Signs of A Tight Labor Market

The job market is so hot right now that workers are 'ghosting' employers without even saying goodbye

By: Mark Abadi 

 

A notorious millennial dating practice is starting to creep into the workplace: ghosting.

 

According to The Washington Post's Danielle Paquette, employers are increasingly noticing that workers are leaving their jobs by simply not showing up and cutting off contact with their companies.

 

"A number of contacts said that they had been 'ghosted,' a situation in which a worker stops coming to work without notice and then is impossible to contact," the Federal Reserve Bank of Chicago said in a report this month cited by The Post.

 

HOW DIVERSITY OFFICERS CHANGE CORPORATE CULTURE

 

According to The Post, experts are blaming the uptick in workplace ghosting on the US labor market. Unemployment is at its lowest point in decades, and there are more job openings than there are people looking for jobs, emboldening workers to skip the awkward conversations with their bosses and move on to other opportunities.

 

"Why hassle with a boss and a bunch of out-processing when literally everyone has been hiring?" Michael Hicks, a labor economist, told The Post.

 

Predictably, experts on workplace etiquette frown upon ghosting your employers, as well as any other mean-spirited method of resigning. It's a surefire way to burn bridges and tank your reputation not just with your higher-ups, but most likely any coworkers you planned on keeping in touch with.

 

"Even colleagues who don't have a stake in it are going to see that and think, 'Wow, that's really unprofessional — that person is so immature,'" Caroline Ceniza-Levine, a career coach with SixFigureStart, told Business Insider's Áine Cain last year.

 

When people quit their jobs without notice, it's often a symptom of a bad communication between management and employees, said Caleb Papineau, an executive at the employee-survey firm Tinypulse.

 

"Quitting a job abruptly is neither good for the employee nor the employer," Papineau told Business Insider in 2016. "Employees that feel unheard and underappreciated at times can feel as if they have no choice but to leave abruptly."

 

Instead, he recommended finding time to talk to a manager rather than make a hasty, emotional decision.

 

"Have a plan, be professional, and don't burn bridges unless you have to," he said.

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Walmart pledges $2 Million to Fund Diversity Internships

Walmart pledges $2 Million to Fund Diversity Internships

The Associated Press

July 24, 2018 03:17 PM

Walmart plans to donate $2 million to two congressional minority caucus foundations to fund programs for students and young professionals.

The Bentonville-based retail behemoth said Tuesday that the Congressional Black Caucus Foundation and the Congressional Hispanic Caucus Institute will each receive three-year, $1 million grants which will go toward paid congressional internships, housing, monthly stipends, professional development and leadership training.

In a press release, the company cited statistics from the Pew Research Center that show that while non-white Americans comprise approximately 36 percent of the population, less than 20 percent of congressional representatives are people of color.

GOOGLE TO HIRE THOUSANDS IN 9 STATES

Officials from each of the foundations say internships are crucial to careers in public policy. The grants will bring Walmart's total donation to the two foundations to more than $6 million.

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Uber Exec: White Men Need To ‘Make Noise’ About Diversity

Uber exec: White men need to 'make noise' about diversity

Posted on 3/13/18

 

By: Sara Ashley O'Brien (CNN)

 

Bozoma Saint John, Uber's chief brand officer, called on white men to help diversify their workplaces.

 

"I want white men to look around in their office and say, 'Oh look, there's a lot of white men here. Let's change this,'" Saint John said at the SXSW festival on Sunday.

 

Saint John said the onus should not be on people of color to improve diversity at work: "Why do I — as the black woman — have to fix that? There's 50 of you, there's one of me. Ya'll fix it. ... Everybody else needs to make the noise — I want white men to make the noise."

 

Saint John joined Uber last June and is responsible for increasing customer loyalty. Her hire was considered a strategic move in Uber's turnaround effort: The company added a black female executive after being blasted for having a non-inclusive culture.

 

Travis Kalanick resigned as CEO later in June amid turmoil at the company.

