#talent war

[exitpro]

This article details what organizations can do to retain their best talents. In order to stay ahead, companies should use exit interview forms to understand why employees leave and take action to retain talent.

[orabasesolutions]

Employers Confront Shortage of Recruiters in Midst of Talent War

Even as the delta variant pushes up Covid-19 case numbers, the economy continues stepping toward recovery. But as employers scramble to find the likes of software developers and data specialists, they’re also hunting for recruiters who can speed the pace of hiring.

That’s according to LinkedIn, whose research found that employers around the world and across industries feel the pinch of recruiting talent. Its jobs postings for recruiters have been increasing since the beginning of the year, and have now passed their pre-Covid levels. Between June 2020 and June 2021, the number of recruiter job postings rose by a factor of nearly 7.

Among the report’s highlights:

The proportion of recruiters hired from comparable roles nearly doubled. Employers aren’t hiring recruiters from other fields at the same pace they did before the pandemic. The share of recruiters who were hired away from a recruiting job increased by 33% between January 2019 and March 2020, and 59% between April 2020 and June 2021. As LinkedIn observed, “[employers are] increasingly competing for the same narrow set of candidates.”

More recruiters are being hired from HR. Specifically, 10% more HR professionals became recruiters over the last 14 months. The same period saw a 24% decrease in those hired from sales roles. The reason, said LinkedIn: “Companies are relying more on the surer bets who can ramp up quickly.”

LinkedIn noted that key skills needed by recruiters can often be found in people with experience in account management, sales, customer service and administration. These people know how to build relationships, influence decisions and tell stories. “They may need training in how to recruit,” the report said, “but many of their other skills translate well.”

Balance, compensation and culture remain priorities for recruiters who are thinking of changing jobs. But many other preferences have changed since Covid first appeared. Job security rose 21% as a priority for job-hunting recruiters, LinkedIn said. The idea of purposeful mission rose 19%.

In a war for talent, employers must build the strongest talent acquisition team they can. As open roles languish, they’re under pressure to keep their pipelines moving as quickly as possible. That requires candidates who’ve mastered the skills important to recruiting, even if they’re new to the field.

This Article Original Source is From : https://www.hcmtechnologyreport.com/employers-confront-shortage-of-recruiters-in-midst-of-talent-war/

[digitalspark]

How Small Business Can Win the Talent War

The message is simple … some people are better than other people. Moreover, some people are a heck of a lot better than other people. Therefore it is essential for businesses, and especially small businesses can win the talent war

[massivelyperfectheart-blog]

South Africa's talent war

51Due英国论文代写网精选essay代写范文:“South Africa's talent war”，这篇论文主要描述的是在南非发生的人才争夺战的原因是因为大量的技术人才移民国外，国内企业对于技术人才的需求越来越大，使得技术人才的市状存在供小于求的现状，不熟练的劳动力过多，掌握稀缺的技术人才过少，这就引发了这次的南非人才争夺战，大量的雇主试图通过各种方式和福利的允诺，来留住和招聘这些拥有专业技术的人才。

The background on the war of talent in the South Africa context is influenced by the following factors, the emigration of skilled employees, the oversupply of unskilled labour which relates to the lack of managerial and scarce skills and the labour laws regulating the South African work place (Labour Relations Act, Employment Equity Act, Basic Conditions of Employment Act, Skills Development Act, and the SA Constitution).

These factors lead to employers, trying to become the employer of choice (talent magnet) in attracting and retaining employees or alternatively developing and efficiently utilizing current existing employees' talents. The 'war on talent' then is based on the emigration of scares skills, compliance with the employment equity act, in that company needs to recruit previously disadvantaged individuals. Hence the element of a diversity recruitment strategy by organization. These employment statistics have to be submitted to the Labour Department where the department then looks at the equity plans submitted by the company versus current organogram profiles.http://www.51due.net/writing/essay/sample6888.html

Retaining a competent diverse work force before and during a merger and acquisitions has become a challenge for most mergered organisations. While every organisation wants to be seen as diverse, the practical implementation of diversity has been elusive. Talent management on the other hand, has been difficult for organisation, as rewards have not matched existing talent, or the total focus on the individual employee.

Purpose of the study—研究目的

This study endeavours to develop a model for managing talent (retention), through diversity in organisations. The aim of this endeavour is to provide a literary framework from which talent management best practice can be based.

