Wednesday, November 27, 2013

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[IWS] RAND: MANAGING DIVERSE WORK GROUPS IN THE U.S. COAST GUARD [27 November 2013]

IWS Documented News Service

_______________________________

Institute for Workplace Studies----------------- Professor Samuel B. Bacharach

School of Industrial & Labor Relations-------- Director, Institute for Workplace Studies

Cornell University

16 East 34th Street, 4th floor---------------------- Stuart Basefsky

New York, NY 10016 -------------------------------Director, IWS News Bureau

________________________________________________________________________

 

RAND

 

Managing Diverse Work Groups in the U.S. Coast Guard [27 November 2013]

by Laura Collins

http://www.rand.org/pubs/perspectives/PE110.html

or

http://www.rand.org/content/dam/rand/pubs/perspectives/PE100/PE110/RAND_PE110.pdf

[full-text, 14 pages]

 

 

Abstract

The U.S. Coast Guard recently developed and implemented policies that foster and sustain diversity to benefit mission effectiveness. A diverse workforce can enhance the responsiveness and effectiveness across the Coast Guard's broad mission scope, but differences can also divide teams to the detriment of a goal or even an entire organization. Going forward, Coast Guard leaders will benefit from specific training and guidance to bring out the best from work groups consisting of men and women of different ethnic, racial, and functional backgrounds on a daily basis.

 

KEY FINDINGS

The Coast Guard Is Developing Specific Training on How to Lead a Diverse Workforce

•This is called for by the Coast Guard's Diversity Strategic Plan, and the Military Leadership Diversity Commission report.

 

The Coast Guard Has Begun to Recruit a More Demographically Diverse Workforce

•In time, minority groups are expected to form the majority of the U.S. population. Thus these groups will be the primary areas for future Coast Guard recruitment.

•Women are outpacing men in college attendance, and it is expected that more women will be in the recruitment pool.

•Repeal of the Don't Ask, Don't Tell policy has added another demographic diversity dimension for leaders to consider.

•Front line Coast Guard workgroups are made up of increasingly diverse individuals.

 

Studies Have Assessed Performance of Diverse Teams

•Overall, results of diverse work groups tend to be mixed. Some are highly successful, while others appear to be negatively affected by the differences within the group.

•Diverse work groups have access to a variety of views, approaches, and capabilities — but how the team is organized and the example team leaders set seem to be the key factors in whether this variety is ultimately an asset or detriment.

 

Coast Guard Leaders Can Shape the Performance Outcomes of Diverse Work Teams

•Coast Guard leaders can implement certain leadership practices that help mitigate negative work group processes, and improve the performance of diverse teams.

 

RECOMMENDATIONS

•Leaders should foster positive attitudes about diversity.

•Task complexity and motivation should be a consideration when forming diverse work groups.

•Teams benefit when leaders instill a superordinate identity for diverse team members to bond around.

•Leaders should be trained to create a supportive environment for diverse perspectives, attitudes and work styles.

•Effective leadership styles for diverse groups include those who act as a positive role model, provide motivation, and align overarching and individual goals.

 

 

________________________________________________________________________

This information is provided to subscribers, friends, faculty, students and alumni of the School of Industrial & Labor Relations (ILR). It is a service of the Institute for Workplace Studies (IWS) in New York City. Stuart Basefsky is responsible for the selection of the contents which is intended to keep researchers, companies, workers, and governments aware of the latest information related to ILR disciplines as it becomes available for the purposes of research, understanding and debate. The content does not reflect the opinions or positions of Cornell University, the School of Industrial & Labor Relations, or that of Mr. Basefsky and should not be construed as such. The service is unique in that it provides the original source documentation, via links, behind the news and research of the day. Use of the information provided is unrestricted. However, it is requested that users acknowledge that the information was found via the IWS Documented News Service.

