According to the Bureau of Labor Statistics (BLS), age-diverse teams demonstrate both deep business experience and a network of friends and colleagues built over 3-5 decades. They also found that workers over 55 are more loyal. In 2016, workers above the age of 55 had a median tenure of more than ten years with an employer vs. 2.8 years for Millennials. We’re not knocking Millennials, just making sure you are aware of why skill sets are not always the answer.
When recruited and managed purposefully, multi-generational work forces are more productive and have less turnover than those in companies without age diversity.
Talent retention penne gabel and colleen la roseColleen LaRose
What is talent retention? Why is it important? How can the public workforce system help companies with their talent retention efforts? All this and more is covered in this webinar! The full webinar may be purchased at www/nereta/org/training
Executive interviews for workforce development professionalsColleen LaRose
Workforce development has not yet fully embraced the power of executive interviews. By organizing interviews with local CEO's, workforce investment boards could coordinate information that local colleges, economic develop;ment and their own business representatives are collecting by using a shared database and all asking the same questions so that logical comparisons can be made and follow-up with the employer can be planned in a logical way.
Workforce Investment Boards have for too long produced substandard websites. The message on the website is diluted because WIB's are trying to speak to more than one audience. Additionally, WIB's are not engaging the website viewer appropriately because quite frankly, they do not know who they are talking to. Therefore WIB's are not delivering information on the website that is desired by those who should be the target audience for the website (employers). This presentation helps workforce investment boards retool their message so that the message addresses the needs and wants of employers. Knowing who the audience for the website is will also allow WIB's to set measurable objectives regarding engagement.
What does it take to be a relevant HR leader? This presentation will show you what you should be doing to enhance the credibility and respect your brand deserves.
Talent retention penne gabel and colleen la roseColleen LaRose
What is talent retention? Why is it important? How can the public workforce system help companies with their talent retention efforts? All this and more is covered in this webinar! The full webinar may be purchased at www/nereta/org/training
Executive interviews for workforce development professionalsColleen LaRose
Workforce development has not yet fully embraced the power of executive interviews. By organizing interviews with local CEO's, workforce investment boards could coordinate information that local colleges, economic develop;ment and their own business representatives are collecting by using a shared database and all asking the same questions so that logical comparisons can be made and follow-up with the employer can be planned in a logical way.
Workforce Investment Boards have for too long produced substandard websites. The message on the website is diluted because WIB's are trying to speak to more than one audience. Additionally, WIB's are not engaging the website viewer appropriately because quite frankly, they do not know who they are talking to. Therefore WIB's are not delivering information on the website that is desired by those who should be the target audience for the website (employers). This presentation helps workforce investment boards retool their message so that the message addresses the needs and wants of employers. Knowing who the audience for the website is will also allow WIB's to set measurable objectives regarding engagement.
What does it take to be a relevant HR leader? This presentation will show you what you should be doing to enhance the credibility and respect your brand deserves.
THIS FULL WEBINAR CAN BE VIEWED FOR FREE BY COMPLETING A BRIEF SURVEY@ bit.ly/neretasurvey1
Once the survey time period expires, the webinar may be purchased for $79.50 at www.nereta.org.
"From WIRED to What's Next: The Post Recession Partnership for Skills-Driven Economic Development” (presented by Richard Seline, architect of the DOL-ETA WIRED grants initiative)
How did the WIRED grants come to be? What impact did they make? Were there any long standing changes due to their implementation? How can we learn from the WIRED grants...and what is the next logical step? Richard Seline, architect of the WIRED grants initiatives presents this third installment of the North East Regional Employment and Training's "National Jobs Crisis Brainstorming Sessions" to discuss how we can learn from WIRED’s sparked regionalism model – and the collaborations still critical today between economic and workforce development.
This presentation and participant engagement covers:
Why and How WIRED Was Organized to Spark Collaboration
The Immediate Lessons Learned During WIRED
The Lasting Impact from WIRED and Similar Initiatives
What’s Next in the Post Recession Economy Challenging Workforce, Regionalism, and Collaboration
Tools and Techniques for Assessing Current, Emerging Skills and Talent Demand
And finally, an Update on WIA Reform and the Ready to Work Grant Opportunity
And, as a special treat, Dan DeMaio Newton, formerly from Monster.com and Houghton Mifflin Harcourt joins in to engage in a robust dialogue with Richard to discuss lessons learned and strategies going forward.