Road map through the essa--论文的技术路线

After introducing the topic, this essay provides literature review, in which diversity and diversity management are defined. In addition, talent and its management are also defined. The essay also tabulates some advantages of diversity in organisations. This is followed by factors involved diversity, after which enabling conditions for diversity are discussed. The paper then provides a diversity management model, in which the preconditions of diversity and talent management are detailed. The study ends with a conclusion and recommendations.

Literature review—文献评论

Roodt and Kotzé (2005:48-49) states that the international staff turnover and retention conducted by P-E Corporate services illustrated that the main reason for leaving an employer was more to career than to a company. This means that jobs are stepping stones to the next career path.

Hausknecht, Rodda and Howard (2008:3) conducted a study where the focus was on why employees chose to stay at a company, since there was not much research on this topic. Most research focuses on why employees leave the company. From the 12 retention factors that they had identified and utilized in their research, the following deductions were made; in general job satisfaction, extrinsic reward, constituent attachment, organizational commitment and organizational prestige. While for the high performers, advancement opportunity, and organizational prestige were the reasons for staying. Low performers extrinsic rewards were the reasons for staying.

This study illustrates the importance of differentiating amongst employees, when retention strategies are crafted.

Pless and Maak (2004) defines diversity is 'the mixture, assortment, variety and range of people and their characteristics'. This is the wide variety of characteristics that describe people as unique beings. Diversity and the management thereof, is about being aware and embracing the following factors: racial groups, gender differences, differences in religion and cultures, different levels of physical and mental ability, different talents, different sexual orientations, different lifestyles, different languages and people living with HIV/AIDS. According to the Mecklenburg County, diversity refers to the 'differences and similarities in people, and how this influences planning, designing, delivering and evaluating services'. Mecklenburg County further defines diversity as representing the 'uniqueness of individuals, groups and relationships'. This uniqueness reflects the differences and similarities in human attributes, values, beliefs, behaviors, orientations, norms and experiences.

Kujala and Pietilainen (2007: 142) argues that diversity management can be seen as a new organisational paradigm (Gilbert et al., 1999) where differences are recognised, valued and engaged (Pless & Maak, 2004). Diversity management aims to increase awareness of ethical questions related to differences in the workplace and to help managers engage in dialogic communication to solve complex moral issues. Practically, diversity can be defined as differences that can be associated with age, physical appearance, culture, job function or experience, learning styles, managerial background, expertise, ethnicity, personal style, gender and values.

Diversity management refers to the 'strategies and tactics used to harness the value of these differences and similarities to improve the performance of the organization and its employees' (Fleury, 1999). Fleury (1999) quotes Cox as defining diversity management as 'planning and implementing organisational systems and practices to manage people so that potential advantages of diversity are maximized'. She further defines it as adding value to the organisation (Fleury, 1999: 110).

Most organisations worldwide have diverse workforces only as a response to pressure from both internal and external groups (Sacht, 2008). Dass and Parker (1999: 68) argue that the adverse effect of assembling a diverse workforce as a response to pressure is that some form of pressure can reduce the needed diversity instead of increasing it. However, any match in the pressure exerted and the organisational strategic response is likely to improve organisational performance, while a mismatch may result in organisational costs. Therefore, Pless and Maak (2004: 130) suggest that diversity must be based on a culture of inclusion, in which norms, values, beliefs and expectations are the core in ensuring that organisations have a principle of recognition.

Using the principle of recognition stated above, Pless and Maak (2004: 131) posit that organisations should have inclusive diversity cultures, in which differences will be recognised while a common bond is sought.

The close relations between diversity management and skill have called for organisations to address diversity management simultaneously with talent management. Talent is defined as high performing individual workers as well as those with significant potential (Likierman & Ready, 2009). Likierman and Ready (2009) defines talent management as an 'integrated people processes focused on supporting the career development needs of individuals demonstrating superior performance and/or those assessed as having significant potential to contribute to the organisation's strategic objectives.' Supporting Likierman and Ready, Duttagupta (nd) regards talent management as 'the strategic management of the flow of talent through an organisation, whose purpose is to assure that the supply of talent is available to align the right people with the right jobs at the right time based on strategic business objectives.'

Diversity has different dimensions, which includes; time with an organization, lifestyle, social class, religion, education, language, nationality, economic status, job functions, physical abilities, thinking style, gender, race, culture, age, value, ethnicity, geographic origin.

Coupled with these factors on an individual level, an individual has a kaleidoscope, which includes, qualifications obtained, marital status, lifestyle (e.g. loves rugby or soccer or netball), extramural activities, religious affiliation, age (generation X, Y), health and personality type. This means that people are multidimensional (kaleidoscope), hence we should not pre-judge people, but rather extract what is relevant from the kaleidoscope.