 


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[IWS] ADB: SKILLS FOR COMPETITIVENESS, JOBS, AND EMPLOYABILITY IN DEVELOPING ASIA-PACIFIC [26 November 2013]

IWS Documented News Service

_______________________________

Institute for Workplace Studies----------------- Professor Samuel B. Bacharach

School of Industrial & Labor Relations-------- Director, Institute for Workplace Studies

Cornell University

16 East 34th Street, 4th floor---------------------- Stuart Basefsky

New York, NY 10016 -------------------------------Director, IWS News Bureau

________________________________________________________________________

 

Asian Development Bank (ADB)

ADB Briefs, No. 18, November 2013

 

SKILLS FOR COMPETITIVENESS, JOBS, AND EMPLOYABILITY IN DEVELOPING ASIA-PACIFIC [26 November 2013]

http://www.adb.org/publications/skills-competitiveness-jobs-and-employability-developing-asia-pacific

or

http://www.adb.org/sites/default/files/pub/2013/skills-competitiveness-jobs-employability.pdf

[full-text, 8 pages]

 

Description

 

This policy brief draws on presentations and discussions at the ADB International Skills Development Forum held in ADB headquarters in Manila in December 2012 forum.

 

Government representatives, technical and vocational education and training institutional heads, researchers, international organizations, policy research think tanks, and private sector representatives discussed skills development for employability and sustainable livelihoods. Of special importance to the forum discussions were the presentations of major studies from five organizations on skills and jobs that were released in 2012.

 

Key Points

• Talent and skills are crucial to competitiveness of industries.

• Skills development serving clusters of different but interrelated industries can increase efficiency and sectoral competitiveness.

• Skills credentials developed and endorsed by industry are crucial for successful transition from school to work.

• Educational institutions should engage industries to jointly develop skills assessment tools which help improve jobreadiness of students.

• TVET needs to cover broader transferable skills in addition to technical skills. Formal education also needs to foster transferable skills. A longer stay in formal school can help students to acquire general and transferable skills.

• The rise of technology in manufacturing requires “gray collar” or “knowledge workers”’ for higher value-added products that enable economies to avoid the middle-income trap.

• Advanced skills are indispensable for a high-productivity economy while medium-skills workers are key for growth of labor-intensive sectors.

• Developing skills for the services sector is important for Asia to improve competitiveness in knowledge-intensive services such as financial intermediation, computer and information services, legal and technical support, and business services.

 

 

________________________________________________________________________

This information is provided to subscribers, friends, faculty, students and alumni of the School of Industrial & Labor Relations (ILR). It is a service of the Institute for Workplace Studies (IWS) in New York City. Stuart Basefsky is responsible for the selection of the contents which is intended to keep researchers, companies, workers, and governments aware of the latest information related to ILR disciplines as it becomes available for the purposes of research, understanding and debate. The content does not reflect the opinions or positions of Cornell University, the School of Industrial & Labor Relations, or that of Mr. Basefsky and should not be construed as such. The service is unique in that it provides the original source documentation, via links, behind the news and research of the day. Use of the information provided is unrestricted. However, it is requested that users acknowledge that the information was found via the IWS Documented News Service.

 


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[IWS] OECD ECONOMIC SURVEY OF GREECE 2013 & COMPETITION ASSESSMENT REVIEW [27 November 2013]

IWS Documented News Service

_______________________________

Institute for Workplace Studies----------------- Professor Samuel B. Bacharach

School of Industrial & Labor Relations-------- Director, Institute for Workplace Studies

Cornell University

16 East 34th Street, 4th floor---------------------- Stuart Basefsky

New York, NY 10016 -------------------------------Director, IWS News Bureau

________________________________________________________________________

Organisation for Economic Cooperaton and Development (OECD)

 

OECD ECONOMIC SURVEY OF GREECE 2013 [27 November 2013]

http://www.oecd.org/eco/surveys/greece-2013.htm

or

http://www.oecd-ilibrary.org/economics/oecd-economic-surveys-greece-2013_eco_surveys-grc-2013-en

[full-text, 134 pages]

or

OVERVIEW

http://www.oecd.org/eco/surveys/GRC_Overview_Eng_2013.pdf

[full-text, 38 pages]

 

 

OECD COMPETITION ASSESSMENT REVIEWS: GREECE [27 November 2013]

http://www.oecd.org/daf/competition/greece-competition-review-2013.htm

or

http://www.oecd.org/daf/competition/Greece-Competition-Assessment-2013.pdf

[full-text, 328 pages]

 

About the book

The work undertaken by the Greek authorities in recent years to reinforce competition law and the Hellenic Competition Commission, to simplify business administration and to liberalise professional services have demonstrated the political willingness to address the problem of existing regulatory barriers to competition that have contributed to holding back the economic recovery.

