The document discusses inclusive leadership and what it means to be an inclusive leader. It states that being an inclusive leader requires self-awareness of one's own biases in order to understand different perspectives. It also means actively seeking out diverse views and fostering an environment where all team members feel included and able to contribute fully. Creating a common team identity and clear goals can help integrate diverse team members. Leaders must role model inclusive behaviors for the culture to truly change.
Value Proposition for Inclusive LeadershipFreddie Alves
A presentation describing the value proposition for inclusive leadership and a description of the approach that leaders can take to managing diversity for performance improvement.
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
Attracting and Recruiting Talent: Diverse Teams are Innovative Powerhouses
Learning objective: Discuss strategies for successful recruiting strategies
Diversity is not just about colorful teams; it’s about colorful solutions. Organizations that successfully design and implement strong diversity strategies spark greater performance, motivation, and success. Differences capture broad thinking and enhance human performance and motivation. Most organizations understand the need for diversity and create plans, yet, there is something missing. In this seminar, understand how to recruit and attract diverse talent and transform your organization into an innovative powerhouse.
At the end of this seminar participants will be able to:
a. Identify what diverse talent pools look for in an organization
b. Explore elements of successful diversity strategies
c. Discover strategies to attract and retain top talent
d. Explore innovative recruitment resources
Value Proposition for Inclusive LeadershipFreddie Alves
A presentation describing the value proposition for inclusive leadership and a description of the approach that leaders can take to managing diversity for performance improvement.
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
Attracting and Recruiting Talent: Diverse Teams are Innovative Powerhouses
Learning objective: Discuss strategies for successful recruiting strategies
Diversity is not just about colorful teams; it’s about colorful solutions. Organizations that successfully design and implement strong diversity strategies spark greater performance, motivation, and success. Differences capture broad thinking and enhance human performance and motivation. Most organizations understand the need for diversity and create plans, yet, there is something missing. In this seminar, understand how to recruit and attract diverse talent and transform your organization into an innovative powerhouse.
At the end of this seminar participants will be able to:
a. Identify what diverse talent pools look for in an organization
b. Explore elements of successful diversity strategies
c. Discover strategies to attract and retain top talent
d. Explore innovative recruitment resources
Diversity Management Training In PowerPoint presentation for professionals, Students or want to get related knowledge about the Diversity & other issue normally take place at work.
How-to guide on attracting and recruiting diverse talentHarvey Nash Plc
The first ‘how-to’ guide of a three-part series from Inclusion 360, focused on inclusive recruitment strategies and how to attract more diversity through the recruitment process. The guide combines insights from the Harvey Nash Leadership Consulting team and experiences of over 100 employers who attended Harvey Nash workshops across the UK.
Talent Development PowerPoint Presentation Slides SlideTeam
Having a strategic talent management gives organizations the opportunity to attract the most talented and skilled employees available. So, utilize our talent development PPT slideshow and attract top talent in your organization. Talent development and management is an organization's commitment to recruit, hire, retain, and develop the most talented and superior employees available in the job market. Our talent development Presentation slides helps you to motivate your employees and allowing them to work in the direction of the company’s business goals, which in turn, increases client satisfaction and business performance. Having a strategic talent management helps organizations keep their employees motivated which creates more reasons for them to stay in the company and do their tasks. Our talent development PPT deck does give managers a significant role and responsibility in the recruitment process and in the ongoing development of and retention of superior employees. Showcase your aspects with this ready-to-use talent development PowerPoint template. Fulfill customer aspirations with our Talent Development PowerPoint Presentation Slides. Cater for their growing demands.
The Transformation of Talent Management presentation takes an in depth look at the challenges facing the HR community as professionals attempt to navigate the changing Talent Management landscape. The piece is full of insights and thought leadership. The data was gathered as part of a survey conducted by the HR Exchange Network on the topic.
Webinar: Talent Management Strategies In The GCC The HR Observer
To view recording: http://youtu.be/FiY2hwoAXsg or watch the video at the end of the slides
For other Informa Webinars: http://www.informa-mea.com/webinars
In this informative webinar, Lesley's upbeat and engaging style will make it very easy for you to gain a wide range of informative and practical information. It will span a broad spectrum of areas within talent management, from trends in talent management regionally and internationally through definitions of 'Talent' to detailed coverage of the specifics of talent attraction and acquisition and finally through to developing and managing talent and landing in talent retention.
Agile Career Development - How can we help organisations and employees adapt ...Antoinette Oglethorpe
These are the presentation slides from a workshop at the CCS Alumni event at Cumberland Lodge, Windsor Great Park in January 2016.
They key subject for exploration and discussion was "In a world that is Volatile, Uncertain, Complex and Ambiguous (VUCA), how can we help organisations and employees have a flexible and responsive approach to career development?"
This is a presentation describing key elements of "Reinventing Organizations" as put together by author Frederic Laloux in his famous book "Reinventing Organizations". In fact this presentation provides an excerpt and useful summaries relating to this approach.
Diversity Management Training In PowerPoint presentation for professionals, Students or want to get related knowledge about the Diversity & other issue normally take place at work.
How-to guide on attracting and recruiting diverse talentHarvey Nash Plc
The first ‘how-to’ guide of a three-part series from Inclusion 360, focused on inclusive recruitment strategies and how to attract more diversity through the recruitment process. The guide combines insights from the Harvey Nash Leadership Consulting team and experiences of over 100 employers who attended Harvey Nash workshops across the UK.
Talent Development PowerPoint Presentation Slides SlideTeam
Having a strategic talent management gives organizations the opportunity to attract the most talented and skilled employees available. So, utilize our talent development PPT slideshow and attract top talent in your organization. Talent development and management is an organization's commitment to recruit, hire, retain, and develop the most talented and superior employees available in the job market. Our talent development Presentation slides helps you to motivate your employees and allowing them to work in the direction of the company’s business goals, which in turn, increases client satisfaction and business performance. Having a strategic talent management helps organizations keep their employees motivated which creates more reasons for them to stay in the company and do their tasks. Our talent development PPT deck does give managers a significant role and responsibility in the recruitment process and in the ongoing development of and retention of superior employees. Showcase your aspects with this ready-to-use talent development PowerPoint template. Fulfill customer aspirations with our Talent Development PowerPoint Presentation Slides. Cater for their growing demands.
The Transformation of Talent Management presentation takes an in depth look at the challenges facing the HR community as professionals attempt to navigate the changing Talent Management landscape. The piece is full of insights and thought leadership. The data was gathered as part of a survey conducted by the HR Exchange Network on the topic.
Webinar: Talent Management Strategies In The GCC The HR Observer
To view recording: http://youtu.be/FiY2hwoAXsg or watch the video at the end of the slides
For other Informa Webinars: http://www.informa-mea.com/webinars
In this informative webinar, Lesley's upbeat and engaging style will make it very easy for you to gain a wide range of informative and practical information. It will span a broad spectrum of areas within talent management, from trends in talent management regionally and internationally through definitions of 'Talent' to detailed coverage of the specifics of talent attraction and acquisition and finally through to developing and managing talent and landing in talent retention.
Agile Career Development - How can we help organisations and employees adapt ...Antoinette Oglethorpe
These are the presentation slides from a workshop at the CCS Alumni event at Cumberland Lodge, Windsor Great Park in January 2016.