 

Uber, like most tech companies, is working to diversify its workforce. Its first diversity report, released in March 2017, showed that Uber had no technical leaders who are black or Hispanic. Among non-technical leadership positions, 3.7% were black and 1.2% were Hispanic.

 

However, the report noted that in the 12 months prior, Uber had increased its hiring of black and Hispanic employees.

 

Uber's numbers aren't outliers when compared to other Silicon Valley tech companies, according to Saint John.

 

"The number of African Americans in Silicon Valley is dismal," said Saint John, who left her marketing leadership job at Apple Music for Uber. "It's not up to one company — it's up to the entire industry to make sure that we are moving the conversation forward. Sometimes those walls of competition need to come down so we can move the entire industry forward."

 

 

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Google Just Granted $1 Million to Increase Black Male Presence in Tech

Google Just Granted $1 Million to Increase Black Male Presence in Tech

Source: Black Enterprise

 

Google is providing a $1 million grant to the Hidden Genius Project—an Oakland-based organization dedicated to increasing the representation of black male youths in technology. The grant is provided through Google’s foundation arm, Google.org.

 

The funds were presented at “Tech Slam,” an event held in Silicon Valley that gives kids access to activities and people in computer science and other fields including music, fashion, and sports.

 

On hand at the most recent Tech Slam, was Alphabet SVP David Drummond, who hosted a fireside chat with Warriors players Andre Iguodala and JaVale McGee.

 

 

Justin Steele, a principal at Google.org wrote about the event and the grant in a blog post:

 

Coding is evolving and influencing how we think about all industries, including fashion, music, and art. But even as CS becomes more important across a wide variety of fields, millions of Black, Hispanic and female youth aren’t unlocking its benefits.

 

One reason behind a lack of representation is perception; according to our research with Gallup, students are five times more likely to take an interest in computer science if they often see people who look like them in that field. As we often say, “you have to see it to be it.”

 

I first met The Hidden Genius Project when they were finalists and then winners in our 2015 Google Impact Challenge. Since our initial $500,000 grant, they’ve reached more than 1,700 Bay Area students through their 15-month intensive CS and entrepreneurship boot camp program, as well as events and workshops exposing young black men to mentors, basic computer programming, and various careers in tech, like sports analytics and video game design.

 

“For the past five years, The Hidden Genius Project has been able to serve youth in a holistic fashion, revealing their genius throughout the San Francisco Bay Area. With a broadened vision of themselves, our Geniuses become change agents for their own lives and their communities. Thanks to the Google Impact Challenge Grant, we were able to increase our investment in program operations and expand our youth development opportunities to open an additional program site in Richmond, California,” said Brandon Nicholson, executive director of The Hidden Genius Project.

 

“Our efforts and results have positioned us to scale nationally, and additional funds from Google will help us reach our goal to provide career exposure opportunities like Tech Slam that offer entrepreneurship, leadership, and technology creation skills to youth throughout the country.”

 

 

 

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Uber Hires Tony West as the New Chief Legal Officer

Uber has hired PepsiCo’s Tony West as its New Chief Legal Officer

By Tony Romm

 

Uber has hired Tony West as its chief legal officer, filling a critical void at the ride-hailing giant as it continues to battle back a series of investigations by the U.S. government and a major lawsuit from one of its chief corporate rivals.

 

West arrives at Uber after serving as the general counsel at PepsiCo, and before that, as an assistant attorney general at the Department of Justice under former President Barack Obama. The DOJ is one of the very agencies probing some of Uber’s business activities.

 

Still, it is the first major hire for Uber’s new chief executive, Dara Khosrowshahi, who announced the appointment in an email on Friday to staff — a note that also acknowledged the litany of legal challenges facing the company around the world.

 

“As a former federal prosecutor and senior Department of Justice official in the Obama Administration, [West is] well equipped to handle the investigations into our past practices," Khosrowshahi said. "And at Pepsi, he has emphasized diversity on his team and across the company."

 

“But perhaps most importantly, Pepsi has been named one of the world’s most ethical companies 10 years in a row,” he continued. “Under Tony’s leadership, I’m confident that we will one day join this list.”

