Tina Tinde, International independent Diversity Advisor, talks about the opportunities, social media offers to support diversity objectives in international recruitment.
This document discusses diversity in public relations and organizational processes. It notes that while progress has been made in increasing diversity, minorities still face challenges. Specifically, it mentions that African Americans have helped drive changes in public relations. While their numbers are growing, stereotyping and discrimination present barriers. Managing diversity effectively and celebrating cultural differences can help organizations benefit from diverse perspectives and experiences.
This document provides an introduction to the book "The Power of Character in Leadership" by Dr. Myles Munroe. It discusses the crisis of character seen in many contemporary leaders across different fields who lack moral force. While these leaders appeared competent, they often ended up embroiled in scandals due to unethical conduct. The document then provides examples of recent leadership failures and ethical issues in government, politics, and business to illustrate this lack of strong moral character. It argues leadership is key to addressing societies' problems but the missing element is often character.
This document discusses gender, leadership, and their impact on organizations. It defines gender as the social, psychological, cultural, and behavioral aspects of being a man or woman. Leadership is defined as the process where one person or group influences others in a group or organization. Effective leadership involves cooperation, trust, empowerment, and both task orientation and people orientation. Masculine leadership tends to be more autocratic and transactional while feminine leadership is more democratic and transformational. While diversity brings benefits like better decision making, women face challenges like gender bias, stereotypes, and work-life balance issues. The "glass ceiling" refers to invisible barriers that prevent women from rising to higher levels in organizations.
Harvey Nash Engage Ethnicity Gap Survey ReportHarvey Nash Plc
Unconscious bias among CEOs and leadership teams is seen as a leading reason for lack of ethnic diversity on boards. Nearly two-thirds of respondents believe ethnic bias exists as part of wider societal culture and organizational cultures. Over half think CEOs do not see diversity as a strong business case despite evidence that ethnically diverse companies perform better financially. Two-thirds believe minority executives are not part of the existing networks and talent pools that boards draw from. Measures to close the ethnicity gap include targeting recruiters to include diversity in shortlists, educating leadership on diversity's value, and requiring transparency in ethnic diversity reporting.
This document presents a diversity planning presentation for Walmart. It provides background on Walmart's founding in 1962 in Arkansas and its growth into the largest retailer in the world with over 11,500 stores across 28 countries. The presentation identifies organizational needs at Walmart such as poor department management and lack of training. It recommends a course of action including sensitivity and cultural awareness training for employees and management to address legal issues and obstacles such as discrimination lawsuits.
The document discusses concepts for upgrading tribal leadership including:
1. Stable relationships are built on "triads" of three people who each take responsibility for the quality of the relationship between the other two.
2. These triads stabilize tribes and enable innovation through their network of connections.
3. Effective leadership leverages the natural structure of tribal groups and focuses on aligning people around core values and a noble cause rather than just seeking agreement.
4. Different stages of tribal culture can be upgraded by finding a new team, intensively working with those wanting change, building shared projects, enabling history-making opportunities, or focusing on world-changing collaboration.
Training led by Dr. Danielle R. Moss, CEO of Oliver Scholars, aimed at helping diverse professionals in the nonprofit sector strategize when feeling limited by structural and institutional racism in the social sector.
This document summarizes a presentation about the glass ceiling effect for women in Pakistan. It discusses how Pakistan is a male-dominated society with gender discrimination and harassment that hinders women's careers. Women face barriers to higher level positions and promotions. They are underrepresented in the workforce and face lower participation rates. The document provides examples of successful women in Pakistan and encourages women to advocate for their value rather than seeking equality and to pursue careers in less restrictive environments.
This document discusses diversity in public relations and organizational processes. It notes that while progress has been made in increasing diversity, minorities still face challenges. Specifically, it mentions that African Americans have helped drive changes in public relations. While their numbers are growing, stereotyping and discrimination present barriers. Managing diversity effectively and celebrating cultural differences can help organizations benefit from diverse perspectives and experiences.
This document provides an introduction to the book "The Power of Character in Leadership" by Dr. Myles Munroe. It discusses the crisis of character seen in many contemporary leaders across different fields who lack moral force. While these leaders appeared competent, they often ended up embroiled in scandals due to unethical conduct. The document then provides examples of recent leadership failures and ethical issues in government, politics, and business to illustrate this lack of strong moral character. It argues leadership is key to addressing societies' problems but the missing element is often character.
This document discusses gender, leadership, and their impact on organizations. It defines gender as the social, psychological, cultural, and behavioral aspects of being a man or woman. Leadership is defined as the process where one person or group influences others in a group or organization. Effective leadership involves cooperation, trust, empowerment, and both task orientation and people orientation. Masculine leadership tends to be more autocratic and transactional while feminine leadership is more democratic and transformational. While diversity brings benefits like better decision making, women face challenges like gender bias, stereotypes, and work-life balance issues. The "glass ceiling" refers to invisible barriers that prevent women from rising to higher levels in organizations.