5.1 Advantages of diversity—多样性的优点

Organisations are able to tap into a range of skills, cultures and experiences. These organisations can also have a great pool of talent from which to draw, while promoting productivity as a result of employee job satisfaction. Diversity can also develop and enhance creativity through the utilisation of all the employees optimally. In addition, diversity can build better relationships between employees. While managing diversity enables organisations to take advantage of different views, perspectives and contributions of their staff and learn from the differing views and contributions, diversity itself provides numerous perspectives, ideas, beliefs and work styles that can lead to creativity and innovation.

Based on its importance in improving performance, diversity management serves as a vital business process rather than a separate program or function. Therefore, diversity management must be integrated into the County's business policies and practices. In this way, diversity management must be regarded as a fundamental way of doing business, important to all employees. Diversity can also enable organisations to compete for the best talent, while competing more effectively in the marketplace by understanding the demands of a diverse customer base. As was stated before, it can further enhance the creativity and problem-solving effectiveness of work teams, and reduce costs associated with turnover, absenteeism, and lack of productivity (Cox & Blake, 1991).

A foundation for linking the diversity initiative to organisational results lies in the business strategy pursued by an organisation. Richard (2000), for example, argues that there is a positive relationship between racial diversity and firm performance in especially organisations pursuing a growth strategy. This is supported by findings from other research, which show that a diverse workforce offers several benefits to organisations entering new markets-for example, the added insight and cultural sensitivity that women and minorities provide (Cox, 1994). Unfortunately, for organisations that are in the process of downsizing, especially racial diversity may have a negative impact on the performance of an organisation.

Fleury (1999) regards diversity management as important due to its potential to attract and retain the best available talent in the labour market through its enhanced marketing efforts. With diversity management, problem solving is facilitated and organisational flexibility is enhanced (Fleury, 1999: 110).

5.2 What is involved in a diversity program?--多样性项目中设计到什么？

Diversity programs come in a variety of forms. The three components that are crucial to changing the composition of the workforce include efforts to recruit, retain, and develop employees from under- represented groups. Diversity programs also include attempts to promote diversity through developing external relationships with under-represented groups outside the organisation, including minority communities and clients. Additional components of diversity relate to efforts to communicate the rationale for diversity programs and to recognise and reward successes in achieving and maintaining diversity. In addition, the training component is the most common component and can consist of efforts to increase awareness of discrimination and prejudice and to improve behavioral skills of employees in relating to persons from other cultures. Furthermore, a crucial component of a diversity program can include the creation of internal structures to maintain the diversity program.

Diversity in organisations can be realised if there is a conscious endeavour for reciprocal understanding, in which cultures, values and viewpoints are not only understood, but also shared. The basis for this reciprocal understanding is the openness to get involved with people who hold different perspectives. It is an active attempt for organisations to show willingness to listen to other or divergent views with an aim of learning about those viewpoints. Pless and Maak (2004) argue that with open communication, employees will be able to recognise each other. They further point out that for the recognition to happen, there needs to be trust, integrity and an intercultural moral point of view in which stereotypes are avoided and commonalities sought.

Research shows that a diverse workforce is possible once a work environment that is free from harassment based on gender, sex, race, religion, disability lifestyle, circumstances or class prevails. Furthering this argument, Pless and Maak (2004) regard communication and trust as the glue binding the diverse workforce together. They hold that by affording each employee contributions, equal rights for every employee will be realised.

5.3 Enabling conditions for a diverse workforce —为多样化的劳动力创造有利条件

5.3.1 Integration of cultures--文化整合

Cox (1991: 35) argues that diversity in the workplace can be made harmonious through the integration of cultures, which he terms 'acculturation'. He defines acculturation succinctly as the 'method by which cultural differences between the dominant culture and any minority culture groups are resolved or treated.' Of the many alternatives of acculturation, the best seems to be pluralism, in which both the minority and majority culture members adopt some norms of the other group (Cox, 1991: 35). With pluralism, members of the minority groups are allowed and encouraged to enact behaviours from their alternative culture as well as from the majority culture, thereby retaining some sense of identity as a minority group.

In order for pluralism to occur, organisations should initiate and constantly endeavour to be plural organisations. Plural organisations have heterogeneous membership and takes steps to be inclusive of persons from cultural backgrounds that differ from the dominant group (Cox, 1991). In the plural organisation, members of the minority groups are able to be integrated into informal networks; and Cox (1991) posits that this reduces discrimination and prejudicial attitudes.