 

At the moment, Uber faces a number of federal probes — from its use of technology to avoid local U.S. regulators to allegations that company officials bribed authorities in China in order to operate there.

 

Meanwhile, the ride-hailing company remains locked in a major legal war with Waymo, the self-driving car unit at rival Alphabet, which contends that one of its former executives stole critical trade secrets and put them to use at Uber.

 

West replaces Salle Yoo, who had served as Uber’s top lawyer since 2012. Officially, he is set to start next month.

 

 

 

 

The Benefits of Workplace Diversity

The Benefits (And Challenges) Of Workplace Diversity

By: Diversity Recruiters™

 

Investments in diversity initiatives are an important first step for any business that strives to be innovative and globally competitive. 

 

Yet, many organizations continue to ignore this important fact. Companies in the Pacific Northwest continue to struggle to attract diverse talent; however, several firms have taken strategic steps that will pay big dividends down the road.

 

There are many obvious benefits (and challenges) of workplace diversity. Understanding how to navigate this tricky landscape can help organizations build comprehensive strategies to expand and grow their businesses.

 

The Benefits:
  • Different perspectives can inspire creativity and drive innovation.
  • Workplace diversity allows businesses to offer a broader and more relevant range of products and services.
  • Teams with increased diversity perform better than teams that lack diversity.
  • A diverse talent pool reduces turnover.
  • Increases opportunity for personal and professional growth.
The Challenges:
  • Focusing on only one audience / culture may prevent other cultures from fully participating.
  • Conflicting working and communication styles.
  • Different levels of maturity among team members will require skilled facilitation to optimize participation.
  • The cost of accommodating different workplace requirements can be costly.
  • Some people aren't interested in diversity.

While there are obvious challenges that must be considered prior to launching any diversity initiative, the investments will almost always be justified.

 

Diversity = innovation. 

 

Firms such as Disney and PepsiCo have been very intentional about their diversity efforts, and they have the results to prove that those investments have been worthwhile. For example, 27 percent of senior executives at PepsiCo are women, and 36 percent are people of color, according to a roadmap of the company's 10-year professional goals

 

And yes, these organizations compete and win at almost every level.

 

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Seattle Is More Diverse Than Ever Before


Seattle Is More Diverse Than Ever Before

By Tony Wright

 

 

 

 

Earlier this week, the Seattle Times published an article that stated that the city of Seattle is less white than it has ever been in modern history. The data, which was provided in the article, would prove them to be correct.

 

 

 

 

As the data above shows, in 1950, 94.2% of the city was white. In 2016, that number dropped to 64%. Or better stated, approximately 35% of the city’s demographic is now comprised of individuals from other ethnic backgrounds.

 

 

This is a big deal for a number of reasons.

 

 

First, as metropolitan areas continue to diversify, businesses will have invest more time and energy in shaping their teams to embrace the changing demographic. Firms that have shown little or no interest in establishing diversity and inclusion initiatives within their organizations may increasingly become unattractive, which may in turn make it difficult for them to keep their competitive edge.

 

 

Furthermore, by 2044, the Census Bureau predicts no one racial or ethnic group will dominate the U.S. in terms of size.

 

 

Savvy employers recognized this trend many years ago. They understand that, in order to attract and keep diverse talent, employees in upper management (to include board members, etc.) must also be diverse. Simply put, employers that visibly demonstrate a diverse management team will more than likely attract a diverse pool of candidates.

 

Some more highlights from the Census Bureau:

 

  • By 2030, 1 in 5 Americans is projected to be 65 and over.

 

  • The minority population is projected to rise to 56 percent of the total in 2060, compared with 38 percent in 2014.

 

  • By 2060, the nation’s foreign-born population will reach nearly 19 percent of the total population, up from 13 percent in 2014.

 

  • The “two or more races” population is projected to be the fastest-growing over the next 46 years.

 

It’s important for managers at all levels to understand how diversity and inclusion initiatives can support innovation. In such a crowded and competitive environment, firms who have the slightest edge may very well be those who survive in the long run.

