Posts Tagged Workplace Culture
At the 2011 SHRM national conference, former SHRM President Susan Meisinger chaired a session entitled, “10 Things Your CEO Will Never Tell You but HR Needs to Know.” Why wouldn’t a CEO be compelled to tell the head of HR what they tell others who sit around the table? Why, why, why?
The core issue seems to be one of HR having both a longstanding identity problem and a fairly widespread public relations problem.
"That one may smile, and smile, and be a villain” –Hamlet.
As almost everyone now knows, Sheryl Sandberg is the COO of Facebook. She is also the author of the ground-breaking book, Lean In: Women, Work and the Will to Lead .
I have read the book twice. Simply put, I think it is a brilliant manifesto for women and men alike.
Yet, the acclaim is not universal. To the contrary, the book has been met with some hot criticism.
Just as each organization has its own operational philosophy, culture and strategic goals, so too must its HR team have a well-defined philosophy that outlines how they will carry out their responsibilities in alignment. Sadly, a number of HR departments have taken this to mean that they should develop buzzword -filled pieces of marketing collateral that can be blessed by their PR departments and placed on company websites.
As organizations have become more welcoming and, in many cases, keenly interested in actively recruiting diverse employees there is much discussion about what constitutes an inclusive workplace. This is a challenge for many organizations at the local and national levels.
When organizations go global, or have an international mix of diverse employees at a single location, inclusion takes on added complexity through additional layers of cultural considerations such as language, local cultural norms, and sometimes greater divides in socio-economic privileges among employees.
At PricewaterhouseCoopers LLP, senior partners regularly pair up with women of color who are managers or directors and begin grooming them for more responsibility. The partners act as mentors, provide coaching, introduce the women to a broader network of business associates, give them high-profile assignments and provide feedback on their job performance.
The mentoring was among the reasons Working Mother magazine this month chose the New York-based consulting firm as one of this year’s “Best Companies for Multicultural Women.”
Assigning someone to a global role who is unprepared or disinterested in it can have long-term effects on both the individual and the company.
Perhaps it should come as little surprise that smartphones give people a sense of personal connection—that we use them throughout the day to stay in touch with friends and family through text messages, e-mail, Facebook and phone calls. However, recent studies paint a picture of startling social change as these multitasking minicomputers become all but universal, both at work and at home.
Where do young professionals see themselves in the next 10, 15 … 25 years?
Where do their employers see them?
We know that the next generation of workers has already initiated a historical shift in the workplace. They’re demanding cultures that are mobile, flexible, collaborative, and learning-focused. They view top-down organizational structures as obstacles for accomplishing goals and prefer networks of peers over hierarchy.
But what do they think about leadership and ladder climbing when their vision for the future doesn’t really have any ladders?