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Diversity

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Take advantage of the potential of older workers

Take advantage of the potential of older workers

The global population is aging. However, companies still have trouble fully capitalizing on their over-fifty workforce. How can you elicit the full potential of older workers?
210a – Synthèse (8 p.) Diversity
Gender diversity for better performance

Gender diversity for better performance

Beyond ethical considerations, how can you capitalize on the complementary leadership styles of men and women to reinforce organizational performance?
196a – Synthèse (8 p.) Diversity
Generation Y at work

Generation Y at work

The attitudes of the youngest generation to enter the workforce reflect a profound sociological shift. Understanding this generation better is essential to work with younger employees more effectively.
180a – Synthèse (8 p.) Talent management
Reintegrating the graying workforce

Reintegrating the graying workforce

Older employees have long been left on the sidelines of the labor market. As the age pyramid shifts, the ability to reintegrate the graying population into the workforce will become a major performance issue.
155a – Synthèse (8 p.) Diversity
Motivating and retaining younger generations

Motivating and retaining younger generations

The younger generations to enter the labor market often leave managers and their coworkers at a loss. How to overcome the generation gap and take full advantage of these newcomers to the work force?
145a – Synthèse (8 p.) Diversity
Develop gender diversity in management

Develop gender diversity in management

How to break through the "glass ceiling?" Top leadership positions will be truly open to women only if all operating practices in the company are completely revisited.
134a – Synthèse (8 p.) Executive team
Manage cultural differences

Manage cultural differences

Specific cultural characteristics have an impact on the competitive standing of a business. How to adapt company practices to capitalize on national cultural differences?
54b – Synthèse (8 p.)
The multicultural company

The multicultural company

What are the main intercultural differences when it comes to management? How to take advantage of these differences?
29b – Synthèse (8 p.)
National culture and behaviors

National culture and behaviors

A study of IBM employees from 50 countries identifies the impact of national culture on behavior. What lessons can be drawn in terms of management practices?
28b – Synthèse (8 p.)
Rehabilitating sensitivity within the company

Rehabilitating sensitivity within the company

A high level of sensitivity is rarely well regarded in the workplace. Yet this way of operating has numerous advantages. How can we give highly sensitive persons the room they require?
304a – Synthèse (8 p.) Emotional intelligence

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