Talent strategy for retaining super talent in the organisation is explained with the help of examples. This can be found in an article in People Matters dated August
As a pioneer in the staffing industry, and in the study of workforce preferences, Kelly takes a high-level look at collaboration as it pertains to the global worker today. In addition to analyzing worker preferences and psychographic insights based on survey data from the 2015 and 2014 Kelly Global Workforce Index™ (KGWI), this report pulls insights from Kelly Free Agent research (2015) survey data and other research sources. Unless otherwise noted, all statistics come from recent Kelly workforce research data.
Talent architecture ~ The Greenhouse Project 2017wjodrell
In today's business world, never has the Talent Architecture and its associated strategy & management processes been so important in large companies. Read what The Greenhouse Project has to say about it.
The future of the workforce is being driven by technology. The impact of technology, responses of the workforce to technology and needed responses by government to these changes in the workforce are discussed in this presentation. This presentation was given to the International Economic Development Leadership Summiit on January 29th, 2013 as part of a panel on "The Evolving Nature of Today's Workforce"
According to recent McKinsey research, only half of executives in global companies think they are effective at tailoring recruitment for different geographies. In this webinar, sponsored by SilkRoad and hosted by workplace and human resources expert Alexandra Levit, we'll discuss how to use internal intelligence and analytics to assess what aspects of your talent management strategy need to be truly global. We'll introduce the concept of a geographic "talent hub" and provide advice for attracting the best talent in Asia, Europe and Latin America. Finally, we'll offer advice for creating a global, digital talent community through which you can hire passive candidates in real time, and for reducing complexity via the "marketplace recruiting model."
Learning Objectives:
Understand the underpinnings of a global talent acquisition and management strategy.
Assess how a global talent acquisition program can be most effectively delivered.
Learn how HR analytics can help global talent leaders make intelligent, real-time decisions.
Determine when and where to employ geographic talent hubs and localized online properties.
We surveyed 2,604 talent acquisition leaders who work in a small or mid-sized corporate HR department in 35 different countries. All
respondents are at the manager level or higher and have some authority in their company’s recruitment solutions budget. These survey
respondents are LinkedIn members who were selected based on information in their LinkedIn profile and contacted via email.
ROI on Strategic Talent Management: What a Business Should Expect from Their ...christa_dhimo
Talent Management is a competitive advantage, yet so many companies still base their HR metrics on "present state" instead of turning it into business data and "future state" related to strategy and advancing the business. ROI indicators should by definition promote the FUTURE return on your investment by promoting sound business-related programs to predict and influence that future state. Those rules apply to ALL strategic elements in business, yet so few apply it to Human Resource programs. This is a culmination of powerful data while presenting the story of how Strategic Talent Management can impact a business.
Why is it essential for workforce development and economic development to joi...Colleen LaRose
Why is is essential for workforce development and economic development to join forces in each region? Because they need a coordinated strategy for job creation!
Managing Employee Turnover: And How to Not Let It Ruin Organizational MomentumShelly Myers
HR sits smack dab in the middle of the most competitive talent battleground in history. We spend so much money finding, hiring, and onboarding employees, then getting them to productivity, only to lose them far too soon. Turnover is costing organizations time, money, and market position, but the good news is that you can do something about it.
In this webinar you’ll learn the real organizational cost of turnover, its leading drivers, and most importantly, you’ll learn the techniques today's leading organizations leverage to engage and retain your top talent.
Join Diane Schuman and Rusty Lindquist to learn how you can radically and immediately impact your organization, even on a tight budget.
Across employers and industries, we have heard stories about the value young people bring to the workplace. Employers in manufacturing cited the need for serious hand-eye coordination and reported positive experiences with young people filling these roles. Others cited the benefit of having youth in their companies who can use evolving technologies. For others, especially firms that need a lot of entry-level employees, young workers are their lifeblood.
Youth Hold the Key: Building Your Workforce Today and in the Future focuses on the role that youth can play in helping employers meet some of their current and looming workforce challenges, and how companies can improve how they hire and retain youth. The findings are based on a recent survey of 350 employers, more than 80 interviews with employers and workforce experts conducted during 2014 by The Bridgespan Group and Bain & Company, as well as a review of published literature. Much of this work focused on the potential of the millions of young people—referred to here as "opportunity youth"—who are disconnected from both work and school, and lack a college degree, to address the needs of employers.
THIS FULL WEBINAR CAN BE VIEWED FOR FREE BY COMPLETING A BRIEF SURVEY@ bit.ly/neretasurvey1
Once the survey time period expires, the webinar may be purchased for $79.50 at www.nereta.org.