They key subject for exploration and discussion was "In a world that is Volatile, Uncertain, Complex and Ambiguous (VUCA), how can we help organisations and employees have a flexible and responsive approach to career development?"
This is a presentation describing key elements of "Reinventing Organizations" as put together by author Frederic Laloux in his famous book "Reinventing Organizations". In fact this presentation provides an excerpt and useful summaries relating to this approach.
A Leadership Journey
What Makes A Good Person Essay
Motivation and Leadership Essay
Entrepreneurial Leadership Essay examples
Effective Leadership Essay
Leadership Experience Essay examples
Work 1.jpegWork 2.jpegWork 3.jpegWork 4.jpegWork.docxambersalomon88660
Work 1.jpeg
Work 2.jpeg
Work 3.jpeg
Work 4.jpeg
Work 5.jpeg
work 6.jpeg
work 7.jpeg
Work Grading.jpeg
Managing Conflict: Audio Interviews
Healthy Conflict in Public Administration
Interviewer: Workplace conflict is a natural and healthy aspect of organizational success, but in some
instances, it can also be detrimental. From your perspective, should the public administrator promote a
culture where health conflict is expressed and utilized toward achieving organizational goals, and if so,
how should he or she do achieve this organizational culture?
Representative Keith Ellison
United States Congressman, 5th District of Minnesota
Washington, D.C.
Well, the public administrator has to understand that conflict is like gravity, it is there, it will be there,
there is no such thing as conflict-free environment, nor should there be.
The sales force wants to sell as many products as they can. The accounting group wants to make sure
that the organization is safe and sound and solvent. Sometimes these two goals are at cross purposes,
and they should be—what the administrator and the leader needs to do is to create an environment
where mistakes are OK, where conflict is OK, where people can disagree, where somebody can say that I
think that so-and-so is wrong and that so-and-so will have enough trust to know that it is, one, not
personal. Two, not designed to thwart their progress in the organization. Three, that it is sincerely
meant.
I mean, the leader needs to set that tone, and sometimes that means the leader needs to let people
critique them, and that sends a message that, critique and difference of opinion is OK here.
Now, of course at some point we need to get it together and make a decision, but you have got to make
a deliberate and conscious effort to make sure that you have an environment in which people can give
criticism and people can take it.
This is learned behavior. This does not just spring up overnight, this is learned behavior, and you have to
practice it and you have to deliberately implement a process for conflict resolution, honesty, and trust. In
that way you are always going to be able to anticipate problems as they arise. Conflict should be looked
at as early warning system.
State Senator Katie Sieben
Minnesota State Senator, District 57
St. Paul, MN
There is certainly no lack of conflict in the Minnesota Senate and it is not, as most people would think, it
is not along partisan lines always or has been usually. So I do not have any real good advice to how to
promote it because it just comes so naturally to us in the legislative setting.
Ms. Deborah Chase
City Council Member 1998 - 2003, Mayor 2002 - 2003
City of Kennmore
Conflict ignored always grows, so you absolutely have to address that. And providing a healthy
environment where it is okay to disagree or at least discuss the disagreement, so that everyone
understands where each other is coming from is critically important in order .
All text (except our introduction and commentary) taken word-for-word from the 10 Faces of Innovation summary on IDEO's website dedicated to the book by Tom Kelly. http://www.tenfacesofinnovation.com/ We bought and loved the book and encourage you to do the same.
TextbooksDiane Hacker’s Rules for Writers (9th Ed)1-1W.docxtodd191
Textbooks
Diane Hacker’s Rules for Writers (9th Ed)
1-1What is Organizational Behavior?
What exactly is meant by the term “organizational behavior”? And why should it be studied? Answers to these two fundamental questions will both help establish our foundation for discussion and analysis and help you better appreciate the rationale as to how and why understanding the field can be of value to you in the future.
1-1aThe Meaning of Organizational Behavior
Organizational behavior (OB) is the study of human behavior in organizational settings, of the interface between human behavior and the organization, and of the organization itself. Although we can focus on any one of these three areas, we must also remember that all three are ultimately necessary for a comprehensive understanding of organizational behavior. For example, we can study individual behavior without explicitly considering the organization. But because the organization influences and is influenced by the individual, we cannot fully understand the individual's behavior without learning something about the organization. Similarly, we can study organizations without focusing explicitly on the people within them. But again, we are looking at only a portion of the puzzle. Eventually we must consider the other pieces, as well as the whole. Essentially, then, OB helps explain and predict how people and groups interpret events, react, and behave in organizations and describes the role of organizational systems, structures, and process in shaping behavior.
Managers at businesses like The Home Depot need to understand individual employee behavior, characteristics of the organization itself, and the interface between individual behavior and the organization.
ISTOCKPHOTO.COM/LOKIBAHO
Figure 1.1 illustrates this view of organizational behavior. It shows the linkages among human behavior in organizational settings, the individual–organization interface, the organization itself, and the environment surrounding the organization. Each individual brings to an organization a unique set of personal characteristics and a unique personal background and set of experiences from other organizations. Therefore, in considering the people who work in their organizations, managers must look at the unique perspective each individual brings to the work setting. For example, suppose managers at The Home Depot review data showing that employee turnover within the firm is gradually but consistently increasing. Further suppose that they hire a consultant to help them better understand the problem. As a starting point, the consultant might analyze the types of people the company usually hires. The goal would be to learn as much as possible about the nature of the company's workforce as individuals—their expectations, their personal goals, and so forth.
Figure 1.1The Nature of Organizational Behavior
The field of organizational behavior attempts to understand human behavior in organizational settings, the organiza.
Reflection and Discussion Forum Week 74Reflectio.docxaudeleypearl
Reflection and Discussion Forum Week 7 4
Reflection and Discussion Forum Week 7
Jada Walden
Organizational Behavior – BUOL 532-02
Professor: Dr. Ronald Spicer
October 9, 2019
Introduction
Within organizational structure, the mention of boredom by continuously repeating the same tasks was interesting to me as I have had this experience. It was of particular interest to me that depending on the culture of the office, the ability to either increase or decrease innovation depends on the dynamics of all involved.
Chapter 15 – Foundations of Organizational Structure
To become specialized in an area I believe is something we all desire as we continue in our working career. The old saying, “practice makes perfect” is true, the longer we work at a task, the better we become. The problem that management don’t understand sometimes is when you are kept in one position too long, you feel as if they don’t believe you are qualified to do anything else. In my previous job, I did the same exact task for 18 years. Although I had a few additional duties assigned, the day to day job was the same, increasing in size as we acquired more companies. When I would ask about the opportunity to do other things I was always told, “no one ever leaves, so there is no chance of advancement”. Not only was this discouraging in itself, the same processes every day became extremely boring. Although I was an expert at my job and based on evaluations performed very well, it was difficult to be satisfied. As a result after 18 years, I chose to leave. It was a very difficult decision, as I viewed, and still do, my co-workers as family.
Chapter 16 – Organizational Culture
This chapter for me goes back to the topic of politics and how hierarchy can be determined by office size. In my former job, an outsider could have strolled through the building without knowing anyone and quickly realize who was in charge. The executives were located on one side, all with massive offices and the best of furniture. Even looking through the parking lot at the vehicles driven could determine those that were CEO level and slightly below, all driving expensive company SUV’s.
