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;UnitOverview;;Workinpairsanddiscussthequestionswithyourpartner.;Thediagrambelowshowsdifferentfactorsthatcreateworkplacediversity.Workinpairs.Choosefivefactorsyouthinkmostimportantandgiveexplanationsforyourchoices.;Task2;GreenLifeBio-tech(GLB)isaUS-basedmultinationalcompanywhichoperatesinover30countries.TheboardmembersjustdecidedtohireanewChiefDiversityOfficer,MissJaneTreadgold,tohelpmanagetheincreasinglydiverseworkforceandsmoothitswayinglobalexpansion;Workingroups.Thechartonnextpageshowsanswerstofivework-relatedquestionscollectedfrompanelistsofamulti-generationalpaneldiscussion.Answerallfivequestionsindividually.ArethereanydifferencesbetweenyouranswersandthoseoftheGenerationY?;Economicrecoveryin2014maybeuncertain,butthebattlefortoptalentisheatingupfororganizationsintentonexpansion.Accordingtoanewly-releasedreportfromtheEconomistIntelligenceUnit(EIU),HRexecutivesseeworkforcediversityasanimportantgrowthstrategy,drivingcustomerandemployeesatisfaction.;Butthisisdiversitywithatwist.Itisnolongerjustaboutgender,race,orethnicity.Thefocushasshiftedtoaccommodatingdifferentvalues,goals,andskillswithintoday’sglobal,multigenerationalworkforce.Value-baseddiversityisforcingHRtorethinkstrategiesandincentives.Thequestionis,inwhatways?
228HRexecutivestookpartintheEIUsurvey.TheywerefromEurope,NorthAmerica,Asia-Pacific,theMiddleEast,Africa,andLatinAmerica.MorethanhalfwereC-levelexecutivesorboardmembers.50%hailedfromcompanieswithannualrevenuesofoverUS$500millionand25%hadrevenuesofUS$5billionormore.;While83%ofsurveyedexecutivesagreeadiverseworkforceimprovestheircompany’sabilitytocaptureandretainadiverseclientbase,almostthesamepercentage(80%)believethatstrategicchangesareneededtoaccommodate
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