Harvey Nash Engage Ethnicity Gap Survey ReportHarvey Nash Plc
Unconscious bias among CEOs and leadership teams is seen as a leading reason for lack of ethnic diversity on boards. Nearly two-thirds of respondents believe ethnic bias exists as part of wider societal culture and organizational cultures. Over half think CEOs do not see diversity as a strong business case despite evidence that ethnically diverse companies perform better financially. Two-thirds believe minority executives are not part of the existing networks and talent pools that boards draw from. Measures to close the ethnicity gap include targeting recruiters to include diversity in shortlists, educating leadership on diversity's value, and requiring transparency in ethnic diversity reporting.
This document presents a diversity planning presentation for Walmart. It provides background on Walmart's founding in 1962 in Arkansas and its growth into the largest retailer in the world with over 11,500 stores across 28 countries. The presentation identifies organizational needs at Walmart such as poor department management and lack of training. It recommends a course of action including sensitivity and cultural awareness training for employees and management to address legal issues and obstacles such as discrimination lawsuits.
The document discusses concepts for upgrading tribal leadership including:
1. Stable relationships are built on "triads" of three people who each take responsibility for the quality of the relationship between the other two.
2. These triads stabilize tribes and enable innovation through their network of connections.
3. Effective leadership leverages the natural structure of tribal groups and focuses on aligning people around core values and a noble cause rather than just seeking agreement.
4. Different stages of tribal culture can be upgraded by finding a new team, intensively working with those wanting change, building shared projects, enabling history-making opportunities, or focusing on world-changing collaboration.
Training led by Dr. Danielle R. Moss, CEO of Oliver Scholars, aimed at helping diverse professionals in the nonprofit sector strategize when feeling limited by structural and institutional racism in the social sector.
This document summarizes a presentation about the glass ceiling effect for women in Pakistan. It discusses how Pakistan is a male-dominated society with gender discrimination and harassment that hinders women's careers. Women face barriers to higher level positions and promotions. They are underrepresented in the workforce and face lower participation rates. The document provides examples of successful women in Pakistan and encourages women to advocate for their value rather than seeking equality and to pursue careers in less restrictive environments.
Working paper & presentation to 2nd Annual CAPPA Conference in Public Management, Ryerson University, Toronto, May 27-28th, 2013. This paper looks at leadership as a mechanism for social coordination - an outdated one - that is failing to generate followers due to a growing perception that leaders are either unethical or ineffective or both. In its place the author suggests another mechanism, stewardship, and outlines a process-based stewardship to use as a means to facilitate people working together when knowledge, resources and power are widely distributed. Instead of followers creating leaders, owners create stewards implying that stewardship is a more appropriate tool than leadership to facilitate network governance, collaboration and partnership and that it requires different skill sets and practices than leadership to be effective.
John graham - The added value of associations in a fast changing and connecte...visitbrussels
This document discusses global trends impacting associations. It outlines who ASAE is as an organization and provides statistics on the size and scope of associations in the United States. Key trends discussed include demographic shifts towards multiple generations and a growing Hispanic population, the blurring of sectors as non-profits engage in for-profit activities, pressure on volunteerism from economic factors, the rise of networks to organize and enable associations, and advances in technology especially regarding mobile access and content from various sources. The convergence of these trends presents challenges but also opportunities for associations to thrive and create value in new ways.
This presentation examines funding biases of nonprofits across race, class, gender and faith. Research shows that while 52.4% of those in poverty in the USA are people of color, only 16.5% of nonprofits are led by people of color, and only 3% of foundation funding goes toward organizations that are led by people of color.
Why Diversity, Equity, and Inclusion (DEI) Matter 2021 06242021Resourceful Nonprofit
This document discusses ways to enhance diversity, equity, and inclusion (DEI) in the workplace. It provides definitions of key DEI terms and highlights the business benefits of inclusion, such as higher revenue and greater innovation. The document then offers tips to reduce bias in teams, projects, and hiring, such as providing implicit bias training, creating diverse talent pools, and using structured interview questions. Finally, it lists some recruitment sites focused on enhancing diversity in hiring.
This document summarizes a knowledge synthesis report on mentoring diverse workforces. It finds that women, visible minorities, immigrants, disabled persons, and Aboriginal people remain underrepresented in leadership roles. Mentoring programs aim to develop leadership skills but have had limited success advancing these groups due to challenges like lack of similar mentors and implicit biases. The report reviews different mentoring approaches and finds that e-mentoring, group mentoring, peer mentoring, and reciprocal mentoring show promise in overcoming barriers by increasing access to mentors, blurring demographic differences, and raising cultural awareness. However, more research is needed on tailoring mentoring to meet the unique needs of each underrepresented group and on assessing the effectiveness of e
The Business Case of Gender Diversity and the UN Women Empowerment PrinciplesAnke Domscheit-Berg
Presentation held at the Business and Professional Women's International Congress in Helsinki, Finland, 18.06.2011.
Topic: The Business Case of Gender Diversity and the UN Women Empowerment Principles
The document discusses diversity, inclusion, and cultural differences in organizations. It provides definitions of key terms like diversity and inclusion and outlines various laws related to equal employment opportunities. The document also discusses approaches to diversity like intervention theory, creating diversity and inclusion initiatives, and focusing on commonalities rather than differences to capitalize on human diversity for organizational success. Challenges and strategies for addressing cultural differences are also presented.
