This presentation featured at Intern Bridge Inc\’s Diversity Best Practices Online Conference provides a practical how to for employers genuinely interested in recruiting minorities that will stay and achieve in the workplace. Encompassing recruitment strategies, mentorship programming, debunking myths about minority achievement, and improving communication in diverse workplaces this is a true best practices manual for any employer.
Aerospace D&I Action Plan / Kevin A CarterKevin Carter
This document discusses diversity and inclusion implications for five of Kevin A Carter Aerospace's key business goals: [1] Grow sales through worldwide opportunities; [2] Grow sales through improved customer value; [3] Expand margins by reducing costs; [4] Increase organizational capabilities and capitalize on efficiencies of acquisitions; [5] Improve operational productivity and throughput by implementing lean initiatives. For each goal, it clarifies implications for the workforce and work environment, and proposes initiatives to address those implications such as evaluating representation, conducting analysis of promotions and pay, and incorporating a diversity lens within acquisition and lean processes. It also develops proposed metrics to measure progress aligned with the business goals.
The Politics of Diversity Presentation (Slide Share)Shaunice Hawkins
The document discusses organizational politics and strategies for navigating political dynamics. It defines organizational politics as the process of allocating limited resources among people with different interests and personalities. It outlines different types of political power like role, relationship, and rhetoric power. It also discusses political stakeholders and their levels of support or resistance. Overall, the document provides frameworks to analyze organizational politics and offers suggestions for how to build influence and gain support from opponents.
The document outlines the basic profile requirements for members of an exchange programme, including minimum competencies and skills. It lists competencies such as self-awareness, resilience, effective communication, inclusiveness, flexible thinking, and commitment to results. It also requires English language skills and characteristics like motivation and teamwork ability. Short-term job roles for exchange programme members are provided as examples, including roles in internship coordination, sales, reception, issue learning, education, student marketing, networking, and media management.
The document discusses several personality and competency assessments:
1) The FITS Assessment profiles individuals on four comprehensive personality styles and helps understand how personality impacts behavior, thinking, and reactions.
2) The PPC20 assessment evaluates 20 competencies like initiative, communication, resilience, and decision-making to optimize employee potential and performance.
3) Assessments provide insights into personality preferences, communication patterns, and behaviors under different situations to improve self-awareness, interactions, productivity, and assign the right tasks and training.
Principles of adult learning facilitate group problem solving by:
1. Creating an optimum environment where people are open-minded, explore problems, listen to each other, and try to find the best solution.
2. Recognizing key aspects of adult learning like supporting learners' needs and life experiences, tapping into motivations, and ensuring learning is relevant.
3. Drawing on strategies like exploring benefits, building on experiences, providing choices, and relating issues to needs to engage learners in examining problems and finding solutions.
This document provides an overview of talent management. It defines talent management as focusing on ensuring the availability of talented people to fill key roles, both currently and in the future. It discusses identifying key roles and assessing individuals' talent and potential. It also outlines the clusters of policies and practices that make up a talent management framework, including identifying, developing, and retaining internal talent as well as attracting external talent. The framework aims to have a pipeline of people for leadership and other critical roles.
The document discusses three skills that are important for an effective executive:
1. Conceptual skills - The ability to understand complex situations and see the big picture. This includes skills like strategic thinking, problem solving, and decision making.
2. Human skills - Skills for motivating, communicating with, and developing people. This involves skills like leadership, team building, and coaching.
3. Technical skills - Expertise in a specific business function like finance, marketing, or operations. While not as important as conceptual and human skills, technical skills are still needed for credibility.
Delivering the “Internal Customer” ExperienceSrikanth Dhondi
While organizations make all kinds of efforts to enhance the experience of their external customers by investing in numerous training programs and marketing initiatives, the outcome is most often disappointing to say the least.
Customer loyalty continues to elude us and “Customer advocacy” remains a distant dream. More often than not its sheer “inertia” that prevents customers from switching.
One key aspect that could perhaps unlock the door to conquering the above challenge is by having a robust set of practices that will boost the level of “Internal Customer Centricity”.
