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Anti-bias training is extremely popular in Silicon Valley, where tech titans like Facebook and Google mandate it, but a similar trend is on the rise among Fortune 500 corporations. To help root out bias, the authors developed ACE, a framework that codifies employee potential and can be used to analyze bias in assessments of potential. They describe the six elements of the ACE model and go on to provide a three-part strategy for uprooting bias in every organization.

Companies that have what the authors call two-dimensional (2-D) diversity--their leaders exhibit both inherent and learned diversity traits--are much more likely to understand their clients and unlock innovation among their workers.

Effective sponsors can help catapult junior talent into top management tiers, and good proteges can greatly expand the reach and impact of senior leaders-but the relationship works only when both parties recognize that it's a mutually beneficial alliance, a truly two-way street. Seeking to better understand this crucial dynamic, the authors, from the Center for Work-Life Policy, surveyed and spoke with thousands of professionals. Their findings constitute an invaluable guide. Sponsors should, among other things, advocate for their proteges' promotions, coach them, call in favors for them, and help them make connections. Proteges must be loyal, contribute 110%, and bring complementary skills and networks to the table. No matter what your career level, such relationships are lifelong projects to be carefully cultivated, consistently nurtured, and periodically refreshed.

A research update shows that women are still choosing circuitous career paths, despite the recession.

When it comes to workplace preferences, Generation Y workers closely resemble Baby Boomers. Because these two huge cohorts now coexist in the workforce, their shared values will hold sway in the companies that hire them. The authors, from the Center for Work-Life Policy, conducted two large-scale surveys that reveal those values. Gen Ys and Boomers are eager to contribute to positive social change, and they seek out workplaces where they can do that. They expect flexibility and the option to work remotely, but they also want to connect deeply with colleagues. They believe in employer loyalty but desire to embark on learning odysseys. Innovative firms are responding by crafting reward packages that benefit both generations of workers - and their employers.