"From WIRED to What's Next: The Post Recession Partnership for Skills-Driven Economic Development” (presented by Richard Seline, architect of the DOL-ETA WIRED grants initiative)
How did the WIRED grants come to be? What impact did they make? Were there any long standing changes due to their implementation? How can we learn from the WIRED grants...and what is the next logical step? Richard Seline, architect of the WIRED grants initiatives presents this third installment of the North East Regional Employment and Training's "National Jobs Crisis Brainstorming Sessions" to discuss how we can learn from WIRED’s sparked regionalism model – and the collaborations still critical today between economic and workforce development.
This presentation and participant engagement covers:
Why and How WIRED Was Organized to Spark Collaboration
The Immediate Lessons Learned During WIRED
The Lasting Impact from WIRED and Similar Initiatives
What’s Next in the Post Recession Economy Challenging Workforce, Regionalism, and Collaboration
Tools and Techniques for Assessing Current, Emerging Skills and Talent Demand
And finally, an Update on WIA Reform and the Ready to Work Grant Opportunity
And, as a special treat, Dan DeMaio Newton, formerly from Monster.com and Houghton Mifflin Harcourt joins in to engage in a robust dialogue with Richard to discuss lessons learned and strategies going forward.
Talent strategy for retaining super talent in the organisation is explained with the help of examples. This can be found in an article in People Matters dated August
As a pioneer in the staffing industry, and in the study of workforce preferences, Kelly takes a high-level look at collaboration as it pertains to the global worker today. In addition to analyzing worker preferences and psychographic insights based on survey data from the 2015 and 2014 Kelly Global Workforce Index™ (KGWI), this report pulls insights from Kelly Free Agent research (2015) survey data and other research sources. Unless otherwise noted, all statistics come from recent Kelly workforce research data.
Talent architecture ~ The Greenhouse Project 2017wjodrell
In today's business world, never has the Talent Architecture and its associated strategy & management processes been so important in large companies. Read what The Greenhouse Project has to say about it.
The future of the workforce is being driven by technology. The impact of technology, responses of the workforce to technology and needed responses by government to these changes in the workforce are discussed in this presentation. This presentation was given to the International Economic Development Leadership Summiit on January 29th, 2013 as part of a panel on "The Evolving Nature of Today's Workforce"
According to recent McKinsey research, only half of executives in global companies think they are effective at tailoring recruitment for different geographies. In this webinar, sponsored by SilkRoad and hosted by workplace and human resources expert Alexandra Levit, we'll discuss how to use internal intelligence and analytics to assess what aspects of your talent management strategy need to be truly global. We'll introduce the concept of a geographic "talent hub" and provide advice for attracting the best talent in Asia, Europe and Latin America. Finally, we'll offer advice for creating a global, digital talent community through which you can hire passive candidates in real time, and for reducing complexity via the "marketplace recruiting model."
Learning Objectives:
Understand the underpinnings of a global talent acquisition and management strategy.
Assess how a global talent acquisition program can be most effectively delivered.
Learn how HR analytics can help global talent leaders make intelligent, real-time decisions.
Determine when and where to employ geographic talent hubs and localized online properties.
We surveyed 2,604 talent acquisition leaders who work in a small or mid-sized corporate HR department in 35 different countries. All
respondents are at the manager level or higher and have some authority in their company’s recruitment solutions budget. These survey
respondents are LinkedIn members who were selected based on information in their LinkedIn profile and contacted via email.
ROI on Strategic Talent Management: What a Business Should Expect from Their ...christa_dhimo
Talent Management is a competitive advantage, yet so many companies still base their HR metrics on "present state" instead of turning it into business data and "future state" related to strategy and advancing the business. ROI indicators should by definition promote the FUTURE return on your investment by promoting sound business-related programs to predict and influence that future state. Those rules apply to ALL strategic elements in business, yet so few apply it to Human Resource programs. This is a culmination of powerful data while presenting the story of how Strategic Talent Management can impact a business.
Why is it essential for workforce development and economic development to joi...Colleen LaRose
Why is is essential for workforce development and economic development to join forces in each region? Because they need a coordinated strategy for job creation!
Managing Employee Turnover: And How to Not Let It Ruin Organizational MomentumShelly Myers
HR sits smack dab in the middle of the most competitive talent battleground in history. We spend so much money finding, hiring, and onboarding employees, then getting them to productivity, only to lose them far too soon. Turnover is costing organizations time, money, and market position, but the good news is that you can do something about it.