This is because empirical research conducted by leading industrial psychologists clearly establish the link between the two aspects. In other words, it emphatically states that the extent of external customer centricity can never exceed the extent of internal customer centricity.
As a part of our endeavor to constantly partner with organizations such as yours to create customized customer centric solutions to business challenges. I am pleased to share a framework that I believe will serve as a useful filter to evaluate the relevance and efficacy of the numerous employee engagement efforts you are already making.
The framework is a synthesis of the best research that has been conducted in this area.
Tags: customer experience,internal customer,customers,training programs,Customer loyalty,Customer advocacy,Internal Customer Centricity,external customer centricity, customer centric,employee engagement,framework
Application Form For PGPBM Program :
http://www.aegisglobalacademy.com/application/application-form
Aerospace D&I Action Plan / Kevin A CarterKevin Carter
This document discusses diversity and inclusion implications for five of Kevin A Carter Aerospace's key business goals: [1] Grow sales through worldwide opportunities; [2] Grow sales through improved customer value; [3] Expand margins by reducing costs; [4] Increase organizational capabilities and capitalize on efficiencies of acquisitions; [5] Improve operational productivity and throughput by implementing lean initiatives. For each goal, it clarifies implications for the workforce and work environment, and proposes initiatives to address those implications such as evaluating representation, conducting analysis of promotions and pay, and incorporating a diversity lens within acquisition and lean processes. It also develops proposed metrics to measure progress aligned with the business goals.
The Politics of Diversity Presentation (Slide Share)Shaunice Hawkins
The document discusses organizational politics and strategies for navigating political dynamics. It defines organizational politics as the process of allocating limited resources among people with different interests and personalities. It outlines different types of political power like role, relationship, and rhetoric power. It also discusses political stakeholders and their levels of support or resistance. Overall, the document provides frameworks to analyze organizational politics and offers suggestions for how to build influence and gain support from opponents.
The document outlines the basic profile requirements for members of an exchange programme, including minimum competencies and skills. It lists competencies such as self-awareness, resilience, effective communication, inclusiveness, flexible thinking, and commitment to results. It also requires English language skills and characteristics like motivation and teamwork ability. Short-term job roles for exchange programme members are provided as examples, including roles in internship coordination, sales, reception, issue learning, education, student marketing, networking, and media management.
The document discusses several personality and competency assessments:
1) The FITS Assessment profiles individuals on four comprehensive personality styles and helps understand how personality impacts behavior, thinking, and reactions.
2) The PPC20 assessment evaluates 20 competencies like initiative, communication, resilience, and decision-making to optimize employee potential and performance.
3) Assessments provide insights into personality preferences, communication patterns, and behaviors under different situations to improve self-awareness, interactions, productivity, and assign the right tasks and training.
Principles of adult learning facilitate group problem solving by:
1. Creating an optimum environment where people are open-minded, explore problems, listen to each other, and try to find the best solution.
2. Recognizing key aspects of adult learning like supporting learners' needs and life experiences, tapping into motivations, and ensuring learning is relevant.
3. Drawing on strategies like exploring benefits, building on experiences, providing choices, and relating issues to needs to engage learners in examining problems and finding solutions.
This document provides an overview of talent management. It defines talent management as focusing on ensuring the availability of talented people to fill key roles, both currently and in the future. It discusses identifying key roles and assessing individuals' talent and potential. It also outlines the clusters of policies and practices that make up a talent management framework, including identifying, developing, and retaining internal talent as well as attracting external talent. The framework aims to have a pipeline of people for leadership and other critical roles.
The document discusses three skills that are important for an effective executive:
1. Conceptual skills - The ability to understand complex situations and see the big picture. This includes skills like strategic thinking, problem solving, and decision making.
2. Human skills - Skills for motivating, communicating with, and developing people. This involves skills like leadership, team building, and coaching.
3. Technical skills - Expertise in a specific business function like finance, marketing, or operations. While not as important as conceptual and human skills, technical skills are still needed for credibility.
Delivering the “Internal Customer” ExperienceSrikanth Dhondi
While organizations make all kinds of efforts to enhance the experience of their external customers by investing in numerous training programs and marketing initiatives, the outcome is most often disappointing to say the least.