Organisations should also attempt to tie the diversity strategy to business results in a realistic way. This is the foundation of a successful diversity initiative. The diversity strategy will guide decision making and build the business case for employees. Emphasizing the business rationale for diversity, as well as the intent of diversity initiatives to embrace all employees, will demonstrate fairness and equity and mitigate potential negative perceptions on the part of employees.

Some research has put much emphasis on the development of what Bennett and Bennett (2001) calls 'intercultural competence', which they argue is the ability to communicate effectively in cross-cultural situations and to relate appropriately in a variety of cultural contexts. Developing this kind of competence is usually a primary goal of diversity initiatives in organisations, where it is assumed to contribute to effective recruitment and retention of members of under-represented groups, management of a diverse workforce, productivity of multicultural teams, marketing across cultures, and to the development of a climate of respect for diversity in the organisation.

5.3.2 Coaching, mentoring, empowering and sponsoring—训练，指导，授权和赞助

Coaching is regarded as helping people to see and do things differently, with a hope that they would do them faster, better and more effectively. Coaching can enable an individual employee to have awareness, understanding, exploration and experimentation. These will help an employee take responsibility, get committed and hopefully take action. The primary role of coaching is to improve performance in a current role of the specific stage of an individual's career (Duttagupta, nd). With coaching, talent can be kept and maintained within the organisation.

Mentoring is defined as the process of developing and growing an individual for future roles. It is based on the perceived potential of a person and this can be realised in the foreseeable future. Mentoring mostly focuses on transferable competencies. Those to be mentored as usually seen as capable of exerting influence even upwards, and as having high innovative ability. They can provide solutions to challenges that organisations face. These individuals can adapt easily and can operate in a variety of different cultures. When they deal with usual situations, they apply their common sense. Individuals who can be mentored show a substantial amount of steadiness even under pressure and consistently show their ability to deliver (Duttagupta, nd). Mentoring helps organisations not only in developing talent, but also in managing and keeping it.

Empowering people involves establishing focused, productive independence of thinking and action within defined boundaries of interdependence in an organisation (Duttagupta, nd). According to Duttagupta (nd), sponsoring is about opening doors, removing blockages and penetrating unnecessary bureaucracy on behalf of talented people, so that they are brought to the attention of senior executives and other pivotal players in the organisation. The talented are therefore able to use their talents to make a contribution to the organisation.

Strong communication plan--较强的沟通计划

Communication and the planning thereof are essential in order that employees are kept up-to-date about business strategies to be followed. This communication often involves awareness training to educate employees about the business case and objectives of the diversity initiative. Training, however, is only part of an effective communication strategy. Discussing diversity in senior leadership addresses to employees including diversity issues as part of ongoing business review meetings, and recognising and rewarding managerial and employee efforts to leverage diversity are some of the strategies leaders can use to demonstrate active commitment and integrate diversity interventions into the business plan. Incorporating diversity issues into the daily business of the organisation, as opposed to a stand-alone initiative, will demonstrate senior leadership commitment and move the organisation toward a culture that truly embraces diversity.

5.3.4 Team-building and group process training--团队建设和团队过程培训

Once a diverse group of employees is recruited with a variety of skills and perspectives, steps are needed in the diversity initiative to ensure that these skills and perspectives are actually used to improve task performance. Managers will need knowledge of the skills each individual member brings to the team in order for them to capitalise on the strengths of the existent diversity. Diverse groups are believed to perform better over time, largely because time allows group members to develop a deeper-level, interpersonal understanding beyond demographic characteristics (Harrison et al., 1998; Pelled, Eisenhardt, & Xin, 1999). Facilitating the acquisition of interpersonal knowledge through team-building efforts can accelerate the team's ability to draw upon these unique skills. Team-building efforts that encourage group members to share information about their unique backgrounds, skills, and experiences will help teams develop a deeper understanding of the resources available to the team. Sharing information about task-relevant abilities and characteristics may also foster interpersonal alignment among team members, which Jayne and Dipboye (2004) terms 'interpersonal congruence' - the extent to which team members' perceptions of themselves and their unique skills and abilities match the perceptions that others have about them. Polzer, Milton, and Swann (2002) found that in groups with high levels of interpersonal congruence, demographic diversity enhanced creative task performance. Ideally, members of teams with high interpersonal congruence feel more positive about their teams, are more likely to share unique perspectives and opinions, and are more likely to understand and value the unique perspectives and skills of others.

