Slacker Manager.
Spherion Corporation announced the expansion of its recruitment process outsourcing (RPO) operations by merging its assessment business with the company's RPO services division. Spherion's experience in candidate assessment, as well as its proprietary PeopleScreen(R) technology, will add long-term value for clients in an increasingly challenging hiring market.
Futurestep, a Korn/Ferry Company, announced the opening of its newest research center in Shanghai, China. For Futurestep's global and Asia Pacific RPO clients, the center will provide crucial services, including research, name generation, sourcing and screening, market mapping, competitive intelligence, and in-time outsourced recruitment administration.
Casino Executive Search and independent research and professional services firm Spectrum Gaming Group have formed a strategic alliance to promote each other's services to their array of gaming-industry clients. In addition, the search firm also serves as Human Resources consultants, assisting the casino/hospitality industry with manpower planning and analysis, compensation surveys, outplacement services and organizational re-engineering upon merger and acquisition.
The International Association for Human Resources Information Management (IHRIM) announced EquaTerra, an international human resources advisory firm, as its 2008 Partners Award winner. IHRIM's Partners Award is presented to organizations that have made significant contributions to the practice of human resources information management.
CyberShift, a global provider of workforce management and expense management software and services, partners with Atlanta-based, global technology company TRX. Under the terms of the agreement, CyberShift will offer its automated expense management solution, Necho Expense™, with TRX's corporate travel booking application, RESX. This joint solution delivers access to key reporting data without adding extra steps or tasks when employees book travel or submit an expense report.
NAS Recruitment Communications, a leader in recruitment advertising initiatives, has won five prestigious Horizon Awards recognizing excellence in interactive media production. NAS received Silver Awards for its work for Taco John's and University of Maryland Medical Center, and Bronze Awards for SuperValu, Verizon Wireless and John Deere interactive projects.
InDepth
Creating a Competency Model for Diversity and Inclusion Practitioners.
A compliance-driven business function when it was first created, the role of diversity and inclusion practitioners is rapidly becoming an important part of overall business strategy. However, a lack of clarity about the new role of diversity and inclusion executives may be hampering both the potential and way companies value this business function. Fast-paced technological change, globalization, immigration, an aging workforce, and a demand for high-level skills and education are driving the new trend.
The report is based on detailed discussions from The Conference Board Council on Workforce Diversity, with representatives and contributions from seven other diversity and inclusion councils both inside and outside the U.S. The discussions make it clear that these executives are facing growing demands to meet higher corporate expectations than ever before.
"The emphasis has progressed from valuing gender and racial differences, which was largely achieved through awareness training, multi-cultural celebrations and employee groups, to strategic and often global business planning and growth," says Toni Riccardi, Senior Vice President of Human Resources and Chief Diversity Officer of The Conference Board. "The focus is on how these executives can help their companies capture new markets, build effective global teams, and manage their companies' brand reputations. Companies are increasingly seeking the expertise of their diversity executives as they enter new markets, build profitable relationships, and develop credibility across different cultures."
A lack of clear definitions regarding both the role and responsibility of diversity and inclusion executives may be causing many firms to under-value these executives. The report pinpoints five key trends behind changing expectations for this corporate position (globalization, demographic shifts, technology, legal environment and the socio-political
climate) and provides a set of measurable executive competencies companies can utilize to maximize the impact of this important business function in overall corporate growth strategies.
A Competency Model for Diversity and Inclusion Practitioners
The report provides a competency model (outlined below), which covers seven major areas, including: change management; diversity, inclusion and global perspective; business acumen; strategic external relations; integrity; visionary and strategic leadership; and HR disciplines. The report provides further discussion and analysis within each category.
1. Change Management
Organizational Development; Corporate Communications;
Critical Interventions
2. Diversity, Inclusion and Global Perspective
Cultural Competence
Negotiation and Facilitation
Continuous Learning
Complex Group Dynamics
Judgment
Subject Matter Expertise
3. Business Acumen
External Market Knowledge; Holistic Business Knowledge; Diversity and Inclusion; Return on Investment
4. Strategic External Relations
Corporate Social Responsibility / Government / Regulatory
Strategic Alliances
Diverse Markets / Supplier Diversity
Brand / Reputation Management
5. Integrity
Ethics; Resilience; Influence; Empathy; Communication
6. Visionary and Strategic Leadership
Diversity and Inclusion Future State
Pragmatism
Political skills (at HQ and local levels)
7. HR Disciplines
Total Rewards / Talent Management / Organizational Development /
Work and Life Balance / Training
Compliance
Employee Relations
To be effective, these competencies should be integrated into a company's business metrics, notes the report. Organizations should be asking the question: how can this person use this competency to strengthen the business? Or, what does this person need to achieve to further our organizational goals? Says Riccardi: "The 21st Century diversity and inclusion practitioner, embracing a more public, strategic role, requires a complex challenging new set of competencies."
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