Article Summaries: Diversity
The articles are listed in the order they were originally published on our website. If you would like further information on any of the areas please contact our consultants on +44(0)20 3402 2335 or by email at enquiries@humanassets.co.uk
13. Whiter than White? The Diversity Credentials of Assessment and Development Centres
This month, we want to draw your attention to a chapter written by Charles Woodruffe in a new anthology on assessment centres. Charles points out various ways in which assessment centres might be unintentionally biased, even if designed in line with traditional best practice. He also draws attention to worrying empirical evidence of ethnic differences in assessment centre performance. (Please note, you can order the anthology at a 33% discount if you order online at www.gowerpublishing.com. Please quote code G11FDV35 when ordering to obtain your discount.)
12. Getting women on Board
Increasing the number of women in senior positions has become a priority, particularly with the report and recommendations by Lord Davies. But achieving better representation requires a) a greater number of women in the pipeline for senior positions and b) the recognition of the talents of those who are candidates for such roles. This months newsletter examines these issues and possible solutions. 11. Profiting from Diversity
This month's newsletter looks at the increase in sales in workplaces where both managers and staff perceive a genuine commitment to diversity. It is hard evidence of the business case for diversity initiatives.
10. Mentoring for Diversity
What stops Women Getting to the Top has particular topicality at the moment. The Davies review into Women on Boards has just been published and PwC has received a lot of publicity with their 'Comply or Explain' approach that requires senior leaders to achieve promotion of female staff or explain what is blocking their progress. This month we review an article in Harvard Business Review that argues women are less prone than men to secure 'sponsors' who will advocate their advancement with senior colleagues.
Ensuring that you have a strong diversity climate is an investment that will pay off in terms of raising performance. The research reported in this month's newsletter shows the extent of the pay-off by comparing sales performance across retail branches with different diversity climates. The results make compelling reading.
As diversity increases in the workplace, a growing number of diversity training programmes are being introduced within organisations. The effectiveness of many of the techniques used within these programmes has however been called into question. This month's newsletter looks at a recent review paper which highlights some areas in which diversity training is falling down and suggests a new way forward based on the latest research into prejudice and stereotype reduction.
7. Age Discrimination Legislation: A Springboard for Changing Attitudes
Instead of the age discrimination laws being viewed as a new hurdle to overcome, they should instead be seen as a springboard for changing attitudes towards ageism. A new research model aims to challenge attitudes by arguing that the additional human capital that older workers bring to an organisation can be of measurable benefit to organisations.
This month's Human Assets Newsletter concerns the adverse impact on some underrepresented groups of widely-used selection procedures. It confronts the dilemma that some of the most valid forms of assessment (e.g. cognitive testing) also carry the greatest disadvantage in terms of adverse impact and contains suggestions on how to square this particular circle.
Finding and keeping the best people is top of the agenda for most organisations. This means not being in the least bit restricted in where you look for talent: Diversity is absolutely crucial to winning the talent war. This month we feature two articles that show how careful organisations must be if they are to capture all available talent. The first looks at prejudice against parents , particularly mothers. The second examines the phenomenon of the 'corporate flight' of females and ethnic minorities from large organisations.
Organisations are becoming more concerned with ensuring that their selection processes are not discriminating against or adversely impacting on a particular group of individuals. The most widely utilised method of determining adverse impact is a basic principal known as 4/5ths rule . This month, we looked at recent US-based research which has called this method into question and discuss the potential problems this presents for organisations.
3. Targeted Recruitment: How to increase the diversity of job applicants
Many organisations want to encourage applications from ethnic minority and female job seekers. This month we summarise an article on Organisational Impression Management that offers a clear direction on how this can be achieved.
Many organisations want to encourage applications from ethnic minority and female job seekers. This month we summarise an article on Organisational Impression Management that offers a clear direction on how this can be achieved.
2. Cross-cultural Interviewing - How to avoid discrimination
Over the past few decades, there has been substantial and continuous change in workforce demography. As a consequence, individuals have different work expectations, values and beliefs. This presents new issues for recruiters and managers, who must effectively match individuals to jobs whilst demonstrating equal treatment for all and remaining sensitive and responsive to their diverse needs. This month, we review a recent article on cross-cultural interviewing strategies for recruitment, selection and career development, and explain how managers and practitioners can identify and avoid the potential impact of discrimination caused by cultural misunderstanding.
Over the past few decades, there has been substantial and continuous change in workforce demography. As a consequence, individuals have different work expectations, values and beliefs. This presents new issues for recruiters and managers, who must effectively match individuals to jobs whilst demonstrating equal treatment for all and remaining sensitive and responsive to their diverse needs. This month, we review a recent article on cross-cultural interviewing strategies for recruitment, selection and career development, and explain how managers and practitioners can identify and avoid the potential impact of discrimination caused by cultural misunderstanding.
This month we look at research that suggests online versions of ability tests might sometimes be biased against older candidates, in comparison to traditional paper and pencil versions. This has clear implications in light of the popularity of such tests to screen candidates and the new age discrimination legislation that comes into force in the UK in a year's time. We describe what organisations should consider when choosing a test and how to make sure that all candidates are treated fairly and objectively.