass, 2016), a study that draws on a survey of recent college graduates now working as professionals to offer leading-edge, integrative models for the attainment of diversity competence.Both authors are sought-after plenary speakers and facilitators at national conferences and

• Acknowledgments Foreword 1 - Andy Brantley Foreword 2 - Benjamin D. Reese Jr. 1. The Business Case for Integrating HR and Diversity Strategy The Global Imperative Diversity, Demography, and HR Strategy Driving Change from the Outside In Misconceptions about HR’s Diversity Role Barriers to Integrated HR/Diversity Practices Ten Predominant Themes in Diversity Transformation Across All Sectors Unifying Bureaucracy to Create Synergistic Talent Approaches Strategic and Tactical Questions for Further Discussion Case Study 1. Formation of the HR Outreach and Diversity Office in the State of Rhode Island Case Study 2. Leading a Global HR/Diversity Initiative at the Society for Human Resources Management (SHRM. References 2. Reciprocal Empowerment. The Foundation of Inclusive Talent Practices Reciprocal Empowerment as Organizational Commitment Defining the Discourse of Diversity and Inclusion Diversity Capability as a Core Intangible Asset HR’s Diversity Evolution HR Redesign for Diversity The Pathway to Inclusion. Why Reciprocal Empowerment Matters Strategic and Tactical Questions for Further Discussion Case Study 3. Building Diversity Capability at Ingersoll Rand Case Study 4. Strategic HR and Diversity Collaboration at Duke University References 3. Diversity Competencies of the HR Leader The Six Competency Domains for Diversity Intercultural Sensitivity and Engagement The New Frontiers of Intelligence Creating Vanguard Organizations Through HR/Diversity Leadership Strategic and Tactical Questions for Further Discussion Case Study 5. Visioning and Planning—Diversity and Human Resources at Sodexo References 4. HR Leaders as Architects of Diversity Change HR Leader Self-Assessment Assessing Organizational Readiness for HR/Diversity Integration Creating Capacity for Transformational Change Mapping the Phases of Diversity Organization Development Barriers to Collaboration Challenges and Opportunities Strategic and Tactical Questions for Further Discussion Case Study 6. Integrating HR and Diversity Governmental Strategy at the U.S. Office of Personnel Management (OPM. References 5. Creating the HR Talent Infrastructure for Diversity The Talent Management Platform Talent Sustainability Talent Segmentation Global and Local. The Talent Challenge The Loss of Diverse Talent The Value of a Talent Compact The HR Vision, Mission, and Values Statements Systematic Gap Analysis Developing a Strategic HR/Diversity Talent Planning Process Strategic and Tactical Questions for Further Discussion Case Study 7. Launching a Transformative Diversity Initiative in the Largest HR Professional Association in Higher Education References 6. Building the HR/Diversity Strategic Plan Sample HR/Diversity Strategic Planning Template Measuring HR/Diversity ROI Creating Organizational Synergy Strategic and Tactical Questions for Further Discussion Case Study 8. Building an Integrated HR/Diversity Plan at Walmart Case Study 9. Integrated HR/Diversity Planning at Kent State University References 7. Synthesis and Recommendations Looking Ahead References About the Authors Index

“The demographic transformation of society compels leaders to adapt. This book makes the business case for integrated diversity and HR initiatives and shows how many sectors, whether public or private and including higher education, can learn from one another. This book is an excellent synthesis of research and original case studies that provides an excellent start for all of us. Those who would lead would be well served by reading this volume.”Frank H. Wu, Chancellor & DeanUniversity of California Hastings College of Law“A must-read for both HR and diversity practitioners looking to harness the power of diversity and inclusion to transform their organization and enhance business performance, The New Talent Acquisition Frontier offers dynamic principles, state-of-the-art practices and insightful case studies that outline how synergizing HR and Diversity programs can provide a competitive advantage.”Rohini Anand, PhD, Senior Vice President & Global Chief Diversity OfficerSodexo"An important resource for organization leaders to use in their effort to create an inclusive, high performing organization."Andy Brantley, President and CEOCollege and University Professional Association for Human Resources (CUPA-HR)"The authors provide a research basis, clear and user-friendly strategies and a road map for the deep integration of HR and Diversity practices that is critical to present and future success of our colleges and universities."Benjamin D. Reese, Jr., President, NADOHE; Vice President for Institutional EquityDuke University/Duke University Health System"In a knowledge-intensive global economy, teaming across organizational boundaries is critical to success. This book clearly demonstrates the urgency of overcoming organizational silos and bringing integrated talent programs into the mainstream of the organization, to foster cross-boundary teaming. It is an insightful guide for executives and practitioners, offering a practical, research-based roadmap to improving organizational excellence by integrating human resource and diversity programs."Amy C. Edmondson, author of Teaming and Novartis Professor of Leadership and ManagementHarvard Business School