In this webinar you’ll learn the real organizational cost of turnover, its leading drivers, and most importantly, you’ll learn the techniques today's leading organizations leverage to engage and retain your top talent.
Join Diane Schuman and Rusty Lindquist to learn how you can radically and immediately impact your organization, even on a tight budget.
Across employers and industries, we have heard stories about the value young people bring to the workplace. Employers in manufacturing cited the need for serious hand-eye coordination and reported positive experiences with young people filling these roles. Others cited the benefit of having youth in their companies who can use evolving technologies. For others, especially firms that need a lot of entry-level employees, young workers are their lifeblood.
Youth Hold the Key: Building Your Workforce Today and in the Future focuses on the role that youth can play in helping employers meet some of their current and looming workforce challenges, and how companies can improve how they hire and retain youth. The findings are based on a recent survey of 350 employers, more than 80 interviews with employers and workforce experts conducted during 2014 by The Bridgespan Group and Bain & Company, as well as a review of published literature. Much of this work focused on the potential of the millions of young people—referred to here as "opportunity youth"—who are disconnected from both work and school, and lack a college degree, to address the needs of employers.
Building the High Performance Workforce (Part 1)G&A Partners
This two part series examines the HR trends driving today’s most engaged employees and the successful companies where they work. Follow the building process from talent selection, career development to employee engagement. Learn the strategies that high performing companies are implementing to win the talent revolution.
This webinar was posted on April 26, 2012 and presented by Jose Laurel, Director Client Advisory at G&A Partners.
Born between 1997 and 2012, Gen Z currently makes up 20.35% of the US population. The eldest among them are between 22 and 25 years old, so you can expect members of this generation to start trickling into your ranks more and more in the coming years. They will impact the workplace for decades to come. As more and more Gen Z enters the workforce, it is imperative that organizations educate themselves on what this generation values most in an employer. Hiring and retention strategies must evolve to incorporate those preferences and values.
How to Fortify a Diverse Workforce to Battle the Great ResignationMiloudtvShope
The Great Resignation, also known as The Great Realignment, wreaked havoc in organizations and businesses. It's left many leaders scratching their heads, trying to understand the climate, and scrambling to find solutions to keep their top talent from departing, all while attempting to increase engagement and drive productivity. Organizations who have been able to overcome this time focused and doubled down on one key element of their people strategy: People first & focused engagement programs. This approach has not only allowed them to retain their talent, but to provide an avenue for growth in this incredibly competitive market, strengthening their employer branding along the way.
In this session, you will learn:
• The core power of The Great Resignation and how to build retention resilience
• How to identify your employer brand’s “secret sauce” as the foundation of your next engagement strategy
• How to reclaim the talent market and hire the best and brightest talent in the market today
• How to align with your workplace culture to create unity and connection
How to Fortify a Diverse Workforce to Battle the Great ResignationAggregage
The Great Resignation, also known as The Great Realignment, wreaked havoc in organizations and businesses. It's left many leaders scratching their heads, trying to understand the climate, and scrambling to find solutions to keep their top talent from departing, all while attempting to increase engagement and drive productivity. Organizations who have been able to overcome this time focused and doubled down on one key element of their people strategy: People first & focused engagement programs. This approach has not only allowed them to retain their talent, but to provide an avenue for growth in this incredibly competitive market, strengthening their employer branding along the way.
In this session, you will learn:
• The core power of The Great Resignation and how to build retention resilience
• How to identify your employer brand’s “secret sauce” as the foundation of your next engagement strategy
• How to reclaim the talent market and hire the best and brightest talent in the market today
• How to align with your workplace culture to create unity and connection
There’s no doubt that organizations are increasingly reliant on external expertise. And that raises big questions for human resources: How clear is our strategy and philosophy of contingent staffing? How involved is HR in managing external expertise on behalf of their organizations, and how involved should it be? How well does our workforce planning incorporate external experts into a total workforce plan? How well do our systems and policies support our ability to attract the best external talent, and their productivity?
In this spotlight webinar, Norm Smallwood and Jon Younger, authors of “Agile Talent: How to Source and Manage Outside Experts” will deliver insight on how talent leaders can successfully manage, mobilize and maximize the contributions of agile talent.
During this Spotlight webinar, attendees will explore:
-The challenge of agile talent.
-What strategic agile talent management looks like.
-How leaders need to change how they think and act to make the most from this agile workforce.
-The role of HR now, and the implications of an HR strategic approach to agile talent.
