Es könnte so einfach sein, Generationen über ihre spezifischen Wertvorstellungen zu beschreiben. Zum Beispiel, was der berühmt-berüchtigten Generation Y in den Bereichen Arbeit und Freizeit wichtig ist, welche Karrieremotive sie antreibt, welche Erwartungen sie an ihren Arbeitgeber etc. Eine aktuelle Studie bestätigt einmal mehr den deutlichen Wertewandel der Generationen und die damit verbundene Notwendigkeit flexibler Arbeitsstrukturen. Allerdings: Die Generation Y ist nicht homogen, sondern lässt vier Untergruppen erkennen, die sich in Werten, Zielen und Wünschen (bezogen auf Beschäftigung) teils deutlich unterscheiden.
A large-scale survey in some 100 companies and other organisations from 10 EU Member States investigated, among other fields, the variety of Diversity Management practices of immigrant inclusion and their direct and indirect effects. The focus was on migrants from so-called Third Countries. The research also looked at constraints and criticalities as well as mechanisms and conditions that emerge as facilitating factors so that the programmes and processes lead to the desired outcomes. The focus of the report on migrants from Third Country Nations couldn’t be more relevant today, as the EU is coping with an expected 1.5 million refugees.
Die veränderten Lebensweisen in einer mobilen, individualisierten und virtualisierten Welt verlangen neue Wege der Vereinbarkeit von Beruf und Privatleben. Dass hierfür keine simple Checkliste ausreicht, sondern zahlreiche Abwägungen zu treffen sind zeigt einmal mehr eine Befragung von A. T. Kearney. Sie bietet aktuelle Zahlen zum Bedarf an Flexibilität und zum Wunsch nach Nichterreichbarkeit.
In an economic environment it seems obvious to measure the success of initiatives – after all, resources flow into the respective activities. Meanwhile, how success should show itself remains controversial. In the context of the women’s quota, the fulfilment of these goals is already regarded by some as the achievement of goals and thus as a success. Others insist that Diversity & Inclusion – like other initiatives – must deliver measurable added value, i.e. ROI. Programme managers and project managers regard themselves as successful when their measures have had the desired effect. It seems as if incompatible different points of view collide – they merely represent different perspectives and elements of a comprehensive measurement of the success of diversity management.
New research from My Family Care and the Employers Network for Equality & Inclusion (enei) has found that UK businesses are not doing enough to support their caring workforce – therefore running the risk of a talent retention crisis. In a survey of 1,000 consumers and 100 employers, the study found that 40% of carers don’t get the support they need from friends, family and their employer and only 38% of employers monitor the caring responsibilities of their workforce.
How do pregnant women and young mothers feel during important their most important phases? New studies show that one of three women don’t see their needs supported when they are pregnant or as a mother of a young baby. However, employers view the support of pregnant women and those in maternity leave for their own good. Two studies, one British and one German, have identified a range of issues related to managing pregnancy, maternity leave and mothers returning to work that include signs for disadvantage and even discrimination.
Do you want your employees to be satisfied and productive at the same time? Research shows that agile working holds substantial benefits for employers – if they are able to provide several preconditions and to face the obstacles of managing a mostly absent staff. German academics especially see career opportunities for women deriving from flexible work arrangements, and a new example of agile working is now being implemented by a British law firm.
An Austrian study recently investigated how jobseekers are disadvantaged based on their ethnicity. While many studies already found that discrimination based on race is widespread in the Austrian labour market, the recent research adds new and profound insights. It shows that people belonging to ethnic minorities not only have lower rates of invitations for job interviews but – after having experienced discriminatory practices – also show less motivation and worse strategies for job seeking as well as a more negative perception of their own position and possibilities for finding a job.
A systematic literature review on careers and workplace experiences of LGBT employees has recently been published in the Human Resource Development Review. It contains a discussion of empirical findings from 263 manually selected studies dating from 1985 until today. The content emerges from within business, management and broader social sciences disciplines. We have exclusively summarised the most important results on LGBT Diversity as a contribution to this year’s Pride season.
The famous U.S. apparel company Levi Strauss & Co. is very committed to a topic, which is usually not associated with D&I programmes – at least not in public. HIV or AIDS. The firm goes beyond the traditional D&I portfolio and shows that Inclusiveness is also about being open and inclusive for people in specific situations. A few measures show how Levi’s has become a positive example in this respect.
