Globally Inclusive Workplaces
Executive Briefing Series - Employee Resource Groups: A Strategic Business Resource for Today's Workplace
Employee Resource Groups (ERGs) have existed in organizations for more than 40 years. In the past 5 years, however, ERGs have evolved from networking groups that promote diversity and inclusion to become key contributors to business strategy and operations.
In the current global work environment there is intense competition for talented employees and for market share based on higher product quality and lower prices. Competition requires organizations to take into account the diversity of employees’ needs and values, the cultural influences in the areas where the companies operate, as well as the diversity of working relationships (e.g., cross-national teams) in order to attract, retain, and fully engage their employees.
The Leaders in a Global Economy project grew out of the concerns of a group of companies. These companies had already identified the growing need for attracting, developing and retaining women as a key competitive business strategy, and they had been working on doing so for a number of years. Despite their progress, however, they felt there were still many challenges—both subtle and overt—to overcome.
This case study, produced in partnership with IBM, provides an inside look at how IBM is addressing the mission critical challenge of attracting, engaging, developing, and advancing women in technology.
Discusses the expanding role of Millennials; presents cautionary notes about the generational prism; provides information about Millennials as leaders in the workplace; and suggests tips and best practices for developing Millennials into leadership roles. PowerPoint Presentation Webconference Recording
Through in-depth interviews with seven regional representatives from Global Workforce Roundtable member companies and the collection of 35 questionnaires, the Flexible Work Arrangements in Asia study provides a better understanding of the types and extent of flexible work arrangements (FWAs) used in multinational corporations operating in the Asia Pacific region.
Quality of Life in Brazil and Mexico: Expanding Our Understanding of Work and Family Experiences in Latin America
Globalzation is today's economic reality and will be the context for virtually all of tomorrow's business. During the past decade, the economic and sociial well-being of different regions of the world have become increasingly intertwined. As we move inot the next century, we will need to expand our understanding about life in parts of the world that are critical to the global economy, such as Latin America.
Work and Family Issues in Japan and the Republic of Korea: Expanding Our Understanding of Work and Family Experiences in North Asia
To ensure competitive levels of productivity and business success, it is imperative that work practices and policies are implemented that take account of the diversity of employees' needs and values, as well as the cultural influences in the areas where companies operate. The experience in western countries indicates that responsiveness to the work and family needs of employees (both ex-patriate and local) is likely to be a key factor in ensuring effective local and global busniess outcomes.
Profound changes have confronted businesses during the past two decades. These changes have prompted corporate decision makers to reexamine some of their most basic management strategies and reassess their relationships with different stakeholder groups that ultimately determine busnicess success.
As European and American corporations have rushed to meet the emerent challenges associated with global competition, they have had to confront a fundamental workforce concern-employees' need to balance the economic and social priorities of their families. Like many other business issues, reponding to employees' work-family experiences has also become a global issue. The development of a global work-family perspective is an important aspect of successfully conducting business in today's world market.
Diversity and work/family initiatives have had a lasting and notable impact on human resource management during the second half of the twentieth century. Both have catalyzed a process of sou searching and visioning within many corporations that has fueled expectations as well as frustration. The experience gained in both areas- some shared and some distinct- offers insight about the relationship between human resource issues and business objectives.