The survey of 393 communications professionals found inconsistencies in how diversity, equity, and inclusion (DEI) terms are defined within organizations. While most agreed that language influences power dynamics and definitions should be discussed, over half were not comfortable with their organization's DEI language. Definitions provided for common terms like diversity, equity, and inclusion were often inaccurate or incomplete. Additionally, organizations were more likely to publicly commit to DEI than implement meaningful internal actions or societal change. The report provides suggested definitions for key DEI terms and highlights the need for standardization and regular updates to support effective DEI initiatives.
The document summarizes the "Inside Leadership" program, which features interviews with successful leaders who have overcome challenges. The program aims to introduce young people to realistic role models and promote middle class values. Guest leaders discuss their life stories and answer students' questions. Interviews are recorded and distributed online to inspire others.
Title: 2020 Women On Boards: The National ConversationTerri Friel
Why should more women be on corporate boards? Read the astonishing results of studies that indicate business does better, MUCH better when women are included.
This document discusses the importance of diversity on nonprofit boards and provides strategies for improving diversity. It notes that board diversity has remained largely unchanged since 1994, with most boards being predominantly white. While nonprofit leaders recognize the value of diversity, improving diversity is not a top priority for most boards. The document advocates for increasing diversity by recruiting people of color onto boards and ensuring boards consider issues related to race when setting policies. It also defines common terms related to diversity such as cultural competency, inclusiveness, and multiculturalism.
The survey found inconsistencies in how communication leaders define diversity, equity, and inclusion terms. While most agreed language influences power dynamics, definitions of core DEI terms varied widely. Race, sex and ethnicity were top priorities in diversity initiatives, but other dimensions received less focus. Organizations expressed more public commitment to DEI than internal actions. Few had formalized, public DEI definitions and infrequently updated them. The inconsistent understanding and use of DEI language may hinder organizational discussions and plans. Clear, shared definitions could enhance DEI progress.
Welsh Consultants publishes- Diversity in the boardroom has been a hot topic in recent years. Does the traditional boardroom of a fairly homogenous group of individuals really produce the most effective decisions and strategy for a company? Does such a boardroom have exposure to a wide enough range of perspectives to facilitate robust discussions of issues that arise? Is there something missing? Having the optimal mix of skills, expertise and experience is paramount to ensure that the board as a collective is equipped to guide the business and strategy of the company. Traditionally, boards recruit from C-suite executives. According to research, C-suite experience was found to be one of the top three desired board skills and experience in US public companies. While the experience from C-suite individuals is invaluable, it may be beneficial for boards to broaden their definition of “board-ready talent”. Business unit heads, regional leaders, academics, entrepreneurs, government leaders, and other non-C-suite executives can create a wider, more diverse pool with some very talented individuals that could bring interesting and insightful perspectives into the boardroom. This paper explores this subject in detail. Author, Founder- Manish P
The document discusses the need for a shift from traditional individual and organizational leadership models to more collaborative approaches that leverage networks and partnerships. It argues that current leadership development is not scalable enough to address large societal challenges. A networked, collective model of leadership is proposed that focuses on engaging groups, catalyzing relationships across sectors, and enabling communities to solve problems themselves. Leaders are encouraged to develop skills for inclusive, collaborative practice that empowers networks and facilitates self-organization.
DBCA is a national consumer organization led by deafblind individuals that focuses on advocacy and education to improve the lives of deafblind people. It emerged from the DeafBlind Transition Institute's leadership development program, which enabled participants to develop advocacy skills. DBCA strives for a more inclusive world that embraces all people through educational programs for policymakers and empowering young deafblind people. It offers a summer leadership course in Washington D.C. and an online leadership module to teach participatory leadership skills. DBCA's work aims to positively impact disabled veterans and the aging population, as the deafblind community faces many unique challenges.
Disabled people's organizations (DPOs) are established, governed, and managed by people with disabilities to represent their voice, interests, and needs at all levels. There are two main types - those representing all disabilities, and those focused on a single disability. DPOs are larger, more structured organizations that focus on influencing policy and allocating resources, working with self-help groups at the local level to meet both short and long-term needs of people with disabilities.
Perspectives on Collaboration: What works (we think)Lucas Cioffi
The National Academy is a non-profit organization that provides objective assessments and solutions to critical public administration issues. It explores opportunities for collaboration across government through its Collaboration Project. The Collaboration Project brings together leaders to share best practices using collaborative technologies and assists agencies in harnessing collaboration. Effective collaboration requires identifying problems where new perspectives can help, building an engaged community, and ensuring collaboration leads to productive outcomes.
This chapter discusses organizational diversity processes and managing cultural diversity. It outlines how women and minorities face barriers in the workplace such as stereotyping, discrimination, and limited access to informal networks. It then discusses moving beyond only considering gender and racial diversity to include other diverse groups. The chapter also covers the opportunities and challenges that come with diversity, including managing cultural diversity in a way that values all differences. It provides examples of how companies like HP have developed diversity and inclusion models to embrace a multicultural workforce.