Developing a retention model for a diverse workforce

6.1 Build senior management commitment and accountability —建立高级管理层的承诺和责任

Because organisational barriers to diversity are often systemic, subtle, and deeply ingrained in the organization (Lyness, 2002), leveraging diversity for the benefit of the organisation requires ongoing and consistent leadership. Success of diversity management programs also requires that line management, as opposed to human resources, own the diversity strategy and hold managers accountable for leveraging diversity. As Jayne and Dipboye (2004) put it succinctly, while human resources component can play a crucial part in the recruitment of a diverse workforce, the maintenance of such a workforce heavily relies on the line managers. This is partly due to the fact that line managers interact with the workforce on a daily basis. Therefore, they will not only know what the diversity needs are, but will also identify the gaps in having a diverse workforce.

According to Jayne and Dipboye (2004 ), 'many organisations establish executive-level diversity councils chaired and composed of senior line managers who are responsible for ensuring that diversity issues are addressed, communicated, and acted upon in their … organisations'. This enables organisations to hold managers accountable for addressing barriers to building a workforce that mirrors the demographic make-up of the available internal and external labour market. If organisations premise their diversity initiatives on the demographic outlook of a country, a common strategy can be found which can be used to build commitment. Since diversity interventions mean change for the organisation, visible, active, and ongoing senior management involvement and commitment are critical to the change effort.

6.2 Conduct a thorough needs assessment--进行彻底的需求评估

To be effective, any diversity initiative needs to be tailored to the situation. This includes the culture and unique business and human resources issues facing the organisation. A thorough needs assessment of the people, jobs, and organisation ensures that issues related to diversity are framed accurately and that the right interventions are identified. This needs assessment helps an organisation pick interventions that best address organisational needs from the wide range of available offerings. In this regard, there is a need to understand the business challenges facing the organisation. In addition, organisations should analyse the current demographic make-up of the organisation, including workforce flow, for example, new hires compared to labor market availability, promotion rates, and turnover rates. Understanding employee attitudes is also crucial, for example, perceptions of diversity, need for work/family benefits (Jayne & Dipboye, 2004).

In order for organisations to conduct a thorough assessment, employee surveys, focus groups, and exit interviews can be particularly useful in uncovering the often subtle and systemic issues facing the organisation. For example, managers often attribute the absence of women and people of colour in leadership positions to skill and experience deficits such as lack of line management experience. This is contradicted by women and people of colour, who frequently point to factors such as lack of mentoring programs, stereotyping, and exclusion from informal networks (Jayne & Dipboye, 2004).

The needs assessment must expand into such areas as those components or projects that require greater flexibility, creativity, and innovation, as they are likely to experience the greatest benefits from a diverse workforce. As was stated before, diversity and its management should be tailored to particular situations. For example, among organisations pursuing a growth strategy, racial diversity enhanced productivity (Richard, 2000). An organisation's culture must also be considered when developing strategy and choosing diversity interventions. An intervention that works successfully in one organisation may not work as well in another organisation and may require more focused attention and support for successful implementation. Without consideration of culture, the outcome is likely to be that programs are underutilised and the desired outcomes, such as enhanced retention of women, unrealised because employees feel participation is career-limiting (Jayne & Dipboye, 2004). While needs assessment can be used as the starting point, it can also be used to identify those aspects of the culture that must change and suggest ways to implement change. Fostering a culture that embraces diversity is an important component of an effective diversity initiative.

6.3 Use a systemic approach to diversity management--使用系统化的方法来管理多样性

Dass and Parker (1999) view a systemic approach as the one in which diversity initiatives are linked to existing systems and core activities of the organisation. Using this approach, responsibilities for monitoring and implementing diversity are assigned to line managers, with rewards and sanctions thereto attached. Although systemic approaches are comprehensive by nature, organisations can make them simple and flexible by conducting regular audits and ascertaining that the initiatives are integrated fully. Using this approach, promotion and retention becomes every manager's appraisal and compensation package.

6.4 Include diversity and talent in recruitment--包括招聘多样性人才

Pless and Maak (2004: 141) argue that recruiting for a diverse workforce entails more than hiring people from diverse backgrounds. Therefore, organisations need to select candidates who not only share the desired values in terms of diversity, but also those who show a competencies and attitudes favourable for a diverse workforce. Duttagupta (nd) believes that with effective recruitment, retention of talent will be easier. Organisations that are serious about retaining talent endeavour to not only identify key positions that need talent, but also determine risks associated with those positions. If career advancement is based on talent than age and other attributes, talent is likely to be retained.