 

 

 

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Inclusion, Interrupted? Progress and Pitfalls in Tackling Tech Bias

Inclusion, interrupted? Progress and pitfalls in tackling tech bias

By : The Drum

 

The scene has played itself out often. As has the heartbreak. The moment that a job candidate hears “we’ll be in touch” and realizes that they are not getting the job they truly want. It happens to many but is especially acute in the minority community, and an issue that HP wanted to put in full relief.

 

A powerful video, created by agency Fred & Farid, illustrated the unconscious bias African-American job candidates endure. Seeing deflated spirits and dejection is hard to watch — and though it is, in effect, advertising, the message hit home authentically, according to Lesley Slaton Brown, chief diversity officer at HP.

 

“When we tested with focus groups, feedback we received included: ‘Oh my God. This happened to me right before I got to HP’ and ‘I had to experience that, but yet I know that I met the requirements to do the work. In fact, I went against one of my friends for a particular job. I had better grades, experiences and internships, and yet, they made it to the final round and I didn’t.’”

 

The video is part of a wider campaign called Reinvent Mindsets which addresses not just race, but gender and LGBT bias — and part of a much more aggressive push by HP, considered one of the standard bearers of improving diversity, equality and inclusion in Silicon Valley. Since the launch of the first video, others have been released, painting a compelling narrative that addresses serious issues of bias, including the well-received “Dads and Daughters,” which illustrates sexism in the interview process.

 

Internally, the company continues to strategically develop its training programs around unconscious bias and looks at it like most who are waking up to the benefits of a diverse workforce: a very good business decision.

“We really wanted to raise awareness of the ingrained biases that exist in the hiring process within the industry. In particular, in the tech industry,” said Slaton Brown. “We felt like it was time for us to really go beyond just talking about it and put action to words.”

 

A problem in the pipeline?

 

Action is a key component. Progress is another. It’s clear that the tech industry’s diversity issues won’t improve overnight, but the excuse that it’s a pipeline issue, that there aren’t enough candidates of color that meet the requirements is, by and large, not exactly true, said Dr. Maya Beasley, co-founder and principal at Washington DC-based T10 Group, a diversity consultancy.

 

Speaking on Diversity in Tech: Readiness to Recruitment at SXSW, she noted that there are approximately 265,000 Americans of color, 45 or younger with bachelors or advanced degrees in computer science, math and electrical engineering as of 2013.

 

Of those people, 7% of men and 12% of women were unemployed compared to 2% of white men. Additionally, 13% of men and 16% of women of color worked in jobs unrelated to their tech degrees.

 

In Silicon Valley, according to Beasley, the tech workforce is 2.2% African-American and 4.7% Hispanic. Comparatively, 17% of the tech talent in Washington DC is African-American. Miami’s tech community is made up of 29.9% Hispanic Americans.

 

“There are areas that actually have diversity in their tech workforces,” noted Beasley. “DC, for example, is actually a larger tech workforce than Silicon Valley, so it’s not just because there’s a smaller number of people that they were able to find more people of color. These are really large tech areas. I don’t want to say that there’s no pipeline issues where we want to be, but the pipeline isn’t the explanation for where we are right now.”

 

In general, companies are not great about reporting diversity data. According to Fortune magazine, only 3.2% of companies on the Fortune 500 list gave complete data. Though the likes of Google, Facebook and Apple release demographic data, it’s clear that there is work to be done, with the demographic breakdown still tilting to a majority white workforce.

 

“They think the fact that they actually report their numbers means, ‘See? We’re trying.’ They think it makes them look better,” said Julius Pryor III, a consultant who has held high-level diversity roles at Johnson & Johnson, Coca-Cola, Abbott Labs and Genentech.

 

“There are plenty of jobs in those companies that don’t rely on having abilities to code. There are plenty of jobs in those companies that don’t rely on complex engineering skills, so what about those jobs in addition to the tech jobs?” he added, also noting that the CEO of Apple, Tim Cook, is an industrial engineer who graduated from Auburn University in Alabama and got an MBA at Duke. He spent most of his career in operations and sales, not writing code.

