engage magazine issue 002 \\\\\\\'06 - Page 55

CORPORATE DNA 55 Capital Consulting Numbers, numbers, numbers: when I meet HR directors for the first time, I make a point of asking about the composition of the workforce. Disturbingly few have a handle on this – if I had a pound for the number of times I received a loss of eye contact, shrug of the shoulders, or guesstimate figure in response, I would be very rich. HR people – please obtain an employee database, use it to understand your people profile and communicate this to management commercial perspective – addressing where, for example, they will find and how they will secure tomorrow’s managers. To do so, they will need to reassess their competency frameworks to ensure that they are up-to-date and fullycomprehensive rather than written and designed for white, western males aged 25-34 Middle managers: much is said about senior-level leadership / ownership / role modelling. I agree these are all important, but the critical population is middle management: those managers who are in touch with – communicating and resonating with – the majority of the workforce. To be effective, any change programme needs middle managers on board Men: yes, the issue of attracting and retaining women is paramount. There is arguably however an underlying current of men in organisations who want to break free from the long hours, presenteeism culture associated with output and success. We need to look at retaining key male talent in a flexible and creative way Andy Warhol: age diversity is about Finally, go fishing: there is truth in the expression “give a man a fish, feed him for a day – show him how to fish, and you feed him for life” and we should focus on sharing our endeavours and successes. I still come across HR directors who are desperate