Why Diversity & Inclusion Matters In Organisational Culture
transearch.com.au

Often seen as a problem for boards, a Human Resources issue, or a concern for hiring managers to address during the recruitment process, Diversity and Inclusion should really be discussed alongside organisational culture.

How diversity is reflected in an organisation and how it responds to inclusion is in its genes, and that its everyone’s responsibility. For however well intentioned, any D&I objectives cannot be achieved unless they are driven by the business as a whole – from senior leaders and executives, through to middle managers and at grass roots. This is the only way to land an organisation that fosters a workplace culture where diversity and inclusion are valued, cultural safety is promoted and the ways in which intersectionality affects our workforce is recognised.

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Women's Values of Sustainable Leadership
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It is clear that the issue of Sustainability is part of a collective awareness within civil society, business and politics, which strives to respond to these paradigm shifts and the resulting contradictory injunctions. How do we reconcile the need for immediacy, reinforced by the expansion of digitalisation, with the long-term reconstruction? How do we instil a shared value at the time of a new era marked by individualism?

These transformations profoundly modify the fundamental principles of our society and tend to define new balances, such as developing our business models towards a tripartite balance "People, Profit, Planet", or paying more attention to gender stereotypes.

Diversity and Inclusion are founding principles of a more sustainable business model, and even if they encompass several components, including that of gender equity, it is obvious that good intentions are not enough. The principle of reality still bears witness to this in France, with so few women in leadership positions.

The introduction of quotas at board level, and soon within management committees has surely started demonstrating its virtues. But doesn't strengthening a company's performance in the deployment of its "Sustainability" imply the development of a new, more balanced leadership model that upholds both feminine and masculine values? Wouldn't promoting women's values be an additional performance lever? Is it not time to design a woman leadership model, similarly to the way the men leadership model that has prevailed so far?

In the continuation of their first study conducted in 2020 on the definition of a "Sustainable Leader", TRANSEARCH Paris wondered about the feminine components of a new sustainable leadership, its assets to support the tall orders of Sustainability, the actions to be taken and the challenges to be met to promote sustainable parity.

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Should People Working Remotely, Where The Cost Of Living Is Lower, Be Paid Less?
transearchusa.com
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When someone says they earn 'Wall street pay' or a 'Silicon valley salary' you likely surmise they make good money. Why? Because New York and the San Francisco Bay area have generally been expensive places to live with prestigious jobs and higher pay. But, widespread remote working has prompted an intriguing question for organisations to consider. Should people working remotely, where the cost of living is lower, be paid less?

"The answer isn't a simple yes or no" says Mark Melanson, an HR executive who spent over 30 years working for GE. "There are many factors that companies consider when determining pay brackets. While geography is a factor, creating fair, equitable and consistent pay policies is what’s important. Right now, with remote work and the return to the office happening as we speak, organisations should be looking very closely at evaluating all the market factors."

Chris Swan and John Ryan, Managing Directors with TRANSEARCH International, highlight key factors to help companies develop smart pay strategies in this new world of work.

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A Vital Message For Emerging, High-Potential Leaders

Put a group of ambitious, first-time business leaders in a room together today and the discussion will likely turn on top-line revenue growth, the challenges of entering new markets, risk management and what politicians should do to stimulate economies.

Each of those deserves attention in this especially volatile global business environment, but perhaps none as much as the cross-functional performance lever that is 'talent management'.

No matter one's experience, education, functional expertise or industry, the ability to inspire and lead talented individuals and teams to higher levels of business performance is central to enterprise success, and will be for years to come.

Now more than ever before, talent management is everyone's business. It is the lever of human potential that can most influence organisational results. Yet it is one so often overlooked, or contained within the Human Resources Department or given only lip service by chief executives who talk about "people as our greatest asset" yet who have, at the same time, allowed archaic HR practices to tamp down progress.

If you're a business leader, you are indeed a talent manager, and must see yourself as such. This is especially vital for emerging, high-potential leaders who are the next generation of business leadership.

Ours is the epoch when talent, innovation and intellectual property are becoming the prime competitive resources through which business goals and growth are achieved.