Customer loyalty continues to elude us and “Customer advocacy” remains a distant dream. More often than not its sheer “inertia” that prevents customers from switching.
One key aspect that could perhaps unlock the door to conquering the above challenge is by having a robust set of practices that will boost the level of “Internal Customer Centricity”.
This is because empirical research conducted by leading industrial psychologists clearly establish the link between the two aspects. In other words, it emphatically states that the extent of external customer centricity can never exceed the extent of internal customer centricity.
As a part of our endeavor to constantly partner with organizations such as yours to create customized customer centric solutions to business challenges. I am pleased to share a framework that I believe will serve as a useful filter to evaluate the relevance and efficacy of the numerous employee engagement efforts you are already making.
The framework is a synthesis of the best research that has been conducted in this area.
Tags: customer experience,internal customer,customers,training programs,Customer loyalty,Customer advocacy,Internal Customer Centricity,external customer centricity, customer centric,employee engagement,framework
Application Form For PGPBM Program :
http://www.aegisglobalacademy.com/application/application-form
Press Kit for my Key Insights workshop that guides students in 90 minutes through the key factors that could improve their personal statements, test scores, letters of recommendation and potentially lead to admission into the program of their dreams.
Recruiting a diverse applicant pool is only the first step in fostering diversity. The “Next Step 2.0” focuses on the top 6 ways HR, Recruiters, New Media Integration, and Corporate Culture can work together to retain and develop diverse talent into leadership positions that add true value within your organization.
Careerexcellence101,an innovative and comprehensive healthcare domain training designed for covering both entry-level (covers career path guidance and corporate etiquette) and experienced professionals
This document provides instructions for a standardized English exam to be taken on February 29, 2008 from 2:30-4:30pm. It states that the exam will consist of 100 multiple choice questions worth 100 points. It provides instructions on filling out personal information on the exam and answer sheet, how to indicate answers, and guidelines for the exam including not leaving the testing room early. It notes that the documents are copyrighted and will be destroyed 3 months after results are published.
The document discusses the author's New Year's resolution to apply lessons learned from reading Walden, specifically that life is like a flowing river that may rise higher or remain tranquil. The resolution is to make one's life worthy of reflection at even the most critical hours and to find inner strength and happiness.
The document provides 10 tips for effective public speaking. The tips include knowing your material well, practicing your speech multiple times, knowing your audience and the room layout, relaxing by transforming nerves into enthusiasm, visualizing yourself giving a confident speech, realizing that the audience wants you to succeed, not apologizing, focusing on the message rather than anxieties, and gaining experience speaking to build confidence over time. Public speaking is best approached by thorough preparation and focusing on engaging the audience.
The Factories Act of 1948 is the principal legislation on occupational safety, health and welfare of workers in factories in India. Some key points:
1) It defines a factory and applies to premises with 10 or more workers using power or 20+ workers without power.
2) It provides guidelines on issues like cleanliness, ventilation, lighting, drinking water, safety measures around machines, and welfare amenities like canteens, shelters and creches.
3) It regulates working hours, holidays and overtime for adult workers, and restricts employment of women and children near hazardous machinery.
4) Non-compliance can result in fines and imprisonment, with higher penalties for violations that cause death or serious injury.
This document discusses the relationship between organizational culture and strategic human resource management. It provides frameworks for analyzing organizational culture, including Hofstede's cultural dimensions model, the competing values framework, and the cultural web. The case study of Dicom Group plc is presented, which has a culture characterized by flat structures, integrity and respect in treating employees, and motivating workers to outcompete rivals. For Dicom, aligning its flexible and loose culture with its goals of acceleration, transformation, and maintaining market share supports high performance. The document concludes that organizational culture can enhance performance and satisfaction if it provides shared behavioral styles, approaches to problem-solving, and norms to guide rewards and prevent undesired behaviors.
Getting knowledge right means ensuring the right knowledge is available to the right people at the right time and place. This involves linking knowledge to business objectives, ensuring it is proven and valuable, and making it easily accessible. It also means measuring and rewarding individuals' knowledge acquisition and contribution. Doing this offers significant advantages like differentiation from competitors, improved ability to attract and develop talent, greater agility, and increased customer stickiness.
