The bottom-line business benefits of diversity and inclusion are increasingly
The Diversity Recruitment Advertising Toolkit Directory, 2nd Edition is a 288-page directory that contains over 650 career-focused, national newsletters, magazines, journals, web sites, job banks and job boards targeting college-educated African American, Arab American, Asian American, Hispanic and Native American professionals. This informative resource also contains 40 pages of strategies and over 1,000 additional diversity recruitment advertising resources including listings of associations, recruitment marketing companies, and government agencies.
well-established in global companies, including: Attraction and retention of top talent through employer-of-choice reputation around the world; Improved morale among employees worldwide; Cost savings due to better leveraging of strengths and skills within the organization; Stronger relationships with global partners and customers; Increased productivity of diverse and globally dispersed teams. As diversity and inclusion become more strategic components of achieving business results, the need to deal with these issues in a globally appropriate way increases.
Many businesses are now operating globally and it is now common practice to bring together teams with members from a number of different countries. What is less common, however, is for these teams to deliver consistently high quality results, and some flop spectacularly. This article is about what HR Directors can and should consider to ensure that their teams capitilise on their cultural differences as a vehicle for opening up thinking and coming up with innovative solutions … and do not find that misunderstandings and the constraints imposed by virtual working cause these teams to fail.
Expatriates and foreign nationals who relocate to the United States to live and work often have mixed perceptions about this young nation. Those feelings are probably best described by the late Irish poet and playwright, Oscar Wilde, who referred to America as a land of unmatched vitality and vulgarity." While most Americans rarely think of their country as "foreign," the fact is that non-Americans who relocate to the United States to do business and "do lunch" are often surprised to find they experience a severe case of "corporate culture shock."
In recent years the term “diversity,” as it applies to people and culture, has grown in prominence and appears to have taken on a life of its own, it is used with the assumption that everyone knows what it means, and that it resonates with every culture. The reality however, may be very different. In some countries, the term does not exist in the language. In others, the focus of diversity on respect for difference and individualism may be at odds with more homogeneous cultural bases and attitudes. In other countries, diversity may just not feature at all. We can only achieve an integrated and holistic approach to diversity when we are clear about what it means and are sure that our understanding takes cognisance of local cultures and environments.
Global HR practices are becoming increasingly important to organizational success. As professionals forge ahead, they have encountered one of the fundamental challenges of a multinational enterprise: determining the balance between global continuity and local flexibility. Introducing a country-centric strategy without considering the unique needs of other locations leads to pushback, lack of buy-in, and in some cases resentment. But determining the solutions – what is truly global and what must be local – can be difficult.
A 26 slide presentation that addresses the following: globalization, the influence of culture and values, an analysis of the Towers Perrin Global Diversity Study and the impact of corporate efforts on global diversity. It also includes a cultural differences quiz, graphs and charts.
Winning Strategies for a Global Workforce,Attracting, Retaining and Engaging Employees for Competitive Advantage:
Towers Perrin's Global Workforce Study is a comprehensive study involving 86,000 workers in 16 countries - provides a rich vein of data and insight to draw in shaping an engaging work experience and investing in programs that will make a material difference to a company's strategic and financial results.