Within different cultures, it can become easy to be conformed to “this is the way it’s always been done”. Organizations can become so focused on policies and procedures that the ability to be open to new and improved is non-existent. My dad used to say, “If it’s not broken, don’t fix it”. This can be true, but within the world we live in now not being willing to change and learn can result in being left behind. It’s easy to become set in your ways, and even feel a sense of insult when suggestions are made to improve procedures. I’m ashamed to say I have been guilty of that in the past. There have been times when my own insecurities have led me to assume a situation that in reality wasn’t true. I have become short with people who were only trying to help, not take my place or mak ...
answer for 3.png__MACOSX._answer for 3.pnganswer for 4..docxjustine1simpson78276
answer for 3.png
__MACOSX/._answer for 3.png
answer for 4.png
__MACOSX/._answer for 4.png
answer for disccusion 2.png
__MACOSX/._answer for disccusion 2.png
answer for discussion 1.png
__MACOSX/._answer for discussion 1.png
disscusion question1.png
__MACOSX/._disscusion question1.png
disscustion2.png
__MACOSX/._disscustion2.png
disscustion3.png
__MACOSX/._disscustion3.png
disscustion4.png
__MACOSX/._disscustion4.png
3
Saud ALriyami
Dr. Victoria
ELA 350
November 16, 2017
Essay4
Paragon Learning Styles Inventory (PLSI) & Student Leadership Practice Inventory
PLSI gives the most important information in terms of personal quality and character in various people. In my own assessment, I am a sensate, a judger and an extrovert person. Firstly, being a sensate, I am a practical and realistic person, more consistent and patient. Above all I am orderly sensible man who applies common sense and experiences such as daily practices and order in all my activities. On the other hand, I am also a judger due to my decisive nature, I embrace scheduled events, have set opinions, and likes order and organization. Lastly, as an extrovert, I learn things by practically doing them, I readily volunteers, and gives opinion and most importantly acting as a leading example to the rest. This assessment on my personal character is based on my self-evaluation as a soccer captain in the campus (Sloterdijk, 2013).
As team leader of my soccer team, I lead as an example which is very critical to my leadership skills. I usually show up timely to training and many times stayed there until late. I was willing to do everything. I was not that nice person to wipe the floor or very calm to yell inspirations words to a newcomer. I recognized that my actions spoke louder than words, therefore in most instances I showed people what to do by leading as an example rather telling them what to do. It is this practical example that defines my character better as a judger, a sensate, and an extrovert person.
As good leaders I do arise for my beliefs, thus I would better have my beliefs to arise for. As a leaders, I am vivid and concise regarding my guiding principles. I have my personal voice, and as well I vividly and genuinely give voice to my ideals. Nevertheless I cannot basically execute my beliefs on others and expect commitment. I do involve others in common ambitions. Acting as a good example starts with the clarification of my ideals and includes building and asserting common beliefs that all can hold (Sloterdijk, 2013).
According the description of Tieger on temperament results, I can ascertain that I am in a “traditionalist” category. This is reinforced due to my strong connection of being a judger and a senser. Furthermore, I clearly belief that expressive speeches regarding shared ideals are not virtually adequate (Sloterdijk, 2013). As a role model I recognize that it’s my conduct that earns my esteem. The actual test is whether I do what I talk abo.
ITS 833 – INFORMATION GOVERNANCEChapter 7Copyright @ Oma.docxdonnajames55
ITS 833 – INFORMATION GOVERNANCE
Chapter 7
Copyright @ Omar Mohamed 2019
1
1
Chapter Goals and Objectives
What is the difference between structured
What is the difference between unstructured and semi-structured information?
Why is unstructured data so challenging?
Copyright @ Omar Mohamed 2019
2
Generally, what is full cost accounting (FCA)?
What are the 10 key factors that drive the total cost of ownership of unstructured data
How can we better manage information?
How would an IG enabled organization look different from one that is not IG enabled?
2
The Business Case for
Information Governance
Difficult to Justify
Short term return on investment is nonexistent
Long term view is essential
Reduce exposure to risk over time
Improve quality and security of information
Streamlining information retention
Looking at Information Costs differently
Copyright @ Omar Mohamed 2019
3
3
The information environment
Challenges of Unstructured Information
Data volumes are growing
“Unstructured Information” is growing at a dramatic rate
Challenges unique to unstructured information
Horizontal nature
Lack of formality
Management location
Identification of ownership
Classification
Copyright @ Omar Mohamed 2019
4
Calculating Information Costs
Rising Storage Costs (Short sighted thinking)
Labor (particularly knowledge workers)
Overhead costs
Costs of e-discovery and litigation
Opportunity Costs
4
Full Cost Accounting for
Information Models
Total Cost of Ownership (TCO) Model
Return on Investment Model (ROI)
Full Cost Accounting Model (FCA)
Past, Present, Future Costs
Direct Costs
Indirect Costs
Flexible Application
Triple Bottom Line Accounting – Monetary, Environment, Societal Costs
Copyright @ Omar Mohamed 2019
5
Full Cost Accounting
General and Administrative Costs
Productivity Gains and Losses
Legal and E-discovery costs
Indirect Costs
Up-Front Costs
Future Costs
5
The politics involved
Tools needed to establish facts about the information environment
SOURCES OF Costs of owning unstructured information, cost reducers, and cost enhancers
Giving unstructured information value
The IG enabled organization
The End
Copyright @ Omar Mohamed 2019
11
11
Radical Change, the Quiet Way
by Debra E. Meyerson
AT ONE POINT OR ANOTHER, many managers experience a spang of conscience—a yearning to confront the basic or hidden assumptions, interests, practices, or values within an organization that they feel are stodgy, unfair, even downright wrong. A vice president wishes that more people of color would be promoted. A partner at a consulting firm thinks new MBAs are being so overworked that their families are hurting. A senior manager suspects his company, with some extra cost, could be kinder to the environment. Yet many people who want to drive changes like these face an uncomfortable dilemma. If they speak out too loudly, resentment builds toward them; if they play by the rules and remain silent, resentment builds insi.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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/
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
2. b Inclusive leadership
The signals point to inclusion as the new paradigm, and the inclusive leader as someone who seeks out diverse perspectives to ensure that insights are profound and decisions robust
3. Will a hug do? 1
So how is this potential to be unlocked and accelerated? It is not by homogeneity but by creating the conditions in which diverse people can both operate to their full potential and work together cohesively2. And this means changes for individual leaders as well as workplace cultures.
Step one is letting go. Letting go of the iconic image of the leader as hero – standing alone atop a mountain, pointing the way forward to followers in the foothills – and replacing it with ….? Well, let’s be frank, the replacement image is less clear, but this ambiguity provides us with an adaptive opportunity. An opportunity to pursue the signals pointing to inclusion as the new paradigm, and the inclusive leader as someone who seeks out diverse perspectives to ensure that insights are profound and decisions robust. A person who actively creates a workplace in which diverse talent is fostered, whatever the packaging, and in which diverse teams operate to their maximum potential. And a person who understands the link between diversity, inclusion and higher business performance.3
But what does that really mean on a day-to-day basis? Is inclusive leadership just about giving people hugs…being a little ‘nicer to people’ so that everyone can speak up? Putting it like that makes this new aspiration sound easy and not business focussed; and, leads us to think that our biggest problem is to remember to do it; not that we don’t quite know how to do it.