Great people most often leave their bosses because those top managers aren't connecting the needs of superior talent with organisational priorities. Leading companies excel with progressive talent management practices and policies.

It's time for every manager to commit to talent management as a continuous cycle for renewal and repositioning in a business world whose tectonic plates are shifting faster and with more risk and opportunity at stake than ever before.

Ten C-Level Learnings During The Current Crisis
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TRANSEARCH International organised a number of C-Level roundtable sessions and conducted personal interviews to facilitate peer-to-peer dialogue regarding their experiences and priorities in an environment of the "new normal". Here are "Ten C-Level Learnings During The Current Crisis":

General Business Impact Of The Coronavirus

  1. Culture will be the future game changer.
  2. Innovations leading to higher customer benefit are key.

Impact On Operations

  1. Leaders have to spend more time communicating with employees.
  2. The focus needs to be on team building and professional onboarding.

Impact On Processes

  1. Transparent KPIs will be more important than ever.
  2. New ways for cross-fertilisation and innovation need to be found.

Impact On Organisational Structures

  1. Organisational structures will change from hierarchies to networks.
  2. Roles will be defined by content and contribution instead of formal hierarchy levels.

Impact On Human Resources

  1. Values and expectations regarding leadership are changing.
  2. Strategic HR management will be a key enabler and needs to be positioned at C-Level.

TRANSEARCH provides a platform to its network of C-Level leaders for discussions on how to come out of the crisis stronger. For further information please get in touch with Dr. Carlo Mackrodt or Dr. Stefan Schwaenzl.

Sustainable Leadership: 5 Key Recommendations
sustainableleaders.wixsite.com

5 key recommendations from 53 Senior Executives for a successful journey towards sustainability asks:

  • What motivates small and large companies to strive for sustainable business models?
  • How do companies succeed in their sustainability journey?
  • How do leaders and Human Resources integrate sustainability in their strategy?

To explore these questions, a cross-sectional sample of 53 Senior Executives were interviewed from global companies, NGOs, and consulting firms. Drawn from the interviews are 5 key recommendations:

  • Deeply connect sustainability with your company's purpose
  • Embed sustainability in every strategic goal and boost its impact
  • Do not underestimate the whole transformation journey
  • Place collective intelligence and innovative collaboration models at the core of the transformation
  • Find the right engine to boost the transformation

Learn more about the recommendations.

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Mental Health, Virtual Integration & 'Remote' Compensation
transearchusa.com

After enjoying the comfort and cost savings of working from home, would you rule out a potential job if remote wasn't an option? Ever struggle logging into a video meeting and then face "technology bias"? How about your employees' mental health – are you seeing resilience or deepening depression?

These compelling questions and issues, impacting workforces the world over right now, were explored recently during TRANSEARCH USA's Executive Human Resources Virtual Roundtable.

The following are key themes that emerged and some useful guidance for HR professionals.

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People Are Critical To Success

The best business minds of our times have understood that people are critical to success.

A great HR leader is arguably still the most valuable person in an organisation. What has changed is the function of the CHRO role in today's age of disruption. On top of navigating the complex challenges of the labour market, the modern CHRO has to tackle critical issues such as changing demographics, the speed of change and the corresponding role of technology while also managing workplace culture and employee engagement.

Some of the more specific challenges facing today’s CHRO are:

  • Dealing with alternative workforce arrangements.
  • Creating effective teams when there are multiple generational cohorts.
  • The increasingly high-tech world of HR.

The good news is that boards of directors have and will increasingly view the CHRO as critical to long-term business sustainable success. However, as their role continues to rapidly evolve, CHROs will require new and broader skill sets that allow them to tackle the changes and challenges of today's disruptive times.

Insights from "The New Role of the CHRO in the Age of Disruption" by Darren Raycroft #hrexecutive #humancapital #hr #chro #humanresources

Making Sense Of The Road Ahead
transearch.com

It would be an understatement to observe that the COVID-19 global pandemic forced multinational organisations and their leaders to adjust sails and navigate around a series of unprecedented business challenges.

So comes the question of your preparedness, and that of your employer, for what comes next. "Making Sense Of The Road Ahead" focuses on the critical few elements of your business (and perhaps, your career) strategy to provide some much needed context for the decisions that may be coming your way in just a matter of months.