Edna Chun and Alvin Evans are award-winning authors and human resource and diversity thought leaders with extensive experience in complex, multi-campus systems of higher education. Two of their books, Are the Walls Really Down? Behavioral and Organizational Barriers to Faculty and Staff Diversity (Jossey-Bass, 2007) and Bridging the Diversity Divide:Globalization and Reciprocal Empowerment in Higher Education (Jossey-Bass, 2009) were recipients of the prestigious Kathryn G. Hansen Publication Award by the national College and University Professional Association for Human Resources. In addition, their co-authored book, The New Talent Acquisition Frontier: Integrating HR and Diversity Strategy in the Private and Public Sectors and Higher Education (Stylus: 2014) received a silver medal in the 2014 Axiom Business Book Awards and is the first book to provide a concrete roadmap to the integration of HR and diversity strategy.Recent publications include Leading a Diversity Culture Shift in Higher Education (Routledge, 2018) that draws on extensive interviews with chief diversity officers and university leaders to provide a systematic approach to diversity organizational learning and The Department Chair as Transformative Leader (Stylus, 2015), the first research-based resource on the academic department chair’s role in diversity transformation. Other books include Diverse Administrators in Peril: The New Indentured Class in Higher Education (Paradigm, 2012), the first in-depth interview study of the work experiences of minority, female, and LGBT administrators in higher education 2012) and Rethinking Cultural Competence in Higher Education: An Ecological Framework for Student Development ( Jossey-Bass, 2016), a study that draws on a survey of recent college graduates now working as professionals to offer leading-edge, integrative models for the attainment of diversity competence.Both authors are sought-after plenary speakers and facilitators at national conferences and

• Acknowledgments Foreword 1 - Andy Brantley Foreword 2 - Benjamin D. Reese Jr. 1. The Business Case for Integrating HR and Diversity Strategy The Global Imperative Diversity, Demography, and HR Strategy Driving Change from the Outside In Misconceptions about HR’s Diversity Role Barriers to Integrated HR/Diversity Practices Ten Predominant Themes in Diversity Transformation Across All Sectors Unifying Bureaucracy to Create Synergistic Talent Approaches Strategic and Tactical Questions for Further Discussion Case Study 1. Formation of the HR Outreach and Diversity Office in the State of Rhode Island Case Study 2. Leading a Global HR/Diversity Initiative at the Society for Human Resources Management (SHRM. References 2. Reciprocal Empowerment. The Foundation of Inclusive Talent Practices Reciprocal Empowerment as Organizational Commitment Defining the Discourse of Diversity and Inclusion Diversity Capability as a Core Intangible Asset HR’s Diversity Evolution HR Redesign for Diversity The Pathway to Inclusion. Why Reciprocal Empowerment Matters Strategic and Tactical Questions for Further Discussion Case Study 3. Building Diversity Capability at Ingersoll Rand Case Study 4. Strategic HR and Diversity Collaboration at Duke University References 3. Diversity Competencies of the HR Leader The Six Competency Domains for Diversity Intercultural Sensitivity and Engagement The New Frontiers of Intelligence Creating Vanguard Organizations Through HR/Diversity Leadership Strategic and Tactical Questions for Further Discussion Case Study 5. Visioning and Planning—Diversity and Human Resources at Sodexo References 4. HR Leaders as Architects of Diversity Change HR Leader Self-Assessment Assessing Organizational Readiness for HR/Diversity Integration Creating Capacity for Transformational Change Mapping the Phases of Diversity Organization Development Barriers to Collaboration Challenges and Opportunities Strategic and Tactical Questions for Further Discussion Case Study 6. Integrating HR and Diversity Governmental Strategy at the U.S. Office of Personnel Management (OPM. References 5. Creating the HR Talent Infrastructure for Diversity The Talent Management Platform Talent Sustainability Talent Segmentation Global and Local. The Talent Challenge The Loss of Diverse Talent The Value of a Talent Compact The HR Vision, Mission, and Values Statements Systematic Gap Analysis Developing a Strategic HR/Diversity Talent Planning Process Strategic and Tactical Questions for Further Discussion Case Study 7. Launching a Transformative Diversity Initiative in the Largest HR Professional Association in Higher Education References 6. Building the HR/Diversity Strategic Plan Sample HR/Diversity Strategic Planning Template Measuring HR/Diversity ROI Creating Organizational Synergy Strategic and Tactical Questions for Further Discussion Case Study 8. Building an Integrated HR/Diversity Plan at Walmart Case Study 9. Integrated HR/Diversity Planning at Kent State University References 7. Synthesis and Recommendations Looking Ahead References About the Authors Index