6.5 Base diversity on developme--基础多样性的发展

Pless and Maak (2004:142) regard mentoring as a useful instrument not only for career development, but also for ensuring that diverse skill and innovation stays in organisations. They define mentoring as a learning partnership between a senior person (mentor) and a less experienced staff member, who they call a mentee. For the mentee, mentoring will increase their knowledge base and their understanding of institutional operations. For mentors, mentoring enhance their ability to listen, while they can increase their coaching and counseling skills. Cox (1991) supports Pless and Maak, by arguing that development should be earmarked for keeping talent through the identification and development of minority groups for senior management positions.

Leadership talent and the supply thereof is always crucial to the development of an organisation. If organisations want to retain talent, then leadership development is the answer. This development can take the form of formal education, coaching and mentoring or in-house training.

6.6 Keep talent through reward system--通过奖励制度留住人才

Effective organisations in managing diversity are the ones that ensures that their appraisal and reward systems reinforce the importance of effective diversity management. When performance is evaluated, attention must therefore be given to issues of demographic background and minority group membership, while issues of talent will also be of utmost importance (Cox, 1991: 43; Pless & Maak, 2004). Essentially, organisations can enforce diversity on managers by making compensation reliant on diversity-supporting performance.

Where talent has to be retained, organisations need to realise that talented workers can be incentivised through good reward system. Some of the methods through which talent can be retained through rewards include providing incentives to talented workers that are even higher than those of executives. With such incentives, the talented will be able to closer to executive pay level, and will in the process feel better than their peers. Being flexible in the way bonuses and other benefits are paid will also help.

6.7 Create support groups for minority groups--为少数群体创建支持队伍

South Africa boasts a rich base of cultural diversity. Workplaces are therefore also becoming multicultural. Therefore, it is important for organisations to educate indigenous and non-Indigenous staff about each other's cultures and values and consider the impact of these factors on workplace practices and relationships. Further, organisations should engage indigenous communities in decision-making and embrace cultural protocols. There is also a need to ensure access to relevant professional development programs and provide clear career progression pathways for minority groups. Successfully diverse organisations are the ones which provide and promote flexible employment practices to enable indigenous employees to meet their cultural and lore obligations and ensure that support systems provide indigenous staff with culturally sensitive avenues to raise and address concerns about their work situation (Western Australian Government, nd).

Where organisations have employed people from the minority groups, it becomes important for such organisations to institute and maintain support groups for such employees from minority groups. As Cox (1991) argues, this will decrease the 'we-versus-they' mentality, which can be detrimental for an organisation. When support is enough for minority groups, they will feel integrated into the organisation.

6.8 Embrace a diversity of opinions--拥抱多元化的意见

Managers need to embrace the attitude of differing but constructive opinions. This crucial aspect is particularly cumbersome for managers as they need to get the crux of critical issues while at the same time respecting and maintaining the integrity and dignity of participants. Managers will be challenged not only to identify, but also to recognise different frames of reference that are represented in the organisations, so as to extract common denominators to be used as a foundation for issue resolution (Joplin & Daus, 1997: 37).

6.9 Include diversity management in trainings--包括在培训方面的多样化管理

Cox (1991) posits that when the workforce is diverse perceptions and attitudes are naturally formed about people from different cultural backgrounds. It is therefore important to conduct regular training aimed at reducing the biases that each culture may have towards each other. If the training is included in each induction, this will lessen chances of those biases being formed in the first place. Thus, new employees will not only be introduced to diversity, but also be sensitised to dealing with people from different cultural backgrounds. As Duttagupta (nd) acknowledges, training, especially executive education, will help organisations retain talent, although not a guarantee that the talent being developed will stay.

6.10 Build diversity on empathy--建立多样性的同理心

Joplin and Daus (1997: 40) argue that organisational leaders need to establish emotional identification with followers even when the followers are from a variety of cultures, which Pless and Maak (2004: 131) term emotional recognition. This emotional identification must include empathizing with members of the minority groups, especially the disabled, women and youth. Empathy will help managers realise the different backgrounds and situations from which these groups come. However, empathy should not be overdone, as it has a potential to create divisions within the workforce, especially from the groups with whom managers do not empathies.

6.11 Promote participation--促进参与

In a diverse organisation, participation becomes critical as it enable an organisation to capitalize on new, different and creative ways of not only thinking but also of doing things (Joplin & Daus, 1997: 43; Heathfield, nd). As Cox (1991:42) puts it, participation needs to be encouraged from the senior management through mission statements and organisational values. Participation will dispel stereotypes and rumors. In addition, when employees participate, they feel empowered and proud of being part of the organisation.