The inclusion story is about intention, but it is also about understanding what influences inclusion (and exclusion) and how to create new habits of behaviour and work practices. By examining the research and mining the insights of six global role models, namely Dr Rohini Anand (Sodexo, USA); Dr Dawn Casey (Museum of Applied Arts and Sciences, Australia); Aase Aamdal Lundgaard (Deloitte, Norway); Sanjay Rishi (American Express, India); Bruce Stewart (Office of Personnel Management, USA); and Linda Tarr-Whelan (Demos, USA); this paper explores what inclusive leadership means for individuals, teams and workplace practices.
Introduction
1 See Deloitte Touche Tohmatsu (2011) Working in an ideological echo chamber? Diversity of thought as a breakthrough strategy; https://www. deloitte.com/assets/ Dcom-Australia/Local%20Assets/Documents/ Services/Consulting/ Human%20Capital/ Diversity/Ideological_echo_ chamber_18May2011.pdf
2 Baghai, M. & Quigley, J. (2011) As one: Individual action, collective power. United Kingdom: Penguin.
3 We explored some of the research supporting the value of diverse versus homogenous teams in Deloitte Touche Tohmatsu (2011) Only skin deep? Re-examining the business case for diversity http:// www.deloitte.com/assets/ Dcom-Australia/Local%20Assets/Documents/Services/ Consulting/Human%20Capital/Diversity/Deloitte_ Only_skin_deep_12_ September_2011.pdf.
Does it go without saying that companies must adapt to these uncertain economic times if they are to survive? Clearly a return to business as usual is a recipe for a slow decline. Diversity of thinking is gaining prominence as a disruptive force to break through the status quo.1
4. 2 Inclusive leadership
Opening our field of vision
The starting point for any leader who wishes
to create a more inclusive workplace is themselves.
Acknowledging that whilst we might aspire
to make decisions objectively, a library of research shows us that our decisions are prone to bias.4 These biases, both conscious and unconscious, narrow our field of vision and interfere with our ability to make decisions based on fairness, merit and objectivity. But if we are mindful of how biases can influence our perceptions, judgements and behaviours, we have the opportunity for
self-correction. And once we are in a more receptive state, we can populate our broader field of vision by being more curious about diverse points of view. In a nutshell, understanding our biases will help us be more inclusive of diverse people and diverse points of view.
The trick to opening our field of vision is to be aware of our individual biases, fundamental to which is the similarity-attraction bias, or to put it more simply, our bias to connect with people who look and feel like us. And secondly, to be aware of the mental buckets we have created to help us quickly categorise information in our complex environments. When we think about other people, especially when we meet them for the first time, we quickly make assumptions by placing the person into one of these buckets. But the buckets are not empty, they are filled with generalisations, stereotypes and prejudices which we have learned from the society in which we operate. So while we might believe that we treat everyone equally,
in fact similarity-attraction bias and stereotyping lead us down a path of connecting more closely and quickly with people in our ‘in’ group,
and knowing less about, and having a less favourable view of, those in our ‘out’ groups.
These are not the only biases we need to be aware of to understand ourselves better. We also need
to be mindful of process biases, for example our bias to take into account only information that confirms our point of view (aptly named, confirmation bias) and a bias to seek consensus which leads to groupthink. Putting this into context, research supports that when we have an awareness of our biases and how they work, we can minimise their impact and open our field of vision.5
So how do we do that? Here are a few ideas about how to increase self-knowledge about biases. Firstly, Harvard’s Implicit Association Test (IAT) is one tool that helps leaders to identify their unconscious learned patterns of association,
for example in relation to weight, age, race, gender and political beliefs.6 A leader may be going to great lengths to say that they believe in fairness and equality, and indeed that may be true.
The test is not about beliefs and values, it speaks more to what assumptions a leader might make, preferences they have or what stereotypical bucket they might activate. For example, the IAT can help identify whether a leader is more likely to think ‘women’ when they think about ‘family’, and ‘men’ when they think about ‘career’. If a leader is aware of this unconscious association then s/he can consciously check decisions for its influence. For example when making a decision about succession, the leader may ask themselves, “did I just assume that a male would be more ambitious than a female employee because she has two children?”
Where to start?
Let’s start with you
4 For a comprehensive review see Kahneman, D. (2011) Thinking, fast and slow. New York: Farrar, Straus
and Girroux.
5 See discussion in Macan,
T.& Merritt, S. (2011) Actions Speak Too: Uncovering Possible Implicit and Explicit Discrimination in the Employment Interview Process in J. P. Hodgkinson & J. K. Ford (eds.) International Review of Industrial and Organizational Psychology, 26, West Sussex: Wiley- Blackwell, pp.293–337.
6 The Harvard Implicit Association Test is a tool developed in the United States based on research that allows you to explore your conscious and unconscious preferences for over 90 different topics: https://implicit.harvard.edu/ implicit/
“ Inclusive leadership starts with self-awareness, being introspective, knowing your blind spots and possessing the ability to listen and learn.” Dr Rohini Anand (Sodexo, USA)
5. Will a hug do? 3
Secondly, in relation to similarity-attraction bias, a leader might identify and analyse patterns of behaviour in his/her decisions about recruits or promotes, or even the people s/he knows most or least about. Being mindful of that subtle bias of exclusion will help a leader see their blind spots and extend their inclusion net. So in summary, mindfulness is about making a conscious effort to stop processing information ‘on autopilot’, relying upon ‘gut feel’ as determinative and reverting to our comfortable relationships. When we are more mindful, we consciously select relevant criteria for our choices and test them for bias.
After creating room for a leader to become more inclusive, the next step is filling that space with diverse points of view. And the key word here is curiosity, which is a process by which leaders reach out to understand each person’s unique perspectives and capabilities, going beyond prominent characteristics or job role. Dr Dawn Casey (Museum of Applied Arts and Sciences, Australia) recalls an example when a leader of an education department, located in a region with a significant indigenous population, saw beyond Dr Casey’s role as a receptionist to her unique insights as an indigenous leader of that community. In contrast, another leader had dismissed her point of view because she was not an ‘Education Officer’. The inclusive leader, instead, sought her out for insights which lay just below the waterline and beyond a job title. In practical terms for Dr Casey, the value of curiosity has led her to adopt very specific inclusive work practices: “It is about seeing the talent in front of you, actively going out and searching for individual skills. So in the first three months of a new environment, I ask people to tell me their stories and where they have skills because we might need those skills down the track. I do it for every person in the organisation.”
Even more than academic desire to create a broader knowledge base, the hallmark of an inclusive leader is his/her ability to interpret, relate and adapt to that information. In the context of cultural/racial diversity,7 this means that a leader’s knowledge will influence the nature or content of communication with an employee from a culturally diverse background. Further, that the leader will demonstrate respect and value by seeing the world from the other person’s point of view without judgement. This capability is sometimes referred to as combining both country knowledge and cultural competence and it is clearly critical for leaders working globally.8 And of course this capability will inspire employees to come forward and share in a reciprocal learning process. This was recently exemplified when Joe Lau, an employee in Deloitte Australia who was born in Hong Kong, emailed the CEO to explain the cultural significance of the Lantern Festival.9 Joe’s email demonstrated his understanding of the local Australian culture and his ability to interpret the Festival in a culturally relevant way. He simply wrote “In some regions and countries, this festival is also regarded as the Chinese version of St. Valentine’s Day, a day of celebration of love and affection between lovers in Chinese tradition and culture.” The CEO demonstrated an appreciation of Joe’s insight by forwarding the email on to all staff with a message of good wishes.
