Glossary entry (derived from question below)
English term or phrase:
where did potential candidates come from?
English answer:
from his department and other departments within the company
Added to glossary by
Yasutomo Kanazawa
Jul 10, 2016 15:04
7 yrs ago
English term
where did potential candidates come from?
English
Bus/Financial
Management
Hello everyone,
A chance to show what was possible came her way when a change-minded, newly appointed CEO of a Swiss Re business decided that although business was going well, the company could benefit from the infusion of new, more diverse talent. He opened up all the most senior management positions, encouraging everyone to apply. Success would mean being more client-centric; a diversity of viewpoints, genders, culture, education, skills, and so on was a key factor in achieving this.
Shortly before applications closed, the CEO noticed the lack of diversity in the list of candidates; virtually no women were applying for the roles. While scratching his head, he consulted with Joyn-son-Romanzina, who told him to ***look beyond his existing network***. “Women are less likely to feel qualified, even when they are,” she explained. “***You need to go out*** and tell women, and men, very specifically that they should be applying. There is no guarantee that they will get the job, but they should at least apply.”
He did just that, extending the application deadline to allow the effort to take effect. A diverse hiring team was brought on board and put through training about unconscious bias. Also, Joynson-Roman-zina was invited into the room to join the decision making to challenge any unconscious biases and to ensure an equal playing field for all.
I'm not sure where all these potential candidates came from? From other departments of the same company or were they outsiders, so to speak, from the street?
In other words, was the scenario as follows: first, the CEO wanted to promote some employees from the department where he was the CEO and then he included employees from other departments in the list of potential candidates? Or did he include total outsiders (people who didn't work in the company at all) in the list?
Thank you.
A chance to show what was possible came her way when a change-minded, newly appointed CEO of a Swiss Re business decided that although business was going well, the company could benefit from the infusion of new, more diverse talent. He opened up all the most senior management positions, encouraging everyone to apply. Success would mean being more client-centric; a diversity of viewpoints, genders, culture, education, skills, and so on was a key factor in achieving this.
Shortly before applications closed, the CEO noticed the lack of diversity in the list of candidates; virtually no women were applying for the roles. While scratching his head, he consulted with Joyn-son-Romanzina, who told him to ***look beyond his existing network***. “Women are less likely to feel qualified, even when they are,” she explained. “***You need to go out*** and tell women, and men, very specifically that they should be applying. There is no guarantee that they will get the job, but they should at least apply.”
He did just that, extending the application deadline to allow the effort to take effect. A diverse hiring team was brought on board and put through training about unconscious bias. Also, Joynson-Roman-zina was invited into the room to join the decision making to challenge any unconscious biases and to ensure an equal playing field for all.
I'm not sure where all these potential candidates came from? From other departments of the same company or were they outsiders, so to speak, from the street?
In other words, was the scenario as follows: first, the CEO wanted to promote some employees from the department where he was the CEO and then he included employees from other departments in the list of potential candidates? Or did he include total outsiders (people who didn't work in the company at all) in the list?
Thank you.
References
| Refs./Comments |
Taña Dalglish
|
Change log
Jul 12, 2016 04:23: Yasutomo Kanazawa Created KOG entry
Responses
+1
1 hr
Yasutomo Kanazawa
Japan
Japan
Works in field
Japan
Scientia est potentia
Native in: Japanese 
Works in: English to Japanese, German to Japanese, Italian to Japanese, and 3 more.
Related KudoZ points
:
16
Selected
from his department and other departments within the company
There were no outsiders hired for these senior managment positions, since there is no mention of hiring, head-hunting or placing ads for recruiting new people from the outside, i.e. people who didn't work at the company at all in the section for A Tale of Two Chief Diversity Officers.
All these applications were from employees of this company.
All these applications were from employees of this company.
Peer comment(s):
| neutral |
philgoddard
: It doesn't say where they come from. It could be inside or outside the company.
1 hr
|
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Thank you very much for your comment.
|
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| agree |
acetran
16 hrs
|
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Thank you very much!
|
4 KudoZ points awarded for this answer.
Comment: "Thank you, Yasutomo-san."
Reference comments
2 hrs
Taña Dalglish
Jamaica
Jamaica
Native in English
&
English
Works in field
Jamaica
Translating the Ideas Behind the Words
Native in: English (Variant: British)
Works in: Spanish to English, English to Spanish, French to English, and 2 more.
