Penalised for diversity-valuing behaviour?

When Madeleine Albright rallied young women to support presidential candidate Hillary Clinton, she was criticised. Rosalind Brewer, Sam’s Club’s female CEO was labelled racist when she advocated for diversity. Margaret Kett, head of Tyzack Partners’ human resources practice, explains this unconscious bias and what businesses can do to address it  – See more at: http://www.growthbusiness.co.uk/growing-a-business/human-resources/2521221/penalised-for-diversityvaluing-behaviour.thtml#sthash.U0ropUqg.dpuf

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Gender diversity, culture & performance

There weren’t too many recurring business themes in 2015, but one stood out head and shoulders above all others as a worldwide call to action: greater gender parity in the boardroom with the emphasis shifting from the non- executive to the executive cadre.

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Putting more women on your board won’t automatically make your company perform better

Diverse companies are more successful – and there’s plenty of evidence to support what is becoming an increasingly accepted fact in business.

Companies in the top quartile for racial and ethnic diversity are 35% more likely to have financial returns above the national industry average, according to a McKinsey report released earlier this year. Companies in the top quartile for gender diversity are 15% more likely to outperform their industry peers.

 

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Margaret Kett and Chris Goward: Business transformation, an essential requirement of the corporate landscape

HR ReviewOne of the biggest challenges companies face in their drive to capitalise on market opportunities through change is the issue of diversity, a subject widely covered in the media.

When Fiona Woolf, CBE, was Lord Mayor of the City of London (2013-2014), only the second time in 800 years that a woman has held this office, the key theme of her Mayoralty was ‘Harnessing Talent: The Power of Diversity’.

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Delivering transformational change

ILM logoChris Goward and Margaret Kett of executive search experts, Tyzack on delivering transformational change via diversity.

Companies gain value from revenues and market share by turning intangible assets such as brands, intellectual property and human capital, into strategic assets. It is the realisation of these intangible assets that the success or failure of the business relies upon. Talent management is another intangible asset which growing in perceived value, must be released. Whilstcompanies now regularly link talent management to the business, vision and strategy, talent diversity remains an area that should be addressed with greater urgency.

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Women in leadership roles

TLEwebsite4A new paper on women in leadership roles, Rethink What You “Know” About High-Achieving Women, that was released in the December 2014 issue of the Harvard Business Review (HBR), is only set to further the debate on women in the C-Suite and the boardroom.

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Feminising modern management

logo_media_growthbusMargaret Kett discusses the issue of gender diversity in the boardroom and what can propel women into the higher echelons of management.

Read any business publication today and there is highly likely to be a piece regarding women in the C-Suite or the boardroom: or more to the point, the lack of them. Be it as an editorial, an opinion piece or a letter to the editor, much of the rhetoric that surrounds this topic is that to succeed in business women have to fight harder to be seen as equals and be heard.

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A culture of engagement

businessexcellence logoTalent retention and engagement, as Deloitte’s 2014 Global Human Capital Trends survey recently confirmed, remain on-going human capital issues. According to Deloitte’s survey, 79 percent of business and HR leaders worldwide still believe retention and engagement are key issues they need to address.

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