Creating and Perpetuating an Ethical Workplace: The Board’s Role

What defines a “good place to work”? Employees want to be
respected. They want their ideas to be heard. They want clear expectations and
goals to meet or exceed. They want to be rewarded for their hard work and
dedication. And, perhaps most of all, they want to work for a company they can
trust. Providing these workplace components creates happy employees, encourages
good work, inspires loyalty, and ultimately leads to long-term success.

The first step to achieving all of the above? Ensuring the company’s
culture is centered on good character. Acting ethically—doing right by customers
and employees, and being clear and up front about individual and company
actions—is the most important building block in developing a positive culture
and solid reputation.

Company culture and company success are two sides of the same
coin. When employees feel supported, heard, and respected—when a good company
culture is lived and transmitted—they’re more likely to come up with creative
ideas, to care about solving problems, and to remain motivated. This leads to success
with customers, which in turn rewards employees, reinforcing the culture and creating
a virtuous, self-sustaining cycle. Culture can truly make or break a company.
Pay, benefits, and customers may draw people in, but it is the culture—the very
core of a company, what it stands for and how it operates—that will keep employees
or turn them away.

So, what role can a board play in promoting company culture?
How does a board support the adoption and enactment of ethical behavior?

First, the board must support and contribute to the creation
of strong teams. Is the board hiring the right people? How can you be sure? One
essential way is to incorporate ethics and behavioral elements into the vetting
and selection process of our teams. Be sure to ask the right questions; rather
than simply asking what someone has achieved, also ask “how?” What drove their
decision-making, and what effects did that have on outcomes? Were there any tradeoffs
or compromises made during this process? Growing a business is never easy, but
choosing leaders with good character is essential to ensuring that ethical
behavior is built into teams’ DNA and the decision framework. It all starts
from the top.

Second, the board must set expectations that employees will
be offered certain resources that teach and reinforce a culture of ethics to
and in employees. Ethics training must be mandatory but also engaging, which will
enable employees to understand the importance of ethics and good character and
then live it, not just parrot obvious responses. Interactive training, whether
it be digital or in person, should facilitate discussion and incorporate
real-life scenarios and dilemmas into its program.

An ethical workplace doesn’t stop at training. There must be
a visible system in place for team members to escalate concerns. Does the
company have an ethics hotline? Who monitors the hotline? Are management and
other relevant parties checking to make sure it’s being used? How are they
making sure that everyone knows how and when to use it? If it is never used, it
may indicate that employees are afraid to escalate issues.

The board should ensure that management  always communicates to employees that they
have access to the information they need about policies and procedures. Employees
should know what conduct is expected of their role, and also understand how the
company’s written code of conduct applies to their work life. Ensure that refresher
training is readily available and accessible, that employees are instructed to escalate
issues when necessary, and that they understand there is no threat of
retaliation if they do so.

The third step is reinforcement. Accountability must be
demanded from leadership by the board. Is there a review system in place to
make sure top executives continue to follow the code of ethics? How can the
board encourage ethical behavior? CACI established a board-level culture committee
that is assigned to oversee management’s efforts to foster and institutionalize
our culture at all levels of the company.

We also created and institutionalized our own award for
ethical behavior to acknowledge and positively reinforce actions that align
with our culture of good character. Our ethical culture is made visible in many
ways, including through our robust community volunteering program, called “CACI
Cares,” and our support of veterans through several nonprofit organizations. I
am very proud of CACI’s strong and generous presence in both our nation and our
neighborhoods through volunteerism and charitable giving.

Now, renew, repeat, reinforce. To be successful, a culture of
good character must be a priority from the top down. Everyone must put in
effort to ensure that it exists and persists. Make it a key piece of every
single business decision the board makes—where to invest, who to hire, what
policies to implement. At CACI, we expect the same ethical behavior from our
suppliers and even our customers. Turning away from doing business with
unethical organizations might cost the company in the short run, but it has
certainly paid off for us over time.

