Career Development


7. Understanding shifting em- ployee values “Managing the demographic changes


as baby boomers move into retirement and ‘millennials’ come up through the ranks is something no CEO should overlook or just delegate to HR. The CEO needs to un- derstand the motivations and values of his or her workforce in order to leverage orga- nizational capabilities. He or she must also know the risks involved in a less ‘loy- al’ employee base who may not, for in- stance, be as willing to move for a job as were the ‘company people’ in previous generations. The need for constant real- time feedback and sharing of information is something new. Software applications like Rypple allow CEOs a vehicle to com- municate deeply across the organization in a reciprocal manner.”


8. Operating in a world of


social media “Today’s CEO is coming to realize that


potentially all of his or her decisions and actions are broadcast in real time on com- pany blogs or on Twitter and Facebook.


Instead of being a ‘victim’ of this new ex- posure, CEOs must embrace and become part of the new media social discourse. In- deed, carefully leveraging this new medi- um instead of running away from it can do much to help tackle other challenges, such as combating negative public opinion and forging a dialogue with younger employ- ees.”


9. Driving diversity “We have now spent decades talking


about diversity, and it is now time to move from a compliance-based approach to one where we truly build (and value) diverse companies and boards. As part of their greater engagement with recruiting and talent management, CEOs will need to drive diversity in their organizations rath- er than making this an HR issue. A num- ber of countries are taking a legislative view regarding gender diversity on boards (UK and Australia), and are set to begin to mandate the percentage of female direc- tors that must be on boards. With the com- bined drivers of a renewed call for quotas and the growing business case in support


of diversity, the CEO will be expected to take concrete action steps toward creating a diverse workplace.”


10. Managing a globally dis-


tributed leadership team “A corollary to a more diverse and


more geographically diffuse management team is the complexity of actually manag- ing a team that is so spread out. Expatriate programs – in which companies send ex- ecutives abroad for experience – carry the risk of having those employees scooped up by competitors, erasing the value of the company’s investment unless you have an equally robust repatriation program. As attrition rates continue to rise for these ex- patriates, CEOs must think differently about where a division is led or who should lead it. Increasingly CEOs are thinking locally. Hiring local teams around the world has two distinct advantages - the local executives may be more likely to stay with the company and they may also be better able to compete with any local competitors who emerge on the market.” Source: prnewswire.com


African American Males: Deciding Best Careers Choices And What Their Future Holds


T


he current economic climate has generated an ill wind over the job market of the country and ham- pered decisions for African Americans, particularly


African American males, to pursue the best career choices for themselves. While many are facing the daily challenge of trying to find work when thousands are losing their jobs, others are just not happy where they are working. According to a report released by The Conference Board,


under 50 percent of American workers are satisfied with their jobs. The survey was the result of a poll that enlisted information from 5,000 households and the startling results highlighted only 45 percent of the respondents were satis- fied with their current work environment. The dissatisfac- tion by employees and the high rate of unemployment over- all creates an interesting background for African American males who continue to struggle for acceptance in the Amer-


46


ican society, especially along the path to the best career choices. The unemployment rate for African Americans is almost


double that of the general population and the best career choices for African American males are often determined by others due largely to physical characteristics versus in- tellectual qualifications. Picture this, a six foot eight Afri- can American male. Would your first thought be that this is a future doctor or scientist? Not exactly and that is part of the problem in providing an arena for them to achieve great- ness in other fields such as medicine or science where the numbers of African American males are in stark decline.


Source: articlesbase.com


www.blackeoejournal.com


The Black E.O.E. Journal


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76