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Coming Down the Mountain: Coming Out Of This Crisis Stronger

Breakthrough technology, uncertainty and the unprecedented and ever-increasing speed of change demand an organisation that is a fit for the challenges of the 21st century. We are describing not just a better, but a very different kind of way to operate. An organisation built to change; one where disruption, agility and speed of learning dominate the leadership conversation.

Which brings us to the COVID-19 crisis. A crisis has three stages. Stage one: acceptance. Stage two: survival. Stage three: growth. And the winners will be? Those who come out of this crisis stronger.

Amid the veritable avalanche of "me too" advice on how to get through this crisis it is easy to overlook two central questions:

  1. "How will your business come out of this stronger?"
  2. "As a leader, how will you personally come out of this stronger?"

"Part One: Coming Down the Mountain" looks at how to come out of this crisis stronger:

  • The Three Stages of Crisis
  • Letting Go of Our Past
  • Following a Script From a Different Century
  • The New Normal
  • Coming Down the Mountain
  • Why Culture Matters
  • Next Steps
  • Appendix one: 3 X 3: Crisis, Culture and Change
  • Mindset Assessment: Will You come Out of This Crisis Stronger?

Download your complementary copy today »

Leadership: Moving Beyond The Crisis

"Leadership: Moving Beyond The Crisis" is a complementary book series, specifically aimed at enhancing how leaders respond to times of crisis.

The books cover concepts such as how to come out of this crisis stronger, culture, leadership agility and learning, what makes great teams. Also included are essential skills to enable us to start having conversations about moving forward while taking appropriate actions.

Read on for more information about the book series:

Or, Download Now

Coming Down the Mountain

Part One, Coming Down the Mountain, looks at how to come out of this crisis stronger:

  • The Three Stages of Crisis
  • Letting Go of Our Past
  • Following a Script From a Different Century
  • The New Normal
  • Coming Down the Mountain
  • Why Culture Matters
  • Next Steps
  • Appendix one: 3 X 3: Crisis, Culture and Change
  • Mindset Assessment: Will You come Out of This Crisis Stronger?

The Culture Conversation

Recognising, as we move forward, how important organisation culture is, Part Two outlines the Culture Conversation:

  • The Culture Carriers
  • Look, Listen, Learn
  • The Building Blocks
  • Culture Is A System
  • Is the Organisation Managing Its Culture?
  • What Makes the Business Special?
  • One Culture or Many?
  • Measurement
  • Strategy Versus Culture
  • A Team of Teams
  • Without Leadership You Ain't Got Much
  • The Orxestra Change Model
  • Culture Assessment

Leadership, Learning and Agility: The Way Of The Dolphin

Part Three explores the need for leadership agility and what that implies: Leadership Agility and Learning - The Way of the Dolphin:

  • Agility is a Way to Think
  • Bass and the Shark
  • Agility and Speed of Learning
  • The Way of the Dolphin
  • Conclusion
  • Assessment: How Good a Coach Are You?

Great Organisations Are Built Around Great Teams

Drawing on the reality that tomorrow's organisation will be a team of teams, Part Four examines what it means to be an outstanding team - Great Organisations Are Built Around Great Teams:

  • Who We Were is Who We Are
  • It's All About Culture
  • Organisational Lessons from Nature
  • The Organisation of Tomorrow
  • Building a Great Team
  • Team Assessment

When the Trees Get Bigger and the Forest Gets Deeper - It's Time To Sharpen Your Saw

Part Five moves beyond leadership as a philosophy and drills down into essential skills - When the Trees Get Bigger and the Forest Gets Deeper, It's Time to Sharpen Your Saw:

  • Are You The Leader They Need?
  • Assessing Your Organisation's Leadership Balance
  • If Ever There Was a Time to Listen - It’s Now
  • The Listening Tree
  • To Lead Is To Care
  • 50 Ways To Say You Care - In a Covid World
  • If You Are Not Living Your Own Story, You Are Living Someone Else's
  • Resilience Assessment

Download your complementary copy of "Leadership: Moving Beyond The Crisis" from TRANSEARCH Downloads.