Finally, it is the board’s duty to ensure that leadership and
others in charge of decision-making not only understand but embrace the
culture. It won’t always be easy, but the board decides who remains in positions
of power—and who doesn’t. Acting ethically establishes trust, both with
employees and with customers. And if you show customers that your company can
be trusted, they will continue to give you their business. Creating an environment
where individual and organizational character is the expectation, not the
exception, will ensure long-term success.

Michael A. Daniels is
a director of CACI International. He also serves on the boards of the Northern
Virginia Technology Council, Two Six Labs, Mercury Systems, and Blackberry.

Cybersecurity: AI to the Rescue?

It’s no secret that the technology industry is prone to overhyping
the latest, greatest, shiny new thing. Sometimes technology lives up to the
hype (cloud computing), and sometimes, well, not so much (blockchain).

And then there are the technologies that are impossible to overhype. Artificial intelligence (AI) is this kind of technology. Over the next five to ten years, we’re going to see AI and machine learning penetrate virtually all aspects of business, not to mention fundamentally change the way we work and live. From medical diagnoses to contract reviews and self-driving automobiles, AI will change everything.

A Cute Puppy Will Change the World

What we see today from AI—applications like chatbots and
virtual agents for customer service—is only a hint of things to come. These
applications have launched AI into what I call its “cute puppy” phase. CEOs and
other executives think it’s cute when they see a chatbot work, but it’s worth
equating the chatbot with witnessing Alexander Graham Bell’s first telephone
call—it’s pretty neat, but to the casual observer the ramifications may not be
readily apparent. Bell’s “cute” telephone wound up changing life as we know it,
acting as a catalyst eventually for the creation of the internet, smartphones,
satellite communications, and many other things in our connected world. AI will
cause a similar global transformation.

Directors need to understand this parallel to Bell and the
telephone because the effective adoption of AI will be a competitive
determinant similar to the adoption of e-commerce 20 years ago: those that
adopt the technology early and do it well will thrive, and those that don’t
will be left in the dust by a burgeoning megacompany because they didn’t adapt.
And, while virtually every functional area of the typical enterprise stands to
be transformed by AI, cybersecurity is one of the areas that stands poised to
reap enormous benefits in the near term.

How AI Transforms Cybersecurity

When we look at the critical issues in cybersecurity—the
skills shortage, the complexity of securing digital assets caused by technology
overload, the need to manage every employee (not to mention every director) as
a potential security threat, and the fact that security teams have to be
perfect while the bad guys only have to be right once—AI can potentially solve
all of them.

As a point of illustration, let’s look at how cybersecurity
teams currently manage threat detection and response. Typically, an
organization will have lots of security technologies in place that generate
alerts when they detect something suspicious. Most of these alerts are false
positives—that is, things that look suspicious but really aren’t. This approach
causes “alert overload,” where so many alerts are generated (tens of thousands
in some cases) that security teams simply cannot investigate them all, which
creates a “needle in the haystack” problem where alerts of legitimately bad threats
get lost amid the sea of false positives.

Now, imagine a world where AI manages the entire threat detection
and response process. The alert overload problem is no longer an issue, because
AI can scale to investigate and respond to every last alert within your
company’s unique architecture. Beyond that, AI learns every time it sees an
actual threat and can use that knowledge to forecast how future threats will
look. Finding the needle in the haystack is a near-impossible task for humans, but
it’s relatively trivial for AI.

This is just one simplistic example of the impact AI will
have on cybersecurity. There is a dark side to AI as well—the bad guys will use
it to create ever more sophisticated and elusive attacks. But when we look at
the lopsided “arms race” today, where the bad guys get to start the 100-meter
dash 99 meters down the track, AI will at least make it a fair race, where
everyone starts at the same line.

Living Up to the Hype

There are a number of hurdles that must be cleared before AI
can realize its potential in the cybersecurity sphere, or any other area of
business, for that matter. There are no standard AI architectures today, no
regulations (there will be), no transparency into technology vendor algorithms
so there is no way to validate how their AI is making decisions (which raises
the specter of two AI systems arguing with each other), and there are not
enough data scientists. We also haven’t really focused on securing AI itself; there
are already algorithm manipulation attacks underway, which is a problem that
must be stopped dead in its tracks.