Through the scrutiny of legislation in key sectors of the Greek economy - food processing, retail trade, building materials and tourism - the OECD Competition Assessment Project identified 555 problematic regulations and 329 provisions where changes could be made to foster competition. The OECD Competition Assessment Toolkit was used to structure the analysis.

If our recommendations are implemented, benefits to consumers in Greece and to the Greek economy should arise in all four sectors. Throughout this report, we seek to identify the sources of those benefits and where possible provide quantitative estimates. Estimates are made on the basis of experiences of deregulation in other countries in some instances, or by relating conservative estimates of efficiency gains to the overall size of the business activity affected.

 

Press Release 27 November 2013

Greece: Structural reforms under way but more progress needed in boosting market dynamism

http://www.oecd.org/newsroom/greece-structural-reforms-under-way-but-more-progress-needed-in-boosting-market-dynamism.htm

 

27/11/2013-Greece has made impressive headway in consolidating its public finances and undertaking key structural reforms to boost productivity and enhance competitiveness. These reforms need to be implemented swiftly and in full to put Greece on a path of stronger, more inclusive growth, according to the OECD.

 

In its latest Economic Survey of Greece, the OECD says the crisis has been much deeper than expected, leading to a sharp contraction in activity that has pushed unemployment up to almost 28% of the labour force, created hardship for vulnerable social groups, and is posing risks to the sustainability of the country’s government debt.

 

Presenting the Survey in Athens, OECD Secretary-General Angel GurrĂ­a said: “For the reform efforts to succeed and be accepted by citizens, it is imperative that both the costs and the benefits of adjustment are shared fairly.”

 

He acknowledged that the country’s government debt trajectory has worsened as a result of slower-than-expected growth, despite the 2012 restructuring. 

 

“If Greek growth again disappoints, or deflation persists – even after the implementation of structural reforms - then it will be extremely difficult to reach the debt-to-GDP target of 120% by 2020. In this case, serious consideration should be given to reducing the current debt burden,” he said.

 

The Survey says accelerating and broadening the structural reform programme is essential for a sustainable recovery. It says privatisations should be speeded up, particularly in the energy sector and in railways, regional airports, ports and real estate.

 

The report recommends better targeting of benefits, including a minimum income scheme, to strengthen the safety net. Health care cuts must focus on further reducing inefficiencies while safeguarding cost-effective and critical services.

 

The OECD’s Competition Assessment of Laws and Regulations in Greece complements the Survey by recommending policies to achieve greater competition, widen consumer choice and lower prices. The Competition Assessment scrutinises more than a thousand pieces of legislation in four sectors: food processing, retail, building materials and tourism. If the recommendations are fully implemented, the benefit to the Greek economy in efficiency gains and increased purchasing power for consumers is estimated at 5.2 billion euros a year, or 2.5% of GDP.

 

The OECD is also working with Greece to reduce administrative red tape. It estimates that by lifting regulatory obstacles in a number of sectors by 25%, businesses could save around 1.8 billion euros annually, while supporting growth in productivity.

 

 

________________________________________________________________________

This information is provided to subscribers, friends, faculty, students and alumni of the School of Industrial & Labor Relations (ILR). It is a service of the Institute for Workplace Studies (IWS) in New York City. Stuart Basefsky is responsible for the selection of the contents which is intended to keep researchers, companies, workers, and governments aware of the latest information related to ILR disciplines as it becomes available for the purposes of research, understanding and debate. The content does not reflect the opinions or positions of Cornell University, the School of Industrial & Labor Relations, or that of Mr. Basefsky and should not be construed as such. The service is unique in that it provides the original source documentation, via links, behind the news and research of the day. Use of the information provided is unrestricted. However, it is requested that users acknowledge that the information was found via the IWS Documented News Service.