This document discusses moving from valuing diversity to achieving cultural competence. It defines key terms like diversity, inclusion, and competence. Developing cultural competence is a process that involves awareness, understanding, and action. Organizations can build competence by establishing diversity missions and developing employees' skills in areas like communication and decision-making across different cultures. The goal is for management practices and individual competencies to effectively address diversity.
Ольга Васкес Руано. Сессия: «Человеческий капитал и городская среда: социокул...Moscow Urban Forum
This document discusses the relationship between human capital, urban environments, and culture. It addresses how cultural profiling can be used to measure a business's culture and compare it to other cultures. It also explores how to attract the right businesses and retain human capital within a city's job market. Additionally, it examines how the sensory experience of a city can be enhanced and leveraged economically.
The document outlines 10 core social work competencies including: identifying as a professional social worker, applying ethical principles, using critical thinking, engaging diversity, commitment to social and economic justice, research-informed practice, applying knowledge of human behavior and the social environment, policy practice, responding to contexts that shape practice, and engaging, assessing, intervening and evaluating with clients. The University of Southern Maine field work experience helps students achieve these competencies through practice.
Press Kit for my Key Insights workshop that guides students in 90 minutes through the key factors that could improve their personal statements, test scores, letters of recommendation and potentially lead to admission into the program of their dreams.
Recruiting a diverse applicant pool is only the first step in fostering diversity. The “Next Step 2.0” focuses on the top 6 ways HR, Recruiters, New Media Integration, and Corporate Culture can work together to retain and develop diverse talent into leadership positions that add true value within your organization.
Careerexcellence101,an innovative and comprehensive healthcare domain training designed for covering both entry-level (covers career path guidance and corporate etiquette) and experienced professionals
This document provides instructions for a standardized English exam to be taken on February 29, 2008 from 2:30-4:30pm. It states that the exam will consist of 100 multiple choice questions worth 100 points. It provides instructions on filling out personal information on the exam and answer sheet, how to indicate answers, and guidelines for the exam including not leaving the testing room early. It notes that the documents are copyrighted and will be destroyed 3 months after results are published.
The document discusses the author's New Year's resolution to apply lessons learned from reading Walden, specifically that life is like a flowing river that may rise higher or remain tranquil. The resolution is to make one's life worthy of reflection at even the most critical hours and to find inner strength and happiness.
The document provides 10 tips for effective public speaking. The tips include knowing your material well, practicing your speech multiple times, knowing your audience and the room layout, relaxing by transforming nerves into enthusiasm, visualizing yourself giving a confident speech, realizing that the audience wants you to succeed, not apologizing, focusing on the message rather than anxieties, and gaining experience speaking to build confidence over time. Public speaking is best approached by thorough preparation and focusing on engaging the audience.
The Factories Act of 1948 is the principal legislation on occupational safety, health and welfare of workers in factories in India. Some key points:
1) It defines a factory and applies to premises with 10 or more workers using power or 20+ workers without power.
2) It provides guidelines on issues like cleanliness, ventilation, lighting, drinking water, safety measures around machines, and welfare amenities like canteens, shelters and creches.
3) It regulates working hours, holidays and overtime for adult workers, and restricts employment of women and children near hazardous machinery.
4) Non-compliance can result in fines and imprisonment, with higher penalties for violations that cause death or serious injury.
This document discusses the relationship between organizational culture and strategic human resource management. It provides frameworks for analyzing organizational culture, including Hofstede's cultural dimensions model, the competing values framework, and the cultural web. The case study of Dicom Group plc is presented, which has a culture characterized by flat structures, integrity and respect in treating employees, and motivating workers to outcompete rivals. For Dicom, aligning its flexible and loose culture with its goals of acceleration, transformation, and maintaining market share supports high performance. The document concludes that organizational culture can enhance performance and satisfaction if it provides shared behavioral styles, approaches to problem-solving, and norms to guide rewards and prevent undesired behaviors.
