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Many workplaces today are in the unprecedented position of having five generations working together, side-by-side. While the exact definition of each generation may vary slightly, any office or workplace today could include members from the traditionalists (born 1927-1945), baby boomers (1946-1964), Generation X (1965-1980), millennials/Generation Y (1981-1996) and Generation Z (those born in 1997 or later).

 

While most would agree that generalizations like generational buckets are helpful only to a point, multigenerational workforces challenge employers to meet a broad range of needs and expectations. Making the matter more complicated: Typical full-time and part-time positions are now being augmented with gig economy roles such as freelance, contract and temporary employment options.

Via The Learning Factor

The calls for gender balance have been going on for years, yet organisations still struggle to source, attract and retain top female talent. Changes in the basic nature of our workplaces accompanied by demographic shifts of declining and aging populations, it’s clear that recruitment practises need to be re-assessed or even completely revamped to attract and retain female talent. The days of dipping into the “old boys” network to produce candidates just like themselves should be long gone. Yet they linger. With strong business cases for gender balance highlighted by leading global organisations and large companies publicly taking the initiative at CEO level, there is still much work to done and changes to be made.

Research from Deloitte suggests that the demographic to involve more pro-actively is at middle management level. With organisations still sourcing and  interviewing candidates in traditional ways, affinity and confirmation bias play a key role in selection choices. There is no doubt that despite the wide publicised gender dividend the female talent pipeline has at best a stress fracture and in some parts a massive leak. It needs a serious fix.

Via David Hain

I joined Pinterest as the company’s first Head of Diversity in January of 2016. By the end of that year, we had hit or exceeded most of our goals, improving hiring rates of underrepresented engineers from 1 to 9% and increasing underrepresented talent from 7% to 12% in other roles. But we saw limited movement for women engineers, only increasing our hiring rate from 21% to 22%, which fell short of our goal. While higher than industry norms, this flatness was in large part due to our focus on putting more women in senior roles versus in entry-level roles (more on that later). Over the course of my first year at Pinterest, I’ve learned four key lessons about how to improve diversity from within a company:

Via David Hain

Organizations with women in top leadership positions have stronger relationships with customers and shareholders. See how to promote women's voices in business.

Via Kasia Hein-Peters, Dean J. Fusto, Mark E. Deschaine, PhD