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Recent studies have shown that a significant number of global organizations lack the necessary talent for critical leadership positions. Companies struggle to find individuals who possess the cognitive ability, motivation, and required functional/business capabilities -- and who also have the necessary level of cultural competence. Increasing globalization, coupled with historic demographic shifts in the workforce, demand that organizations build a robust pipeline of candidates for senior-level roles who themselves bring a diversity of backgrounds and perspectives to the tasks of leadership.
Cultural competence can be defined as the ability to operate effectively in different cultural contexts, altering behaviors to reach different cultural groups. A “cultural group” could be one differentiated by age, functional area, nationality, ethnicity, organization level, gender, or any other diversity dimension that impacts the way in which individuals and teams within an organization work together to achieve their common goals. Leaders who represent a less traditional profile (e.g., do not match the gender, age, racial/ethnic, national, and/or thinking style of the majority of existing incumbents in leadership roles ) augment the cultural competence of the organization and help to make its approach to identifying and developing talent more inclusive.
This webinar will show how organizations can incorporate their commitment to diversity and inclusion into the assessment and development of managerial talent to build a diverse pipeline for senior management positions in the 21st century. It will examine ways to apply a “diversity lens” to selection and assessment of talent, as well as how to evolve new measures of talent management processes that can help to accelerate the organization’s efforts to more fully tap the energies of a diverse, global talent base.
Who Should Participate
Talent management and diversity & inclusion leaders; senior HR leaders; HR business partners; leadership development leaders
Extra Learning Material
All Registered HR.com members are also eligible for:
Talent Management Processes for a Diverse Leadership Team, A Study Conducted by ORC Worldwide Global Equality, Diversity and Inclusion Practice for Industrial Relations Counselors, Inc., 2009.
Fiona Citkin, Ph.D., and Lynda Spielman, Ph.D., Transformational Diversity: Why and How Intercultural Competencies Can Help Organizations to Survive and Thrive. Society for Human Resources Management, 2011.
The corporate sponsor as hero -- Advancing women into leadership role, Ernst & Young, 2011.
Johanna Barsh and Lareina Yee, Unlocking the full potential of women at work, McKinsey & Company.
David Livermore, Ph.D., Leading with Cultural Intelligence. AMACOM, 2010.
Legal and Compliance - Managing Employer Risk
Career and Succession Planning
Measurement and Metrics
Integrated Talent Management
Developing Organizational Leadership Capabilities
What You Will Learn
Who is Eligible
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