I read a really interesting piece referencing work by Fariborz Ghadar, director of Penn State’s Center for Global Business Studies. He makes the case for sourcing and nurturing talent from different talent pools. From broadening outreach efforts and relationship to find top candidates across all dimensions of diversity, to training for managers in inclusiveness and objectivity to ensure they expose new talent to a full array of experience and opportunities, Ghadar argues that companies that fail to leverage and nurture diversity in their employee base: “will find themselves poaching talent to offset scarcities in the quantity and quality of talent in their narrow pipelines.”
Many of us often pride themselves on our ability to think outside the box.
But does this extend to how we think about talent within our workforce? When we make assessments about who is suitable for a role, do we consider the full array of functions where talented people with transferable skills could bring value and difference to our teams, regardless of whether they might take a little longer to come up to speed? Or do we simply look for people who are an easy fit?
Or to put in another way: when you make decisions or assessments of others, are you aware of your biases or of the filters you might be applying? And do you ever challenge them?
To put it simply, continuing to do the same thing with the same people might well see us miss out on new and different results.
If you look at a digest of broadband news — as I frequently do in search of story ideas — it’s clear that broadband adoption is taking off. Google search a country name and “broadband,” and you’re more than likely to get an article proclaiming that its government, grasping the economic value of high-speed connectivity, is funding, or considering funding deployment to serve both its urban and rural citizens.
With more countries making that commitment, the world is truly creating what Cisco calls the borderless network.
The digital and print versions talk about the trends going on right now -- lack of expertise, reticence of the ‘millennium generation’ to study subjects and gain skills that manufacturers need, and how all sorts of devices are coming onto the plant floor and carpeted areas to help workers do their jobs more efficiently. Read More »
Recently I was invited to a careers evening at my school, St. Georges in Ascot UK, to speak to young female students about what it is like to work in the technology sector. Each of the speakers invited was asked to prepare a 20 minute presentation on their job and the sector they worked in and then participate in a roundtable discussion with the girls so that they could ask questions. Read More »
C’mon, who doesn’t want more profits in 2012? Services now represent 40-50% of Cisco channel partners business, up from 20% five years ago. Our recently created Services Rules of Engagement offers partners a definitive roadmap on how to engage with Cisco Services and maximize your Cisco services investment.
Plus profitability programs like Cisco’s Value Incentive Program (VIP) ensure that you’re rewarded for focusing your practice on Cisco’s architectures. Stay tuned for new signup periods.
2. Helping partners help customers become one with the cloud.
To help ensure partners have a successful Year of the Cloud, Cisco’s Cloud Partner program (with three tracks) will help you prepare for growth in cloud adoption. Combine that with CloudVerse to help you build public, private, and hybrid clouds for customers and you’ve got a winning combo. You can’t lose with the intelligence of the network, the power of the data center, and the flexibility of cloud applications.
3. Work less! Programs and services to make your job easier. Read More »