Reference:
Refs./Comments
He opened up all the most senior management positions, encouraging everyone to apply. (I take this to mean that both incumbent members, other persons for departments within the company and outsiders too were encouraged to apply)
While scratching his head, he consulted with Joynson-Romanzina, who told him to look beyond his existing network.“ (It is assumed that the network entailed those in insurance/reinsurance, and therefore, the strategy was to look outside these areas, whether other companies, and other areas, whether Business Administration, Communication, etc. etc. I personally do not get the sense that diversity was confined to departments within Swiss Re at all but went far beyond that).
http://www.swissre.com/about_us/smarter_together/diversity/D...
Swiss Re Group CEO Michel Liès**** told the audience that diversity can be a common denominator for success. "At Swiss Re, we strive to diversify our risks both on the asset and on the liability side of our business. Ensuring the greatest diversity of assets and liabilities allows us to make our business model efficient. So why wouldn't we apply the same principle to our most important asset – our people?"
***Former Swiss Re Group CEO was Michel Liès (now CHRISTIAN MUMENTHALER is the Group Chief Executive Officer)
http://www.swissre.com/about_us/smarter_together/diversity/
Other possible reports to check:
http://reports.swissre.com/2015/servicepages/downloads/files...
http://reports.swissre.com/corporate-responsibility-report/2...
--------------------------------------------------
Note added at 2 hrs (2016-07-10 18:00:27 GMT)
--------------------------------------------------
klp: More...
http://reports.swissre.com/corporate-responsibility-report/2...
See pages numbered 60-63:
Our 2015 Employee Engagement
Survey tells us that our employees are
positive about Swiss Re’s open and
inclusive culture, and see the value we
place on diversity (favourable score of
76%, nine points above the industry
average). But we have set our sights on
reaching a top-quartile performance
level and, to achieve this, we need to
do more.
Advancing gender equality
Over the last four years, Swiss Re has
made progress in increasing gender
balance at senior management level. To
accelerate this trend, we stepped up our
commitment in 2015 by joining forces
with EDGE, Economic Dividends for
Gender Equality (www.edge-cert.org),
to pursue a rigorous gender equality
assessment. Based on our commitment
to assess ourselves and act on the
findings, in 2015 we received the firstlevel
EDGE certification for our
Switzerland-based operations. We are
using the insights we gained from EDGE
to develop a global gender equality
strategy, with a special focus on women
in leadership.
[more...] You can read report
While scratching his head, he consulted with Joynson-Romanzina, who told him to look beyond his existing network.“ (It is assumed that the network entailed those in insurance/reinsurance, and therefore, the strategy was to look outside these areas, whether other companies, and other areas, whether Business Administration, Communication, etc. etc. I personally do not get the sense that diversity was confined to departments within Swiss Re at all but went far beyond that).
http://www.swissre.com/about_us/smarter_together/diversity/D...
Swiss Re Group CEO Michel Liès**** told the audience that diversity can be a common denominator for success. "At Swiss Re, we strive to diversify our risks both on the asset and on the liability side of our business. Ensuring the greatest diversity of assets and liabilities allows us to make our business model efficient. So why wouldn't we apply the same principle to our most important asset – our people?"
***Former Swiss Re Group CEO was Michel Liès (now CHRISTIAN MUMENTHALER is the Group Chief Executive Officer)
http://www.swissre.com/about_us/smarter_together/diversity/
Other possible reports to check:
http://reports.swissre.com/2015/servicepages/downloads/files...
http://reports.swissre.com/corporate-responsibility-report/2...
--------------------------------------------------
Note added at 2 hrs (2016-07-10 18:00:27 GMT)
--------------------------------------------------
klp: More...
http://reports.swissre.com/corporate-responsibility-report/2...
See pages numbered 60-63:
Our 2015 Employee Engagement
Survey tells us that our employees are
positive about Swiss Re’s open and
inclusive culture, and see the value we
place on diversity (favourable score of
76%, nine points above the industry
average). But we have set our sights on
reaching a top-quartile performance
level and, to achieve this, we need to
do more.
Advancing gender equality
Over the last four years, Swiss Re has
made progress in increasing gender
balance at senior management level. To
accelerate this trend, we stepped up our
commitment in 2015 by joining forces
with EDGE, Economic Dividends for
Gender Equality (www.edge-cert.org),
to pursue a rigorous gender equality
assessment. Based on our commitment
to assess ourselves and act on the
findings, in 2015 we received the firstlevel
EDGE certification for our
Switzerland-based operations. We are
using the insights we gained from EDGE
to develop a global gender equality
strategy, with a special focus on women
in leadership.
[more...] You can read report
Note from asker:
| Thank you, Taña. |
| Thank you again, Taña. |
Peer comments on this reference comment:
| agree |
AllegroTrans
52 mins
|
|
Thank you Allegro.
|
|
| agree |
acetran
14 hrs
|
|
Thank you.
|
Discussion
page 42 of the pdf (A Tale of Two Chief Diversity Officers)