But, as with e-commerce, the benefits of AI are so profound
that these initial hurdles will be cleared, and cleared quickly. So, when we
look at solving today’s problems with cybersecurity, will AI live up to its
hype? The vote here is a resounding yes—the technology really is that
transformative.

Greg Baker is the vice president and general manager of Cyber Digital Transformation at Optiv.

Realizing the Value of Generational Diversity on Boards

As the topic of boardroom diversity has gained prominence over the
years, considerable attention has been given to the value that women and
minority representation can bring. For the most part, however, generational
diversity hasn’t been discussed as much as other forms of diversity. This
situation has recently started to change.

The 2018 US Spencer Stuart Board Index indicated that independent directors of S&P 500 companies are 63 years old on average. It also reported that 17 percent of new directors were age 50 and younger in 2018, up slightly from 16 percent the previous year. What is driving this trend? The Index indicates that some boards may be bringing on younger directors to obtain specialty skill sets and diverse perspectives. Others may be seeking not only to obtain particular skill sets but also to gain insight into what motivates customers and employees within certain demographic groups.

New Director Differences

It’s becoming clear that introducing more generational diversity
into the boardroom is a priority, and that doing so may bring new perspectives,
unique skills, and varied backgrounds into the board’s oversight role. But, if
not managed properly, adding directors with different experiences and
perspectives may not be as successful as hoped. For some time, new directors
were automatically exposed to either their own boards or nonprofit boards
through their C-suite experience. This often gave them an intrinsic understanding
of the role of the board as well as a good sense of the information they would
need from management in order to perform their roles.

As the search aperture widens beyond the C-suite, candidates may
hold positions that are two or three layers down from the CEO or lower—or, they
may come from academia, the military, government, or other nontraditional
sources. This means they may not have had previous exposure to how corporate boards
operate. Even though less-tenured directors can bring extremely desirable
skills and capabilities, they may not be as familiar with the role of the board
in terms of governance—particularly, the nuances of oversight versus
management. Without this understanding, they can sometimes struggle to find
their voices and to deliver meaningful insights. This suggests that more
education and better onboarding may be required in order to enable new board
members to contribute effectively.

Leading Practices for Generational
Inclusivity

A first step in optimizing the contributions of directors of all
ages is simply recognizing that there may be perceptual and experiential differences
among different cohorts, and that some may be less savvy about the workings of
a board than others. Mentorship
and coaching are initial ways to bridge these differences, with more-tenured
directors offering guidance to new directors on what is expected of them in a
governance role. This includes suggesting strategies for adding value, such as how
and when to lean in and add perspective.

Targeted committee assignments are another way
of including less-tenured directors. For example, consider a new director who
is deeply experienced in technology but less so in finance. The audit
committee, which often has responsibility for overseeing technology risk, may
invite that director to take a lead role on technology
strategy or cybersecurity. This type of assignment can provide newcomers with
an opportunity not only to showcase their strengths, but also to gain valuable
insight into areas where they have less experience. There may also be
opportunities outside the boardroom to invite members to offer their
perspectives, such as meeting with employee councils or customer focus groups
to explore talent strategies, product development, or consumer trends. Offering less-tenured directors specific,
well-defined opportunities to add value within a more informal setting, such as
a committee or working group, can help them form connections and feel more
comfortable in larger meetings of the full board.

Although targeted assignments can be helpful in creating
an inclusive culture, directors should bear in mind that newcomers can feel demoralized if they perceive that they’ve been brought in to “check
a box” or if they are only valued for a specific attribute. Every director, regardless of age or experience level,
should be valued for their ability to offer broad business insights as well as
specific expertise. Accordingly, it is important
not to let conscious or unconscious biases color one’s perceptions. Directors
should be open to understanding each other’s experiences, skills and perspectives,
so they truly allow each person to provide their own unique value.

In terms of generational differences, this need for unbiased
openness goes both ways: one shouldn’t assume that an older person lacks
certain capabilities just as one shouldn’t assume that a younger person possesses
them. A classic example of this bias is the pervasive stereotype that older
people don’t understand technology while younger people inherently do.  