 


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[IWS] WorldatWork: SURVEY BRIEFS AND REPORTS 1999 TO 2013 WHICH ARE PUBLICLY AVAILABLE FOR FREE

IWS Documented News Service

_______________________________

Institute for Workplace Studies----------------- Professor Samuel B. Bacharach

School of Industrial & Labor Relations-------- Director, Institute for Workplace Studies

Cornell University

16 East 34th Street, 4th floor---------------------- Stuart Basefsky

New York, NY 10016 -------------------------------Director, IWS News Bureau

________________________________________________________________________

 

WorldatWork [The Total Rewards Association]

 

SURVEY BRIEFS AND REPORTS 1999 TO 2013 WHICH ARE PUBLICLY AVAILABLE FOR FREE

http://worldatwork.org/Content/research/html/research-home.jsp

 

[Click on Title below for access]

 

2013 Survey Briefs & Reports

Workplace Flexibility

Trends in Employee Recognition

Total Rewards Professionals’ Career Development Survey

Emerging Technology in Health Engagement

Trends in 401(k) Plans and Retirement Rewards

2013 Sales Compensation Trends Survey© Results


2012 Survey Briefs & Reports

2012-2013 Global Talent Management and Rewards Study

2012 Sales Quota Practices Study

Promotional Guidelines

Salary Structure Policies and Practices

Compensation Programs and Practices

The Evolving Compensation Function

2012 Global Sales Compensation Practices Survey© - Executive Summary

2012 Metrics and Analytics: Patterns of Use and Value

2012 Sales Performance and Technology

Retention of Key Talent and the Role of Rewards 

Total Rewards Professionals' Career Census 

Sales Compensation Practices Survey for the High-Tech Industry 

Snapshot Survey: FMLA Proposed Rules  

Total Rewards and Employee Well-Being Survey 

Private Company Incentive Pay Practices

2012 Sales Compensation Trends Survey© Results


2011 Survey Briefs & Reports

Employee Benefits Accountability and Consumerism Survey 2011

Talent Management and Rewards Study, North America

Global Sales Compensation Practices Survey©

Severance and Change-in-Control Practices

Vehicle-Related Benefits Programs

Telework 2011: A Special Report from WorldatWork

Reward Fairness

Quick Survey on Electronic Benefits Communication (U.S.)

Men and Work-Life Integration: A Global Study

Trends in Employee Recognition

Bonus Programs and Practices

Snapshot Survey: On-Site Clinics

Survey on Workplace Flexibility

HR Pay Practices Survey 2010 (U.K.)


2010 Survey Briefs

Promotional Guidelines

The Connection Between Academic Research Findings and Total Rewards Professionals

Sales Compensation Programs and Practices

The State of Performance Management

Performance Incentives and Sustaining Engagement

Compensation Programs and Practices

Global Talent Management and Rewards

Total Rewards Implementation and Integration

Organizational Culture and Total Rewards: Person-Organization Fit

The Impact of Rewards Programs on Employee Engagement

Paid Time Off Programs and Practices

The State of Work-Life 2010

Beyond Compensation: How Employees Prioritize Total Rewards at Various Life Stages

The Relative Influence of Total Rewards Elements on Attraction, Motivation and Retention

Snapshot Survey: Retirement Plan Options in the U.S.

Executive Compensation Case Studies


2009 Survey Briefs & Reports

Employee Equity Plans

Sales Incentive Plan Revisions

Weathering the Economic Downturn

2009-10 U.S. Strategic Rewards Report

Snapshot Survey: Five Questions on Health Care

Flexible Work Arrangements for Nonexempt Employees

Reward Next Practices

Severance and Change-in-Control Practices

Alignment of Strategies, Structures and Reward Programs

Implications of Employer-Supplied Connectivity Devices

Trends in 401(k) Plans

Job Evaluation and Market Pricing Practices 2009

Telework Trendlines 2009

Bonus Program Practices


2008 Survey Briefs & Reports

Company Car and Vehicle Allowances

The Power of Integrated Reward and Talent Management: 2008-09 Global Strategic Rewards Report and U.S. Findings

