Mentoring talent in IT security -A case study

Abstract Talent management is usually not well-supported by traditional curricula, because university courses are typically designed for a large number of average students and not for the few outstanding ones. In this paper, we share our experiences on running a talent mentoring program in IT security at our university. We describe the whole process from increasing awareness of IT security among students, via maintaining a community of practice where they can improve their skills, to finally connect them to well-established IT companies. We also introduce avatao, a platform to support hands-on IT security practice. Our methods could serve as a blueprint to establish a successful talent management program in IT security in a typical academic environment

The Business of Empowering Women

The goal of this business case is to inform private sector leaders about the potential impact of women's economic empowerment in developing countries and emerging markets, increase their understanding of some of the issues, challenges, and opportunities facing these women, and ultimately inspire them to action

Attracting and Retaining Women in the Transportation Industry

This study synthesized previously conducted research and identified additional research needed to attract, promote, and retain women in the transportation industry. This study will detail major findings and subsequent recommendations, based on the annotated bibliography, of the current atmosphere and the most successful ways to attract and retain young women in the transportation industry in the future. Oftentimes, it is perception that drives women away from the transportation industry, as communal goals are not emphasized in transportation. Men are attracted to agentic goals, whereas women tend to be more attracted to communal goals (Diekman et al., 2011). While this misalignment of goals has been found to be one reason that women tend to avoid the transportation industry, there are ways to highlight the goal congruity processes that contribute to transportation engineering, planning, operations, maintenance, and decisions—thus attracting the most talented individuals, regardless of gender. Other literature has pointed to the lack of female role models and mentors as one reason that it is difficult to attract women to transportation (Dennehy & Dasgupta, 2017). It is encouraging to know that attention is being placed on the attraction and retention of women in all fields, as it will increase the probability that the best individual is attracted to the career that best fits their abilities, regardless of gender

New Hampshire University Research and Industry Plan: A Roadmap for Collaboration and Innovation

This University Research and Industry plan for New Hampshire is focused on accelerating innovation-led development in the state by partnering academia’s strengths with the state’s substantial base of existing and emerging advanced industries. These advanced industries are defined by their deep investment and connections to research and development and the high-quality jobs they generate across production, new product development and administrative positions involving skills in science, technology, engineering and math (STEM)

Engineering at San Jose State University, Winter 2014

https://scholarworks.sjsu.edu/engr_news/1012/thumbnail.jp

Leveling the Playing Field: Attracting, Engaging, and Advancing People with Disabilities

People with disabilities experience significant challenges in finding employment. The participation of people with disabilities in the workforce and their median income are both less than half that of the civilian workforce. They work part time 68 percent more frequently than people without disabilities. These disheartening results persist despite the enactment of significant federal legislation aimed at making the workplace more supportive and accessible to people with disabilities. The Conference Board Research Working Group (RWG) on Improving Employment Outcomes for People with Disabilities was convened to address how to overcome these disparities. It was sponsored by the Employment and Disability Institute at Cornell University, under a grant from the National Institute on Disability and Rehabilitation Research of the U.S. Department of Education. The RWG members focused on four questions: 1) The business case: Is it advantageous for organizations to employ people with disabilities? 2) Organizational readiness: What should organizations do to create a workplace that enables people with disabilities to thrive and advance? 3) Measurement: How can success for both people with disabilities and the organization itself be determined? 4) Self-disclosure: How can people with disabilities, especially those whose disabilities are not obvious, be encouraged to identify themselves so that resources can be directed toward them and outcomes can be measured

Nurturing California's Next Generation Arts and Cultural Leaders

Leaders in the nonprofit arts world, many of them founders and builders of their organizations for decades, will be retiring in unprecedented numbers in the coming years. Organizations could become weaker and destabilized during this transition, a prospect that should be addressed with some urgency. Younger professionals should be able to take on these leadership roles and chart a new course in stressful and changing times. Yet an operational divide between the workplace needs and values of Next Geners and those currently in charge threatens this transition. It does not help that the nonprofit arts field suffers from a paucity of training and professional degree-granting programs, low pay, long work hours, and inadequate career advancement opportunities. The generation that sparked a powerful nonprofit arts movement more than thirty years ago now wonders about their successors: Are they motivated? Prepared? How can we recruit, train, nurture, and retain them?This study was commissioned by the Center for Cultural Innovation (CCI) as part of a large-scale Next Generation Arts Leadership Initiative funded by The William and Flora Hewlett Foundation and The James Irvine Foundation that aspires to strengthen and retain a new generation of administrative talent in California's nonprofit arts field. It addresses nonprofit arts leaders' desire to know more about their younger colleagues and their experiences as professionals, board members, and volunteers. To explore the experience of Next Geners, the author developed a survey conducted in the summer of 2010. In this report, Next Gen arts leaders are defined as individuals between the ages of 18 and 35 years who are currently working with a California nonprofit arts organization as administrators, artists or board members and who have worked in the field for less than ten consecutive years. More than 1,300 California Next Geners took the survey and with modest exceptions (under-representation of Latinos, African and Asian-Americans, and men, non-metropolitan regions, and certain art forms), their workplaces are generally representative of the size of and variation within the nonprofit arts sector in the state. For example, some 23% of our Next Gen respondents work for organizations with budgets under $100,000, while 22$2 million

Pathway to Successful Young Adulthood

The Pathway to Successful Young Adulthood assembles a wealth of findings from research, practice, theory, and policy about what it takes to improve the lives of children, youth and families, particularly those living in tough neighborhoods. By laying out a comprehensive, coherent array of actions, the Pathway informs efforts to improve community conditions within supportive policy and funding contexts. The Pathways framework does not promote a single formula or program. Rather, our emphasis is on acting strategically across disciplines, systems, and jurisdictions to increase the number of young people who make a successful transition to young adulthood. The Pathway provides a starting point to guide choices made by community coalitions, services providers, researchers, funders, and policymakers to achieve desired outcomes for young people and their families

Vulnerable Youth: Background and Policies

[Excerpt] This report first provides an overview of the youth population and the increasing complexity of transitioning to adulthood for all adolescents. It also provides a separate discussion of the concept of “disconnectedness,” as well as the protective factors youth can develop during childhood and adolescence that can mitigate poor outcomes. Further, the report describes the evolution of federal youth policy, focusing on three time periods, and provides a brief overview of current federal programs targeted at vulnerable youth. (Table A-1, at the end of the report, enumerates the objectives and funding levels of such programs. Note that the table does not enumerate all programs that target, even in small part, vulnerable or disconnected youth.) The report then discusses the challenges of coordinating federal programs for youth, as well as federal legislation and initiatives that promote coordination among federal agencies and support programs with a positive youth development focus