Anna Taylor (Speaker) West Coast DEI Lead, VMLY&R
Demographic transference within organizations is shifting and there will continue to be an upsurge of more diverse and inclusive organizations as they outperform homogeneous organizations. But this is a slow progression, where can we start making organizational transformation now? We can start from the bottom; employees have more power than they may realize, to affect change. And although this may seem like a daunting call-to-action, employees have the power irrespective of budget or team size, to make an indelible impact on organizational change. Like many effectual grassroots movements, employees have the ability to create a new model that renders the existing model obsolete and lead the evolution of organizational transformation.
9 steps to building a flexible workforce strategy talent waveTalentWave
A variable workforce model can attract scarce talent, while driving significant cost savings and enhancing enterprise flexibility. How do today’s HR professionals partner with other colleagues, including Procurement teams, to determine the ideal mix of traditional versus flexible workers (independent contractors, freelancers, temp workers)? That is the “million-dollar” question.
This question is hard to answer because talent demand is not static and is constantly in flux. Where do best-in-class organizations draw the line between full-time employees and flexible workers? And if your organization isn’t using flexible workers, should you? That's where a total talent management strategy comes in.
In this flexible workforce webinar you will learn:
-- How, and why, progressive companies are balancing their traditional, full-time workforces with non-employee workers like contractors, freelancers, temps and SOW workers
-- The strategic benefits of taking a blended approach to your workforce
-- When and where to leverage flexible workers
-- How to build a step-by-step action plan unique to your organization
-- How to mitigate risks involved with the contingent workforce
-- The strategic value of building a talent community
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
1. Use them or lose them, but
don’t hold them back!
Age Diverse Work Groups, built upon the Silver Tsunami,
are significantly and measurably more productive
than homogenous work groups
2018
Joe Slade
2. The scope of ageism
&
work diversity challenges.
• In 2017 the Equal Employment Opportunity
Commission (EEOC) received 20,857 charges of
age discrimination.
• Few issues could be more mainstream or be
relevant to more people. Statistics reveal that
10,000 people in the U.S. turn 65 every day.
• This is a significant public health, public finance
and corporate health issue.
3. Reverberations.
• Stereotypes of people born from
the early 1980s to 2000s make
some companies reluctant to hire
anyone under 40.
• These attitudes include opinions
that young workers are lazy,
spoiled, unpredictable, unreliable
and unprofessional.
• According to the U.S. Bureau of
Labor Statistics (BLS), employees
45–54 stayed on the job twice as
long as those 25–34.
4. The sink hole: Habituation and Dependency.
• A company can be blind to its own
biases by prioritizing younger
candidates because they are
looking for traits often associated
with youth.
• Common concerns that lead to
conscious and subconscious age
discrimination include:
• Energy and Stamina
• Tech Savviness
• Adaptability
• Money
5. How willing are you to change?
• Ageism is a weird prejudice.
• It’s a bias held by younger people
against a group to which they will
eventually belong – if they are
lucky!
• The key to getting the best
business results is about
understanding the distinct merits
of young and old.
• Start thinking of old age as “a time
of growth, learning, exploration,
adventure”.
6. The data tells us what matters.
• Sixty-five percent of employees age 55
and up are "engaged," vs. 58 to 60
percent of younger employees.
• They also offer employers lower
turnover rates and greater levels of
experience and expertise.
• Today approximately 50% of
millennials are minorities and if you
look at Texas, California and adjacent
states is it much higher. Boomers are
still 80+ % Caucasians.
• By 2022 the workforce is expected to
comprise 47% women and 40%
minorities.
7. Let’s build on that. First get a positive mindset.
• Attitudes, talent and skills are
what matter.
• To give your customers excellent
service, hire older people.
• If you can afford to replace them
frequently, hire young people.
• Let’s not be trapped by the
pointless argument about which
is better.
8. What happens to performance?
• So, how do you develop a diversity
strategy that gets results?
• Link diversity to the bottom line.
• Diverse teams find ways to increase
corporate profits, looking to new markets
or to partnering with your clients more
strategically.
• Consider how a diverse workforce will
enable your company to meet those
goals.
• How can your diverse employees help you
reach new markets?
• Diverse groups produce better products
than young male technology employees.
“When given clear
responsibility and authority,
people will be highly engaged,
will take care of each other,
will figure out ingenious
solutions, and will deliver
exceptional results.”
McKinsey & Company Insights 2018
9. Leverage and sustainability become possible.
• High turnover (churn) consumes
dollars, time, and energy.
• Getting new people on board
translates to less time and fewer
assets to fully execute your plan.
