In his second look at diversity issues, Eric Shepherd reveals how you can make a more diverse work environment work for everybody
The case for workplace diversity is compelling. Organizations that encourage a more diverse workforce enjoy higher employee retention rates, innovation, and profitability. No wonder forward-looking organizations embrace diversity with genuine enthusiasm.
Sadly, diversity is harder to achieve than it sounds. Recruiting a diverse workforce representing various ethnicities and worldviews sets the stage for developing a competitive edge. The secret is to get people from disparate backgrounds to work together efficiently. Diversity and inclusion is a balancing act, where respect for diversity and embracing inclusion are equally important.
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Few would dare to argue against the view that diversity in the workplace is a good thing. But if you were in any doubt, Eric Shepherd gives you eight reasons why your organization needs to take the subject seriously.
Advances in technology have revolutionized how we work and interact. Conferencing tools enable us to work with colleagues, customers, and vendors all over the world without ever leaving our office. Demographic shifts have made teamwork increasingly multicultural. Research by the consulting firm McKinsey found correlations between financial performance and diversity in teams.
Predicting the future is a popular, especially at the start of the year. But how do we know which predictions might come true? And how can we get better at it? Eric Shepherd looks into his crystal ball.
"Prediction is very difficult, especially if it's about the future!" said Niels Bohr, the Nobel laureate in Physics and father of the atomic model, and social scientists seemed to agree. As if to prove Bohr's point, the eminent physicist Stephen Hawking admitted in later years that some of his early predictions about the universe were not entirely correct.
Despite the difficulties inherent in planning for the future, humans are the only species on the planet that make deliberate long-term plans. We’re strongly motivated by the desire to contain the risks that we associate with the uncertainties of future events.
A trawl through Google reveals many messages warning us that robots are set to wipe out the human race. Eric Shepherd explains what's here, what's coming and the benefits for us.
It seems we are both suspicious and scared of what we imagine they may become. Never mind of the contributions of robotics already. Their abilities to diffuse bombs. Or the robot’s use in farming to increase crop yields. Or even their use in pharmacies improving on the accuracy of medical prescriptions. It’s therefore probably time to redress the balance and take a more realistic vision of what robotics can accomplish. Especially now that robots have landed in the workplace.
You can’t afford to be part of a faceless organization in the new world of work. That’s why tomorrow’s highflyers will use talent as their brand. Martin Belton reveals more.
The world hates faceless organizations. If, for some reason, you at all doubt that, type the phrase into Google check out the comments. But if you’re keen for a reference it’s worth looking up the brilliant trend curator and keynote speaker Rohit Bhargava and his lectures on the very subject.
Traditionally, the way to overcome that facelessness was to create a strong organizational brand. Marketing experts have long wrestled with the subject. But only more recently have they recognized that an organization’s talent is also a key constituent of that brand.
AI is presenting amazing new opportunities for organizations. But it also adding new layers of complication to planning, managing and engaging workforces. Eric Shepherd suggests employee engagement centers can be the answer.
For organizations to stay competitive and relevant in the 4th industrial revolution, they will have to automate to catch up and get ahead. In the age of advanced analytics, data analysis, robotic process automation, IoT, and other technological advancements, AI (artificial intelligence) has now become a must-have tool. Leadership is critical to make the most of this opportunity to maximize its full potential.
Halloween is an ancient festival and supposed to be frightening. But scarier things are coming in the shape of artificial intelligence. Martin Belton tries not to be alarmed.
Halloween is meant to be a bit scary. But fun as well. Some believe the festival originated from ancient Celtic harvest festivals and has pagan roots. Still, others believe that Halloween began solely as a Christian holiday, separate from any ancient rites.
But little on Halloween this year will match the scariness of the article recently featured in the UK national newspaper, the Sunday Times. With dextrous timing, the newspaper published a piece entitled ‘The End of Humanity?’. It pointed out that artificial intelligence is already taking over our jobs, asking if it will free us, enslave us - or exterminate us. After many a scary fact, including the assertion that that autonomous weapons are more dangerous than nuclear weapons, it concludes by suggesting ‘we all better watch out because we don't know what we're playing with when it comes to AI.
by Eric Shepherd
The history of humankind is one of continuous technological improvement. Ever since the first tool was crafted from stone and the first wheel was rolled, there have been innumerable technological breakthroughs to land us in this age of smartphones and the internet of things (IoT). However, real industrial and technological progress began in the mid-eighteenth century, and it is still in procession. Experts and historians divide this period of roughly 250 years into four industrial revolutions.
Automation is replacing tasks previously performed by people, changing the workplace creating new ways of working for everyone” says Martin Belton.
Organizations everywhere will benefit from embracing automation. The Executive Chairman of the World Economic Forum Professor Klaus Schwab believes the fourth industrial revolution will create new work opportunities and connect countless more people to the web. He says it will dramatically improve our efficiency as individuals and in business. These new technologies will impact all job roles, disciplines, and even challenge us about what it means to work.
On the face of it, spotting rising talent and improving performance is easy.
Yet for many organizations, this is a complex and elusive quest. Martin Belton thinks some of new business books may have hit upon why.
“Knowing what we don’t know is better than thinking we know what we don’t,” says Philip Tetlock in Superforecasting: The Art and Science of Prediction. This book was first published a couple of years ago. But it is now enjoying a new round of publicity which led me to its contents. This was a timely thought for me while I’ve been working on establishing our new model, the Talent Transformation Pyramid. More on that later because it’s also worth looking at the book’s underlying theme.
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