July 14, 2016
What does it mean for a foundation to become a facilitative leader? And how can foundation staff make the case for network-based funding approaches to boards and other stakeholders? This two-part series will explore successes and insights from the DentaQuest Foundation’s national systems change strategy Oral Health 2020. Started in 2011, this network-based strategy has achieved notable results—development of oral health leaders across the country, creation of new state partnerships connected to a national health improvement network, and tangible system and policy changes such as the expansion of public benefits in more than 15 states. Come learn about what it took to make this work happen from the perspective of Foundation leaders Brian Souza and Mike Monopoli, initiative evaluator Clare Nolan (Harder+Company Community Research), and network weaver Marianne Hughes (Interaction Institute for Social Change).
Part 2 will dive deeper into what it took to achieve these results, including lessons learned from network building as well as what it means for a foundation to take on a facilitative leadership role.
Working paper & presentation to 2nd Annual CAPPA Conference in Public Management, Ryerson University, Toronto, May 27-28th, 2013. This paper looks at leadership as a mechanism for social coordination - an outdated one - that is failing to generate followers due to a growing perception that leaders are either unethical or ineffective or both. In its place the author suggests another mechanism, stewardship, and outlines a process-based stewardship to use as a means to facilitate people working together when knowledge, resources and power are widely distributed. Instead of followers creating leaders, owners create stewards implying that stewardship is a more appropriate tool than leadership to facilitate network governance, collaboration and partnership and that it requires different skill sets and practices than leadership to be effective.
John graham - The added value of associations in a fast changing and connecte...visitbrussels
This document discusses global trends impacting associations. It outlines who ASAE is as an organization and provides statistics on the size and scope of associations in the United States. Key trends discussed include demographic shifts towards multiple generations and a growing Hispanic population, the blurring of sectors as non-profits engage in for-profit activities, pressure on volunteerism from economic factors, the rise of networks to organize and enable associations, and advances in technology especially regarding mobile access and content from various sources. The convergence of these trends presents challenges but also opportunities for associations to thrive and create value in new ways.
This presentation examines funding biases of nonprofits across race, class, gender and faith. Research shows that while 52.4% of those in poverty in the USA are people of color, only 16.5% of nonprofits are led by people of color, and only 3% of foundation funding goes toward organizations that are led by people of color.
Why Diversity, Equity, and Inclusion (DEI) Matter 2021 06242021Resourceful Nonprofit
This document discusses ways to enhance diversity, equity, and inclusion (DEI) in the workplace. It provides definitions of key DEI terms and highlights the business benefits of inclusion, such as higher revenue and greater innovation. The document then offers tips to reduce bias in teams, projects, and hiring, such as providing implicit bias training, creating diverse talent pools, and using structured interview questions. Finally, it lists some recruitment sites focused on enhancing diversity in hiring.
This document summarizes a knowledge synthesis report on mentoring diverse workforces. It finds that women, visible minorities, immigrants, disabled persons, and Aboriginal people remain underrepresented in leadership roles. Mentoring programs aim to develop leadership skills but have had limited success advancing these groups due to challenges like lack of similar mentors and implicit biases. The report reviews different mentoring approaches and finds that e-mentoring, group mentoring, peer mentoring, and reciprocal mentoring show promise in overcoming barriers by increasing access to mentors, blurring demographic differences, and raising cultural awareness. However, more research is needed on tailoring mentoring to meet the unique needs of each underrepresented group and on assessing the effectiveness of e
The Business Case of Gender Diversity and the UN Women Empowerment PrinciplesAnke Domscheit-Berg
Presentation held at the Business and Professional Women's International Congress in Helsinki, Finland, 18.06.2011.
Topic: The Business Case of Gender Diversity and the UN Women Empowerment Principles
The document discusses diversity, inclusion, and cultural differences in organizations. It provides definitions of key terms like diversity and inclusion and outlines various laws related to equal employment opportunities. The document also discusses approaches to diversity like intervention theory, creating diversity and inclusion initiatives, and focusing on commonalities rather than differences to capitalize on human diversity for organizational success. Challenges and strategies for addressing cultural differences are also presented.
The survey of 393 communications professionals found inconsistencies in how diversity, equity, and inclusion (DEI) terms are defined within organizations. While most agreed that language influences power dynamics and definitions should be discussed, over half were not comfortable with their organization's DEI language. Definitions provided for common terms like diversity, equity, and inclusion were often inaccurate or incomplete. Additionally, organizations were more likely to publicly commit to DEI than implement meaningful internal actions or societal change. The report provides suggested definitions for key DEI terms and highlights the need for standardization and regular updates to support effective DEI initiatives.
The document summarizes the "Inside Leadership" program, which features interviews with successful leaders who have overcome challenges. The program aims to introduce young people to realistic role models and promote middle class values. Guest leaders discuss their life stories and answer students' questions. Interviews are recorded and distributed online to inspire others.
Title: 2020 Women On Boards: The National ConversationTerri Friel
Why should more women be on corporate boards? Read the astonishing results of studies that indicate business does better, MUCH better when women are included.
This document discusses the importance of diversity on nonprofit boards and provides strategies for improving diversity. It notes that board diversity has remained largely unchanged since 1994, with most boards being predominantly white. While nonprofit leaders recognize the value of diversity, improving diversity is not a top priority for most boards. The document advocates for increasing diversity by recruiting people of color onto boards and ensuring boards consider issues related to race when setting policies. It also defines common terms related to diversity such as cultural competency, inclusiveness, and multiculturalism.