“The demographic transformation of society compels leaders to adapt. This book makes the business case for integrated diversity and HR initiatives and shows how many sectors, whether public or private and including higher education, can learn from one another. This book is an excellent synthesis of research and original case studies that provides an excellent start for all of us. Those who would lead would be well served by reading this volume.”Frank H. Wu, Chancellor & DeanUniversity of California Hastings College of Law“A must-read for both HR and diversity practitioners looking to harness the power of diversity and inclusion to transform their organization and enhance business performance, The New Talent Acquisition Frontier offers dynamic principles, state-of-the-art practices and insightful case studies that outline how synergizing HR and Diversity programs can provide a competitive advantage.”Rohini Anand, PhD, Senior Vice President & Global Chief Diversity OfficerSodexo"An important resource for organization leaders to use in their effort to create an inclusive, high performing organization."Andy Brantley, President and CEOCollege and University Professional Association for Human Resources (CUPA-HR)"The authors provide a research basis, clear and user-friendly strategies and a road map for the deep integration of HR and Diversity practices that is critical to present and future success of our colleges and universities."Benjamin D. Reese, Jr., President, NADOHE; Vice President for Institutional EquityDuke University/Duke University Health System"In a knowledge-intensive global economy, teaming across organizational boundaries is critical to success. This book clearly demonstrates the urgency of overcoming organizational silos and bringing integrated talent programs into the mainstream of the organization, to foster cross-boundary teaming. It is an insightful guide for executives and practitioners, offering a practical, research-based roadmap to improving organizational excellence by integrating human resource and diversity programs."Amy C. Edmondson, author of Teaming and Novartis Professor of Leadership and ManagementHarvard Business School

Edna Chun and Alvin Evans are award-winning authors and human resource and diversity thought leaders with extensive experience in complex, multi-campus systems of higher education. Two of their books, Are the Walls Really Down? Behavioral and Organizational Barriers to Faculty and Staff Diversity (Jossey-Bass, 2007) and Bridging the Diversity Divide:Globalization and Reciprocal Empowerment in Higher Education (Jossey-Bass, 2009) were recipients of the prestigious Kathryn G. Hansen Publication Award by the national College and University Professional Association for Human Resources. In addition, their co-authored book, The New Talent Acquisition Frontier: Integrating HR and Diversity Strategy in the Private and Public Sectors and Higher Education (Stylus: 2014) received a silver medal in the 2014 Axiom Business Book Awards and is the first book to provide a concrete roadmap to the integration of HR and diversity strategy.Recent publications include Leading a Diversity Culture Shift in Higher Education (Routledge, 2018) that draws on extensive interviews with chief diversity officers and university leaders to provide a systematic approach to diversity organizational learning and The Department Chair as Transformative Leader (Stylus, 2015), the first research-based resource on the academic department chair’s role in diversity transformation. Other books include Diverse Administrators in Peril: The New Indentured Class in Higher Education (Paradigm, 2012), the first in-depth interview study of the work experiences of minority, female, and LGBT administrators in higher education 2012) and Rethinking Cultural Competence in Higher Education: An Ecological Framework for Student Development ( Jossey-Bass, 2016), a study that draws on a survey of recent college graduates now working as professionals to offer leading-edge, integrative models for the attainment of diversity competence.Both authors are sought-after plenary speakers and facilitators at national conferences and