Finally a word of clarification, lest there be a fear of too much inclusion and decision paralysis. Inclusion does not necessarily imply consensus or that every view must be identified and followed. “Consensus is where everyone agrees but inclusion is where ideas are heard. At the end of the day the leader has to make a decision. Inclusion is a leadership competency, consensus is a leadership style,”
says Dr Rohini Anand (Sodexo).
7 Repečkienė A., Kvedaraitė, N., Jankauskienė, V. (2011) Intercultural competence as precondition for cultural diversity management, Economics and Management, 16, pp.882–891.
8 Ross, H. J. (2011) Reinventing Diversity: Transforming Organizational Community to Strengthen People, Purpose, and Performance. Plymouth: Rowman & Littlefield Publishers.
9 Email correspondence between Joe Lau, Senior Analyst Deloitte Australia and Giam Swiegers, CEO Deloitte Australia dated 7 February 2012.
The key word here is curiosity, which is a process by which leaders reach out to understand each person’s unique perspectives and capabilities, going beyond prominent characteristics or job role
“ We are all individuals. We have different needs and different priorities and we like to be treated as individuals rather than as a group. People want to feel important and that they contribute to the business. Inclusive leaders are interested; they care for people and are willing to listen.” Aase Aamdal Lundgaard (Deloitte Norway)
6. 4 Inclusive leadership
This reality check is echoed by Aase Aamdal Lundgaard (Deloitte Norway): “It’s sometimes difficult to balance, as you need to be efficient and reasonable when you don’t have all the time in the world to discuss, and once you have enough views and opinions you need to make the decision. I believe it is important to listen and engage people and get their commitment, but finally you need to make a decision.”
Enabling people to express their views openly is also key to building commitment to organisational goals. Indeed not making space for people’s diverse views to be expressed inevitably means lower commitment levels to those goals.
In summary, being an inclusive leader means more than simply being nicer at the expense of business acumen. It requires a shift in mindset and behaviours, assisted by mindfulness and curiosity, that has the business outcome in mind.
This is not to say that it is easy. Our habits of thinking and practice have been developed over years, and redirection will take time. How can we undertake these activities efficiently so that we reap the return on our investment? And perhaps more realistically how can we build these intentions into our day-to-day practice so that a bias towards immediate action is held at bay for just a moment longer for us to build our bias towards inclusion? The next sections identify the importance of creating a system in which individual intention is supported by team behaviours and work practices.
Being an inclusive leader means more than simply being nicer at the expense of business acumen. It requires a shift in mindset and behaviours, assisted by mindfulness and curiosity, that has the business outcome in mind
7. Will a hug do? 5
Creating an inclusive team
This does not mean returning to a homogeneous team as an avoidance strategy, rather it means understanding how diverse teams can operate to their full collaborative potential so that they bring forth adaptive breakthrough thinking and contribute to high performance.11 Linda Tarr-Whelan (Demos) argues “the evidence is compelling that when all voices are heard companies have better financial performance.”
At the heart of a team’s success stands the inclusive leader. One who is aware of unconscious biases and open to understanding diverse perspectives to help navigate the challenges facing the team.12 As Dr Anand reinforces, in a team setting the inclusive leader has a clear “vision of what an inclusive team or culture looks like and works with the team to get there.” “The leaders that I admire are the ones who create an environment where everyone is heard, who will deliberately draw out diverse viewpoints even when they do not align with their own views. Diverse viewpoints are critical for innovation,
to remain on the cutting edge and to be nimble to change. People have different styles and ways of contributing and it’s necessary for leaders to recognise this and not to go to the ones who are the loudest or whose style mirrors theirs.”
An inclusive leader is one who also understands that the new paradigm is less about the leader as the hero and more about the leader as an agent who develops, inspires and enables others, a “synergist that sparks the team to head in the direction that it needs to go in”, says Bruce Stewart (Office of Personnel Management). And of course this means that a leader must role model inclusive behaviour. “Working by example is always important. Nothing defeats the goal more than do what I say, not what I do,” says Tarr-Whelan. Research consistently demonstrates that visible leadership commitment, behaviours and symbols speak loudly as employees look towards leaders to decipher what the organisation really stands for.13 And the messages seem to say that diversity programs are designed to generate PR rather than results.14 Simply put, leaders may have good intentions but these are undermined when their non-inclusive behaviours reinforce the status quo.
And what of the team members themselves? What can a leader do when diverse team members come to the table with their own assumptions and biases about other team members and are anything but ‘one team’?
A starting point is for the leader to help the team identify and develop a common or super-ordinate identity (think: we are all working on the XX project) which will trump lower order in-group and out-group distinctions (think: we are lawyers and you are engineers).15 This process can be further supported by establishing clear team goals and group incentives.16
No leader is an island – working in a team
10 Horwitz, S. & Horwitz, I. (2007) The effects of team diversity on team outcomes: a meta-analysis review of team demography, Journal of Management, 33 (6), pp.987–1015.
11 Ibid.
12 Homan, A.C., Hollenbeck, J.R., Humphrey, S.E., Knippenberg, D.V., Ilgen, D.R. & Van Kleef, G.A. (2008) Facing differences with an open mind: openness to experience, salience of intragroup differences, and performance of diverse work groups, Academy of Management Journal, 51 (6), pp.1204–1222.
13 Ross, H. J. (2011). Quappe, S., Samso-Aparici, D. & Warshawsky, J. (2007) Culture and the myths of the black box, Deloitte Development LLC; Review, New York.; Childs Jr, J. T. (2005) Managing workforce diversity at IBM: a global hr topic that has arrived, Human Resource Management, 44 (1), pp.73–77.
14 Woods, D. (2012) Half of employees view diversity program as a PR stunt, according to Adecco, HRMagazine; retrieved 3 February 2012 from http://www.hrmagazine. co.uk/hro/news/1020800/ half-employees-diversity- programmes-pr-stunt- adecco.
15 Roberge, M. & van Dick, R. (2010) Recognising the benefits of diversity: When and how does diversity increase group performance? Human Resource Management Review, 20 (4),
pp. 295–308.
16 Joplin, J. R. W. & Daus, C. R. (1997) Challenges of leading a diverse workforce, Academy of Management Executive (1993-2005), 11 (3), pp.32–4.
Working in diverse teams, whether cross-functional, virtual or global, can be both rewarding and frustrating. A diverse team can produce results which are far greater than the sum of its parts,8 but a conflicted team is every leader’s worst nightmare with wasted energy and poor output
8. 6 Inclusive leadership
Even with a shared identity it is still likely that conflict will arise between individual team members. The evidence suggests that an inclusive leader will anticipate and respond by creating an environment of psychological safety.17 This means that a team (or an organisation) is considered safe for interpersonal risk-taking and no member feels he or she will be rejected, embarrassed or punished for speaking up.18 Such conditions activate positive psychological processes such as empathy, self-disclosure and group trust which are critical for collaboration and performance.19
Additionally, an inclusive leader will provide the framework for team members to become mindful of their individual biases and more curious about others, for example by creating ‘opportunities for employees to expand their clusters and networks’ suggests Stewart. And when these factors combine, namely a greater individual awareness, a collective identity and an inclusive framework, teams have the potential to act as a self-correcting system and thus capitalise on our ability to spot bias more quickly in others than in ourselves. This environment means that instead of neglecting or rejecting the dissonant point of view, a mature team welcomes difference as enabling high performance.
