Evidence suggests that research on mentorship has been dominated by the West, and little is known about the cultural variations of the mentoring phenomenon. This book aims to provide a deeper understanding of the contextual interpretation of mentoring by focusing on the Asian experience in countries such as China, India, Korea and Taiwan.

How can I use insights from people data to develop an inclusive, engaged, high-performing workforce? What data is available and how do I collect it ethically? Data-Driven Talent Management is a practical guide for HR professionals which answers these questions. It outlines effective data collection and analysis methods as well as showing how to develop metrics and key performance indicators to support employee experience. It also provides guidance on how to build a comprehensive talent database by understanding different employee experiences, attributes, skills and journeys. In addition, there is also essential advice on how to leverage data to improve motivation and employee engagement, use data to assess different thought and work styles in the workforce and use the results to build a diverse and inclusive organization that allows all employees and the business to thrive. Full of tools, tips and frameworks and written by a professional who is implementing a data-driven approach to talent management for the US Army, the world's largest employer, this is essential reading for all mid-level and senior HR practitioners.

Gender diversity in boardrooms across India remain below the global average. This book analyses gender representation across industries and focus on the issue of low female representation by interviewing board members, executives and managers.

Providing rich insights into the journeys that women in India navigate, Dr Payal Kumar unpacks the contextual differences of women’s leadership in the Indian hospitality sector drawing comparisons between leadership barriers and enablers in India and the Global North.

TRB's Transit Cooperative Research Program (TCRP) Report 148: Practical Resources for Recruiting Minorities for Chief Executive Officers at Public Transportation Agencies provides strategies to recruit minorities for chief executive officer (CEO) positions and offers resources to assist governing boards of public transportation agencies in the recruitment of minority CEOs. The report also assesses the transit industry's recruitment processes for CEOs and provides a case for diversity that documents the benefits of minorities in public transportation leadership positions. The report also describes strategies for retaining CEOs at public transportation agencies.

Essay from the year 2016 in the subject Business economics - Operations Research, , language: English, abstract: Innovation does not occur on its own accord, rather, it must be triggered by varying factors. There is the need for the company or business entity to find, as well as foster talent. Additionally, non-technical innovation may be driven by managers, who mainly take the role of mentorship in the organization. This creates a relationship that acts as a driver to innovation in both the long-term and short-term. Talented managers have proper comprehension of the importance of relationships, wherein an emotional commitment of an individual to another has the capacity to make a difference. The quality of relationship between managers and employees would have a bearing on the capacity to leverage the relationship. Employees or knowledge workers are the major sources of knowledge and are crucial to the creation, capture, as well as sharing of knowledge in business entities. There are two types of knowledge, tacit and explicit. Explicit knowledge is expressed in numbers and words and can be easily shared and communicated in form of scientific formulae, hard data, universal principles and codified procedures. Tacit knowledge, on the other hand, revolves around personal and hard to formalize knowledge, which makes it extremely difficult to share or communicate with other people. It is also to be recognized that knowledge sharing is very crucial for knowledge management systems. It can be achieved through contributions, interactions, informal techniques and communal approach. There are questions about the elements that determine the absorptive capacity of a business entity. There are three groups of factors that are assumed to determine or have a bearing on the absorptive capacity. The first group, there are the research and development activities, second category are the prior related knowledge and the individual skills, and the third are the human resource management practices and the organizational structures. A business entity’s knowledge base also comes as a basis for the performance of the company. This means that there exists a strong relationship between the skills associated with knowledge and the performance of the corporate entity. There is a relationship between absorptive capacity and knowledge sharing. Knowledge sharing in business entities is a critical process that requires to be attained and developed at all times so as to attain sustainable advantage.