Getting knowledge right means ensuring the right knowledge is available to the right people at the right time and place. This involves linking knowledge to business objectives, ensuring it is proven and valuable, and making it easily accessible. It also means measuring and rewarding individuals' knowledge acquisition and contribution. Doing this offers significant advantages like differentiation from competitors, improved ability to attract and develop talent, greater agility, and increased customer stickiness.
This document discusses moving from valuing diversity to achieving cultural competence. It defines key terms like diversity, inclusion, and competence. Developing cultural competence is a process that involves awareness, understanding, and action. Organizations can build competence by establishing diversity missions and developing employees' skills in areas like communication and decision-making across different cultures. The goal is for management practices and individual competencies to effectively address diversity.
Ольга Васкес Руано. Сессия: «Человеческий капитал и городская среда: социокул...Moscow Urban Forum
This document discusses the relationship between human capital, urban environments, and culture. It addresses how cultural profiling can be used to measure a business's culture and compare it to other cultures. It also explores how to attract the right businesses and retain human capital within a city's job market. Additionally, it examines how the sensory experience of a city can be enhanced and leveraged economically.
The document outlines 10 core social work competencies including: identifying as a professional social worker, applying ethical principles, using critical thinking, engaging diversity, commitment to social and economic justice, research-informed practice, applying knowledge of human behavior and the social environment, policy practice, responding to contexts that shape practice, and engaging, assessing, intervening and evaluating with clients. The University of Southern Maine field work experience helps students achieve these competencies through practice.
The document discusses competencies versus skills. It outlines that competencies are learned over several years, while skills can be learned in a matter of months. It then summarizes the Secretary's Commission on Achieving Necessary Skills (SCANS) which identified 36 skills and 5 competencies that workers need to succeed. These include basic skills, thinking skills, personal qualities, resources, interpersonal skills, information, systems, and technology. Behavioral interviews often assess competencies in these areas. Several career positions and their required competencies and skills are also listed.
The document discusses a workplace diversity training program called "The Team Advantage" designed to improve how employees engage with coworkers different than themselves. It aims to teach the characteristics of high performing teams. The program assesses employee attitudes through interactive online modules and surveys to provide organizations with valuable feedback on how to increase performance, innovation, and profits through diversity and inclusion.
Cultural alignment is critical for mergers and acquisitions to succeed but is often ignored. Misalignment of cultures can cause up to 85% of M&A failures. A research-based process identifies cultural differences between parties through surveys, interviews, observations. Gaps in leadership, employee focus, working relationships and other factors are prioritized. Actions target the largest misalignments through symbolic changes to signal a new combined culture.
Having a clear idea about the skills you have developed at Sussex will help you find work that suits you. It will also help with your CV and at interviews. Think about how you have demonstrated these skills in different areas of your life, too.
Presentation to Irish Federation of Voluntary Bodies Conference, Maynooth.
We have more to do than public investment can currently support. We have to find ways to do more with more. This calls for deep change.
The document discusses competencies, including understanding competencies, why competencies are important, and developing a competency model. It defines competencies as underlying characteristics that are causally related to superior job performance. Developing a competency model involves identifying the competencies required for effective performance, defining behaviors associated with each competency, and applying the model to human resource systems like staffing, learning, performance management and rewarding. Linking competencies to these systems can help align them with business strategy and goals.
The document proposes revisions to the definitions and competencies related to diversity in career development standards and guidelines. It provides a proposed definition of diversity that includes a wide range of visible and invisible differences among people. It also suggests revisions to two competencies regarding recognizing, understanding, and supporting diversity and showing respect for diversity. Practitioners are asked to provide feedback on the proposed changes and to identify any missing areas regarding diversity that should be considered for all career development practitioners.
This document discusses defining legal leadership. It begins by noting that leadership involves envisioning goals and inspiring others to achieve them, but more specific behaviors are needed. Two models of leadership competencies and behaviors are described - the Birkman Behaviors model and the MRG Leadership Effectiveness model. Both models involve creating a vision, implementing plans, achieving results, and building teams. Choosing a model can help leaders develop themselves by identifying which competencies to improve.
