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Each month, the Organizational Development Network shares with its members articles from a number of journals to support the advancement of our members' OD practice.
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Chair
Sherry Duda
Vice Chair
Martha Kesler
Secretary
Bevrly Patwell

Lori Blander  
Jaya Bohlmann
Marco Cassone
Sanjay Naik
Zoe MacLeod
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March 2016
BUILD YOUR TEAM
4 Ways Talent Shortages Can Affect Business
Don Charlton, Inc.
For many companies, hiring trends have continued in a positive direction, which means there's more competition for quality candidates. It's important to keep standards high, and talent benchmarking can help to ensure that your future employee pool stays productive. Still, there are a few hurdles to overcome when seeking top-tier employees. Here are some early signs of talent shortages, and what you can do about it.

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The Science of Building a Scalable Sales Team
Mark Roberge, Harvard Business Review
When I came to HubSpot five years ago, I had never run a sales team, so I didn’t know the conventional techniques that sales managers use. Instead, I relied on my background as an MIT-trained engineer to create a system of hiring and development that relies on metrics and quantitative analysis.
Five years later, my team is now 200 employees strong. We’ve acquired 7,000 new customers for HubSpot, placing the company as the #33 Fastest Growing Company in America on the Inc. 500 List. It has been a fun, stressful, and fulfilling experience.

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How Simple Team Huddles Can Make a Business Better
Bain Insights, Forbes
There’s a direct link between employee advocacy—loving the job and the workplace—and customer loyalty. Employees become advocates only when they feel that they have the autonomy to learn and grow and that their company really cares about their perspective.
Among some entrepreneurial companies whose employees do go the extra mile, a common feature is a regular employee huddle. By huddles, I don’t mean staff meetings but rather regular peer-to-peer discussions, usually no more than 15 to 30 minutes daily or weekly, designed to support a self-directing, self-correcting workforce. Supervisors participate, but they don’t run the show.

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OD IN THE WORLD
3 Men Leading the Fight for Equality
Darrah Brustein, Entrepreneur
The battle for women’s rights has come a long way over the years, at least in Western nations. Yet, on average, women earn considerably less than men in virtually every occupation. With the wage gap looking increasingly like a wage chasm, it’s easy to place the blame on the male gender, but this is not always fair.
Take a look at three successful men dedicated to supporting female-led businesses while pushing forward the conversation that surrounds gender equality.

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Wipro's Chief Learning Officer on the Future of Learning and Career Development
Jacob Morgan, Forbes
When we think of the future of work, “learning and careers” are oftentimes two things that immediately spring to the front of the discussion. Will we have careers or jobs in the future? How will learning continue to evolve? To help answer all of those questions and more I’m joined by Abhijit Bhaduri, the Chief Learning Officer of Wipro. Wipro has almost 170,000 employees around the world in IT services. Since Abhijit is the Chief Learning Officer for such a large company, I thought he would be the perfect person to speak with around how learning is evolving and what the future of our careers is going to look like. In his role, he prepares all of the employees in the company for the future so they can be “future ready.”
DIVERSITY AND CULTURE
A Culturally Diverse Workforce Could Be a Boon to Your Business
Mariah DeLeon, Entrepreneur
Embracing diversity in your organization isn't just the right thing to do. It may be good for your bottom line.
Each year, Diversity Inc. selects the organizations for its Top 50 Companies for Diversity list, and the organization's research shows that more diverse companies are more profitable. "Expressed as a stock market index," the 2014 winners that were public companies "beat the Dow Jones Industrial Average on a one-, three- and five-year basis," Luke Visconti, Diversity Inc.'s CEO, wrote.

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The Importance of Creating Cultural Diversity
Valamere Mikler, Institute of Organization Development
In recent years, tremendous attention has been directed towards the importance of creating cultural diversity within organizations. Although growth in gender differences and racial identity of most cultures has taken place in societies, there is still a struggle related to the implementation of cultural diversity which has delayed progress in a workplace setting.  When it comes to the workplace and interacting with people from different cultures, this struggle can be overcome through leaders with strong cross-cultural leadership skills. 
4 Ways to Create a More Diverse Workplace
Zoe Henry, Inc.

There's an astonishing lack of diversity in tech, as the data consistently shows.

Candice Morgan, the first-ever head of diversity at Pinterest, says companies should take a cue from Dr. Martin Luther King Jr.: 

"I will never forget when I was in middle school, and my principal asked me to read Martin Luther King's 'I Have a Dream' speech to my 400 classmates," Morgan told Inc. via email. "A takeaway from Dr. King is that we need to evaluate people fairly -- on what value and skill they bring to their teams." 

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How to Build a Culture of Originality
Adam Grant, Harvard Business Review
If there's one place on earth where originality goes to die, I'd managed to find it. I was charged with unleashing innovationa nd change in the ultimate bastion of bureaucracy. It was a place where people accepted defaults without question, followed rules without explanation, and clung to traditions and technologies long after they'd become obsolete: the U.S. Navy.
But in a matter of months, the navy was exploding with originality, and not because of anything I'd done. It launched a major innovation task force and helped to form a Department of Defense outpost in Silicon Valley to get up to speed on cutting-edge technology. Surprisingly, these changes didn't come from the top of the navy's command-and-control structure. They were initiated at the bottom by a group of junior officers in their twenties and thirties.

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