Strategy & Tools

How to use flexibility as a key to business success

Recruiting, retention, promotion – flexible working provides a powerful tool for HR departments in each of the elements of the value chain. A couple of recent surveys in several countries among young graduates and professionals confirmed the central importance they place on flexibility and a broadly interpreted work-life-balance.

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Healthy, motivated, productive: Maintaining work potential up until old age

Some employees are striving to work longer than regulated by national pension laws. Other employees prefer to quit work earlier, but are obliged to continue working. Individual decisions will become more difficult in future. An increasing life expectancy and falling birth rates in most developed industrial countries force us to work longer than ever before. […]

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More than Resource Mines and Salerooms: How to attract BRIC talents

Companies carefully watch the economic developments of the so-called BRIC(S) countries, for the growing middle classes in Brazil, Russia, India and China provide outstanding sales and growth opportunities. Now, large corporations start to involve their HR departments in their BRIC strategies to also look at the well-educated and motivated talent in these countries. A new […]

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How CEO’s talk about gender parity – and how they should

The need for clear leadership, including sense making, direction (and target) setting and role modelling has been found critical for the success of Diversity initiatives in many studies. To date, however, the CEOs’ perspectives have not been examined by research: how do they justify the slow pace of change and what drivers for gender equality […]

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Fighting the Brain Drain: How African Companies manage their Talents

While Western countries like the U.S. and many EU member states are still struggling with the recent recession, the so-called emerging countries are catching up economically. In addition to the BRICS countries, African countries show high growth rates and both technical and human resources are required to expand business. In this context,

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The Art of Networking: First Event of EMEA Intel Female Executives

Exchanging experiences and useful tips within the workforce is one efficient way to advance and encourage corporate and personal development. The globally operating Intel Corporation tried to strengthen domestic ties by convening the members of their EMEA Intel Senior Female Network for a networking and leadership event in Paris last month. The network, established in […]

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Entering the evaded minefield: Addressing religious diversity in the workplace

Most of the world’s significant conflicts of the past 15 years were based on religious differences. So, why would companies declare religion as a non-issue? So far, diversity strategies rarely went beyond practical arrangements around religious holidays, clothing or food. As a consequence of the cold-shouldering, religious issues have kept creeping into societies and workplaces, […]

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UK: Working family award winners include an SME and a University

Awards and best-practices can be valuable sources of inspiration for Diversity managers who want to create peer pressure in their own organisation. The organisation ‘Working Parents UK’ has just unveiled the winners of their fifth Working Families awards, recognising UK organisations that have developed successful policies and practices to support work-life balance and career development […]

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Really real: Talent shortages are no longer just a future threat – how D&I can help

Talent shortages are having a high impact on a company’s ability to meet their clients’ needs. One out of five employers in the EMEA region that are in need of additional talent agree with this statement. This is one of the eye-opening results from the 2013 Talent Shortage Survey conducted by the Manpower Group. Especially […]

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Swiss Boards are finally becoming international – German boards aren’t

What do the management boards of the largest Swiss corporations look like – with regard to internationality and gender? Since 2006, this question is answered by the annual Schilling Report which evaluates the composition of executive boards and so-called administrative boards (supervisory boards) of the country’s blue chip firms and other large organisations. A similar […]

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