1、中文 2955 字 ,2100 单词， 1.1 万英文字符 出处： Tipper J. How to increase diversity through your recruitment practicesJ. Industrial & Commercial Training, 2013, 36(4):158-161. 外文文献翻译译文 一、 外文原文 原文 ： How to increase diversity through your recruitment practices Jeremy Tipper Increasing diversity whilst recruiting ha
2、s been one of the hot topics in the UK employment marketplace for the last couple of years. The debate has often been driven by the public sector which has been the source of much best practice, whilst in the corporate sector, legal compliance has been the primary driver behind most diversity recrui
3、ting. The introduction of The Employment Equality Regulations 2003 has made it illegal to discriminate or harass in the workplace on the grounds of sexual orientation, religion and beliefs. However, the threat of being sued should not be the backbone of your diversity policy. Economics and commercia
4、l advantage provide solid foundations for most corporate initiatives and the business case for increasing diversity via recruitment should be no different. Outlined below is a plan for developing an effective diversity recruiting strategy. 1. Know your market In order to effectively recruit from min
5、ority groups, it is important to understand your available talent market. Use internal resources to help you get to know your market place. Market research, marketing and sales departments, and corporate communications functions tend to be a rich source of information in relation to the diversity of
6、 your customer base. Learn from your sales and marketing team who, given the commercial benefit, will have developed a sophisticated strategy for attracting and retaining diverse customers. In addition, official records exist, providing further information. For example, the 2001 census can give an a
7、ccurate breakdown of the minority ethnic population of Great Britain which grew by 53 per cent between 1991 and 2001, from 3.0million to 4.6 million. While books and other materials, buildings, hardware, software and systems are key parts of organizations, people are what make the key difference. Th
8、is is the first of the major changes in thinking about organizations over the last few years which I want to flag up. While technology and resources become more and more widely and quickly, if not freely, available, building an organization of people trained and motivated to deliver the highest qual
9、ity of service takes immense time and effort. A focus on “the human library” seems to me to recognize the central place of people in defining and representing what these organizations are. Not the least reason for this is the recognition that the people you recruit need to be both ever more skilled
10、and more adaptable if they are to provide the level of service required in a climate of constant change. It is tempting, perhaps, to see universities as havens of calm and predictability where everywhere else is rapid change still centres in a turning world. But I am sure few would agree with me. Ch
11、ange and the pressure for change is constant. Commercial organizations increasingly recognize the need to equip their people to provide their businesses with “competitive advantage” and to maintain that advantage by making ever more rapid improvements. While the terminology and “currency” may be dif
12、ferent the university may talk about research rankings or competition for funding rather than bottom line profit the need is the same: to do more for less, to push back the frontiers continually of what can be delivered to clients and customers and to maintain and enhance the quality of the service
13、provided. 2. Build the business case The linchpin to the success of any diversity recruitment programme is to win the hearts and minds of those it will most closely impact hiring managers. A sound commercial justification for recruiting for diversity is crucial. The diversity issue is now widely rec
14、ognised in the marketplace and organisations as varied as Ford, BT, the Police and JP Morgan have all appointed senior executives as diversity directors. Most companies Industrial and Commercial Training appreciate that there is a commercial benefit to be gained by widening the candidate search to i
15、nclude diverse groups. Joely Wharton (ex-European head of lateral recruitment at Credit Suisse First Boston)comments: Many companies simply recruit for diversity as it is seen as “the right thing to do”. However, the commercial benefits of having a workforce with greater cultural awareness, more poi
16、nts of view, different approaches or best practice from different industries will lead to improvement to the bottom line. It will also generate greater respect and awareness for the individual amongst the workforce. Appointing a senior, visible diversity champion is essential. Often a companys emplo
17、yment brand will not attract candidates from certain groups. Therefore both the internal culture and the external employment brand have to be changed, and the best way to achieve this is to lead from the top. Vodafone is one organisation that has a positive approach to attracting international talen
18、t across key European locations. It is conscious that it is a global business and wants its workforce to reflect this, recognising that sharing and learning about cultural differences is key to its ability to succeed on a global scale. Capital has run many recruitment projects for Vodafone, and buil
19、ding a diverse talent pool has been a key objective on the majority of these projects. Dr John Sullivan, head of the human resource programme at San Francisco State University, and ex-chief talent officer globally for Agilent Technologies, suggests the following key facets to the potential commercia
20、l impact (source: Diversity Recruiting by Dr John Sullivan, www.sfsu.edu):Achieving excellence through access to quality. Diverse thinking enhances evaluation and problem-solving ability, in part due to different frames of reference. Product sales. Product sales increase as a workforce reflects the
21、interests and needs of the customer base which, for most organisations these days, is globally dispersed. Product features. Having diversity on product development teams helps ensure that products have features that are desired and can be easily utilised by more people. Advertising and marketing become more effective. Having diverse people collaborate on the design of advertising campaigns results in a more effective project, because
