TM - January 2008 - (Page 22)

recruitment & retention assessment & evaluation compensation & benefits performance management learning & development succession planning on different television channels. How the organization addresses these varying needs requires a sophisticated series of approaches based on a fundamental understanding of the range of consumer needs within the community. The complexity of this charge should not be underestimated. Integrating diversity into business plans requires organizations draw on the diverse talent within the organization to build and market to the needs of the new consumer. Beyond recruiting efforts to increase representation of women and minorities in the workforce, the new reality of the organization’s commitment to diversity presents particular cultural challenges related to talent retention. A significant component of the organization’s ability to leverage diversity will be its ability to provide a culture that supports and nurtures diversity efforts. This requires, as all significant cultural change efforts do, visible leadership support; unambiguous and repeated communication about the value of diversity in achieving the organization’s business goals; and the alignment of reinforcers, such as senior management compensation with the espoused values of diversity. The journey to leverage diversity in an organization begins with awareness of the value of diversity, but it must quickly progress to ensure fairness in all human resources decision-making systems, such as selection, performance man- agement and development. For instance, in the area of selection, organizations should include a commitment to identify a diverse slate of candidates for all open positions in their recruiting practices, including monitoring diversity referral rates, the effectiveness of external search firms and establishing a routine senior management review of candidate slates. Once in the pool, candidates must compete equally for the open position — the company must use the same structured selection procedures for all candidates. Similarly, individuals should receive performance management feedback regularly throughout the review cycle and with sufficient notice to make course corrections in their performance. In many organizations, performance management ratings influence promotional opportunities and compensation decisions. This step to focus on the fairness of HR processes is essential for employees to translate the grander management message into a personal commitment to them as members of the organization. By moving beyond fairness to inclusion, talent management efforts will be required to continue shepherding cultural change by developing the skill sets of managers needed to manage and leverage the contributions of diverse teams. Also at this stage, employees will require developmental support to contribute most effectively on diverse teams. Finally, ensuring the diversity of those in the pipeline for higher-level jobs will visibly support the commitment to leverage diversity at all levels as the organization progresses, fully integrating the value of the diverse workforce with its business success. One successful example of an organization integrating diversity into its business approach is the CocaCola Company. Through its efforts over the past five years, it has moved from the smear of a widely publicized race discrimination lawsuit to recognition as one of the top companies for diversity in the country. The company took the opportunity provided by the lawsuit settlement to agree to “excel among Fortune 500 companies,” “be a premier ‘gold standard’ company on diver- Employee Performance Management The right piece, the right fit! Identity Top Performers Reach Corporate Goals Attain Full Compliance Save Time! 972.783.3000 www.hrsmart.com sales@hrsmart.com For a FREE demo visit www.hrsmart.com/FREEdemo http://www.hrsmart.com http://www.hrsmart.com http://www.hrsmart.com/FREEdemo

Table of Contents Feed for the Digital Edition of TM - January 2008

TM - January 2008 Editor's Letter Contents Learning Connections: Working With Those People Leading Edge: Hub Caps for a Buggy Human Performance: Hawthorne Effect Revisited Beyond Affirmative Action: The Changing Face of Recruitment Assessment Centers in Talent Management: Strategies, Use and Value Nontraditional Benefits- How to Hook the Best Talent Intersection of Web 2.0 and Talent Management Cross-Training for Workforce Agility Mapping Talent Among Younger Workers Dashboard: Using Personality Data to Identify and Develop High-Potential Leaders Application: Shaffer Title Uses Myers-Briggs to Develop Common Corporate Language, Jump-Start Growth Insight: Dreier, Stein & Kahan LLP: Using Strategy to Bring Back the Law Profession Advertisers' Index Editorial Resources Full Potential: Stop in the Name of Leadership

TM - January 2008

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