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   www.workforce.com June 1 - 7, 2008 Vol. 9  Issue 22    

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IN THE NEWS | More

Quick Takes...

 

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DIVERSITY IN DETROIT

» Companies Must Set Diversity Goals—Part 2 of Diversity in Detroit Report
While many people think diversity in the workplace is a numbers game—think headcounts and quotas—the truth is measuring diversity involves more than simple math. This series focuses on how one major Midwestern city, despite being beset with economic issues, is dealing with the issue of workforce diversity. Detroit’s experience can be seen as an example for other metropolitan areas.

More:

+ He to She: Eaton Corp. Helped Transgender Employee

+ Faith Groups Let People ‘Bring Their Whole Selves to Work’

+ Diversity Among Detroit’s Doctors

+ Hard Hit by the Auto Industry’s Troubles, Detroit Aims to Keep Its Young

Q & A

» Libby’s Life in HR ... So Far
Renowned people chief Libby Sartain looks back on her three decades in the profession as she exits Yahoo for a career break. One of the most recognizable names in HR, Libby Sartain talks to Workforce Management about the field she has helped shape—and what the future may hold for it.

More:

+ Seats at the Table, but Who’s Ready?

+ HR Leader Libby Sartain Leaving Yahoo as Web Giant Feels Heat from Microsoft’s Merger Bid

+ That Sartain Touch

+ Question Authority

IN THE CONTENT CHANNELS

COMP, BENEFITS & REWARDS

HR MANAGEMENT

FEATURE: Commentary: Give Young Workers the Straight Dope on Retirement Savings

FEATURE: Are VEBAs the Future of Employee Health Care?

FEATURE: Guiding the Smart, the Opinionated and the Hard to Please

FEATURE: Do You Have What It Takes to Manage Your Toughest, and Often Best, Employees?

LEGAL INSIGHT

RECRUITING & STAFFING

FEATURE: Temp Lawyers Offering a Permanent Solution

TOOL: USERRA Tip Sheet

FEATURE: Job Candidate Assessment Tests Go Virtual

FEATURE: Hiring Surge Is Draining the Overseas Candidate Pool for Some Skills

SOFTWARE & TECHNOLOGY

TRAINING & DEVELOPMENT

FEATURE: Authoria’s Talent for Talent Management Software

FEATURE: Now Showing on the Small Screen

FEATURE: Lights, Camera, Coaching

FEATURE: Leaner, but Not Meaner

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Also:

+ Human Resources

+ Recruiting & Staffing

+ Benefits & Compensation

+ Training & Development

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BLOGS | More

Fistful of Talent Asks: Recruiting Slow? The Problem's Not Your Tools...
- from the Fistful of Talent blog

Blowing Your Cool Can Be a Good Management Tool
- from the Business of Management blog

Pulling an Offer from a Disgruntled Candidate...
- from featured blog: the HR Capitalist

'Web 2.0' is Not Just About 'the UI'!
- from the Human Capitalist blog

Performance Management 2.0
- from featured blog: New Learning Playbook

Are Sales Managers Being Left Out of the Sales Compensation Loop?
- from featured blog: Compensation Force

Conservative Supreme Court Often Sides With Employees
- from the Workforce Washington blog

Overheated China Chatter From McKinsey?
- from the Global Work Watch blog


WORK VIEWS | More
Opinions, commentary and analysis on workforce management.

COMMENTARY:
Are Diversity Initiatives Obama-Proof?
If presidential hopeful Barack Obama wins, will diversity programs lose? Taking the White House might give the impression it’s OK to cut back on diversity programs.


COMMUNITY CENTER FORUMS | More
Connect with other HR professionals. Ask questions and exchange ideas—peer support is an excellent resource.

When to Go Over the VP’s Head?
- posted in the General Forum
A member writes: "Every manager, including this VP’s direct reports, have now complained regarding his management style. As the HR director, I hear everyone’s concerns and obviously typically reply with: communicate your challenges directly to him; go through chain of command; or maybe our organization is not a ‘good fit’ and you can resign if you disagree with their style of management. This VP is very defensive and truly puts the wall up when anyone tries to discuss concerns or operational issues. Nobody wants to go over his head to the president, but employees are now disengaged and I fear several may resign. I, unfortunately, report to this individual as well. I want to remain objective, but I can also see the issues. While one never wants to go over his/her boss’s head, I think I am compelled to do so. We are a small line of business, with the VP located at corporate HQ out of state and removed from this situation. Thoughts?"

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