Be Intentional About Realizing
Potential

With boardroom diversity expanding today in all of its forms, performance and value of such diversity are increasingly about the “and”: It’s the skill set and the cultural fit. New members may need different ways of becoming effectively integrated onto the board than their more-tenured counterparts. As more boards intentionally pursue generational diversity for the value it might deliver, they should be equally intentional in creating an inclusive culture that allows this potential to be realized.

Deborah DeHaas is a vice chair and national managing partner, Center for Board Effectiveness, Deloitte LLP.

As used above, Deloitte refers to a
US member firm of Deloitte Touche Tohmatsu Limited, a UK private company
limited by guarantee (DTTL). This article contains general information only and
Deloitte is not, by means of this article, rendering accounting, business,
financial, investment, legal, tax, or other professional advice or services.
This article is not a substitute for such professional advice or services, nor
should it be used as a basis for any decision or action that may affect your
business. Before making any decision or taking any action that may affect your
business, you should consult a qualified professional advisor. Deloitte shall
not be responsible for any loss sustained by any person who relies on this
article. Copyright ©2019 Deloitte Development LLC

NACD Chapter Leaders Discuss Top Issues Shaping Programming

At conference tables in more than 20 cities across the
country, the volunteer leaders of NACD’s chapters have been sitting together to
discuss the topics of greatest import in today’s boardrooms. Out of those
conversations will spring more than 300 NACD chapter programs in the 2019-2020
program season, during which NACD members and guests will hear from high-level peers
and experts in panel discussions, keynote presentations, roundtable discussions,
and the like.

I recently asked five NACD chapter leaders for a sneak peek
of the top issues facing directors now and in the coming quarters, according to
their local discussions. These themes will be reflected in the new program
season, and are discussed below.

1. Innovation and change. How do you reinvent the wheel? This is a question on the mind of NACD New England chapter program committee Chair Ellen Richstone, who is currently a director of Superior Industries International, one of the largest aluminum alloy wheel manufacturers. She also serves on the boards of eMagin Corp. and Orion Energy Systems, and has served on corporate boards across eight different industries since 2003.

“Directors need to focus on innovation,” she said. “Regardless of industry, the world is changing, accelerated by technology, geopolitical factors, and economics.” Richstone gives an example from automotive supply, which is not thought of as a high-tech environment. “Just think of a wheel,” she said. “Many years ago, the wheel was a standard product. Now, we must be concerned with material sciences and design. Consumers are looking for choice, and the company must think about making these products stronger and lighter to increase fuel efficiency and reduce environmental impacts, while reducing costs overall. We also have to ask if we have the right talent capital to get the job done, and whether we have the right culture to attract and keep the right talent.”

Richstone looks forward to an upcoming chapter program showcasing New England-based companies whose products are changing the world, to be held in October, along with a variety of programs that will touch on the area of innovation and change.

2. Sustainability and purpose. Anna Catalano, co-chair of the program committee at NACD Texas TriCities chapter, agreed that innovation and disruption should be at the top of each director’s list. That said, a closely related topic that should also capture the attention of directors is the evolving importance of sustainability and purpose.

“There is a growing sentiment that business takes from people,” stressed Catalano. One of the companies she serves, Kraton Corp., has been proactive rather than reactive. “We have changed the name of the nominating and governance committee to the nominating, governance, and sustainability committee. We are discussing what we stand for, and how we are going to market,” she shared. Kraton, a publicly traded chemical company, has also published a sustainability report, a step forward for the industry. NACD Texas TriCities will offer programs on this and other leading topics in Houston, Austin, and San Antonio this season.

