Diversity is a big issue in business organisations today. Google revealed that only 17% of its technical professionals are women, only 21% of its leadership are women, and blacks and Hispanics make up only 2% and 3% respectively of their workforce. 72% of leadership roles are held by whites with Asians holding 23% and other minorities holding less than 6%.

While it’s easy to blame leadership or assume bias, the reality is that building a diverse organization is dauntingly complex. First of all, we all suffer from “unconscious bias” (Take the Harvard Implicit Bias test if you don’t believe me). So no matter how hard we try, there is a tendency for people to be attracted to people “like themselve.”, says Josh Bersin. Latest Bersin by Deloitte research shows that leading organisations increasingly view diversity and inclusion as a business imperative.

But beyond this, while companies have a variety of programs (interviewing and hiring guidelines, employment branding programs, employee resource groups, mentoring programs) to help managers and team leaders build a diverse workforce – but it takes time and significant effort to change. The recent research of Bersin by Deloitte, High-Impact Diversity and Inclusion, found that while 71% of organizations publicly aspire to be highly diverse, when you look at their work environment only 11% are.

The brief Diversity and Inclusion Benchmarking Report provides key benchmarks and guidance to help Diversity & Inclusion (D&I), HR and talent leaders make valuable investment decisions. The research found that while D&I emerged in response to federal guidelines in the 1960s,over the past five years  more than half (51 percent) of organizations have only  progressed beyond a compliance-driven approach to focus on D&I strategies that link to better talent and business outcomes. In addition, more than half (54 %) of organizations still do not have a D&I function or have one that is staffed solely with volunteers.

Go to the report
Read the press release

Are we creating a workplace which lets people thrive? In most cases, not yet, says Josh Bersin*. His research, just completed, found a tremendous gap in the area of workforce engagement, stress, and overload. 79% of businesses are worried seriously about engagement and retention (it is their #2 issue after leadership) and two-thirds of business leaders cite “the overwhelmed employee” as a top business challenge. And Gallup research shows that globally only 13% of employees are highly engaged at work.

While most companies haven’t dealt with this issue, some have. Fortune’s Best Companies to Work For have built amazing workplaces — environments where people literally line up to apply for jobs. These organizations have created what we call a Simply Irresistible™ workplace. They not only attract great people, they also create an environment where people can truly thrive.

Josh Bersin concluded there are five key elements of the Simply Irresistible™ organization.

1. Meaningful work
The first and perhaps most important challenge is to give people “good work.” Jobs must give people enough autonomy to be creative and enough time to perform well. Even call center workers want time to learn, improve, and help customers.

2. Great management
Management is one of the most important parts of any organization, and companies have to develop and support great leadership.

3. Growth opportunities
Among the many reasons people leave companies, one of the biggest is for lack of opportunity.

4. An inclusive, flexible, fun environment
Companies that have ping pong tables, free food, and flexible vacation time show that they care. These benefits are fairly inexpensive to provide and they give people the freedom to work as they want to work.

5. Leadership we can trust
The fifth element is inspirational leadership. The days of the hard-nosed, profit-obsessed CEO are slowly coming to an end. While most businesses expect people to work hard, CEOs now realize that it’s the soul of the business that inspires people to contribute.

Were do you stand? Does your company have a mission you can relate to? Do your leaders trust employees to make the right decisions? Do you offer a workplace which lets your people thrive?

Read the full article “Five Elements Of A ‘Simply Irresistible’ Organization” written by *Josh Bersin, Founder and Principal at Bersin by Deloitte, leading provider of research-based membership programs in human resources (HR), talent and learning.

In light of continuing economic uncertainties, many organizations are recognizing a need to take action regarding talent for the sake of not only satisfying immediate business needs, but also for longer-term strategic success and continuity in an ever-challenging talent market.

As global opportunities and initiatives begin to re-emerge, organizations will be required to have the necessary talent and global mobility response. A recent global survey cosponsored by KPMG and the Economist Intelligence Unit taken by more than 400 executives found that:

• 81 percent reported that an effective talent management strategy will be key to future competitive success
• 55 percent will increase sourcing of key talent outside their home markets
• 71 percent say they increased cross-border collaboration
• 76 percent say their HR team doesn’t excel at supporting globalization

Conclusion of the survey: To be successful in the future, a dramatic change in approach is needed — a symbiotic relationship between talent management and global mobility practices.  A truly integrated and holistic design is needed, which includes workforce planning, analysis of relevant employee information, targeted performance, and career management, alignment of rewards and culture, technology, and governance.

Do you want more information, read “A Practical Guide To Integrating Talent Managemet and Global Mobility”, a practical guide which covers these areas and more and can be a useful to assist HR and global mobility managers in refining their approach to integrating talent management and global mobility.

Les DRH savent bien – bon gré, mal gré – que leur propre business model, celui  de leur fonction, est remis en cause. On n’administre plus les RH de la même manière : on ne recrute plus, on ne manage plus, on ne forme plus comme avant ! Ce n’est plus une question de mode : il s’agit d’entrer dans la « matière » du travail moderne, c’est à dire de la gestion des données, de l’information, du savoir… et, d’en prendre le virage technologique sous toutes ses dimensions, pour une Renaissance du business model RH !

La société mondiale Automatic Data Processing ADP considère cette dynamique de rupture technologique sur 4 volets :

• L’agilité documentaire
• La performance des flux de données
• L’exigence de mobilité
• La création des savoirs par le Big Data et le Business Intelligence

Lire « L’avenir digital de la DRH » sur rhinfo.com