Showing posts with label Management. Show all posts
Showing posts with label Management. Show all posts

Wednesday, December 09, 2015

Article: 9 Reasons Your Employees Secretly Hate You


9 Reasons Your Employees Secretly Hate You
http://www.inc.com/jessica-stillman/9-reasons-your-employees-secretly-hate-you.html

Related topics: Employment, Emotional Intelligence, Emotions

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Onesimo Alvarez-Moro

Thursday, January 29, 2015

Why diversity matters | McKinsey & Company

New research makes it increasingly clear that companies with more diverse workforces perform better financially.

We know intuitively that diversity matters. It’s also increasingly clear that it makes sense in purely business terms. Our latest research finds that companies in the top quartile for gender or racial and ethnic diversity are more likely to have financial returns above their national industry medians. Companies in the bottom quartile in these dimensions are statistically less likely to achieve above-average returns. And diversity is probably a competitive differentiator that shifts market share toward more diverse companies over time.

While correlation does not equal causation (greater gender and ethnic diversity in corporate leadership doesn’t automatically translate into more profit), the correlation does indicate that when companies commit themselves to diverse leadership, they are more successful. More diverse companies, we believe, are better able to win top talent and improve their customer orientation, employee satisfaction, and decision making, and all that leads to a virtuous cycle of increasing returns. This in turn suggests that other kinds of diversity—for example, in age, sexual orientation, and experience (such as a global mind-set and cultural fluency)—are also likely to bring some level of competitive advantage for companies that can attract and retain such diverse talent.

See full Article: Why diversity matters | McKinsey & Company

Monday, August 25, 2014

How to stop businesses behaving badly


Forty of the 100 largest economic entities in the world in 2012 were corporations, not countries, according to business consultants Global Trends. The sheer size of multinational enterprises (MNEs) leads many citizens to worry that they will abuse their economic power and political influence. This is not a new concern, and in fact was one of the reasons the OECD produced its Guidelines for Multinational Enterprises in 1976. The original Guidelines were published as an Annexe to a Declaration on International Investment and Multinational Enterprises. At the time, much of the pressure to create some kind of framework for MNE activities came from the firms themselves.

After the Second World War, government intervention in the economy was direct and widespread, through nationalisations and strategies designed to build strong national champions in key domains. At the same time, today’s highly integrated, globalised economy was starting to emerge, and companies at the forefront of the process wanted reassurances that their investments abroad would be safe and government regulation would not constrain them too much.

See full Article: http://oecdinsights.org/2014/06/26/how-to-stop-businesses-behaving-badly/

Sunday, August 24, 2014

Corporate Social Responsibility: Emerging good practice for a new era


Are global companies improving their environmental, social and governance performance? There is good reason to be optimistic, though there is much work to be done.

Some 93% of the world’s largest 250 companies now publish annual corporate responsibility reports, almost 60% of which are independently audited. That means companies from sectors as diverse as financial services, information technology and consumer goods to oil, gas and mining making billions of dollars of public commitments to help solve societal challenges.

Yet, the negative headlines persist, fuelled by reports of sweat-shops in low-income countries producing cheap goods for OECD markets, fatal tragedies such as the collapse of the Rana Plaza garment factory in Bangladesh in 2013 and the Turkish mining disaster in 2014, and catastrophic environmental accidents. Moreover, the legacy of the global financial crisis, concerns about corporate tax practices and challenges such as youth unemployment and climate change have forced corporations to lift their sights further above the bottom line and to judge their performance against wider social goals. Economic growth must now be more inclusive and more sustainable. The onus is on firms to produce more jobs, products, services and infrastructure for more people, while putting more emphasis on decent work and fairness, and less strain on natural resources. .

It is in this context that the field of Corporate Social Responsibility (CSR) has matured over the past decade. Progress has been driven by a combination of evolving global guidelines, increased stakeholder expectations and more demanding corporate disclosure requirements. Voluntary action by corporate leaders themselves has also played a role, both individually and collectively, to embed CSR into core business practices, account publicly for performance, and scale up impact. CSR has become as central to some businesses as, say, accounting or human resource management. Yet, this progress is happening at neither the speed nor scale needed to drive the type of systemic change that is required to address social and environmental challenges.

See full Article: http://www.oecdobserver.org/news/fullstory.php/aid/4369/Corporate_Social_Responsibility:_Emerging_good_practice_for_a_new_era.html

Saturday, August 23, 2014

Corporate leaders: Your supply chain is your responsibility



On 24 April 2013 the Rana Plaza, a commercial building and garment factory in Dhaka, Bangladesh, collapsed, claiming some 1,130 lives and injuring thousands more. The shock was felt globally. How could this happen? Who was to blame? If the building was not fit for purpose, why was it being used? How could such a disaster be prevented from happening again?

The Rana Plaza produced garments for sale, mostly in OECD countries, including by well-known brands. The disaster was a jarring reminder of the need to strengthen the corporate responsibility of such firms over their entire global supply chains. Alas, Rana Plaza was not an isolated incident: from industrial fires to toxic gas leaks, not to mention mining disasters, the world has piled up an embarrassingly long list of industrial and other business disasters involving unnecessary loss of life over the past century. The textile industry and manufacturing in poor countries such as Bangladesh feature strongly on the list. A lack of corporate responsibility is to blame for many of the incidents. It should not be that way.

If there was a silver lining to Rana Plaza, it is the impressive mobilisation of stakeholders in the wake of the disaster to prevent such a tragedy from happening again. Representatives from industry set up the Bangladesh Accord on Fire and Building Safety, an association of 150 apparel corporations, as well as the Alliance for Bangladesh Worker Safety, which represents 26 retailers. Both initiatives are committed to inspecting and repairing garment factories to assure safe working conditions in Bangladesh.

See full Article: http://www.oecdobserver.org/news/fullstory.php/aid/4366/Corporate_leaders:_Your_supply_chain_is_your_responsibility.html