3. The global economy. The thread of the global economy weaves through the various issues facing directors, so much so that no company can ignore it, according to Elizabeth Camp, program co-chair for the NACD Atlanta chapter. “I sit on the boards of Genuine Parts Co., a global public company, and Synovus [Financial Corp.], a public regional bank with community banking roots. The former has a nimble supply chain, but must manage price risk. The latter has exposure to global companies and must manage the business accordingly.” So, she added, “The community is now the world. No matter the industry, you have to consider the global slowdown and tariffs.” Rooted in factors ranging from the global economy, to forces of disruption and change, NACD Atlanta’s program year will have the theme of “the future of boards” and kicks off in September with a program featuring Benjamin Pring, director of the Center for the Future of Work at Cognizant and recognized expert on leading-edge technology and its intersection with business and society.

4. Macro-level risk management. Tom Leppert, the former CEO of large companies in five different industries and former mayor of the city of Dallas, is the program co-chair for the NACD North Texas chapter. He wraps many of these topics together under the notion of macro-level risk management.

“We are good at micro risk analysis,” he said, “but we are less skilled in managing existential and macro risks. We aren’t used to dealing with them because they often had a low probability of happening, although the impact when occurring is enormous. And that probability is increasing.” Leppert currently chairs the boards of building company Austin Industries and dynamic glass manufacturer View. “I spend more than 50 percent of my time on these types of discussions. The board as a whole spends less than that, but still a significant percentage of time looking at macro risks.”

According to Leppert, the board’s role is to ensure that there is a process in place to address these forms of risk and that management has created relevant policies—with appropriate board oversight—to handle the risks. This encompasses reputational risk, both for the company and for the individual director. “I bring a public sensitivity to my work, having been a mayor and having worked at the White House,” he said. “But every one of us, whether in management or on the board, is a news article away from being a public figure.” Leppert expects that macro-risk management will be explored in several of the upcoming NACD North Texas programs, held in both in Dallas and Ft. Worth.

5. Defending capitalism. NACD Pacific Southwest chapter President Larry Taylor is focused on risk management of another kind: the role of corporate directors in our capitalist society. “We should be asking whether directors have a responsibility to protect the long-term viability of the corporations on whose boards they serve as directors,” he opined. “We must face the need to protect the capitalist system in which their corporate entities exist, operate, and earn profits because capitalism and the private sector are under fierce attack.”

According to Taylor, educating employees—particularly younger employees—about the role of the corporation in society can help them to be better informed in their own “employee activism,” making them able to defend capitalism externally as company ambassadors. Taylor believes that societal risk belongs in the risk management process, and he specifically believes that the risk to capitalism should be on the board agenda. Taylor will lead a panel on this topic at the NACD Pacific Southwest/USC Marshall Corporate Directors Symposium on November 14. The chapter will offer programs in Los Angeles, Phoenix, Las Vegas, San Diego, Santa Barbara, Santa Monica, and Reno this program year. 

In a year when NACD launches its director certification program, and directors are focused on refining their educational calendars, these and other NACD chapters will offer timely programs where you live, work, or travel this fall. To find a chapter program near you, visit here.

Kimberly Simpson is an
NACD regional director, providing strategic support to NACD chapters. Simpson,
a former general counsel, was a U.S. Marshall Memorial Fellow to Europe in
2005.

The CHRO Scorecard: Three Metrics Your Board Should Review

A chief human resource officer (CHRO) brings a unique skillset to any board. With deep knowledge of executive succession and the ability to maintain and engage individuals who execute business strategy, CHROs are an invaluable asset to corporate boards. Yet, there are only 28 active CHROs serving on the boards of Fortune 1000 companies.

Much like a chief financial officer might have to report on revenue or a chief marketing officer (CMO) on market penetration, CHROs should report to the board on specific, quantifiable metrics to show the value of their role and its impact. The CHRO’s greatest value often lies within the below fields:

1. Diversity and Inclusion: A commitment to diversity and inclusion (D&I) is apparent at many institutions today. Across North America, approximately 74 percent of corporate respondents in a recent PwC survey reported D&I as a value or priority within their organizations. Yet, to make serious progress, the drive for D&I must be underpinned commercially and financially by the board.

Numerous studies by strategic consulting
firms consistently demonstrate that heterogeneous boards and leadership teams
outperform homogeneous groups in value creation. For D&I to be truly embraced,
companies must look to the old adage that “strategy drives structure.” This
change must come from the top and be diffused throughout the company.

