How to increase diversity through your recruitment practices[文献翻译]

How to increase diversity through your recruitment practices[文献 翻译 阿房宫赋翻译下载德汉翻译pdf阿房宫赋翻译下载阿房宫赋翻译下载翻译理论.doc ] 外文文献翻译译文 一、 外文原文 原文: How to increase diversity through your recruitment practices Jeremy Tipper Increasing diversity whilst recruiting has been one of the hot topics in the UK employment marketplace for the last couple of years. The debate has often been driven by the public sector which has been the source of much best practice,whilst in the corporate sector, legal compliance has been the primary driver behind most diversity recruiting.The introduction of The Employment Equality Regulations 2003 has made it illegal to discriminate or harass in the workplace on the grounds of sexual orientation, religion and beliefs.However, the threat of being sued should not be the backbone of your diversity policy. Economics and commercial advantage provide solid foundations for most corporate initiatives and the business case for increasing diversity via recruitment should be no different. Outlined below is a plan for developing an effective diversity recruiting strategy. 1. Know your market In order to effectively recruit from minority groups, it is important to understand your available talent market. Use internal resources to help you get to know your market place. Market research, marketing and sales departments, and corporate communications functions tend to be a rich source of information in relation to the diversity of your customer base. Learn from your sales and marketing team who, given the commercial benefit, will have developed a sophisticated strategy for attracting and retaining diverse customers. In addition, official records exist, providing further information. For example, the 2001 census can give an accurate breakdown of the minority ethnic population of Great Britain – which grew by 53 per cent between 1991 and 2001, from 3.0million to 4.6 million. While books and other materials, buildings, hardware, software and systems are key parts of organizations, people are what make the key difference. This is the first of the major changes in thinking about organizations over the last few years which I want to flag up. While technology and resources become more and more widely and quickly, if not freely, available, building an organization of people trained and motivated to deliver the highest quality of service takes immense time and effort. A focus on “the human library” seems to me to recognize the central place of people in defining and representing what these organizations are. Not the least reason for this is the recognition that the people you recruit need to be both ever more skilled and more adaptable if they are to provide the level of service required in a climate of constant change. It is tempting, perhaps, to see universities as havens of calm and predictability where everywhere else is rapid change – still centres in a turning world. But I am sure few would agree with me. Change and the pressure for change is constant. Commercial organizations increasingly recognize the need to equip their people to provide their businesses with “competitive advantage” and to maintain that advantage by making ever more rapid improvements. While the terminology and “currency” may be different –the university may talk about research rankings or competition for funding rather than bottom line profit – the need is the same: to do more for less, to push back the frontiers continually of what can be delivered to clients and customers and to maintain and enhance the quality of the service provided. 2. Build the business case The linchpin to the success of any diversity recruitment programme is to win the hearts and minds of those it will most closely impact – hiring managers. A sound commercial justification for recruiting for diversity is crucial. The diversity issue is now widely recognised in the marketplace and organisations as varied as Ford, BT, the Police and JP Morgan have all appointed senior executives as diversity directors. Most companies Industrial and Commercial Training appreciate that there is a commercial benefit to be gained by widening the candidate search to include diverse groups. Joely Wharton (ex-European head of lateral recruitment at Credit Suisse First Boston)comments: Many companies