The survey found inconsistencies in how communication leaders define diversity, equity, and inclusion terms. While most agreed language influences power dynamics, definitions of core DEI terms varied widely. Race, sex and ethnicity were top priorities in diversity initiatives, but other dimensions received less focus. Organizations expressed more public commitment to DEI than internal actions. Few had formalized, public DEI definitions and infrequently updated them. The inconsistent understanding and use of DEI language may hinder organizational discussions and plans. Clear, shared definitions could enhance DEI progress.
Welsh Consultants publishes- Diversity in the boardroom has been a hot topic in recent years. Does the traditional boardroom of a fairly homogenous group of individuals really produce the most effective decisions and strategy for a company? Does such a boardroom have exposure to a wide enough range of perspectives to facilitate robust discussions of issues that arise? Is there something missing? Having the optimal mix of skills, expertise and experience is paramount to ensure that the board as a collective is equipped to guide the business and strategy of the company. Traditionally, boards recruit from C-suite executives. According to research, C-suite experience was found to be one of the top three desired board skills and experience in US public companies. While the experience from C-suite individuals is invaluable, it may be beneficial for boards to broaden their definition of “board-ready talent”. Business unit heads, regional leaders, academics, entrepreneurs, government leaders, and other non-C-suite executives can create a wider, more diverse pool with some very talented individuals that could bring interesting and insightful perspectives into the boardroom. This paper explores this subject in detail. Author, Founder- Manish P
The document discusses the need for a shift from traditional individual and organizational leadership models to more collaborative approaches that leverage networks and partnerships. It argues that current leadership development is not scalable enough to address large societal challenges. A networked, collective model of leadership is proposed that focuses on engaging groups, catalyzing relationships across sectors, and enabling communities to solve problems themselves. Leaders are encouraged to develop skills for inclusive, collaborative practice that empowers networks and facilitates self-organization.
DBCA is a national consumer organization led by deafblind individuals that focuses on advocacy and education to improve the lives of deafblind people. It emerged from the DeafBlind Transition Institute's leadership development program, which enabled participants to develop advocacy skills. DBCA strives for a more inclusive world that embraces all people through educational programs for policymakers and empowering young deafblind people. It offers a summer leadership course in Washington D.C. and an online leadership module to teach participatory leadership skills. DBCA's work aims to positively impact disabled veterans and the aging population, as the deafblind community faces many unique challenges.
Disabled people's organizations (DPOs) are established, governed, and managed by people with disabilities to represent their voice, interests, and needs at all levels. There are two main types - those representing all disabilities, and those focused on a single disability. DPOs are larger, more structured organizations that focus on influencing policy and allocating resources, working with self-help groups at the local level to meet both short and long-term needs of people with disabilities.
Perspectives on Collaboration: What works (we think)Lucas Cioffi
The National Academy is a non-profit organization that provides objective assessments and solutions to critical public administration issues. It explores opportunities for collaboration across government through its Collaboration Project. The Collaboration Project brings together leaders to share best practices using collaborative technologies and assists agencies in harnessing collaboration. Effective collaboration requires identifying problems where new perspectives can help, building an engaged community, and ensuring collaboration leads to productive outcomes.
This chapter discusses organizational diversity processes and managing cultural diversity. It outlines how women and minorities face barriers in the workplace such as stereotyping, discrimination, and limited access to informal networks. It then discusses moving beyond only considering gender and racial diversity to include other diverse groups. The chapter also covers the opportunities and challenges that come with diversity, including managing cultural diversity in a way that values all differences. It provides examples of how companies like HP have developed diversity and inclusion models to embrace a multicultural workforce.
July 14, 2016
What does it mean for a foundation to become a facilitative leader? And how can foundation staff make the case for network-based funding approaches to boards and other stakeholders? This two-part series will explore successes and insights from the DentaQuest Foundation’s national systems change strategy Oral Health 2020. Started in 2011, this network-based strategy has achieved notable results—development of oral health leaders across the country, creation of new state partnerships connected to a national health improvement network, and tangible system and policy changes such as the expansion of public benefits in more than 15 states. Come learn about what it took to make this work happen from the perspective of Foundation leaders Brian Souza and Mike Monopoli, initiative evaluator Clare Nolan (Harder+Company Community Research), and network weaver Marianne Hughes (Interaction Institute for Social Change).
Part 2 will dive deeper into what it took to achieve these results, including lessons learned from network building as well as what it means for a foundation to take on a facilitative leadership role.
This document discusses using social media for recruitment communications. It provides an overview of trends in media consumption and job searching behaviors. Specifically, it notes that most candidates now look for jobs online and through referrals on social networks. It then outlines different social media options for recruitment, including Facebook, LinkedIn, Twitter, and employing both paid advertising and organic engagement. The document concludes by suggesting recruiters consider all types of social media presence and shifting from a broadcast to dialogue model to build communities and engage existing candidate pools.
1. EPSO is the HR selection arm of the EU institutions that received over 500,000 candidates and conducted 700 competitions in 2011, selecting over 17,000 successful candidates.
2. The presentation outlined best practices for using social media in graduate recruitment, including knowing your audience and priorities, creating tailored messages, listening and responding to feedback, and continuously monitoring, measuring and optimizing performance.