It is essential that the CHRO coordinate
with the CEO to ensure that cross-functional project teams have diverse
representation. A lack of quality D&I can represent a reputational risk to
an enterprise.

High-performing companies generally expect
D&I progress and enterprise goals to be a regular board topic and for the board
to hold the CEO, the CHRO, and other senior executives accountable for the
personal development of high potential diverse talent. Executive leadership
should also be familiar with the development tactics of diverse talent at
outside companies to round out the company’s succession strategy. The CHRO and the CEO should keep the board
informed of external, potential talent from diverse backgrounds while also
ensuring that its own talent development process is commensurate with the
enterprise’s needs—and competitive with others’ programs.

Another way to ensure the progress of a
company’s D&I objectives is for the compensation committee to consider
including personal incentive objectives, tying executive compensation to the
achievement of diversity goals.

When looking at how best to measure the success of D&I initiatives, consider sharing with stakeholders statistics that display the growth of high potential diverse executives in the succession pipeline and the number of senior executives mentoring diverse junior executives.

2. Culture: As Lou Gerstner states in his book, Who Says Elephants Can’t Dance?, “Culture is not the most important thing, it’s the only thing.”

While CEOs must serve as chief
culture officers, the CHRO needs to serve as the steward of cultural direction.
Corporate culture must complement the organization’s vision and its strategic
direction. Any disconnect will seriously jeopardize the prospects for future
success of the business.

As the culture steward, the
CHRO can direct staff to conduct various audits to determine if the desired
culture is being consistently embraced and followed. These audits may take the
form of individual performance reviews, random interviews with employees at
various levels, or employee surveys to determine which behaviors are being
rewarded and how these behaviors align with the desired cultural
transformation.

The CEO must require senior executives to reinforce cultural goals among their employees and call on human resources (HR) for support in embedding the messaging in company culture. Both the CEO and CHRO must have mechanisms in place to report to the board on cultural development. That said, culture change is not a quick fix. Milestones need to be set and understood widely to ensure appropriate progress is being made. An example of a milestone to evaluate would be the percentage change in annual revenue three years after introduction of a culture change.

3. Ethics: Today, as never before, corporate values and ethics have become major risk management considerations and require steadfast attention and monitoring. Recently, the business world has seen the loss of significant shareholder value stemming from sexual harassment claims, from lack of equal pay for equal work practices, and from improper management of consumer protection and rights—and the list goes on and on.

The intersection of corporate
values and the executive team’s individual actions is of paramount importance. As
with culture, senior executives must be the standard bearers of the stated
corporate values, consistently modeling and monitoring the enterprise’s values
and ethics. They may do this through small group meals or meetings with wide
ranges of employees.

A
vibrant culture is closely tied to the enterprise’s values and ethics. Any
significant misalignment risks the erosion of shareholder value through the
loss of talent, constituency confusion, and inappropriate behavior. What the
organization truly honors and rewards plays out in its day-to-day behavior. The
desired values and ethics must be lived daily from the boardroom on down
consistently with the desired culture. Otherwise, the culture will break down
and employees and constituents will become confused and disillusioned.

A CHRO may also consider utilizing
employee surveys or setting up an outside service platform for employees to air
concerns about breaks with the company’s stated ethics and values. The board as
a whole could receive periodic reports from this service and as needed, provide
feedback on matters requiring immediate attention.

Critical matters such as D&I,
culture, values, and ethics, in addition to talent development, need to be
receiving more board-level attention. The CHRO can be invaluable in making that
happen by serving up specific metrics that highlight where a company stands—and
where they need to go. Board engagement on these issues is not only good
corporate citizenship, but also serves the best interests of shareholders and corporate
longevity.