Finally, in terms of practicalities and given that team meetings can be a hotbed for exclusionary behaviour, explicit meeting protocols can help accelerate the maturity journey. See the breakout box for a few ideas about how to respond to the challenges of first speaker advantage, loud voices and groupthink.
17 Roberge & van Dick (2010)
18 Ibid.
19 Ibid.
Instead of neglecting or rejecting the dissonant point of view, a mature team welcomes difference as enabling high performance
The inclusive leader is a “synergist that sparks the team to head in the direction that it needs to go in” Bruce Stewart (Office of Personnel Management, USA)
9. Will a hug do? 7
Inclusive team meetings: Helping everyone to be heard
Challenge
Strategy
1. First speaker advantage:
The first speaker in a meeting usually sets the tone, subject and flow of the discussion. People’s points of view are often influenced by the first speaker.
If the purpose of the meeting is to discuss a particular issue then ask people to think outside the room and come to the meeting with a paragraph of their thoughts, so as not to be unduly influenced or derailed by the first speaker.
2. The loudest voice roars:
Depending upon culture, often the loudest and more assertive person will hold
the floor more regularly
and for longer.
Develop a meaningful communication protocol so that everyone has a chance to contribute and to take into consideration cultural communication differences as well as language proficiency. E.g. give enough time to foreign language speakers to prepare their input and, if appropriate, seek out the person who has been less vocal and ask them to contribute. Start the meeting by asking everyone to introduce themselves as it is easier to make additional contributions in meetings if you have already made your first.
3. Bias to groupthink:
People will converge on a single point of view to create a sense of equanimity and because individuals often don’t want to be seen as contradicting the group.
Allocate a specific Devil’s Advocate position (which rotates between team members) in which one team member is identified as being expected to put a contrary position. This way it is not a personal point of view, but a role which will help the team think more diversely. Ask people to develop their meeting presentations by explicitly speaking with diverse people beforehand and referencing them during their presentation.
Finally we need to throw a backward glance to our team to check that we started with the right ingredients. “We need a team that’s diverse. A team that spans a whole range of ages, nationalities and ethnicities because we need to tap into their talent and because ideas recognise no boundaries and neither should we” says Indra Nooyi, (Pepsico).20 So the final step to embracing the new inclusion paradigm is to ensure that our workplace practices and policies are inclusive and that we are attracting, selecting and growing diverse talent.
20 Nooya, I. Pepsico (2011) Keynote Speech: AdAsia 2011, New Dehli, November: http:// www.youtube.com/ watch?v=r5sxwEwAvLk
11. Will a hug do? 9
CultureLeadershipGovernanceVision and strategyBusiness operationsWork environmentPerformance and rewardCareer development Recruitment and separation CapabilityCommitmentAccountabilityCommunicationVisible supportValuesBehaviourBoard effectivenessValues & CSRStructuresPoliciesMetricsAccountabilityRisk managementComplianceReporting Vision & missionObjectives & strategyOperating modelImprovement initiativesBusiness planningIndustry landscapeBrand & reputationCommunicationsCustomersProducts & servicesProcessesKnowledge & informationTechnologyOrganisational designSupply chain & distributionPhysical locations Support networksJob designFlexibilityWorkload & hoursSocial eventsWork practicesWorking conditionsExpectationsEmployee benefitsRecognition programsRemunerationReward mechanismsFeedbackPerformance criteriaAppraisal processGoal-setting & KPIs Competency framework Advancement & promotion Assignment allocationInternal mobilityNetworkingSponsorship & mentoringCareer customisationSuccession planning Talent identificationLearning & developmentExitingOnboarding & orientationEmployment offerDecision-makersSelection criteriaSelection methodsMessages & signalsJob descriptionRecruitment strategy Talent Enterprise The Deloitte diversity and inclusion business integration wheel Research & development
Aligning the systems, processes and practices
Whilst the support of the CEO and leadership team is critical,21 Sanjay Rishi (American Express, India) observes: “Creating an inclusive culture through the efforts of senior management is necessary but not sufficient.” Dr Casey adds: “You’ve got to put the structures in place to create the right environment. You’ve got to have a framework, processes and structures that can work beside your leadership to create a participatory and inclusive environment.” Whilst diversity is often portrayed as a talent management issue, to some degree, every aspect of the work environment, from day-to-day practices, to the organisational structure and to the supply chain, has the capacity to reinforce or undermine attempts to create an inclusive environment.
By taking a whole of business perspective, leaders can support their efforts and reinforce new behaviours with sustainable changes to
the organisation.
The Diversity and Inclusion Business Integration Wheel depicts the organisational talent and enterprise elements that combine to influence corporate culture, including diversity and inclusion outcomes. In a perfect world an organisation would take the time to review all of the processes and policies which impact upon individual, team and business performance. In this section, we use the wheel as a framework to provide a sample of ideas about where and how energy can be directed for maximum impact to ensure that organisational practices are aligned with the intent to be inclusive of diversity. The key word here is integration, and the key indicator is when diversity and inclusion are considered to be ‘business as usual’.
Shaping culture – what happens
when you’re not there?
21 EONNA / Hudson (2010) Looking for a paradigm shift: 2010 Market leader report on diversity and gender, 2010 Equal Employment Opportunity Network of Australia / Hudson Australasian Diversity & Equality Survey: www.eeona.org
Deloitte diversity and inclusion business integration wheel
12. 10 Inclusive leadership
Selection
Opportunity for change:
Research shows that a candidate’s name on a resume is enough to trigger unconscious preferences. In one study, researchers distributed 5,000 fictitious resumes to 1,250 organisations. Each company was sent four resumes: two for highly skilled candidates (one with a ‘very white sounding name’ and one with a ‘very black sounding name’) and two for average skilled candidates (again, one with a ‘very white sounding name’ and one with a ‘very black sounding name’). Applicants with white sounding names received 50% more call-backs, and average ‘typically white’ named candidates received more call-backs than highly skilled ‘typically black’ named candidates.22
Strategies:
• Prior to selection, ensure criteria are clear, structured and job-relevant
• During selection, remind selectors of the company’s diversity policy and stress personal and public accountability for decisions23
• Allow sufficient time to review applications fully and make informed decisions (stereotyping and other biases increase when there is limited time to make judgements24
• Post selection, mandate that managers record selection decisions and the evidence relied upon.
Talent identification
Opportunity for change:
Although talent management systems may not appear to be overtly discriminatory, research shows that they are vulnerable to interpretation and advantage a narrow view of talent. For example, talent frameworks commonly include masculine stereotypes when characterising senior leaders, meaning that masculine norms are embedded in the system. So, whatever bias exists at the top of an organisation is institutionalised by talent management systems and cascades down to the lower levels.25 This means that even when minority groups comply with explicit and implicit career development pathways, they are likely to experience disparate outcomes.
Research shows that while women do ‘all the right things’ to get promoted, including gaining experiences, being networked and blurring work/life boundaries, they are still likely to advance to a lower level than their male counterparts and have slower pay growth.26
Strategies:
• Engage diverse stakeholders in developing and reviewing talent management systems to remove the presence of biased language and competencies
• Use clear, observable/measurable talent identification criteria relevant for the job group
• Develop a documented, structured process for talent identification to avoid extraneous (and biased) perceptions of future leadership capability
• Introduce more checks and balances through multiple decision makers.