• If you recruit a bundle of skills, that
person will likely leave you holding an
empty bag 24–27 months from now.
• Change always happen.
• Continuity, scalability, remarkability,
and sustainability emerge from your
drive to be a winner and to get and
keep winners on your team.
10. There are details, but no devils.
• While many large companies prefer
hiring skill sets compared to training
employees, this needs to change;
• Provide practical training using
relevant success examples for
diversity in small groups.
• Training needs to emphasize the
importance of diverse ideas too.
• Train leaders to move beyond their
own cultural frame of reference to
recognize and take full advantage of
the productivity potential inherent in
a diverse work population.
11. Failure matters! It means you’re learning.
• An alarming number of companies deal with
newly minted leaders failing at the jobs for
which they have been groomed and these
mismatches are common across industries,
geographies and roles in almost all
organizations.
• As the number of challenges increases, the
more likely it becomes that leaders will fall
short of their objectives.
• Frequent leadership changes, a culture of low
support or collaboration, high uncertainty and
a high-conflict work culture have the
strongest negative impact on a leader’s
performance.
• Match the right leader to the right challenge.
• Adapt. Align. Learn. Do. Fail. Learn. Do. Rinse
and repeat. Leaders can learn.
12. Visualize, create, search and acquire.
• Employ a diverse set of
interviewers.
• Reconsider how you define
diversity. This is huge.
• Learn how to value the journey. We
often over value indicators of past
success, such as elite schools or
work experience.
• We are less skilled at recognizing
unique talent, or those whose
journey is possibly longer and less
traditional. Look for winners.
.
13. Get happy. Get better.
• Everyone feels good about
winning. Emotions soar.
• A positive culture affords
employees respect while
expecting quality work daily.
• A positive leader is emotionally
intelligent and gets comfortable
with change—listening, allowing,
and giving frequent positive
reinforcement.
14. Use technology intelligently. Tools, not rules.
• If you follow the latest hiring trends, you
may have noticed that many recruiters
are turning to artificial intelligence (AI)
tools to tackle discrimination in
hiring―and with high expectations for
success.
• The successful use of AI in hiring depends
on whether the tool is built to generate
fair, balanced and useful results.
• Machine learning and analytics promote
what worked in the past.
• A study from McKinsey and Company
found that companies that have a diverse
workforce financially outperform
companies that don't.
15. Find winners. Visualize them on your team or
teams. They drive ROI.
• The danger of too much
homogeneity is that your teams
aren’t as creative in their problem
solving.
• Encourage your hiring managers to
consider their own biases.
• Remind your hiring managers that
their job is to identify the best
person for the job, not a person
who fits their preconceived notions
of who should have the job.
16. Recruit talent. Skills are learned
and come from practice.
• A candidate with great skills will
require less on-the-job training. A
candidate with great cultural fit
possesses something that is often
untrainable – the embodiment of
your organization’s values and the
ability to mesh with the team.
• Just remember – each employee is
an investment in your company.
With a little time and training, an
employee who initially lacked
certain abilities, but fit in perfectly
with the organization, can flourish
into a skilled team member.
17. Authenticity, responsibility and accountability.
• One company that has realized the value
of older workers is BMW. A decade ago,
the German car manufacturer realized
that the average age of their employees
was increasing. Rather than ignore that,
they took action.
• The 70 management tweaks that BMW
made–from introducing part-time work to
providing workers with shoes designed to
reduce the pains of standing brought
about a 7% increase in productivity.
• Diversity in the workforce is now widely
acknowledged to be a benefit as well as a
necessity for companies that want to stay
relevant. Make a difference.
18. Document the process. Tweak it. Rinse and repeat.
• Think about the company you want
to build—not just the one to two
spots that are open.
• What matters in the long run?
• We often get caught in the short-
term need to add someone with a
functional skill/skills.
• Remove subconscious biases from
the hiring process. Write a job spec
and test it out to make sure it
doesn’t only appeal to one group
of people, such as Anglo men.
19. Ripple out and share your victories.
• It’s vital to move beyond
attempting to reduce bias and
toward putting inclusion into
action. It’s a winning approach and
the data supports it.
• Winning enlarges your circle of
backers, including influencers and
your best new customers.
• When your top performers are
striving to exceed objectives, they
also create new processes that
strengthen your corporate fiber.
• Share your struggles & successes.
20. Document the results with your own case studies.
• Measure your results.
• Keep doing what is working and
stop doing what is not working.
• Create internal and market-
related case studies:
• Problem. Methods we used.
Results.