Your Employer Brand is More Important and Visible Than Ever

The employer brand is core to your organization’s ability to attract, engage, and retain top talent.  With an ever-tightening job market the best workers have greater leverage in selecting where they share their skills.  Harvard Business Review notes that a poor employer reputation can cost a 10% premium in salary per hire.   A well-structured employer brand is rooted in the company brand, strengthening and supporting an organization’s mission critical drivers through human capital management.  Career Partners International (CPI) has over 30 years’ experience harmonizing clients’ organizational and employee goals, resulting in strengthened employer brands and improved employee experiences.  The following three tactics are pivotal to nurturing a competitive employer brand.
 
Start at The Top
Building a world-class employer brand necessitates a trickle-down component.  Without buy-in and alignment in the C-Suite your organization will inevitably pull in different directions, causing internal conflict.  CPI’s expert executive coaches guide the leadership team through these challenges and better match division goals to your company mission.  When the leadership team is on the same page an organization works more cohesively and creates a bigger impact.  Employees have many driving factors, but one of the most frequently overlooked is the ability to contribute and effect change.
 
Invest in Your People
A culture of growth and development is critical to retaining valued employees.  With programs such as Career GPS™ and PowerMyWork™, CPI has created solutions designed to help employees grow and thrive.  Career management training improves engagement and retention with a strong ROI by answering questions like “How can I better utilize my skills?”, “What could my next role look like?”, and “What more can I learn to evolve in my current position and keep things interesting?”.  The effectiveness of employee development programs is increased with management training in support of these efforts.  Manager as Career Coach™ gives your managers at all levels the tools to guide career development conversations and increase tenure within the organization.
 
Support Beyond Separations
Central to employer branding is the voice of not only current employees, but former employees as well, especially in the digital age.  When courting prospective talent, a current employee who speaks well of an organization is good; a former employee that speaks fondly of the organization is great.  For those departing not of their own choice, a superior outplacement program can protect you from seeing negative feedback posted on Glassdoor, Salary.com, or the like.  CPI combines contemporary coaching techniques with class-leading technology, giving participants the ability to quickly and efficiently begin their journey to a new career.  High quality outplacement programs also show your remaining employees that their peers were respected through to the end.
 
Your employer brand is put under a microscope every day by employees and prospects alike.  Every company has an employer brand; ignoring it will not change this simple fact.  By taking the time to nurture your team and focus on developing a culture aligned with the organization’s mission your company’s employer brand is strengthened and amplified.  CPI partners with firms to build and protect their brand by strengthening human capital through all phases of the employment lifecycle.
 
 
About Career Partners International LLC.
Career Partners International was founded in 1987 and is one of the largest consultancies in the world. With over 350 offices in over 50 countries, Career Partners International is a leading provider of outplacement, career management, executive coaching, and leadership development services to clients and their employees worldwide.
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Why Different Talks Require Precise Scripts Versus General Talking Points

Talking points and full scripts each have advantages and disadvantages. Choose between them based on how precise your words need to be and your own confidence in the subject. Leverage talking points when you’re confident and can be flexible. Use a full script when your confidence is low and precision matters.
Charlie Shimanski’s first major gathering as head of the Red Cross’s Disaster Response organization and US Secretary of State Colin Powell’s presentation to the UN on Iraq’s weapons of mass destruction provide opposite examples.
Click here to read more.
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How The New Perspective On The Purpose Of A Corporation Impacts You

This past week, 181 Business Roundtable CEOs signed a new statement on the purpose of a corporation. The most important change is to take into account all stakeholders including customers, employees, suppliers, communities, and shareholders. This changes the way any corporation adopting this thinks about everything they are doing.
A lot of corporations have been following the Friedman Doctrine in which Milton Friedman suggested that “the social responsibility of business is to increase its profits.” Doing that then allows the business’s shareholders to decide which social initiatives they choose to pursue with their shares of the profits.
Click here to read more.
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Why You Should Help Your Best People Get Better Roles Working For Someone Else

When experienced leaders look back on their careers, almost inevitably their number one regret is not moving fast enough on people. For most that means not getting poor performers out of bad roles fast enough. For the most effective leaders, that also means not getting star performers into roles that are better for them fast enough.
This is counter-intuitive. Why would you ever want to get rid of your best performers? Because that’s what’s best for them when they outgrow the role.
Click here to read more.

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