simply recruit for diversity as it is seen as “the right thing to do”. However, the commercial benefits of having a workforce with greater cultural awareness, more points of view, different approaches or best practice from different industries will lead to improvement to the bottom line. It will also generate greater respect and awareness for the individual amongst the workforce. Appointing a senior, visible diversity champion is essential. Often a company’s employment brand will not attract candidates from certain groups. Therefore both the internal culture and the external employment brand have to be changed, and the best way to achieve this is to lead from the top. Vodafone is one organisation that has a positive approach to attracting international talent across key European locations. It is conscious that it is a global business and wants its workforce to reflect this, recognising that sharing and learning about cultural differences is key to its ability to succeed on a global scale. Capital has run many recruitment projects for Vodafone, and building a diverse talent pool has been a key objective on the majority of these projects. Dr John Sullivan, head of the human resource programme at San Francisco State University, and ex-chief talent officer globally for Agilent Technologies, suggests the following key facets to the potential commercial impact (source: Diversity Recruiting by Dr John Sullivan, www.sfsu.edu):Achieving excellence through access to quality. Diverse thinking enhances evaluation and problem-solving ability, in part due to different frames of reference. Product sales. Product sales increase as a workforce reflects the interests and needs of the customer base which, for most organisations these days, is globally dispersed. Product features. Having diversity on product development teams helps ensure that products have features that are desired and can be easily utilised by more people. Advertising and marketing become more effective. Having diverse people collaborate on the design of advertising campaigns results in a more effective project, because advertisements can be understood by and reach a culturally broader audience. Globalisation. As companies become more global, it is essential that everyone thinks and acts with a broader understanding of the different ways to solve problems and sell products. Employees and shareholders. Diversity is one of the key elements that attracts and retains top performers. Also, in a changing world where more diverse people own stock, expectations for a diverse workforce increase. Customer service. Employees from diverse backgrounds understand and thus provide better service to diverse customers. Bola M. Ogun is the chair of the board of trustees at Windsor Fellowship (a charity which aims to demonstrate how a diverse population can add substantial value to the economic, social and political well being of the UK). He adds:Increasing an organisation’s diversity is crucial to ensuring that businesses (whether public sect or organisations delivering a service to the community; or a commercial company selling products or services) do not alienate any potential customers or consumers. 3. Channels to market The key to success in diversity recruitment is to widen the pool of recruits that you are targeting, and to have an effective strategy to reach your target audience. Ogun explains: The most important aspect of recruitment from a consumer’s or customer’s point of view is that the best people are recruited to do the job. Employees Table I UK population size by ethnicity in 2001 Total population Minority ethnic population Count % (%) White 54,153,898 92.1 n/a Mixed 677,117 1.2 14.6 Asian or Asian British Indian 1,053,411 1.8 22.7 Pakistani 747,285 1.3 16.1 Bangladeshi 283,063 0.5 6.1 Other Asian 247,664 0.4 5.3 Black or Black British Black Caribbean 565,876 1.0 12.2 Black African 485,277 0.8 10.5 Black other 97,585 0.2 2.1 Chinese 247,403 0.4 5.3 Other 230,615 0.4 5.0 All minority ethnic population 4,635,296 7.9 100 All population 58,789,194 100 n/a How to increase diversity through your recruitment practices Jeremy Tipper Industrial and Commercial Training are the backbone to an organisation’s competitive advantage, and if the organisation does not target mature workers, or women, or ethnic minority communities, for