 

Looking outward and from the top

 

To Beasley, if an organization truly wants to tackle diversity, they should be looking outside their own walls, to people who can actually impact change, with one caveat.

 

“The diversity industry is worth about 200 billion dollars,” she said. “You’re not looking for just anyone. If you actually want to enact change, figure out who to go to, who you can talk to, who are genuinely experts, and not just self-proclaimed experts in the field of diversity because there’s such a huge variation in what you’ll get.”

 

Finding the right people outside of organizations, to shepherd the appropriate direction, is one thing, but looking inward can be just as worthwhile. According to Pryor, it all starts with leadership.

 

“The first thing that’s critically important is that you really need buy-in from the top. Organizations need to be serious about this,” said Pryor at SXSW.

 

Pryor also noted that less than 25% of Fortune 500 companies have a chief diversity officer and that, “those numbers are even smaller when you think about the tech space, especially in Northern California, Silicon Valley — and less than 6% of those people are actually reporting in to the CEO or someone really senior or in a business unit in the organization, so the perception of where this job reports to really matters.”

 

Where progress can get bogged down is in it becoming a function on HR when, in fact, diversity should influenced in the corner office.

 

“It’s not inherently disadvantageous if [the function] reports to the HR department, but the other key is to be sure that that person has respect and is able to actually influence the key leaders and the other key influencers in the organization,” Pryor said. “Oftentimes, I don’t see this happening in the way that it should.”

 

For its part, HP has strong buy-in from the top with CMO Antonio Lucio taking an aggressive and public stance on diversity and inclusion with the right support.

 

“Our corporation has the most diverse board in America,” he noted. “And diversity has been one of our key drivers in improving our overall business. Businesses, not just our own, need to address diversity as a business priority.”

 

Numbers, and accountability, matter.

 

Diverse workforces are clearly major contributors to the bottom line. For his part, Pryor has had a front row seat to tremendous success and feels that the business conversation is the right one to have beyond workforce representation, pluralism, succession plans — the tactical hallmarks of addressing diversity.

 

“If you were doing a call with analysts at an organization, you would be talking to them about earnings per share, revenue, cycle times, inventory returns, how are you connected to the market place,” noted Pryor. “That’s really what I focused on, in terms of how you drive these things forward.”

 

Indeed, Pryor pointed to a case where, during his time at a pharmaceutical company, he was able to engage African-American doctors and patients (an often ignored population) for a prostate cancer treatment that ended up with 100% market penetration within the community — even after what he called “surprising pushback” from other managers that tossed out stereotype after stereotype about the demographic.

 

“There are cases like that in every company where you have someone who is a minority — African-American, women — who have a perspective that can actually help the company drive revenue, drive market share and they’re being ignored, for the most part,” said Pryor. “People who run companies may not have that perspective and don’t see that as important. That was a specific example of how you can leverage diversity and inclusion to drive an outcome that delivers results.”

 

Intention, as it relates to hiring people of color in general, and specifically in tech, is one thing, but without accountability, the efforts can fall flat.

 

“We have a comprehensive plan,” said Lucio. “But it’s important to follow through with actions and measurement.”

 

Beasley noted that, “[It’s important to] make sure that organizations are using metrics and measuring so that they can see the change, even the small, incremental changes over time. You see the tech giants putting out diversity reports for the sake of transparency and they’re not seeing any real change. We want to see a bunch of organizations putting out the same data so we can see who is changing.”

 

Outreach and hyper-collaboration

 

One of the more troubling chestnuts in recruiting is simply around outreach. By and large, companies aren’t necessarily making the efforts to go to Historically Black Colleges and Universities (HBCU) to find talent, for example.

 

“When you get people there, they see so many capable students,” said Pryor. “They say ‘why didn’t I know about these places?’ Well, they haven’t been there before.”

 

Networks matter greatly as well. In Silicon Valley, and tech in general, the “bro” culture of white men creates closed off networks and, by extension, opportunities. Interestingly, cohorts of color may not necessarily be a good thing either.

 

Robert Murray, an Austin-based developer with deep experience in building applications for music, hospitality, fashion, finance and more, advocates for pushing the boundaries to help accelerate opportunity.