Global Compensation Practices

Rewarding a Multigenerational Workforce

Executive Compensation Survey Practices

Sales Compensation Practices

FMLA Practices and Perspectives

Trends in Employee Recognition

Rewards Communication and Pay Secrecy


2007 Survey Briefs

Severance and Change-in-Control Practices 2007

Attraction & Retention: The Impact and Prevalence of Work-Life and Benefit Programs

2007/2008 Global Strategic Rewards® Report and United States Findings

Private Company Incentive Pay Practices

Reward Programs: What Works and What Needs to be Improved

The Real Talent Debate: Will Aging Boomers Deplete the Workforce

State of Performance Management

Census of the Total Rewards Profession

Telework Trendlines


2006 Survey Briefs

Key Sales Incentive Plan Practices

Effectively Managing Global Compensation and Benefits

Paid Time Off and PTO Banks

The Trend Toward Employee Benefits Accountability and Consumerism

Best of the Best 2006 - Work-Family Research Summaries

Aligning Rewards with the Changing Employment Deal

State of the Work-Life Profession

Evaluating Pay Program Effectiveness

Promotional Guidelines


2005 Survey Briefs

Disaster Recovery Survey

Severance and Change-in-Control Practices

Flexible Work Schedules

Strategic Rewards and Pay Practices

The State of Electronic Communications in Compensation and Human Resources

Bonus Program Practices

Fiscal Management of Compensation

Trends in Employee Recognition 2005

Key Sales Incentive Plan Practices

FMLA Perspectives and Practices

State of the Work-Life Profession 2005

The Changing Role of Compensation

The State of Human Resources Outsourcing


2004 Survey Briefs

The Trend Toward Employee Benefits Accountability and Consumerism

Strategic Performance Measurement and Reward Systems

Global Compensation Practices

The State of Performance Management

Survey on Overtime and Exemption Changes

FASB Stock Option Exposure Draft

Employer-Sponsored Investment Advice

Pay for Performance 2003-04

Outside Director Pay and Practices


2003 Survey Briefs

Proposed Overtime Rule Changes

Variable Pay and Organizational Performance

Severance and Change-in-Control Plans

State of Employee Stock Options

Canadian Expatriate Assignments

Recognition - 2003

Stock Option Expensing - 2003

Proposed FLSA Changes

Outsourcing in Benefits and Compensation Services  

State of Electronic Communications in Comp & HR

Survey of Compensation Policies & Practices 

2003 Pre-Conference Survey

401(k) Survey

FLSA In Practice


2002 Survey Briefs

2002 Layoff Trends

Practices in The Work Experience

2002 Employee Recognition Survey

The Rewards Profession: One Year After 9/11

2002 Pre-Conference survey

The State of Employee Stock Options

Paid Time Off and PTO Banks

Stock Option Expensing Survey

Referral Bonus Survey

401(k) Survey

Retention Bonus Survey

Spot Bonus Survey


2001 Survey Briefs

Equity Programs Survey

Sept. 11 Survey

Retention Bonus Survey

Referral Bonus Survey

Sign-On Bonus Survey

Headcount Dilemma Survey

Equity Programs Survey IPOs

Role of Recognition

Elder Care Survey


2000 Survey Briefs

Alternative Medicine Survey

Spot Bonus Survey

Outsourcing Survey

Retention Bonus Survey

Online Benefits Survey

Equity Programs Survey


1999 Survey Briefs

Work/Life Survey

Referral Bonus Survey

Vendor Management Survey

 

 

________________________________________________________________________

This information is provided to subscribers, friends, faculty, students and alumni of the School of Industrial & Labor Relations (ILR). It is a service of the Institute for Workplace Studies (IWS) in New York City. Stuart Basefsky is responsible for the selection of the contents which is intended to keep researchers, companies, workers, and governments aware of the latest information related to ILR disciplines as it becomes available for the purposes of research, understanding and debate. The content does not reflect the opinions or positions of Cornell University, the School of Industrial & Labor Relations, or that of Mr. Basefsky and should not be construed as such. The service is unique in that it provides the original source documentation, via links, behind the news and research of the day. Use of the information provided is unrestricted. However, it is requested that users acknowledge that the information was found via the IWS Documented News Service.

 


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