example, then it is a failure to use the widest talent pool available to find the best employees. Outlined below are examples of best practice to help organisations reach as wide a talent pool as possible: Communicate why you are targeting diverse employees: Ogun comments: For well-founded historic reasons, many minority groups might be suspicious of organisations’ reasons for targeting recruitment strategies at them. Organisations must take deliberate steps to counter these fears and suspicions, and clearly state that they recognise individuals’ talent, and are aiming to recruit the best people for the available roles to deliver competitive advantage. Employee referrals: there is a school of thought that employee referral programmes are actually anti-diverse in that they perpetuate the lack of diversity of the existing workforce. However, if used imaginatively they can be hugely valuable. Proactively approach employees from diverse backgrounds and ask them to support your diversity programme by referring people known to them. Also use the induction process to gather names of people from new starters’ previous employers and local communities. Think laterally about your media strategy: use both traditional and on-line media that is read by your target audience rather than stereotypical trade magazines and national press you might normally use. Use your Web site to promote diversity: highlight practical examples of diversity in your organisation (for example, case studies of employees from different backgrounds or ages) as well as the policies you have in place. Develop “evangelists” for your business on the benefits of the company’s diversity recruiting and its impact on the business. 4. Reward greater diversity recruiting Traditional measures of success in the recruiting are a lot cost and time of hiring. Most firms refuse to give recruitment agencies extra incentives for identifying diversity candidates or for successfully recruiting diverse individuals. In recruiting, “what you want done gets done faster when it is rewarded”, so measuring and rewarding recruiters for diversity hires becomes an essential element of success. Really successful companies in this field also ensure hiring managers are rewarded for great diversity recruiting. A significant portion of all individual hiring managers’ pay (between 5 and 10 per cent) should be based on diversity recruiting and retention results. In addition, senior management should have their pay based on producing results. In the challenging world of investment banking, Morgan Stanley has implemented such a strategy and its impact has been enormous on the diversity of its workforce –even in the traditionally white male-dominated environment of the trading floor. 5. An ongoing focus Recruiting for diversity cannot simply be perceived as successful, once new diverse employees have joined the organisation. Equally important is the integration and retention of a diverse workforce. Organisations need to invest time in understanding these employees’ personal drivers and motivators, which may vary significantly from existing staff. Kit Thacker, learning and development consultant at MAST International, believes that organisations should take a proactive approach to understanding and promoting diversity throughout a business and encourage all employees to value their colleagues as individuals and for the talents they have. He advocates that an organisation should: ensure its top team has bought into the need to increase diversity and understands the challenge of retaining a diverse workforce; conduct an internal audit to measure the perceptions and feelings of employees to identify any potential retention issues; consider implementing a diversity programme to address any issues arising from the audit(e.g. running a programme that can help change people’s attitudes towards diversity, ensuring all see it as positive); inserting short diversity sessions into all training programmes; raising the issue at companywide conferences; and communicate its diversity policy, and highlight how employees can raise any issues that may arise. Ogun agrees: Organisations must treat all employees as individuals, and should not make new recruits from minority backgrounds feel that they have been singled out because they are different. They must How to