​The world is diverse and subsequently so are the organizations for which we work. Employers are viewing people who lack the ability to work and communicate with diverse groups as obsolete and not as value-adding employees. Communicating in a way that makes people feel included, rather than excluded, is not easy for everyone. It requires an understanding of our differences, a commitment to valuing everyone and appreciating individual uniqueness. The following strategies provide a good starting point to communicate inclusively. 

Address people the way they want to be addressed. We’ve all heard it, “Treat people the way you want to be treated.” However, is that really true? How about treating people the way they wish to be treated. All of us are different and expect to be treated with respect—but what does that really mean? For example, many Native Americans identify with their tribal background and may prefer being called Navaho or Sioux rather than Native American…and this is fine. Be sure not to judge a person’s preference but simply respect it. Also, keep in mind that different people within a group may want to be addressed differently. 

​Keep an open mind. People can view the same thing differently. Be open to the “different lens” through which other people view the world. Be willing to question your own assumptions and learn from the feedback you receive from others. Just because you see something one way doesn’t mean others see it the same.

It seems everyone hates performance reviews. Managers probably hate them just as much as employees do. However, performance reviews have proven to yield strong results when done right, and many still believe that they are an integral part of optimizing the way you do business.
Performance reviews can have positive effects on both the company and the staff. However, if done the wrong way, they can cause irreparable damage and wreck the organization’s culture. Poorly conducted performance reviews demotivate staff, instill fear and a sense of distrust in the workforce, and make managers’ jobs harder and more complicated in the end. While performance reviews are usually well-intentioned, they are often poorly-executed. How can you be certain that you’re doing it the right way? For starters, here are five things not to do when conducting performance evaluations.

​Don’t Make Them Annual Events. When you make it a once-a-year event, you are immediately adding stress to an already stressful situation. It becomes an event that both managers and employees dread. Keeping a laundry list of mistakes and shortcomings for each of your employees and then confronting them with these issues once a year is, in reality, as horrible an idea as it sounds on paper. Employees need and thrive on regular feedback and open conversations. As a manager, you need to design a simple and effective process for meeting with your employees on a more regular basis and speaking openly about things they can do to improve the way they work. That’s the best route to take if you want to see real, palpable and positive results from the review process.

While referring to someone as “sweetheart or “sugar” may appear innocent on the surface, this overly familiar verbiage can lead to misunderstanding, claims of favoritism, or even accusations of inappropriate professional behavior. All of these factors have the potential to negatively impact relationships in the workplace.
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Lack of Respect. Intentional or unintentional, using a term of endearment can convey a lack of respect, especially if a superior is using the term with a subordinate. A supervisor who says to an employee, “Honey, would you hand me those files?” verbally puts that employee in a subservient position through the choice of words. This can negatively impact the relationship between the employee and supervisor if the employee feels treated in a derogatory manner. 

​Condensation. Terms of endearment run the risk of sounding condescending, particularly when used in a tone one might use when speaking with a child. For example, “Oh sweetie, this report shows you really don't know what you’re doing, do you?” Not only is the comment condescending, but the use of the term of endearment can potentially take it to an embarrassing level. Also beware of terms like, “son,” or “granny” or any other word that has age-based connotations. Both of these actions can cause relationship-destroying resentment.

How do you get workplace diversity and inclusion right? Build a culture where everyone feels valued and heard. Chances are your organization has already invested in recruiting a diverse workforce that includes a range of ages, ethnicities, religions and worldviews. But that is only half of the diversity and inclusion picture.
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Creating a culture where people are respected and appreciated requires another level of effort—Inclusion! Inclusion embraces what makes each person unique, ensures different perspectives are heard, and values individual contributions. Think of inclusion as being like a chorus—each member has a different musical background, vocal range, and ability. When each person is put together with others, harmony is made. Similarly, when employees who are different from their colleagues are allowed to bring their perspectives to the team and collaborate, the company harmonically benefits through innovation, creativity and ideation…not to mention employee engagement. 

The Family and Medical Leave Act (FMLA) forms expire June 30—not on their original expiration date of May 31—but aren't likely to change when they're replaced with new forms, experts say.
Employers who customize their own forms aren't too concerned with the imminent replacement of the current forms, while employment law attorneys disagree on how much the DOL forms might be tweaked. The FMLA forms are used to certify that an employee is eligible to take FMLA leave and to notify him or her of leave rights under the law. The forms expire under the Paperwork Reduction Act of 1995, which requires the Department of Labor (DOL) to submit its forms at least every three years to the Office of Management and Budget (OMB) for approval, so the OMB can ensure processes aren't too bureaucratic. The DOL is renewing the current FMLA forms on a month-to-month basis until it replaces them with new forms. 
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Some employers customize the DOL-recommended forms for their own use, observed Steven Bernstein, an attorney with Fisher Phillips in Tampa, Fla. For example, some employers are covered by state and federal FMLAs and adjust the federal forms to reflect state law requirements. Others make minor changes, such as referring to workers as "associates" rather than "employees."