• Acknowledgments Foreword 1 - Andy Brantley Foreword 2 - Benjamin D. Reese Jr. 1. The Business Case for Integrating HR and Diversity Strategy The Global Imperative Diversity, Demography, and HR Strategy Driving Change from the Outside In Misconceptions about HR’s Diversity Role Barriers to Integrated HR/Diversity Practices Ten Predominant Themes in Diversity Transformation Across All Sectors Unifying Bureaucracy to Create Synergistic Talent Approaches Strategic and Tactical Questions for Further Discussion Case Study 1. Formation of the HR Outreach and Diversity Office in the State of Rhode Island Case Study 2. Leading a Global HR/Diversity Initiative at the Society for Human Resources Management (SHRM. References 2. Reciprocal Empowerment. The Foundation of Inclusive Talent Practices Reciprocal Empowerment as Organizational Commitment Defining the Discourse of Diversity and Inclusion Diversity Capability as a Core Intangible Asset HR’s Diversity Evolution HR Redesign for Diversity The Pathway to Inclusion. Why Reciprocal Empowerment Matters Strategic and Tactical Questions for Further Discussion Case Study 3. Building Diversity Capability at Ingersoll Rand Case Study 4. Strategic HR and Diversity Collaboration at Duke University References 3. Diversity Competencies of the HR Leader The Six Competency Domains for Diversity Intercultural Sensitivity and Engagement The New Frontiers of Intelligence Creating Vanguard Organizations Through HR/Diversity Leadership Strategic and Tactical Questions for Further Discussion Case Study 5. Visioning and Planning—Diversity and Human Resources at Sodexo References 4. HR Leaders as Architects of Diversity Change HR Leader Self-Assessment Assessing Organizational Readiness for HR/Diversity Integration Creating Capacity for Transformational Change Mapping the Phases of Diversity Organization Development Barriers to Collaboration Challenges and Opportunities Strategic and Tactical Questions for Further Discussion Case Study 6. Integrating HR and Diversity Governmental Strategy at the U.S. Office of Personnel Management (OPM. References 5. Creating the HR Talent Infrastructure for Diversity The Talent Management Platform Talent Sustainability Talent Segmentation Global and Local. The Talent Challenge The Loss of Diverse Talent The Value of a Talent Compact The HR Vision, Mission, and Values Statements Systematic Gap Analysis Developing a Strategic HR/Diversity Talent Planning Process Strategic and Tactical Questions for Further Discussion Case Study 7. Launching a Transformative Diversity Initiative in the Largest HR Professional Association in Higher Education References 6. Building the HR/Diversity Strategic Plan Sample HR/Diversity Strategic Planning Template Measuring HR/Diversity ROI Creating Organizational Synergy Strategic and Tactical Questions for Further Discussion Case Study 8. Building an Integrated HR/Diversity Plan at Walmart Case Study 9. Integrated HR/Diversity Planning at Kent State University References 7. Synthesis and Recommendations Looking Ahead References About the Authors Index

“The demographic transformation of society compels leaders to adapt. This book makes the business case for integrated diversity and HR initiatives and shows how many sectors, whether public or private and including higher education, can learn from one another. This book is an excellent synthesis of research and original case studies that provides an excellent start for all of us. Those who would lead would be well served by reading this volume.”Frank H. Wu, Chancellor & DeanUniversity of California Hastings College of Law“A must-read for both HR and diversity practitioners looking to harness the power of diversity and inclusion to transform their organization and enhance business performance, The New Talent Acquisition Frontier offers dynamic principles, state-of-the-art practices and insightful case studies that outline how synergizing HR and Diversity programs can provide a competitive advantage.”Rohini Anand, PhD, Senior Vice President & Global Chief Diversity OfficerSodexo"An important resource for organization leaders to use in their effort to create an inclusive, high performing organization."Andy Brantley, President and CEOCollege and University Professional Association for Human Resources (CUPA-HR)"The authors provide a research basis, clear and user-friendly strategies and a road map for the deep integration of HR and Diversity practices that is critical to present and future success of our colleges and universities."Benjamin D. Reese, Jr., President, NADOHE; Vice President for Institutional EquityDuke University/Duke University Health System"In a knowledge-intensive global economy, teaming across organizational boundaries is critical to success. This book clearly demonstrates the urgency of overcoming organizational silos and bringing integrated talent programs into the mainstream of the organization, to foster cross-boundary teaming. It is an insightful guide for executives and practitioners, offering a practical, research-based roadmap to improving organizational excellence by integrating human resource and diversity programs."Amy C. Edmondson, author of Teaming and Novartis Professor of Leadership and ManagementHarvard Business School