Telecommunications companies are under pressure to deliver next-generation services but they encounter the sourcing of the right talent difficulty, whether in-house or externally; one of the greatest challenges is to challenge bias of being a male working domain and to close the digital skills gap; but for this, the educational system has a critical role to play in attracting women to become skilled in STEM, to ensure companies have a varied workforce, with differing viewpoints and opinions.

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Finding, retaining, and developing culturally diverse talent can certainly be challenging — especially within systems that have historically exhibited biases against various groups. Companies have to constantly look for ways not only to acquire this new and diverse talent but also to meet their needs and help them succeed in order to ensure retention.

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The attitude in which one accepts a person for what they are, challenging them to get better, placing emphasis on their qualities and skills. In implementing diversity and inclusion, we do not start from the idea of convincing people to do something, but we rather want to make them aware that there are limitations and differences between people, which can gradually be turned into opportunities.

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Of course, managing diversity is an intrinsic approach to human resources management. However, diversity management is a strategic process that can succeed only if the company’s leaders take up a collective goal and commits to the diversity strategy, agenda and targets. We need to move away from value statements and go beyond policies in order to create a culture of belonging and trust, where all employees feel free to bring their full selves to work and to contribute. 


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