3. Results from EPSO's 2011 graduate campaign showed that 25% of their media spending on Facebook ads generated 66% of traffic to their microsite.
This document discusses managing diversity in the workplace. It covers topics like valuing diversity, challenges of diversity, initiatives to promote diversity, and stages of diversity awareness. Managing diversity effectively requires building an inclusive culture, reforming HR practices, providing training, and leveraging diversity through initiatives like global programs, multicultural teams, and employee networks. Diversity reflects the changing demographics in the customer base and workforce and allows organizations to better serve a diverse population.
Understanding Diversity Training by USCG Auxiliary National Diversity DepartmentAtlantic Training, LLC.
This document discusses understanding diversity and its importance. It provides definitions of diversity, what diversity is and isn't. The document outlines that diversity is about understanding differences that make people unique, such as ethnicity, culture, experiences and beliefs. It encourages taking a look at oneself and others in a non-judgmental way to understand diversity, avoid stereotypes, and appreciate various perspectives to gain new insights.
1) The document discusses the opportunity for technology to improve organizational efficiency and transition economies into a "smart and clean world."
2) It argues that aggregate efficiency has stalled at around 22% for 30 years due to limitations of the Second Industrial Revolution, but that digitizing transport, energy, and communication through technologies like blockchain can help manage resources and increase efficiency.
3) Technologies like precision agriculture, cloud computing, robotics, and autonomous vehicles may allow for "dematerialization" and do more with fewer physical resources through effects like reduced waste and need for transportation/logistics infrastructure.
The Six Highest Performing B2B Blog Post FormatsBarry Feldman
If your B2B blogging goals include earning social media shares and backlinks to boost your search rankings, this infographic lists the size best approaches.
Diversity Management The Challenges And OpportunitiesShruti Bhatia
Managing diversity in organizations is important for several reasons. A diverse workforce can lead to greater creativity and innovation through different perspectives. It can also improve a company's public image and expand its markets. However, diversity also presents challenges like resistance to change, interpersonal conflicts, and backlash. The best companies manage diversity effectively by embracing diversity, recruiting and selecting employees fairly, providing training, being flexible, and avoiding stereotypes. They recognize diversity as an asset rather than just a legal requirement.
Marcia Moment The Death of the Manage-Me WorkplaceTMoseStaton39
Marcia
Moment
The Death of the Manage-Me Workplace
The
Dr. Mary Donohue
CEO, Donohue Learning
www.donohuelearning.com
The Marcia Moment: The Death of the Manage-Me Workplace | Dr. Mary Donohue | [email protected] 1
The Marcia Moment:
The Death of the Manage-Me Workplace
Introduction
We all feel like Jan Brady—underappreciated.
There is an iconic moment in the ’70s TV show The Brady Bunch when the middle sister of six
kids, Jan, yells, MARCIA, MARCIA, MARCIA! in her frustration at all the attention her perfect older
sister gets. She can’t figure out why no one appreciates her.
This paper deals with Marcia Moments that team members experience in the workplace. A root
cause of workplace frustration is training programs that end up crippling sales productivity and
causing turnover because these programs fail to help managers understand that people need
to work to learn and not learn to work. In other words, learning is what inspires, and engages,
employees.
In a study we conducted throughout 2016 with five thousand participants from across North
America, we found that:
• 77% of activities and initiatives organizations are undertaking to engage their
leaders, develop future leaders, and recruit emerging leaders are simply wrong,
according to data.
• 23% of our participants felt they were learning from or engaged with other
generations at work.
• 70% of workforces are disengaged from their colleagues and their work. That
means that fewer than three people in a meeting of ten participants are not
thinking of work and nor do they really care.
• 7% were fully engaged and really enjoyed their jobs and reported no problem with
generational communication.
Companies have to find a solution to the cohort that is having its Marcia Moment.
The High Cost of Your Marcia Moment in 2017
Gen Xers make up 43% of most workforces and many are in leadership positions. Millennials make
up 44% of most workforces and are close on Gen X’s heels as leaders. Gen Xers, who are now the
reigning minority of the workforce, are having their Marcia Moment, and in 2017 you will see this
play out in the workforce in terms of cost:
• PWC, in Pulse of the Profession (2013), stated that 56% of a projected budget is at
risk due to ineffective communications.
• Our investigative research presented with Purdue University in November (2016)
indicated a slightly lower number. In our research, we identified that disengagement
is costing companies $2600 per employee per month, which for a typical Fortune 500
company can run upwards of $200 million, and that may be a conservative number.
The Marcia Moment: The Death of the Manage-Me Workplace | Dr. Mary Donohue | [email protected] 2
In the face of these statistics, our research and work with
organizations has led us to conclude that companies need to
shift their training from a manage-me to a develop-me culture
that allows team members to appeal to and communicate
effecti ...
The document discusses strategies for achieving diversity and inclusion in the workplace. It provides statistics showing the growing diversity of the US population and workforce. It then discusses challenges such as unequal pay for women and lack of diversity in management. The document recommends developing a diversity action plan that includes getting management commitment, conducting an assessment, setting hiring goals, and specific actions to increase diversity like expanding recruiting efforts and training. The goal is to leverage diversity to gain competitive advantages like appealing to customers and innovating.