With networks for gay and lesbian employees having become a standard practice, the absence of LGBTI integration in many aspects of work life is often overlooked: transgender persons, gay employees in organisations belonging to the Catholic church, gays or lesbians in top management, homosexual images in advertisement. In two areas, we have seen surprisingly strong progress within a space of a few days: The Council of Europe adopted a comprehensive report on the discrimination of transgender people and a resolution based on this report passed its Parliamentary Assembly. Five days later, the German Bishops’ Conference adopted an amendment to its ecclesial labour law, which is likely to result in a huge improvement for LGBTI employees.
Unter dem Titel „Vielfalt – viel Erfolg“ widmet sich die aktuelle Ausgabe des KarriereFührer, einem führenden Jobmagazin für Hochschulabsolventen, dem Thema Diversity. Auf zwanzig der insgesamt 36 Seiten stellt das Spezialmedium die Bedeutung des Ansatzes für AbsolventInnen dar und ruft dazu auf, dass sich Nachwuchskräfte ihrer Individualität bewusst werden und den Umgang mit anderen reflektieren.
How does cultural diversity look like in everyday business life inside a company? This is what the cover story of the latest ARAG company journal is about. Under the heading ‘Living Diversity’, the main article provides insights into practical D&I experiences at ARAG, a leading German insurance group with subsidiaries in 13 European countries. In addition, the Journal interviewed Diversity expert Michael Stuber about the business potential of cultural diversity. Another story shows the International future of the company.
GSMA, the International association of mobile operators, has released a snapshot report on women in the ITC industry. The document, ‘Accelerating the Digital Economy: Gender Diversity in the Telecommunications Sector’, aims at providing a baseline for workforce evolution, sharing best practices and supporting the industry in shaping workplaces that take full advantage of gender diversity. It succeeds on the first objective as it focuses on female representation and (numeric) gap analysis. Beyond this, the report provides anecdotal practices that are widespread in various sectors and little impetus for going beyond.
Millennials value personal development and work-life balance over money and status. However, they are still ambitious and believe in their own ability to steer their career. This is one of many new insights from a large survey conducted by the INSEAD Emerging Markets Institute (EMI), the HEAD Foundation and Universum. The project was undertaken to challenge stereotypes about Millennials, those born 1984-1996, and soon to be the bulk of the future workforce.
Im konkreten Kontakt mit abweichlerischen Anderen zeigt sich, wie weitgehend Diversity als Geisteshaltung verinnerlicht und Inclusion als Verhalten automatisiertworden ist. Die Generation Y bildet mehr und mehr einen knallharten Testfall für Diversity, denn sie bringt nicht nur – wie jede Generation – ein neues Wertegerüst mit (sich), sondern sie ist in sich vielschichtiger als gedacht. Daher muss der Mainstream nun üben: Mit den eigenwilligen Leistungsträgern der Zukunft klarkommen und sie nicht – wie andere Gruppen – in eine Schublade stecken. Aber Moment mal: Das hatten wir uns doch für alle Diversity-Themen vorgenommen, oder etwa nicht?
Die von der Generation Y verkörperten neuen Werte, die ganz wesentlich durch das Internet ausgelöst wurden, erfassen nach und nach ältere Manager-Generationen. Nicht nur jüngeren, sondern auch älteren Führungskräften wird Selbstverwirklichung bei der Arbeit wichtiger als Führung und Status. Zudem ist über alle Generationen hinweg ein höheres Bewusstsein für eine ausgewogene Work-Life-Balance sowie eine zunehmende Akzeptanz von Rückschritten hinsichtlich Hierarchie und Gehalt zu beobachten. Dies sind Ergebnisse des 4. Manager-Barometers von Odgers Berndtson, an dem mehr als 2.000 Führungskräfte teilnahmen.
Women embark on careers with high expectations and aspirations for advancement. However, this confidence evaporates as they enter their mid-career phase, a new study shows. What are the reasons and what can be done to remedy this deterioration that was not found for men?
A study published in the Journal of Business Ethics shows that both organisational age diversity and age diversity management practices strengthen an organisation’s attractiveness and lessen the applicants’ expectation of age discrimination. However, the study finds two different groups of people with distinct reactions to age diversity (practices).
“Where there’s a will there’s a way”, a famous proverb says. But is this true for parents of disabled children who want to return to work? A survey recently published by Working Families, a work-life organisation in the UK, suggests – sadly enough – the very opposite.