With increased competition and greater globalisation, universities are continuing to reflect on whether their commitment to reflecting diversity is delivering tangible results.

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With little research being made into the makeup of effective board room work, an ability to rely on first hand experiences and observations, as well as comparative data sources becomes vital in building a successful board.

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We recently interviewed Erik Ringertz, CEO at Netlight, about modern leadership and his thoughts and hopes for the future.

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Catharina Mannerfelt, partner at Alumni and expert in board effectiveness and development, discusses the challenges that the pandemic has presented in the boardroom and the drivers for change that it highlights.

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We have probably all felt too old at some point and too young at others. Is there a perfect age? Today there is a lot of talk about ageism and it rings true from many different perspectives.

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Partners are the vital key to a professional services company’s success – be it in legal, financial, consulting or other professional fields regardless of size. It needs to attract and continuously develop the best talents available on the market. Now that companies operate in a strongly customer-focused way, this sets strong requirements for partners.

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The corporate dialogue relating to diversity and inclusion is relatively advanced, however, with the leadership ranks of the business world remaining predominantly white and male, it is important that we understand diversity holistically. Diversity in its truest sense is about so much more - it is not only about our inherent characteristics but also experiential and acquired differences.

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Hydraulic fracturing, fracking for short, holds some interesting insights for recruitment technology. It is an abstract allegory of course but that doesn’t make the topic less interesting. RecTech, data, ai and machine learning techniques in particular, are gaining ground in the recruitment and people business.

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The most important third-party data source to find new candidates outside of the existing network and internal databases of our company is LinkedIn. It’s not the only tool, but it is growing in importance. Tweaking your LinkedIn profile will go a long way in making sure you’ll be of those I or any of my colleagues call.

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In my line of work, being a researcher for an executive search and talent sourcing firm, managing risk is paramount for our Client’s success. That is why I’m making a series of blogs about how companies can mitigate, eliminate and manage risk when it comes to sourcing new talent. Since I’m based in Finland, some of the examples are from here, but everything mentioned in these blogs are applicable anywhere when it comes to people.

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Leadership or lack of it, can make or break an organisation and as such deserves to be a focus for all companies that are looking to get better at what they do. This article looks at how competent personality assessment coupled with business expertise will help to remove bias, avoid groupthink, and get the right character for the role.

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When we think of diversity in the workplace, we tend to think of the surface level attributes of gender, race, and other protected characteristics. However, truly deep diversity is about the skills and perspectives distilled from experiencing different upbringings, cultures, educational systems and careers. Truly diverse teams can challenge company strategy, products and preconceived notions with their unique viewpoints.

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