Reward
Opportunity for change:
Research shows that leaders are unlikely to be held to account for biased decisions and similarly unlikely to be rewarded for their diversity and inclusion efforts. An Australian Human Resource Institute survey found that fewer than one in five CEOs and executives have gender equity key performance indicators (KPIs) and more than 60% of senior and middle management are without accountability in the area.27 Moreover, less than 20% of CEOs and executives, 15% of senior managers and 10% of middle managers had relevant KPIs linked to bonus payments. More than just introducing KPIs, Indra Nooya (PepsiCo) suggests that “we need to develop and evaluate these leaders totally differently. We need to recognise and reward the ones who are willing to go outside normal boundaries and willing to challenge conventions.”28
Strategies:
• Sodexo created a quantitative and qualitative diversity scorecard: “We have outcome metrics linked to the recruitment, retention and promotion of women and minorities but we also focus on managers’ individual behaviour change. Amongst other items, the scorecard has a drop down menu of ten different items. [Managers] have to select and complete at least one every quarter. It might be around sponsoring a diversity and inclusion event, having diversity on your agenda, mentoring, sponsoring an affinity group or developing high potential talent. All of these things influence outcomes and keep [diversity and inclusion] front and centre,” says Dr Anand
• Stewart describes the positive impact of a dashboard built to provide “a quick snapshot of our performance that we could compare with other like organisations to see how we were tracking. People are concerned about what their peers are doing so it is one way to influence people and modify behaviour”
• A number of Catalyst award winners tie up to 10% of variable compensation to diversity objectives as part of people management measures.29
Flexibility
Opportunity for change:
“An example of changing the organisation to be more inclusive is how you provide flexibility in work arrangements. It is important to note for gender but also for other points of difference. Work flexibility is important, it leads to better performance,” says Aase Aamdal Lundgaard. Notwithstanding the need for flexibility amongst diverse groups, a host of research tells us there is a general (and growing) need for work/life balance across the workforce.30 Research demonstrates, however, a gap between the policies and communications espousing flexibility and the day to day practice.31
Strategies:
• Engage in job/team redesign to enable work/life balance and career flexibility for a broad range of employees
• Provide education to line managers about effectively implementing flexible work arrangements and focus on confidence and skill building
• Create accountability and check point mechanisms to review and improve flexible arrangements.
13. Will a hug do? 11
CultureLeadershipGovernanceVision and strategyBusiness operationsWork environmentPerformance and rewardCareer development Recruitment and separation CapabilityCommitmentAccountabilityCommunicationVisible supportValuesBehaviourBoard effectivenessValues CSRStructuresPoliciesMetricsAccountabilityRisk planningIndustry landscapeBrand reputationCommunicationsCustomersProducts & servicesProcessesKnowledge & informationTechnologyOrganisational designSupply chain & distributionPhysical locations Support networksJob designFlexibilityWorkload & hoursSocial eventsWork practicesWorking conditionsExpectationsEmployee benefitsRecognition programsRemunerationReward mechanismsFeedbackPerformance criteriaAppraisal processGoal-setting & KPIs Competency framework Advancement & promotion Assignment allocationInternal mobilityNetworkingSponsorship & mentoringCareer customisationSuccession planning Talent identificationLearning & developmentExitingOnboarding & orientationEmployment offerDecision-makersSelection criteriaSelection methodsMessages & signalsJob descriptionRecruitment strategy Talent The Deloitte diversity and inclusion business integration Research & development
22 Bertrand, M. & Mullainathan, S. (2004). Are Emily and Greg more employable than Lakisha and Jamal? A field experience on labor market discrimination, The American Economic Review, 94 (4), pp.991–1013.
23 Petersen, L. E. & Krings, F. (2009) Are ethical codes of conduct toothless tigers for dealing with employment discrimination?, Journal of Business Ethics, 85, pp.501–514; Ford, T.E., Gambino, F., Lee, H., Mayo, E., Ferguson, M.A. (2004). The role of accountability in suppressing managers’ pre-interview bias against African-American sales job applicants, Journal of Personal Selling & Sales Management, 24, pp.113-124.
24 Kruglanski, A. & Freund, T. (1983) The freezing and un-freezing of lay-inferences: Effects on impressional primacy, ethnic stereotyping and numerical anchoring, Journal of Experimental Social Psychology, 19, pp.448–468.
25 Warren, A. K. (2009) Cascading gender biases, compounding effects: An assessment of talent management systems. New York: Catalyst.
26 Carter, N. & Silva, C. (2011) The myth of the ideal worker: Does doing all the right things really get women ahead? New York: Catalyst.
27 Australian Human Resource Institute (2011) Research Report: Gender Equity in the Workplace, HR Pulse, 3 (1).
28 Nooya (2011).
29 Catalyst (2007). Catalyst 20th anniversary awards compendium.
30 Kattenbach, R., Demerouti, E. & Nachreiner, N. F. (2010) Flexible working times: effects on employees’ exhaustion, work-nonwork conflict and job performance, Career Development International, 15 (3), pp.279-295; Families and Work Institute, Nation’s Study of the Changing Workforce 2008; US Department of Labor, Quality of Employment Survey, 1977; Pitt- Catsouphes, M. & Matz-Costa, C. (2008) The multi-generational workforce: Workplace flexibility and engagement, Community, Work and Family, 119 (2), pp.215–229.
31 Hayman, J. R. (2009). Flexible Work Arrangements: Exploring the linkages between perceived usability of flexible work schedules and work/life balance, journal of community, work and family: special issue on work/life balance, 12 (3), pp.327–338.
14. 12 Inclusive leadership
CultureLeadershipGovernanceVision and strategyBusiness operationsWork environmentPerformance and rewardCareer development Recruitment and separation CapabilityCommitmentAccountabilityCommunicationVisible supportValuesBehaviourBoard effectivenessValues & CSRStructuresPoliciesMetricsAccountabilityRisk managementComplianceReporting Vision & missionObjectives & strategyOperating modelImprovement initiativesBusiness planningIndustry landscapeBrand & reputationCommunicationsCustomersProducts & servicesProcessesKnowledge & informationTechnologyOrganisational designSupply chain & distributionPhysical locations Support networksJob designFlexibilityWorkload & hoursSocial eventsWork practicesWorking conditionsExpectationsEmployee benefitsRecognition programsRemunerationReward mechanismsFeedbackPerformance mentoringCareer customisationSuccession planning identificationLearning developmentExitingOnboarding & orientationEmployment offerDecision-makersSelection criteriaSelection methodsMessages & signalsJob descriptionRecruitment strategy Enterprise business integration wheel Research & development
32 Janis, I. L. (1972). Victims of Groupthink. New York: Houghton Mifflin.
33 See http://www.frc.org.uk/
34 Childs Jr, J. T. (2005) Managing workforce diversity at IBM: a global hr topic that has arrived, human resource management, 44 (1),
pp.73–77.
