This first Field Manual sets the context for the Program. It examines the history of diversity and inclusion and the rise of equity in the conversation, and defines key terms. The Field Manual looks at JP Morgan Chase’s brand-new initiative to begin addressing some of its historical wrongdoing, both in and outside of the HR context. And it outlines why it is critical for HR professionals globally to elevate diversity, inclusion, and equity inside and outside of their traditional spheres of influence with new energy and fresh perspectives today.

This Field Manual takes us into some of today’s most cutting-edge thinking about addressing inequities. It examines the work of designer Antionette Carroll, a highly regarded DEI specialist who posits that inequities exist in systems that were created by humans—which means that those systems can be redesigned. The Field Manual introduces the idea of leverage points—points within systems that, when changed, have an outsized effect on other pieces of the system—and looks at an example of how that has happened in a real organization. Then it helps us see our organization as a system—and provides a framework for how to break it down, identify leverage points, and begin to design for change.

Addressing inequity is an organization-wide challenge, but HR is still responsible for much of the ongoing work—even if we already have existing diversity and inclusion initiatives. This Field Manual looks at how we in HR can broaden our thinking to address every area where we work with an DEI-first mindset, drawing on lessons from previous vertical-to-horizontal shifts we’ve seen in HR. It digs into brand-new research from the JBA that uncovers what works and what doesn’t when it comes to effective DEI strategies, both within HR and across the organization, and offers actionable, research-driven steps to move the needle.

In this Field Manual, we examine the traditional business cases for DEI and look at how those must evolve in order to align with the priorities of our employees and customers, as well as the larger value of more just and equitable businesses. We look at how HR can and should be the catalyst for larger change initiatives within our organizations. We’ll offer tangible (and politically savvy) approaches to help you identify and tactfully point out where internal and external practices may be out of alignment and how to offer solutions.

This final Field Manual challenges us to take stock of what we have learned and turn it into action. For real. It outlines a process for figuring out where we can make the most impact as individuals, HR, and as a larger organization. The Field Manual addresses the tough questions of how to get started; how to stay motivated; how to inspire others to join you; how to sustain efforts over time; and how to navigate the complex, fraught politics that can cloud or derail our efforts. Finally, it provides space to develop and test our ideas and then asks us to hold each other accountable as we take that critical first step.