This document is a proposal for a keynote speech on DEI for executives at SXSW 2024. The summary discusses topics that will be covered in the keynote, including the five stages of DEI maturity, why DEI progress is still stagnant, the importance of DEI for recruiting and retaining top talent, and the four principles of equity-centered leadership - understanding community, initiating tough conversations, being accountable, and committing to equal access. The proposal was previously presented at an HR conference and will be updated if selected for SXSW.
Time to climb-- results of national study of disadvantaged entrepreneurs ...Richard Swart, PhD
The document summarizes key findings from a national study on crowdfunding opportunities and obstacles for disadvantaged entrepreneurs, including women and minorities. Some of the main findings are that women are more engaged in crowdfunding and more successful than minorities; minorities lack knowledge about crowdfunding and connections to facilitate campaigns; and accelerating business model development may be more important than initial capital access. The study utilized interviews with various groups to gather perspectives and insights into these issues.
This document provides five tips for thriving in today's unpredictable economy: 1) Mind your ethos by reframing negative thoughts, managing your environment, and taking care of yourself. 2) Refine and share your "factor," which makes you stand out from others. 3) Connect and contribute to your network by adding value, showing appreciation, and leveraging online connections. 4) Adopt an entrepreneurial spirit by identifying opportunities, acquiring needed skills and information, and pursuing opportunities that motivate you. 5) Continually learn and adapt to change by taking classes, reading, and exposing yourself to new ideas and industries. The overall message is that times of economic uncertainty also provide opportunities for growth, and positive mindset, strong
The document discusses the empowerment of women in India. It notes that empowerment allows one to gain skills and attitudes to cope with changing circumstances. Empowering women is key to global development goals. Historically, women in India have faced social evils like sati, female infanticide, and child marriage. Efforts have been made since independence to uplift women's status through education. Women's empowerment programs in India aim to increase women's participation in decision making and access to resources to improve their socioeconomic status. However, complete empowerment remains a goal to be achieved.
THE POWER OF INFLUENCE: LEADERSHIP STRATEGIES FOR THE EXTRAORDINARY LEADERTom Hood, CPA,CITP,CGMA
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This document discusses managing diversity in the workplace. It acknowledges that workforces are becoming more diverse in terms of gender, race, ethnicity, abilities, and other attributes. Managing diversity effectively can increase creativity, innovation, and decision-making by bringing in different perspectives. However, it also presents challenges like balancing individual and group fairness, overcoming resistance to change from established corporate cultures, avoiding resentment, and preventing interpersonal conflicts between diverse groups. Managing diversity well requires creating an inclusive culture and supportive policies.
Session 5 Management roles in enhancing diversity by Kathleen VaughanCGIAR
The purpose of the Diversity and Inclusion Conference is to draw attention to the areas where there is still room for improvement with respect to (gender) diversity and inclusion, and to find ways together to work on these improvements both in research and in the workplace.
This document summarizes a presentation about recruiting for diversity in tech. It discusses challenging the idea of meritocracy by acknowledging how privilege can influence who is seen as qualified. It also recommends reviewing interview questions to avoid reinforcing stereotypes, establishing and enforcing a code of conduct, consistently promoting diversity, and reaching out to diverse communities through events and sponsorships. Specific tactics include assembling diverse teams to evaluate candidates, focusing on values over personal interests, and encouraging anonymous feedback.
Millennial men could have a significant impact on advancing gender equality and partnership based on their attitudes. As the first native gender-neutral generation, millennials believe gender should not define roles or opportunities. However, engaging men, especially millennial men, is important because many still do not recognize barriers facing women or advantages men enjoy. Building systems in companies to identify biases, leverage women's leadership, and engage men through accountability and role models can help establish gender partnership.
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This document discusses managing a diverse workforce. It begins by defining diversity and explaining why workforces have become more diverse due to changing demographics, legislation, and a realization that diversity can help companies compete. It then covers different dimensions of diversity including age, gender, ethnicity, disability, and sexual orientation. The document also discusses how diversity impacts organizations socially and competitively. It notes that diversity can provide a cost advantage and help organizations appeal to different groups. Finally, it discusses managing knowledge workers and the relationship between human resource management and social issues.
On May 14, 2018, women from ad agencies across the Twin Cities gathered at Colle McVoy to show their support for the TIME’S UP/ADVERTISING movement. The event was part of the movement’s launch when community meetings took place in 15 cities across North America to begin drawing a roadmap for real change. Here is a recap of highlights and learnings from the TIME’S UP/ADVERTISING Minneapolis event.
