A teaming environment fosters trust and collaboration among the workforce.
By Bellaria Jimenez and John F. Bucsek
Employers are facing more challenges today than ever before. Competition is now global, customer attention is in high demand, and technology can be a friend or a foe. In order to compete, employers need to find a new way to stay ahead of the pack. Organizations have an opportunity to outperform their competition by having a purposeful focus on diversity and attracting talented women to their rosters. This is not an HR exercise to check a box, but a true differentiating strategy to bring diversity of thought into the organization. By focusing on the human capital, a business can promote new ideas, service models, and creative approaches to sprint ahead of the competition.
Progress may be slow, but organisations are finding success with programmes that promote gender inclusion.
By Michael Switow
When Aliza Knox, a tech industry veteran with a track record of growing global brands in Asia-Pacific, applied for a job with the content delivery network Cloudflare, she did her homework. She went to the company’s website and came across a day-long forum it had sponsored. What struck her was that almost every discussion had at least one woman on the panel. There was even a session with two female professionals and no men—a rarity in an industry that is 80 per cent male.
By Debbie Bolla
Pay transparency has been making headlines in recent months—and is a good reason our Editor-at-Large Michael Switow reports on the progress of gender inclusion in organisations across the APAC region in Increasing Equality.
Pay transparency was also named one of 2019’s top four trends by this year’s LinkedIn Global Talent Trends survey. In fact, the survey found that 53 per cent of talent professionals rate it as very important trend to the future of HR and recruiting. Breaking down the feedback from more than 5,000 professionals in 35 countries further, the survey shows the importance of pay transparency by geography:
Faced with stricter pay reporting regulations, UK companies are implementing recruitment strategies to increase diversity.
By Simon Kent
The UK’s gender pay gap reporting regulations, which require organisations with more than 250 employees to publish their pay gap data, have revealed the significant and entrenched gender inequality that exists in the workplace. But on its own, the initiative is not enough to change the problems it highlights.
By Debbie Bolla
Pay transparency has been making headlines in recent months—and is a good reason our Editor-at-Large Simon Kent reports on the impact of the UK’s gender pay gap reporting regulations in this issue’s cover story Decreasing the Gap.
Pay transparency was also named one of 2019’s top four trends by this year’s LinkedIn Global Talent Trends survey. In fact, the survey found that 53 per cent of talent professionals rate it as very important trend to the future of HR and recruiting. Breaking down the feedback from more than 5,000 professionals in 35 countries, the survey shows the importance of pay transparency by geography, including Spain (64 per cent); France (50 per cent); UK (50 per cent); and northern Europe (44 per cent).
Empower the workforce of the future by proactively building a diverse leadership pipeline.
By Marta Chmielowicz
In today’s competitive and fast-moving business world, innovation is key—and there’s no shortage of advice about how companies can innovate. From adopting AI-enabled technologies to embracing an agile mindset, HR leaders are working hard to stay ahead. But there’s another proven driver of progress and change that organizations can add to their list of strategies: building a diverse leadership team.
People, process, and technology are key pillars to creating a more diverse workforce.
By Irina Novoselsky
The recruitment process has always been riddled with biases. Humans find it nearly impossible to prevent their opinions and experiences from coming into play when making a decision. But technology is empowering organizations to work toward eliminating bias, which in turn allows companies to build stronger and more diverse workforces. Just imagine if interviews were structured like an episode of The Voice, where those making the hiring decisions only judged candidates based on skills and couldn’t be swayed by gender, physical appearance, or ethnicity. There would be no pre-conceived notions—only the most qualified candidate would win. Technology is turning this reality show concept into a reality for recruiters.
Gender pay inequities exist but the gap is narrowing.
By Katie Bardaro
Gender pay inequities persist in 2019, but not necessarily in the way many people think. There is a lot of miscommunication and confusion about the gender pay gap, so let’s set things straight. PayScale leveraged pay data from 1.8 million employees to compare the overall median pay for women to the overall median pay for men and found that women earn 79 cents for every dollar earned by a man. When accounting for the intersectionality of race/ethnicity and gender, this pay gap ranges from 74 cents on the dollar (African American and Hispanic women) to 93 cents on the dollar (Asian women).
A global workforce with dispersed employees can be brought together with technology and a human touch.
By Rachel Mooney
For HR professionals, the rise of the digital workplace presents an exciting but challenging opportunity. Technology has effectively blurred the lines between work and personal lives while enabling new opportunities for recruitment and retainment. According to a recent study of remote work from Buffer, 99 percent of respondents noted that they would like to work remotely at least part of the time. Another report by Indeed shows that 52 percent of employees say they wish they could work from home even if it meant taking a pay cut.
Four organisations share their journeys to a more inclusive workforce.
By Simon Kent
Make no mistake, creating and maintaining a diverse workforce is both a business imperative and a huge challenge for today’s employers. Researching the subject back in 2012, McKinsey found companies ranking in the top quartile of executive-board diversity experienced 53 per cent higher returns on equity, on average, than those in the bottom quartile. Forbes has also identified diversity as a key to innovation, claiming “diversity is no longer simply a matter of creating a heterogeneous workforce, but using that workforce to innovate and give it a competitive advantage in the marketplace.”
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