According to Schmidt (2008) allowing employee participation enables the organisation to attract and retain loyal workforce. Best contributors are likely to stay in an organisation in which their participation is valued. In order to existing stimulate talent; organisations can use task forces, in which workers from different levels are involved

6.12 Accommodate people with disabilities—容纳残疾人士

Writing about the Australian situation, the Government of Western Australia (nd) regards using disability recruitment agencies as imperative to ensure people with disabilities are included in applicant pools. The ICMR (2006) suggest that managers, especially hiring ones, should be trained to recruit from the disabled community. Once they are employed, organisations need to utilise the people with disabilities entry-level recruitment program run through the Public Sector Management Division of the Department of the Premier and Cabinet. Furthermore, it has been found that using the training package 'You Can Make a Difference to Customer Relations for People with Disabilities' developed by the Disability Services Commission to raise staff awareness about disability has positive results. Where organisations have employed people with disability, they should establish ongoing partnerships with disability employment agencies to help recruit more people with disability and get the necessary support for the staff with a disability. Within the organisations, managers can implement a supported work-team arrangement to provide ongoing administrative or service support functions.

6.13 Show care and support for women--对女性的关怀和支持

Organisations should improve access to part-time work in senior positions for women. As they are part of the previously disadvantaged groups, women are still marginalized in the workplace, especially in management. Therefore, organisations should encourage and sponsor talented women to undertake executive development, leadership development, mentoring and professional in-servicing. In addition, where and when there are vacant positions, organisations should target women for acting promotional positions, secondments and career-enhancing projects (Western Australian Government, nd).

Due to the fact that women are nurturers in families, they are constantly looking for benefits that will also provide for their responsibilities within their families. It is therefore important for organisations to develop programs that fast track the progress of women into managerial positions, especially talented women. Apart from progress into managerial levels, women are naturally forced to take leave from work frequently, especially for maternity reasons. Often, women who take leave do not come back to the same organisation. It is therefore advisable for organisations to provide incentives for women who take maternity leave to come back to the same organisations. Providing such facilities as child care, kindergarten and daycare can go a long way into retaining talent. The ICMR argues that this provision will ensure work/life balance prevails.

6.14 Encourage youth to join the organizations--鼓励青年加入组织

Generally the youth in the age groups between 17 and 25 years are underrepresented in a lot of organisations. Considering their potential, this is a critical demographic group. To improve the organisation's ability to attract staff under 25 it is useful to highlight opportunities for advancement in organisations. Organisations should also embed workplace flexibility in their culture and emphasise flexible work options in recruitment campaigns, especially for those who are still studying. Where attempts to attract the youth are not bearing fruits, organisations should evaluate the agency 'brand image' with prospective workers to assess all the factors that are limiting your ability to attract younger workers. Also, organisations should provide greater opportunities for youth to participate in graduate programs that can offer a pathway to substantive employment (Western Australian Government, nd). In South Africa, learnerships and internships need to be promoted, as they are the gateway through which the youth can get employment.

6.15 Target and recruit people from culturally diverse backgrounds—招聘针对不同文化背景下的人员

As this category of employees embraces a wide range of groups facing different types and levels of employment disadvantage, organisations should work to ensure an absence of discrimination in policies and in the workplace culture. In order to realise the target, organisations should run face-to-face information sessions about the type of people you are trying to recruit and actively seek diversity in your applicant pools. Especially in South Africa, where there are so many indigenous languages, most candidates are either not fluent in English or they are not confident enough to express themselves in that language. Organisations should therefore ensure that their selection processes do not put candidates with English as a second language at an unreasonable competitive disadvantage, particularly where multilingual skills are relevant to the role and/or generally beneficial to the organisation. Even where language proficiency is a prerequisite, organisations could embark on training such candidates after recruitment

Conclusion and recommendations

While organisations have always shown their willingness to embrace diversity, their actions have not supported their zeal. Therefore, diversity has eluded most organisations. Talent has also evaporated in the process as it was not nurtured. Diversity, and the management thereof, is about recognising differences without negatively dwelling much on them, but rather embracing them. If the differences can be valued and engaged, diversity can prevail in the workplace. In this way, talent can be retained.

While it has become a norm for organisations worldwide to embrace diversity in their workforce only in response to some pressure, there are some organisations which have proactively sought to embrace diversity through age, gender, skill, minority, religion and disability. These organisations have always been ahead in the talent retention race. As was stated elsewhere in this paper, workers will enjoy their work environment and their colleagues when organisations actively seek to create harmonious yet diverse workforce.