Presentation on personality and soft skills development for bba viAjit Singh
The document outlines a presentation on personality and soft skills development for BBA students. It covers 4 units: introduction to personality, personality determinants, personality development, and interpersonal and group skills. The presentation aims to develop effective communication and presentation skills, interpersonal skills, self-confidence, team management skills, and leadership skills. It also discusses how these skills can benefit both individuals in their careers and organizations through increased adaptability, clear communication, negotiation skills, and conflict resolution.
Presentation on personality and soft skills development for bba viAjit Singh
The document presents a curriculum for a presentation on personality and soft skills development for BBA students. The curriculum covers 4 units: (1) Introduction to personality, (2) Personality determinants like biology, family, culture and society, (3) Personality development including problem solving and stress management, (4) Interpersonal and group skills like relationships, teams and meetings. The objective is to develop effective communication, presentation and leadership skills. Benefits include increased adaptability, clear communication, negotiation skills, and career opportunities for individuals and more productive employees for organizations.
This document summarizes a webinar on talent and the generations. It discusses:
1) Getting an understanding of the different generations in the workforce and how their working styles and expectations differ. It outlines the key generations as Traditionals, Boomers, Gen X, and Gen Y.
2) How generational differences impact talent sourcing, retention, and development. Sourcing requires understanding what attracts each generation. Retention means meeting different expectations around work-life balance, flexibility, and development opportunities.
3) The webinar draws on global research to discuss these intergenerational issues in countries around the world, finding that generational preferences have commonalities despite geographic and cultural differences.
The document proposes a new OECD skills strategy project with four pillars. The first pillar would identify essential skills needed for economic growth and factors driving skill demand changes. The second pillar would examine if the right mix of skills are being taught and learned to meet employer needs. The third pillar would promote effective, equitable and sustainable skill development. The fourth pillar would build partnerships to find sustainable financing approaches for skills training.
Unmask the ABC's of interview candidatesoscarmurphy
This document provides information about a 2-day workshop on interviewing skills called "ABC: Attitudes, Behaviors & Competency driven Interviewing". The workshop teaches an interview process focused on evaluating a candidate's attitudes, behaviors, and competencies (ABC's). It uses various psychometric tools and practices to provide a holistic understanding of candidates beyond just their knowledge and skills. The workshop is facilitated by behavioral coaches from Singapore to help participants improve their candidate selection and recruitment effectiveness.
2. Juris Doctorate
Case Western Reserve University
(Cleveland, OH)
B.A. in Political Science
Hampton University
(Hampton, VA)
Diversity Coordinator
Cleveland Metropolitan Bar Association
Recruiter
Case Western Reserve University School of Law
3.
4. Groups are ready to
be viewed as an asset.
Organizational
Diversity is prepared
structures will adapt
to impact corporate
to maximize
objectives and
diversity's asset
priorities
impact
Diversity groups are
Diversity will
capable of
demonstrate
leveraging their
tactical and
strength and
strategic value.
influence
Executives will invest
Diversity will be
in diversity,
measured by asset-
commensurate with
oriented criterion
contribution
5. Clarify your
definition of
diversity. Include
visible as well as
invisible
dimensions using
• 1. Leadership is in denial about the results and department or
employees lose trust as a result function using
focus surveys.
2. Leadership listens and decides that hiring a member of
the under represented group via executive search without
see a need or finding the time for long term solutions
behind the actual issues
3. There is a strategy meeting in which good ideas for long
term solutions are made but there is no accountability or
steps to implement the specifics and so other than
discussing the need for more diversity there is no change
Simma Lieberman “Moving Beyond the Numbers How to Recruit and Retain a Diverse Workforce
6. Include diversity as a part of your
Research and develop a list website and marking materials.