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Women's Empowerment Principles: Why Business Should Care?Dr Lendy Spires
Most readers are likely to agree that our society should be gender equal. Yet, as the evidence clearly illustrates, the real situation in our country does not resonate well for our collective aspiration of becoming a powerhouse of the global economy. Our record, in the case of many indices related to gender, is at par with, or worse than, some of the least developed nations in the world. Of course, things are changing for the better, in our boardrooms, offices, on factory floors, in colleges, schools and most importantly, in our families. While addressing gender stereotypes, biases and discrimination, we as individuals should be under no illusion and acknowledge that none of us are free of gendered perceptions. Gender stereotyping is systemic in all societies. It is there in varying degrees in each of us and hence in all the institutions that we operate in. What we have to be aware of is that our socialisation often makes us blind to many of our gender biases. As businesses, we are known for our innovation, resourcefulness and ability to get things done.We can potentially be an important game changer for women’s empowerment. The Women’s Empowerment Principles (WEP) launched by the United Nations Global Compact (UNGC) and UN for Women on 8th March, 2010, on International Women’s Day, is an important point of departure for all of us who would like business to play a crucial role in ushering in a gender equal society. The task at hand, once we are committed to the cause, is not easy, and there is no ‘one size fits all’ solution. As part of our leadership commitment, we need to take a hard and comprehensive look at how we – as individuals, companies and sectors – impact the lives of women within our spheres of influence, both with internal and external stakeholders. We need to then put in place conscious systems that foster equality between men and women. Such actions cannot be considered altruistic efforts. They are driven by self-interest and would be increasingly imperative in a company’s effort to remain at the top.
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3. Using
social
media
to
support
your
diversity
objec6ves
Speaker:
Gry
Tina
Tinde,
independent
diversity
advisor
4. BIRDS
OF
A
FEATHER
FLOCK
TOGETHER
It
is
human
nature
to
choose
people
who
resemble
ourselves
as
co-‐
workers.
Unconscious
bias
against
anything
that
seems
unfamiliar
kicks
in
during
recruitment
and
promo>on
processes.
5. DISABILITY
ISSUES
TO
THE
FORE
Zachary
Kimotho
from
Kenya
will
travel
4,000
K
to
South
Africa
in
2012
to
raise
funds
for
the
first
spinal
injury
center
in
Kenya.
At
the
same
>me
he
raises
awareness
about
the
strength,
resilience
and
talents
of
persons
with
disabili>es.
12. REACHING
TOP
LEVELS
• Interna>onal
organiza>ons
are
increasingly
using
execu>ve
search
companies
• This
is
not
necessarily
an
advantage,
since
private
companies
do
not
have
the
same
formal
responsibility
as
the
public
sector
to
achieve
equality
and
diversity
• Execu>ve
search
companies
are
used
to
opera>ng
in
a
male/ethnically
homogenous
sphere
and
D&I
training
is
scarce
• It
is
hard
for
women
to
be
selected
for
top
posts
when
both
the
search
company
and
the
hiring
managers
are
male
oriented
13. POLICY
FOR
CHANGE
–
LINKS
TO
SOCIAL
MEDIA
The
Equality
and
Human
Rights
Commission
(Great
Britain)
has
recommended
that
the
selec>on
process
for
execu>ve
boards
should
be
made
more
"transparent,
professional
and
rigorous"
to
allow
chairmen
and
search
agencies
to
appoint
more
women
to
boardroom
roles
and
to
encourage
more
women
to
apply
for
these
posi>ons.
See
May
2012
ar>cle
14. GAY
IN
THE
WORKPLACE
Amnesty
Interna>onal
counts
at
least
83
countries
where
homosexuality
is
explicitly
condemned
in
the
criminal
code.
Seven
countries
carry
the
death
penalty
for
persons
presumed
guilty
of
homosexual
acts.
A
June
2012
ar>cle
outlines
homosexuality
in
Muslim
countries.
15. JOB
INTERVIEWS
WITH
LGBT
MEMBERS
Mira
Patel
of
the
US
State
Dept
spoke
about
LGBT
issues
in
the
workplace,
at
the
Inter-‐
American
Development
Bank
in
July
2010.
Victor
Madrigal-‐Borloz
from
the
Organiza>on
of
American
States
outlined
LGBT
issues
from
a
human
rights
perspec>ve.
16. RACISM
IN
INTERNATIONAL
ORGANIZATIONS
Par>cipants
in
a
roundtable
on
indigenous
peoples
during
a
diversity
conference
at
the
Inter-‐American
Development
Bank
in
Nov
2009
17. RACISM
IN
INTERNATIONAL
ORGANIZATIONS
Progress
na>onally
and
via
interna>onal
forums
such
as
these
will
boost
the
numbers
and
career
prospects
of
indigenous
peoples,
afro-‐descendants
and
other
ethnic/racial
minori>es
in
interna>onal
organiza>ons.
It
is
also
necessary
for
employers
to
commit
to
adrac>ng
and
retaining
a
diverse
workforce,
and
take
concrete,
measurable
steps.
18. SEXUAL
HARASSMENT
• Sexual
harassment
is
s>ll
a
major
problem
in
interna>onal
organiza>ons
• Especially
young
women
and
consultants
on
short
contracts
are
vulnerable
Click
on
photo
to
watch
a
YouTube
training
video
and
read
an
ar>cle
by
Catalyst.org
19. ATTRACTING
THE
BEST
QUALIFIED
PEOPLE
OF
DIVERSE
BACKGROUNDS
ENSURES
THE
HIGHEST
LEVEL
OF
PERFORMANCE
20. Stay
in
touch!
TFA
Blog:
www.terrafirmaassociates.com/blog
LinkedIn
Group:
Interna>onal
Public
Sector
@TFA_social
jlevy@terrafirmaassociates.com