increase diversity through your recruitment practices provide a clear communication avenue where employees can feedback any concerns or issues they may be experiencing, so the organisation can address these. Organisations are often very fearful of having harassment or discrimination accusations raised and much energy is expended on denying the issues exist or in unnecessarily wrapping employees in cotton wool to protect them from these issues. However, more important is the approach a company takes to address issues of unfair treatment when they arise, rather than the issue itself. Capital Resource Consulting helps organizations design and execute solutions for recruitment best practice. The Windsor Fellowship is a leading educational charity that works in partnership with leading global corporations, FTSE 100 companies, leading government departments, schools, education authorities and parents to deliver personal and professional development programmes for black and minority ethnic school students, undergraduates and graduates. 资料来源:Management Research News2002(25):P47-48 二、翻译文章 译文: 怎样增加招聘方式的多样性 杰里米 招聘方式的日益多样化，一直是过去几年英国就业市场的热门话 题 快递公司问题件快递公司问题件货款处理关于圆的周长面积重点题型关于解方程组的题及答案关于南海问题 之一。这 这一直是备受关注的最佳实践来源，法律的遵守一争论往往是由公共部门驱动， 情况是多样性招募背后的主要推动力。2003颁布的就业平等条例避免了就业歧 宗教歧视。经济和商业利益为通过日益多样化的视以及工作场所中的性别歧视、 商业案例和企业招聘 计划 项目进度计划表范例计划下载计划下载计划下载课程教学计划下载 提供了坚实的基础，应该没有不同之处。下面是一个有效的多元化发展的招聘计划。 一、了解你的市场 为了有效地从少数群体招聘，了解可用的人才市场是重要的。使用内部资源，帮助你了解你的市场。市场调研、营销和销售部门、企业通信功能往往是得到丰富的基于客户的信息来源。从您的销售和营销团队中学习，谁由于商业利益，将要改进已经制定的为了吸引和保留不同客户的策略。此外，官方记录的存在，提供了进一步的信息。 二、建立商业案例 任何多样性招聘计划成功的关键是赢得人心和思想，尤其是最密切的影响 - 招聘经理。一个良好的商业招聘理由是至关重要的。招聘的多样性问题现在在市场得到了广泛认可，而且组织形式多种多样。福特、英国电信、警方和JP摩根都拥有全体董事任命的高级管理人员。大多数工业公司和商业培训机构明白，需要通过扩大搜索不同的群体获得有商业利益的候选人。乔莉沃顿商学院评论:许多公司增加招聘的多样性，只是因为它是“正确的事情”。然而，企业文化、员工的观点、不同的 方法 快递客服问题件处理详细方法山木方法pdf计算方法pdf华与华方法下载八字理论方法下载 或来自不同行业的最佳实践等多个层次的商业利益将导致底线的改善。它也将使个人的劳动力得到更多的尊重。可见任命一名高级管理人员是至关重要的。通常，一个公司的品牌不会吸引某些群体的候选人。因此，无论是内部文化和外部品牌都必须改变，而最好的实现这一目标的方式是改进最高层领导。 沃达丰是一个有一个积极的态度，主要在欧洲地区吸引国际人才的组织。这是有意识的，它是一个全球性企业，并希望它的员工结构能反映这一点，认识到共享和学习文化差异是它能够在全球范围内取得成功的关键。沃达丰在很多招聘项目上投入了资金，建设一个具有多样化的人才库已经是关键目标。 沙利文博士，是旧金山州立大学人力资源的项目负责人，以及安捷伦科技公司前首席人才官建议在全球范围内采取下列主要方式:通过实现卓越的品质、进行多元化思考和增强解决问题的能力。 产品销售。产品销售对于现今的大多数组织来说，反映了分散在全球的利益和客户群的需求。产品功能。经过产品开发团队的优化有助于确保该产品是理想的，可以很容易被更多的人使用。广告与营销变得更加有效。拥有不同的合作人能在广告活动的结果得到一个更有效的项目设计，因为广告可以被更多的人理解，并使其文化有更广泛的受众。全球化。随着企业越来越具有全球性，至关重要的是，每个人都认为，应该用一个不同的方式来解决问题并更广泛地了解和销售产品。员工及股东。多样性是吸引和留住了优秀员工的关键因素之一。此外，在不断变化的世界里，不同的人拥有更多的股票，有利于建设一个多元化的员工队伍。客户服务。来自不同背景的员工能理解不同的客户，从而提供更好的服务。 博拉米奥贡在温莎集团(慈善团体，旨在展示如何在不同的人口结构中增加经济，社会和政治的价值)董事会会议上补充说:增加一个组织的多样性是至关重要的，以确保企业(无论是对社会提供服务的公共教派、组织或者销售产品或服务的商业公司)不疏远任何潜在的客户或消费者。 三、渠道市场 多样性的招聘成功的关键是扩大市场，明确您的目标，并有一个有效的策略，以达到您的目标。奥贡解释说:招聘最重要的方面，是根据消费者或客户的观点招募优秀的员工来完成工作。如何增加你的招聘方式的多样性，通过工业和商业培训工人，妇女或少数族裔是一个组织增加竞争优势的方式，如果组织不针对那些员工就不能使用最广泛的人才库找到最好的雇员。 以下列举的例子是帮助组织达成尽可能广泛的人才库的最佳实践:对不同员工进行有目标的沟通。奥贡评论:对于有根有据的历史原因，许多少数民族员工的目标可能是进行招聘的组织能够平等的看待他们。企业必须采取谨慎的步骤来 对付这些恐惧和怀疑，并且明确表示他们认识到个人的才华，并针对拟招聘可用角色的最佳人选提供竞争优势。 员工推荐:有一种思想反映员工推荐 方案 气瓶 现场处置方案 .pdf气瓶 现场处置方案 .doc见习基地管理方案.doc关于群访事件的化解方案建筑工地扬尘治理专项方案下载 实际上是多样的，他们延续了现有人力资源的缺乏。但是，如果他们可以发挥想象力巨大的价值。主动支持和推荐来自不同背景的员工，要求他们支持知道的多样化项目。还可以使用感应过程以收集来自新雇主和当地社区的人的名字。 想想你的媒体横向战略:同时利用传统和在线方式让目标受众阅读，而不是你可能通常使用的刻板的贸易杂志和全国新闻媒体。 用你的网站推广多样性:强调组织中的实际例子的多样性(例如，对不同背景或年龄的员工进行案例研究)，以及制定和实行你的政策。公司发展的多样性招募和对业务的影响及其带来的好处为您的企业带来“福音”。 四、奖励多样化招聘 用传统措施招聘成功的关键是花费了较多的雇用成本和时间。大多数公司拒绝给招聘机构因为确定候选人或个人成功地招聘而发放各种额外奖励。在招聘活动中，“你想要的是执行时得到回报快”，所以测量和对多样性雇用招聘的奖励成为了成功的基本要素。 在这一领域真正成功的公司也确保对招聘经理们进行多样性招聘的奖励。一个招聘经理的工资(百分之五至百分之十)重要的部分应是在多样性的基础上进行招募和保留的结果。此外，高级管理人员应支付在此基础上得到的回报。在充满挑战的世界投资银行，摩根士丹利已经实施这样一个战略，其影响已在其人力资源管理，甚至在传统的以白人男性为主的交易大环境中得到体现。 五、这是一个持续的焦点 招聘的多样性，不能简单地被认为，一旦有新的不同的员工加入了该组织就是成功的。同样重要的是整合多元化的劳动力滞留。企业需要花费时间了解投资于这些员工的个人驱动程序和激励因素是否发挥了作用。萨克尔，MAST集体的学习和发展顾问认为，组织应该采取主动的方式来了解、推动整个商业的多样性，并鼓励所有员工，认可员工的个人价值。他主张，一个组织应该:确保其顶级管理团队已经理解多样性并接受保留一个多元化的员工队伍的挑战;进行内部审计，以衡量员工的看法和感受，找出任何潜在的保留问题;考虑实施分集方案， 以解决任何问题，从审计(例如运行一个程序，可以帮助实现多样性，改变人们的态度，确保所有看法是积极的)出现的问题; 将多样性会议插入到所有培训课程短;提高在全公司的会议效率，以及增加沟通的多元化政策，并强调员工如何能提出任何可能出现的问题。 奥贡认为:企业必须平等对待所有的员工，不应该让员工认为自己是因为有少数民族背景才被挑选出来，因为他们是不同的。他们必须明确如何增加你的招聘方式的多样性，通过提供一个清晰的沟通渠道，让员工可以提出任何意见或问题，关注他们可能会遇到的问题，组织就可以及时解决这些问题。组织往往害怕受到不存在的或不必要的关于骚扰或歧视的指控，并且要为此支付以保护他们的花费。但是，更重要的是公司采取的办法，是以解决不公平待遇问题为目的的，而不是问题本身。 温莎集团是资本资源顾问帮助企业设计并执行招聘方案的最佳实践。温莎团契是一个领先的教育慈善机构，是注重合作与领先的全球性公司，金融时报评出的最具实力的100家公司之一，政府部门、学校、教育部门和家长能够为黑人和少数族裔的学生，本科生和硕士生制定个人和专业发展计划。 资料来源:Management Research News2002(25):P47-48