From our perspective, diversity and inclusion (D&I) represent some of the core values of the fields of I-O psychology and organization development (OD). As a result, as scientist-practitioners we have a dual responsibility both to dimensionalize and research these constructs to continue to build our understanding of them, and to assist others in driving these values deep into the business and people strategies of the organizations in which we work and consult. Given the ubiquity of the war for talent, with its increasing emphasis on shifting demographics and generational differences in the workplace and on concepts such as global thinking, learning agility, and cultural dexterity, it is no wonder that D&I have become the epicenter of the talent management agenda of many prominent and forward-thinking organizations today.

That said, if D&I are indeed at the center of talent management and at the forefront of many corporate sustainability efforts, where then are the explicit linkages to the fields of I-O, OD, and human resource management (HRM)? This was the question we asked ourselves several years ago during one of our annual Professional Practice Series Editorial Board planning meetings at the annual conference of the Society for Industrial and Organizational Psychology (SIOP). After years of having experienced D&I efforts at PepsiCo as being at the core of our HR agenda, we wondered why they were not more fully integrated with the fields of I-O, OD, and HR in general. As we discussed with Bernardo Ferdman (who was one of our board members at the time), there was little in the literature directly linking the different fields of practice, aside from some key early efforts such as the original volume by Susan Jackson and Associates in the early 1990s, even though many of the philosophical underpinnings and workplace practices of D&I overlap and have a shared heritage with I-O and OD efforts. Despite some more recent targeted efforts in the field to create these connections (for example, see recent focal articles in the Industrial-Organizational Psychologist: Perspectives on Science and Practice), there remains no single definitive source that effectively integrates D&I efforts with the fields of I-O, OD, and HRM. That is, until now.

This volume you hold in your hands, Diversity at Work: The Practice of Inclusion, represents a needed comprehensive and holistic approach to bridging the gap in the literature between these different but related fields. Bernardo Ferdman and his coeditor, Barbara Deane, have moved the needle forward with this addition to the Professional Practice Series by incorporating perspectives from both academics and practitioners across multiple disciplines to focus not just on the concepts of D&I (recognizing both old and new dimensions), but also on the actual application or practice of inclusion in the workplace. In many ways it represents the next step in the combined evolution of D&I and I-O.

Starting with the introduction of new frameworks for conceptualizing inclusion (that is, going beyond diversity alone, which is a notion that some organizations continue to struggle with), we are then presented with a range of different individual and organizational perspectives or lenses on the practice of inclusion as integrated specifically with key areas of I-O as well as other related disciplines in psychology and business. Some of the topics here focus on inclusion as applied to personal identity, communication, leadership, organizational culture, human resource management, organization development, work group climate, and corporate strategy. The volume then includes a discussion of some important aspects of practice in the world of D&I, such as benchmarking D&I efforts across different organizations, future trends in the field, and insightful case studies from a variety of chief diversity officers and practitioners.

As with any effort of this magnitude, it is important to recognize all the work that has gone into the development and execution of this edition. A heartfelt thank-you to Bernardo and Barbara for delivering an excellent volume in the series. Thanks also to our editorial team (Dave W. Bracken, Michael M. Harris, Allen I. Kraut, Jennifer Martineau, Steven G. Rogelberg, John C. Scott, Carol W. Timmreck, and of course Bernardo M. Ferdman) for their original feedback on Bernardo's proposal. Thanks as well to our successor, Allen Kraut, and his editorial team (Seymour Adler, Neil R. Anderson, Neal M. Ashkanasy, C. Harry Hui, Elizabeth B. Kolmstetter, Kyle Lundby, William H. Macey, Lise M. Saari, Handan Sinangil, Nancy T. Tippins, and Michael A. West) for keeping the momentum going during their tenure with the series. Finally, thanks to Matt Davis at Jossey-Bass for helping keep the process on track, as always.

D&I is a critically important topic to organizations in general and a core value of I-O and OD in particular. In our opinion, it has not yet been given the full attention or level of integration it deserves in the I-O arena. This important volume serves to close that gap. Although it has been some years in the making, the topic is as significant and timely as it ever was, and we are very pleased to see it finally completed. We enjoyed working with Bernardo in the early formation of the book concept and outline and watching it continue to develop all the way through the various phases of the effort. In many ways it is ironic that this volume represents our last as Professional Practice Series Editors and Allen Kraut's final volume, as we all feel like we have been actively involved, invested, and engaged in the outcome. And isn't that what being inclusive is all about? Enjoy!