Start in middle and high
of colleges that historically Candidates look at a website if it
school. Attend career days
have large numbers of does not state and show a high
and come prepared to
women, people with value for diversity they will look
discuss the benefits of else where. So really take the time
disability, different cultural
working for your to think about diversity and craft a
and ethnic backgrounds.
organization and industry great meaningful statement
Send recruiters there. (Kellogg Diversity Statement)
MAINTAIN VISBILITY AT EVERY STAGE (DON’T DROP THE BALL)
Simma Lieberman “Moving Beyond the Numbers How to Recruit and Retain
a Diverse Workforce”
7. Actively search
out the
candidates you
are looking for
Make sure you
deliver what you
promise
Building relationships
early is the key to
having employees that
have a sense of loyalty
and will stay even
through difficult
periods
Simma Lieberman “Moving Beyond the Numbers How to Recruit and Retain a Diverse
Workforce”
8. New Hire
Orientation
On
Campus
Interviews
Establishing consistency
will create a sense of your
organizations real
commitment to diversity
• Visibility at
Every
Recruitment
Stage
9. Staff Training that Focuses on
Intercultural Competence
The more knowledge that exists about
diverse groups, the more likely is
an increased sensitivity for the
individualities and particularities
of the work force
Team
Building Communication
(flexibility, Training
problem (verbal/
solving, talent nonverbal)
recognition)
Sensitivity Training
(generational gaps,
situational sensitivity)
Don’t Drop The Ball:
For the selection of situative appropriate forms of behavior the relevant
environment factors must first be perceived and correctly interpreted,
intercultural competence of action calls in turn for sensitivity and knowledge.
Dr. Ursina Böhm, Interculturally Competent, Tur tor Fenster Report, Issue 5, 2009
10. Open Doors that Are Really
Open
Establishing Mechanisms to
Handle Conflict
A diverse organization is more
likely to face internal conflicts
between the employees or between
employees and management.
Therefore, an effective conflict
management system should be
evolved between the HR
department and senior
management for swift
and efficient resolution of such
conflicts.
Quality Evaluations
employees of color are often given
vague performance evaluations that
give no indication of what they
need to work on. Next thing they
know, they've been passed over for a
promotion for no apparent reason
Having an Inclusive Promotion
Strategy
Support continuing education and
be sure that promotion
opportunities are transparent and •George Thompson, Strategies for Recruiting a Diverse Staff,
open to diverse applicants. Diversity Council.org
Demonstrate that diversity is •Vikas Vij , 10 Ways for Managing Diverse Employeees,
welcome in all levels of the business BrightHub.com
or organization.
•Carmen Van Kerckhove , After Decades, Little Progress, Crains
Business NY June 2008
11. • Standardized tests seem to predict
Tests ≠ performance on traditional academic
tasks better than they predict
performance on everyday, real-world
Success tasks or on unusual, multifaceted
problems that are likely to arise in the
business world
• Intelligence does play an important
GPA≠ role in school achievement, but many
other factors—motivation, quality of
Success instruction, resources, support, peer
group expectations—are also involved.
Scores ≠ • Standardized scores do a reasonable
job of predicting achievement for a
short period— the following year or
two. They are less useful in predicting
Success achievement over the long run,
J.E. Ormrod, IQ and School Achievement, Educational Psychology: Developing Learners, (2007)
12. Female Employees
≠
Work/Life Balance Issues
The labor-market participation
rate for women 25 to 44 years of
age - the average child bearing
years - rose from less than 20%
to more than 75% between 1900
and 1999
Women today are leaving the corporate sector in vast numbers-twice the
rate of men. They are not leaving to tend to their families but rather to
seek positions that are more satisfying and rewarding or start up their
own business. According to a study released last year by the National
Foundation for Women Business Owners, women own approximately 7.7
million firms; an increase of 43% since 1990.
Women are forming new businesses at double the rate of men. In turn,
big companies are losing valuable players. This loss is becoming more and
more costly to organizations that have invested time and money in their
employees. It would serve both organizations and women to reexamine
the obstacles that prevent females from advancing and from being valued
in the workplace Mauricio Velasquez
, Shattering the Glass Ceiling: A Strategy for Survival
13. Values drive behavior, often Age ≠
in ways that we don’t even
notice.
Diversity
When people are working Generation
side-by-side and have largely Born: Age Now:
different values, conflicts tend Boomers 1940–60 52–72
to erupt, hampering Generation X 1960–80 32–52
productivity and morale in Generation Y 1980–2000 <32
workplace settings.
