GDF SUEZ profiles itself as a company of solidarity, citizenship, innovation in training and as a company which respects the many local contexts it operates in. The global giant with French / Belgian roots provides essential day-to-day services and places social responsibility at the core of its public service mission. Consequently,
Novartis, the second largest pharmaceutical manufacturer worldwide, has put a special focus on the importance of generational diversity. As part of a broader strategic D&I framework, Novartis Spain developed a strategic model and carried out an analysis to assess the impact of generational diversity on their organisation.
The ageing of many Western society and the partly related skill shortages have resulted in renewed attention on age diversity, and on older employees more specifically. In this context, lifelong learning for employees of all ages has become a household concept for talent management and personnel development.
It is a widespread – and disputed – assumption that men and women have different leadership styles, but when it comes to judge leadership behaviour, the traditional paradigm ‘Think Manager – Think Male’ comes to mind. At least until the executive makes a mistake. In that case, male leaders are seen as less competent, effective […]
While the foundation for D&I seems to be robust, current challenges seem to relate to the effective implementation of D&I. With a breadth and depth that was unimaginable 10 years ago, Diversity Management has become a multi-option framework where almost anything appears to be possible. For many, making the right choices is more difficult – […]
In early 2012 a new platform called Artistas Diversos – Diverse Artists – was launched by the European Institute for Managing Diversity. The objective of the platform is to exhibit without any bias, art coming from artists with a disability.
An exploratory study commissioned by the National Women’s Business Council (NWBC) found an increasing rate of patents granted to women from 1975 to 2010. The most recent trend was marked by an incredible 35% increase from 2009 to 2010. In 2008, a total of 16,321 patents had been granted to women growing to 17,061 in […]
Work organisations are a result of the division of labour. Nevertheless, many stakeholders have difficulties getting the heads around part-time work, especially in management. Job sharing might therefore be a smooth inroad to introduce effective work models for the future workforce, the future economy and the future as a whole.
Companies have the opportunity to choose from several flexibility tools to retain key talent and improve company performance. Why not take decisions according to employees’ preferences and customise flexible working options to existing needs?
Beyond the micro-economic business case for mixed teams, an increasing amount of studies have looked into the macro-economic effects of Diversity and equality on a country’s welfare. The new Global Talent Index shows that leading on diversity may well also mean a country leads on talent.