 

“It’s proven that having a more diverse team is going to build better products,” he said at SXSW. “You should be pushing through to build out your network. Create, expand and invite other people in your network.”

 

Comfort, or lack thereof, is a key consideration as well.

 

“If you have an insular network that’s primarily other people of color, unfortunately, it means you’ve got the wrong network for those jobs,” said Beasley. “In some ways, it can be helpful but you want to make sure that if, for example [as Murray noted earlier in the talk], the white boys are the ones that are tied to VCs and they’re going into meetings and coming out with a whole lot of money really quickly. You don’t want to exclude yourself from those same networks because you think that they are unwelcoming. Do what makes you uncomfortable because eventually it will pay off.”

 

Once the networks continue to grow, Pryor strongly advocates for what he calls hyper-collaboration, laid out in his book, Thriving in a Disruptive World. At its most basic level, he shows that highly collaborative teams function well together, understanding that they are on a mission, focused on goals and objectives and it’s up to each member of the team to do the best they can within the context of a culture to succeed. He noted the New England Patriots as an organization with a strong culture, where everyone understands their job and is prepared to simply do it when called upon.

 

Pryor sees that practice as useful outside in networks — and put in the work to engage the academic and corporate communities during his time at Genentech, helping to lead a consortium of companies that identified and recruited high-performing students from HBCUs such as Morehouse, Spelman, Hampton, Howard and Tuskegee. Tech companies like Cisco, HP, IBM and others pooled resources to bring students in as summer interns, providing a new lens into what is possible for the students and the companies as well.

 

“They’re going to remember the organization that supported them,” said Pryor. “If we have the right culture, they’re going to want to come to work for us.”

 

To that point, HP continues to engage the HBCU community through its HP HBCU Business Challenge, where students work to solve real-world business cases that offer prizes but, more importantly, career-building opportunities.

 

“It’s just great for us, great for them — great for the HBCUs to get their brand exposure and really showcase their students, so we’re very excited about that,” said Slaton Brown.

 

Previous pilots of the program, according to Slaton Brown, were very successful and brought a winning team of four to HP’s Palo Alto HQ, with two securing internships with the company.

 

“That’s what we want to see. It will help build our pipeline,” noted Slaton Brown. “In addition to that, we’re building relationships with the deans, with business schools, and with schools of engineering. This is not a drop in the bucket. This is a long-term relationship and partnership that we’re building.”

 

Though, to Pryor, it is still a Sisyphean task, and there is a very long way to go, the end result is obvious, especially with his experience and understanding that making a serious, measurable commitment matters.

 

“It’s not that black people are going to win and white people are going to lose — the rising tide will lift all boats. This is going to be beneficial for everybody.”

 

 

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Love Your Job? Put an Exit Plan in Place Anyways.

 

 

Love Your Job? Put an Exit Plan in Place Anyways.

This story originally appeared on Personal Branding Blog.

 

 

 

When you hate your job, you often think about leaving it. But when you are happy with your work putting an exit plan into place seems somewhat bizarre. Nevertheless, smart employees should always be prepared to quit their job tomorrow.

 

The reason is that the future is always unknowable. Just because your job satisfaction is sky-high today doesn’t mean that tomorrow your company won’t announce mass layoffs, or hire a horrible new boss, or commit an ethical transgression that you do not wish to comply with.

 

An exit plan is about giving yourself options. Our jobs are usually the only means we have of paying rent, buying groceries and supporting ourselves and our families. Job-hunting is tough and can take a long time. Being unprepared, therefore, means risking getting stuck at a workplace you’ve suddenly found you hate.

 

Convinced of the need for an exit plan but confused about its practicalities? Here’s what yours should look like:

 

  • Have Unemployment Savings

The majority of us – 63% – are one paycheck away from homelessness. The reason? A lack of savings; one-quarter of workers save nothing at all each month. For those in steady employment, this might not seem like a big deal. But what if you were made redundant tomorrow?

