and in 2021 female CEOs represent less than percent of the CEO population. 37 33 Yagiie-Perales et.al. (2021), noted in their study that the \"presence of women in top management positions in both public and private organizations is significantly lower than that of men\" (p. 19).39 The United Nations reported that women represented approximately 40 percent of the global labor force in 2019, occupying less than 30 percent of managerial positions. 4'] Diversigi, equity, inclusion, and belonging {DEIB} DEIB stands for the terms; diversity, equity, inclusion, and belonging. And as we have covered diversity as a term in the above section, below are denitions and ideals behind the terms equity, inclusion, and belonging, as relates to workplace impact. Equity is the concept of having fair and impartial opportunities. 4' Inclusion is the act of creating an environment where all individuals feel welcomed, respected, supported, and valued. 42 '3 Inclusion addresses the needs of individuals, ensuring the right conditions are in place for each person to achieve their potential. Inclusion should be reected in an organization's culture and practices toward the effort of creating a working culture and environment that recognizes, appreciates, and effectively utilizes the talents, skills, and perspectives of employees to achieve the organizations objectives and mission. 4\" Belonging is a sense of relatedness connected to a positive relationship or relationships within an organization and can be thought of as the feeling of security and support when there is a sense of acceptance and inclusion. 45 '6 Belongingness can be fostered through actions such as; developing supportive, empathetic, and genuine relationships that help eo-workers feel understood and appreciated; creating an environment that is psychological safe. Belongingness can be created through intentional inclusion (e. g., meeting invitations, collaboration opportunities, communications, and decision making . 47 Does belonging matter at work? \"Not only is it the right thing to do, but research from multiple sources, shows that DEI leaders outperform their competitors nancially.\" 48 When employees report a sense of workplace belonging, performance can be positively affected. A 2019 study reported an estimated 56 percent increase in job performance, a 50 percent reduction in turnover risk, and a T5 percent decrease in employee sick days. On the negative side, the same study found that \"a single incidence of \"micro-exclusion\" can lead to an immediate 25 percent decline in an individual's performance on a team project.\" 49 How to promote a on Itnre that values and embodies a DEIBfoL-ns Per the Society of Human Resource Management HBR analytics report, we are reminded of the fact that organizational DEI challenges are multilevel; \"they start at the top, with a lack of diversity among executives, and run deep, encompassing everything from the need for greater accountability to the right kind of training and good standards and tools for measuring DEI.\" 5\" Employers can create trust with workers by demonstrating intent and competence through organizational DELB initiatives. This trust can be fostered by involving employees in creating input, demonstrating the importance of DEIB initiatives through the actions of; setting clear goals, and funding initiatives, increasing accountability, communicating evidence of progress in an ongoing format, and maintaining a commitment to DEIB through hiring, training, and promoting from diverse groups, in all levels of the organization. 51 Implementing DEIB in the workplace includes the organization's focus on communicating DEIB initiatives, ongoing evaluation of the workplace environment, developing a DEIB plan and measuring success. Strategies to promote a DEIB culture can include actions such as; educating your hiring team, implement diversity policies, promote open communication, create opportunities for people to connect, invest in your employees, and promote benets that attract diverse candidates. 53 52 Additionally, specialized programs such as "valuing differences programs," have been implemented by some organizations with the goal of enhancing interpersonal relationships among employees and to minimize blatant expressions of prejudice. 5" Other suggestions include creating employee resource groups (ERGs), offering continuous training to offset unconscious bias, and talking about DEIB regularly. 55 The Dilemma Focusing on these symptoms, Victoria Huaman, newly promoted Human Resources Vice President of the rm after the acquisition, investigated the problem, nding something awful as well as heartbreaking; the two groups of employees that come from these two companies were discriminating against each other due to their social class, education, lifestyle, and birth-origin differences. She recently participated in a meeting with the production supervisors, who expressed their concerns about the increased weekly absenteeism. In a desperate tone, one shift supervisor exclaimed, \"how would people be motivated to come to work if they are treated so badly?\" Another supervisor added, \"they are probably looking for another job, at a place they feel welcome.\" Victoria was surprised to hear these reections, but then recalled an email she had received two weeks ago via the \"Speak Up Program,\" an employee engagement anonymous reporting portal for suggestions and feedback. The letter noted workplace ostracism and lack of integration (See Exhibit 9). These divisions in the workplace impact motivation and collaboration between units and individuals. Victoria Huaman was used to facing inequality issues related to gender, health, and religion in her past experience as a human resources professional, but she never faced something like this before