35 Hart, M. A. (1997). Managing diversity for sustained competitiveness. New York: The Conference Board.
15. Will a hug do? 13
A. leadership commitment
Opportunity for change:
Leadership commitment goes beyond accepting and communicating the business case for diversity. It is ultimately signified by the extent to which the principles of inclusion are woven into the daily activities of the business. Take, for example, the way in which a leader approaches business growth. The question is whether diversity and inclusion principles are reflected in actions such as scanning the horizon for merger opportunities or identifying new services and products. Although many leaders espouse commitment to diversity it is often seen as a stand-alone strategy because they may lack the insight or capability to leverage diversity and inclusion to make better decisions.
Strategies:
• Review how the growth strategy was decided by asking how the leader identified merger and acquisition targets (was it through his/her ‘in’ group?) and with whom did s/he test their ideas
• Focus on strategies to avoid unintended group dynamics once the merger has taken place (e.g. where one group is treated as an ‘out’ group)
• Ask whether the leader seeks feedback from diverse stakeholders to track progress or surrounds themselves with like-minded individuals.
B. Risk management
Opportunity for change:
Organisations need to constantly address risk, which can be perceived as having both an upside and a downside. Namely, the opportunity to increase shareholder value by engaging in high risk activities or, conversely, avoid risks which threaten value. Either way, making risk intelligent business decisions involves an information framework which helps to identify and assess risk, and then a strategy to mitigate these risks. It is during the final review or monitoring phase that gaps in the information or process will become evident, for example the bias to groupthink. Defined as the ‘mode of thinking engaged in by people when they are deeply involved in a cohesive...courses of action’32, groupthink is thought to have been a significant factor in the collapse of UK bank Northern Rock.”33
Strategies:
• Identify the team’s susceptibility to groupthink and engage a diverse group of stakeholders at the risk identification stage
• Use deliberate strategies to break groupthink, e.g. allocate a specific Devil’s Advocate position (which rotates between team members) in which one team member is identified as being expected to put a contrary position or break into small groups to consider key issues first before reconvening as a group
• Ask the diverse team to design an assessment process with diverse KPIs regarding the seriousness and likelihood of risk outcomes
• Create an environment of psychological safety, where no member feels he or she will be rejected, embarrassed, or punished for speaking up and team members understand how trust is built across cultures.
C. Values
Opportunity for change:
Some companies do not reference diversity and inclusion in their corporate values while others do not define their values at all. Whether they are stated or unstated, the question is whether the organisation’s values are ones which support or undermine diversity and inclusion and lived by employees. For example HSBC prides itself on being the world’s local bank and its global ‘values’ campaign successfully illustrates that HSBC understands peoples’ values in order to meet their needs. Further, JCPenney recently appointed Ellen DeGeneres as spokesperson in the US because she reflected their company values of equality, honesty and compassion. They have also publicly reaffirmed their choice of an LGBT community icon which sends a clear message to employees and customers.
Strategies:
• State how inclusion will help the organisation meet its strategic goals. Customise the business case for diversity, reminding external and internal audiences of the value of difference
• Use inclusive language in the company vision and value statements, emphasise the organisation’s commitment to enable all employees to maximise their full potential
• Review organisational values for bias towards a particular employee type (e.g. culture, gender, personality, religion, belief system).
D. Customer
Opportunity for change:
Ted Childs Jr from IBM states that “workforce diversity is about effectively reaching customers and markets.”34 Organisations that recruit and advance leadership clones miss out on market insights. Are there segments who feel excluded by the brand, packaging, promotional campaign or distribution channels but would otherwise buy the organisation’s product? And who is at the decision-making table? “Budget cuts were proposed for the areas of the museum that target non-English speaking customers. When I asked, no one in the team was from a non-English speaking background. I don’t think this would have happened if they had been,” says Dr Casey.
Strategies:
• Review product mix and product marketing (e.g. design, distribution, packaging, advertising, promotions) to eliminate design factors, branding, imagery, commentary or channels that may unintentionally exclude parts of your target market
• DuPont Merck found sales of a new drug improved substantially when instructions were translated into Spanish. DuPont now translates educational materials into 15 languages, contributing millions of dollars to their top line35
• Engage diverse stakeholders for insights into diverse markets.
16. 14 Inclusive leadership
In summary, being inclusive means that the workplace culture and daily practices support diverse people, which we have depicted in the talent side of the wheel. Going a step further, we have suggested that enterprise activities must be aligned with the aspiration to be inclusive if we are to maximise the value of diversity. A good example of where these come together to produce higher business performance is when an employer selects and develops diverse talent and then leverages the insights of these groups to reach out to diverse customers. In this section, we have not tried to comprehensively map organisational policies and processes; but we have selected examples which speak to critical moments in the employee experience and enterprise activities. While organisations and researchers are beginning to recognise the implications for diversity and inclusion in the talent dimensions, we suggest that more attention must be paid to incorporating the same principles into business as usual.
The key word here is integration, and the key indicator is when diversity and inclusion are considered to be ‘business as usual’
17. Will a hug do? 15
This article has explored what it means to be an inclusive leader, and how to develop an inclusive workplace so that we harness the potential of diversity. We have described this potential in terms of diversity of thinking, but our previous point of view, Only skin deep: Re-examining the business case for diversity, makes it abundantly clear that we think diversity of thinking is derived from a workplace populated with people from diverse walks of life and with diverse life experiences. And it is this diverse thinking which will generate adaptive and unique insights to help organisations navigate these turbulent economic times. This potential will go unrealised however, in the absence of inclusive leaders, inclusive teams and inclusive organisations. It is the combination of diversity and inclusion that changes the game.
This article suggests however that making diversity and inclusion part of business as usual will not come about unless leaders and organisations take deliberate steps to be more inclusive. This starts with the changes for leaders, but also includes the team and the day-to-day activities of work. The diagram below show these three primary sites for action as expanding spheres of influence. The story is still being written about how we align and leverage diversity within our daily practices but our hope is that this article will stimulate ideas about the next steps in the journey which each of us must take.
Last words
You
Team
Organisation
Three primary sites for action
18. 16 Inclusive leadership
The six global interviewees
Dr. Rohini Anand
Senior Vice President and Global Chief Diversity Officer, Sodexo, USA
Sodexo received the coveted 2012 Catalyst Award for Diversity and Inclusion in North America, honoring exceptional business initiatives that advance women in the workplace.
Dr Dawn Casey PSM FAHA
Director, Museum of Applied Arts and Sciences, Australia
Dawn has won the prestigious Australia Day Public Service Medal (PSM FAHA) and was named as one of the 100 women who have shaped Australia.
Aase Aamdal Lundgaard
Managing Partner, Deloitte Norway, State Authorized Public Accountant
Aase has more than 30 years of experience. She has held numerous senior leadership roles and works with Some of Deloitte Norway’s largest and most complex clients.
Sanjay Rishi
EVP and Asia Business Head, Emerging Payment and New Ventures, American Express, India
Sanjay provides leadership and direction to American Express’ India Leadership Team and is a member of the Board of Directors of American Express Banking Corporation.
Bruce J. Stewart
Deputy Director Training, Compliance, and Strategic Initiatives in the Office of Diversity and Inclusion (ODI), Office of Personnel Management (OPM), USA
Bruce is responsible for the coordinated implementation of the President’s Executive Order on Diversity and Inclusion.
Linda Tarr-Whelan
Demos Distinguished Senior Fellow, Managing Director, Tarr-Whelan & Associates, Inc.
Linda is the author of the award-winning Women Lead the Way: Your Guide to Stepping up to Leadership and Changing the World (Berrett-Koehler, 2009, 2011).