Make it a personal goal to have a savings account that would allow you and your dependents to survive several months of unemployment. How much you need to save depends both on your necessary outgoings (rent, bills, etc.) and the average length of time it takes someone of your position and industry to find a new job.

 

Quitting a job without another source of income guaranteed is rarely a good idea, but sometimes circumstances may force your hand. Knowing that you have emergency savings to fall back will alleviate some of the stress of these situations and give you enough time to get fully back on your feet.

 

  • Network, Network, Network

 

The widespread statistic that 85% of jobs are filled by networking may be an exaggeration, but the power of personal connections is indisputable. Professional contacts can alert you to industry openings, put in a good word for you with their employer, hire you on a freelance or contract basis, provide references and recommendations, and generally smooth your job hunting process considerably.

 

You don’t have to be actively looking for a job to be actively sourcing, building and maintaining these relationships. Keep in touch with useful business contacts. Attend relevant conferences and industry meets. Be ready to provide assistance and favors to people who could be useful to you in the future. Expand your network by soliciting introduction to new contacts from current ones.

 

In short, build a reputation as a competent, friendly and dynamic person that people want to hire and work with.

 

  • Do Your Freelance Prep

 

Thanks to the twin forces of globalization and digitization, many jobs can now be performed on a freelance or contractor basis. If that is applicable to your job, it’s worthwhile investing some time in figuring out how it would work and laying some groundwork. That could mean building good relationships with potential clients, making sure your LinkedIn page and other websites are top-notch, and gathering together suitable examples for a portfolio.

 

It may even be appropriate to dip your toe in the freelance waters by taking on some side-projects (assuming your company doesn’t prohibit this). The idea is to get everything in a place where you could easily ramp it up if necessary.

 

The same logic should apply to any side-projects you’ve got an interest in doing. If you enjoy spending your weekends making jewelry or writing science-related blog posts, explore the ways you could turn it into a money-spinner if needed. Personal businesses always require some initial capital to get going; whether for printing business cards or buying a website domain name. Covering those initial costs while employed means you wouldn’t have to worry about multiple out-of-pocket expenses when you’re not.

 

 

  • Keep Your Skills Polished

 

There are undoubtedly specific skills that help you do your job well; invest time and effort into ensuring they’re consistently honed, updated and expanded upon. Research the attributes that would be required for a job at the level above you, and start working on them now, whether in work or outside of it.

 

The internet is filled with free online courses that can teach you everything from coding to Adobe Photoshop. Take advantage of them. Not only will it benefit you in your current position, it’ll ensure your CV is kept up-to-scratch should you need to pull it out in a hurry.

 

In Conclusion…

 

It may be that you never need to use your exit plan at all. Great! You’ll benefit from the strong network, polished skills and rainy-day funds regardless. You’ll also be able to enjoy your awesome job in security and confidence, and be better placed to tackle any arising issues or rough patches with the mindset that working through it is a choice, not a requirement.

 

Exit plans are there to give you relief if things go wrong in the future, but they will also make you a better, happier and more confident employee in the present.

 

Diversity is Not About Being Different. It’s About Being Dynamic.

Diversity is Not About Being Different. It’s About Being Dynamic.

 

 

by Big Think Editors

 

The term “diversity” might be a buzz word, but it nonetheless needs to be a critical component of any business strategy. Why is this? Simply put, diversity is a driver of innovation. The world is changing rapidly. You need diverse perspectives to meet new challenges as well to understand the diversity of your customer base.

 

So says Kathy Hopinkah Hannan, National Managing Partner for Diversity and Corporate Social Responsibility at KPMG.

 

In a lesson on Big Think Edge, the only forum on YouTube designed to help you get the skills you need to be successful in a rapidly changing world, Hannan says diversity is not just about the representation or inclusion of differences. “It’s not about being different,” she says, “it’s about being dynamic.”

 

Dynamic organizations are ones that are open to new ideas and look at business models very differently, Hannan says. One example of this is what Hannan calls talent sustainability. A company can secure a talent base for the future through the implementation of longer term strategic investments in the communities they operate in. These are investments in education and development, and ultimately, people. And Hannan sees these types of investments by companies accelerating.