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This design case serves to identify barriers to implementing a micro-credential initiative and describes how the institution in the case addresses them to provide strategies and lessons learned to practitioners at other institutions of higher education who may be designing a micro-credential initiative.

This design case traces a systems approach to designing a centralized and sustainable university micro-credential initiative. Sources include historical documents from the original working group, email-documented community feedback, current initiative communications, participant report, and frequency counts of micro-credentials awarded. This data is used to recount the design process and key decisions that led to revisions, or iterations, of the initiative's design.

The institution has seen rapid growth in the awarding of micro-credentials. Lessons learned included the need for thoughtful inclusion of stakeholders, selective terminology, a well-communicated attitude of iteration, repurposing of established tools and processes, and on-going support of academic faculty.

Like any design case, this study is not generalizable.

This paper provides a unique empirical account of the design, development, and implementation of a micro-credential initiative that functioned in tandem with, rather than in conflict with, shared governance and academic traditions at a higher education institution.

The purpose of this paper is to describe Bank of America Merrill Lynch's returning‐talent program, introduced as the company wanted to find a way to tap into the talent pool of people who have taken time out of work to care for family members.

The paper explains the reasons for the program, the form it takes and the results it has achieved.

The paper reveals that, as a lack of confidence can be a barrier for mothers returning to work, the bank wanted a program, which helped them to realize that their previous experience is valuable and relevant. It also wanted mothers to embrace the new skills they have likely acquired, as running a family and home combines many management, budgeting and often diplomacy skills.

The paper explains that the three‐day workshop helps participants to identify their strengths, motivation and newly‐developed skills; contains exercises to help to develop an action plan for returning to work; and provides practical examples on how participants can hone their CVs and prepare for interviews.

The paper explains that Bank of America Merrill Lynch partnered Mumsnet – the online network run by mothers, for mothers – to publicize the program, which is part of the Mumsnet family‐friendly program for developing and promoting family‐friendly practices in business.

The paper reveals how the bank is helping to put people who have been out of employment for three years or more back in touch with the world of work.

Bank of America Merrill Lynch recognizes that its most valuable asset is its people – who deliver every day for its customers, clients and shareholders. The company values the differences of its people, understanding that diversity and inclusion are good for business and make the company stronger. Diversity means business. The purpose of this paper is to discuss these points.

Lesbian, gay, bisexual and transgender (LGBT) equality is just one part of the diversity and inclusion strategy. Bank of America Merrill Lynch illustrates its commitment to making its organization one where LGBT employees feel fully valued and included in several ways: through employee‐led LGBT networks around the world; high profile sponsorships; and by promoting an inclusive culture at all levels through the company. This culture is led from the very top, but to be effective, it needs to run throughout all levels of the business.

A culture where employees can bring their whole selves to work, without the distraction of trying to be something they are not leads to an environment where individuals can be at their most productive and creates cohesive and effective teams.

Bank of America Merrill Lynch's business principles are founded on a culture of respect, equality and inclusion. By encouraging employees to be themselves at work, they are being allowed to reach their true potential and be more productive, and teams can be more innovative and confident to put forward ideas. Diversity and inclusion have a real positive impact on the profitability of a business.

The purpose of this paper is to examine how Bank of America Merrill Lynch is achieving gender diversity through an initiative aimed at women returning to the workforce after having a family and a break from their career.

It is a case study that outlines how the Returning Talent program was developed and implemented and its ongoing improvement based on participant feedback.

Over 50 percent of the women who participated in the 2012 program have now returned to work. The program raised the profile of the financial services sector and Bank of America Merrill Lynch as an employer of choice for women.

This case study is of value to organizations in any sector looking to retain skills and talent, help employees achieve a balance between family and work, and build a strong employee brand.

Disasters, including health crises and weather emergencies, are increasingly prevalent. While many people are highly resilient, the traumatic experience of emergencies and disasters can affect individuals and communities, including library staff and library users. Traumatic effects can persist long after the immediate impact of an event and may be magnified by cumulative exposure to traumatic events. Libraries are not immune from emergencies and disasters and also experience many other hazards. With attention to trauma and a focus on resilience, libraries can build strong organizations even during difficult circumstances presented by emergencies and disasters. This chapter shares research-based approaches from the literature along with promising practices shared by contributing libraries.

If you knew one of your child’s friends smoked pot with her mom, would that worry you? If you knew another one of your child’s friends spoke in tongues, would that worry you more or less?

This study aimed to investigate the sensemaking strategies employed by early-career employees working within organizationally constrained environments.

Grounded in the sensemaking-as-accomplishment framework, a longitudinal multi-case study was conducted, involving three early-career employees. These participants were interviewed multiple times concerning tasks they themselves identified as anomalous and ambiguous.

The study's findings illuminate how early-career employees utilize sensemaking strategies to accomplish anomalous-ambiguous tasks. These strategies are interwoven with deliberate efforts to mitigate organizational constraints that exist in the organization or arise during the execution of complex tasks.

Notable limitation pertains to the time gap between task completion and the interviews. Conducting real-time interviews concurrently with task execution or immediately afterward was not feasible due to constraints in participant availability. This research has implications for organizational learning initiatives, particularly those encompassing employee-driven self-learning components. Insights derived from studies like this can inform the development of effective self-learning schemes within organizations.

Previous sensemaking research focused on what takes place in high-reliability organizations. This study explored sensemaking strategies in workplaces that are organizationally constrained.