It was posited in this paper that with strong communication and its planning, not only diversity but also talent can be enjoyed by both management and the entire workforce. In order for this to be realised, organisations must play an active role in integrating cultures. Diverse workforces have advantages of innovation, fresh thinking and new ideas. Especially if there is youth among the workforce, diversity can be fun as the status quo will be tested and old conventional methods questioned.

This paper argues that talent can be retained if coaching, mentoring, empowering and sponsoring are initiated and actively practiced. Furthermore, development and education are core ingredients for retaining talent. Also, if people's contributions are recognised and valued, talent will surely be retained. Where women are part of the talent, incentives to keep them even after maternity leave may be vital. The following are some of the recommendations for organisations to not only be diverse, but also retain talent.

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[contents-for-mind-and-heart]

Pretty interesting account of how the theory was built and what has its impact in real life been. Quoting:

Of 27 talent “exemplars” showcased in the book, only seven continue to deliver decent levels of profitability and investment return in 2013. Twelve of them—nearly half!—have either disappeared (for negative reasons) or posted disappointing or disastrous profitability and investment returns over the last five years.

[ephemeralliety]

Okay. I just approved 89 pending invitation at linkedin because my colleague told me that it makes us visible to headhunters.

[stellarstaff]

How to Win the War for Talent

Economic uncertainty has made top talent all the more difficult to find.

[inbonobo]

For Romanians, perhaps for the first time in history, the world is now flat. Forty-five years of Stalin-esque communism meant sports and education were the only acceptable ways to compete in Romania. Soviet-era industrialisation ended up producing a country where almost half of the educated population were trained to become engineers. Today, in 2012, they are more likely to be coders. And now they can take their place with the rest of the world on the level playing field of technology. (via With A Talent War In The Valley, Perhaps Romania Has The Answers? | TechCrunch)

The best Romanian coding talent was noticed by Microsoft in its hay day. It’s now gradually becoming democratised, spread out across more platforms, initially through outsourcing and now through the influx of Western start-ups in search of affordable skills. So what exactly should you expect to find in Romania? What are the pros and cons? Here’s the lowdown, with some generalizations.

People are smart, educated, fluent English speakers and resourceful lateral thinkers. On the downside, entrepreneurial culture has not yet developed. This translates into a reluctance to take risks and a lower ability to collaborate across teams. It might sound odd to Valley readers, but Romanian engineers would much rather work for a salary than for a stake in a business.

There are some examples of local entrepreneurial communities, like the one formed around the Timisoara Tech Incubator or Startupper supported by the team of Adulmec in Bucharest. But the most impactful movement is the one involving start ups that left Romania, with the likes of Ubervu, Summify and Brainient.

There is a discrepancy between skills. There is a lot of Java, .NET and PHP skills. More ‘exotic’ coding languages like Ruby, Python are harder to find. On the mobile side, there are considerably more Android coders than iOS developers.

One appeal for many western startups that either set up shop in Romania or develop a team there is the ability to offer student internships straight out of university, pick the best and groom them with the kinds of skills that they need.

Salaries are low in Romania compared with Berlin, London, Silicon Valley. This reflects the reduced access to opportunities and lack of exposure to cutting edge developments. You would expect to pay €2,000 (net) for a great developer in Bucharest. The rest of Romania is even cheaper, by about 30%. But beware of confusing the tax systems and bureaucracy.

You will find the largest tech communities in the historical university centers of Bucharest, Cluj, Timisoara & Iasi. In Bucharest you have the largest and most diverse talent pool, but also a more competitive environment with higher volatility. In smaller communities there’s a stronger sense of reputation. Western cities like Timisoara and Cluj tend to have better work ethic.

Finding really valuable engineers takes time. The general guidelines are to hire a ‘magnet coder’ that can attract other trusted people from the community. When recruiting, look for Polytechinc graduates from one of the above university centers. The most popular job sites are Bestjobs.ro, ejobs.ro andJobber.ro.

The best screening for engineers is high school. There is a bit of an ‘Ivy League’ of high schools in Romania. These schools are focused on math and computer science. Every large city has one or two. 

Good Romanian engineers don’t like to be the 15th person down the chain working on a little piece of code or feel disconnected from the business. They are more likely to defect to another business if they don’t feel inspired by you or your company or the team you assemble. The real geniuses will do their own thing, just as anywhere else.

Editor’s note: This is a guest post by Maria Constantinescu, founder of Slickflick, the photo story app.