• Health and wellness
Add to that the observation Baby • Personal growth
that our workplace is Boomers • Work
dominated by two generations
• Balance
(Boomers and Generation Generation X • Techno-literacy
X)— one of whom tends to be • Informality
supervising the other— • Thinking Globally
generationally based conflicts • Civic duty
Generation Y • Achievement
are going to attract attention
• Sociability
Jamie Notter, Generational Diversity In the • Diversity
Workplace (2002)
14. Allowing employees to set aside time
for volunteer activities—even a few
hours a month—would send a
message that employers recognize and
value social outreach and community
A large number of minority involvement.
professionals do not feel that
their roles and
responsibilities outside the Companies could even take an active
workplace are recognized or role in helping young minority
understood by their professionals access nonprofit boards,
thereby giving them an early
employers. opportunity to develop leadership
Minority women in larger skills they can bring back to their
workplaces
companies (56 percent),
young women of color (50
percent), and Asian women
(49 percent) are the most
An overwhelming majority of our
likely to feel that their lives survey participants would welcome
are "invisible" to their training from their companies in
employers. fundraising for volunteer activities.
"Leadership in Your Midst: Tapping the Hidden Strengths of Minority Executives,"
Harvard Business Review, Vol. 83, No. 11, November 2005
15. Unilever introduced its
Getting into the Skin program
as a key part of the company's
leadership development
FOUNDATION asking selected groups of
current and future leaders to
spend time abroad in service
projects .
Company initiatives that
"widen the tent," such as
employee benefits that go Time Warner extended its
employee assistance program
Employers beyond the nuclear family. (which includes, for example,
should Nearly three-quarters (74 access to child care referral
percent) want help paying for Support services and company scholarship
recognize and
health insurance for up to diverse social programs) to other reliant family
value two members of their members (perhaps an aunt or
organizations
community extended families. Many (72 uncle) "In the last five months,
involvement percent) want a few days of there's been a 200 percent increase
in uptake
annual leave for the purpose
of elder care or extended-
family care.
Pitney Bowes has continued to
support Delta Sigma Theta
(an African-American
DON’T DROP THE BALL Sorority) in many ways, from
purchasing advertising space
in fundraising souvenir
journals to matching
charitable donations.
"Leadership in Your Midst: Tapping the Hidden Strengths of Minority Executives,"
Harvard Business Review, Vol. 83, No. 11, November 2005
16. Executive Level Opportunity
Enhancement of Skills and
Roles
Active Mentorship
Programs
A significant proportion of minority professionals (66 percent) supported the creation of
mentoring programs across divisions and the matching of minority employees with senior
colleagues from similar ethnic and cultural backgrounds. When mentors build trusting, open
relationships with minority protégés, companies gain an important window on leadership
talent that is often hidden from view. Mentors can actively engage their protégés in
discussions about their outside roles and work with them to apply and enhance those skills in
their everyday jobs. "Leadership in Your Midst: Tapping the Hidden Strengths of Minority Executives,"
Harvard Business Review, Vol. 83, No. 11, November 2005
17. • DIVERSITY IS AN ASSET WITH MONETARY AND STRATEGIC VALUE
• EACH ORGANIZATION MUST DO AN INTERNAL EVALUATION TO
DETERMINE WHAT THEIR DIVERSE NEEDS ARE
FOUNDATION
• BE PROACTIVE IN SHAPING YOUNG STUDENTS TO THE CANDIDATES YOU
WANT AND WILL BE A GOOD FIT FOR YOUR ORGANIZATION
GETTING • MAINTAIN CONTACT AND VISIBILITY AT ALL STAGES
THE RIGHT FIT
• DON’T MISS OUT ON GREAT CANDIDATES BY FOCUSING ON SCORES AND
GPA LOOK FOR A TOTAL PACKAGE
DEBUNKING • ADDRESS NONTRADITIONAL FORMS OF DIVERSITY WITH A FOCUS ON
MYTHS COMMUNICATION
• ENCOURAGE COMMUNITY LEADERSHIP AND SOCIAL INVOLVEMENT
• FOSTER MENTORSHIPS TO ENHANCE SKILLS AND UNCOVER POTENTIAL
ENSURING LEADERS
SUCCESS