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This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Firms can ensure that the right candidates are hired for the right jobs by identifying close person-environment fit. Use of machine learning algorithms enables HR professionals to make these decisions based on swift, efficient analysis of large volumes of relevant data.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

This study examines the perceptions of human resource (HR) professionals regarding the use of micro-credentials in the job market. The research explores the role of micro-credentials as emerging credentials in job requirements, continuing education, soft skills acquisition, job application evaluation (JAE) processes, qualification preferences in recruitment, salary/pay scale determination and promotional opportunities.

A quantitative research methodology was used to collect data through questionnaires distributed to 124 HR professionals.

The study finds that HR professionals recognize the value of micro-credentials in enhancing a candidate’s resume and aligning with their career objectives, as they offer personalized skill-building opportunities. However, some recruiters question the legitimacy of micro-credentials, perceiving them as informal and questioning their practical transferability.

This study highlights the importance for HR professionals to remain updated on emerging trends, adapt to the changing dynamics of the professional workforce and incorporate this into their recruitment and promotion policies. It also emphasizes the need for further investigation into the legitimacy of micro-credentials and their impact on the job market and presents the potential benefits of their integration into HR practices.

This study aims to explore the career transition process of women professionals when they return to the workplace after a break and re-integrate with their career aspirations.

This research used a qualitative approach with semi-structured interviews for data collection. All 20 women participants have returned to their careers after a break.

The data analysis reveals women’s career transition and re-integration process into the workplace after a career break. Supervisory support, work–life balance practices, role models, coworker support and career success emerged as factors enabling successful transition. The employing organisations’ diversity, equity and inclusion (DEI) hiring strategy emerged as an important mechanism for re-entry.

Although previous research has studied women professionals returning after a break, the “transition process” that enables re-entry is missing.

This article investigates whether employers are more likely to employ older workers when faced with a shortage of qualified labour. Furthermore, it analyses whether in such cases age stereotypes moderate employers' preferences towards four employment options: (1) supporting workers to continue until the retirement age, (2) encouraging workers to continue beyond the retirement age, (3) recruiting someone older than 55 and (4) (re)hiring someone who has retired.

Data were drawn from a survey conducted among Finnish employers in 2021 (response rate = 66%, N = 1,442). Applying factor analysis to questions about older workers' qualities compared to those of average workers, a distinction was made between perceptions of experience-related and adaptability-related qualities. Generalised ordered logistic regression models were estimated to analyse the relations of preferences for each employment option with experiencing recruitment problems, workplace age stereotypes and interactions between these.

Experiencing recruitment problems was positively related to preferences for hiring a retired person. Employers with difficulties in recruitment were more likely to support work until the retirement age and recruit someone over 55, but only if they had above-average positive perceptions of older workers' experience-related qualities. Employers confronted with recruitment difficulties were more likely to encourage workers to continue beyond the retirement age if they had more positive perceptions of older workers' adaptability-related qualities.

This study shows that, even when confronted with labour shortages and population ageing, workplace age stereotypes still pose a potential obstacle for employers to make the best use of an older workforce.

As the author reflects on her journey of becoming the first African American female to receive tenure and promotion to the rank of full professor beginning at the rank of lecturer, to assistant professor, associate professor and then to full professor and retired as Professor Emerita, she is amazed at the stamina that she used to achieve such milestones. “If I can help somebody, as I pass along,” has been the author's mantra for helping others. Therefore, this chapter begins with a synopsis of the author's career goal that was set early in life as an educator. The chapter continues by sharing stories that are embedded in: (a) the author's personal story at Texas A&M University; (b) a mentoring framework; (c) advantages of mentoring, and (d) lastly, her 4 Cs (communicate, create, collaborate and change) and 4 Ps (politics, power, policies, and prayer) to encourage the next generation of African American faculty members.

This study examines how the representation of women and people of color on nonprofit boards relates to CEO gender and race.

This study uses the 2020 data of 501(c)(3) nonprofit organizations in a Southeastern U.S. state. It employs the seemingly unrelated bivariate probit regression to simultaneously estimate the two equations for CEO gender and race.

The findings show that the proportion of board members of color is positively associated with having a CEO of color and a female CEO. The proportion of female board members is positively associated with having a female CEO, but not with having a CEO of color.

The lack of a positive connection between women’s representation on the board and having a CEO of color may be attributable to the pervasive and systematic Whiteness in nonprofit leadership. The findings suggest that nonprofit boards reflect on the current executive hiring policies and practices to address existing racial biases or barriers.

This study’s findings reveal that the descriptive representation of women and people of color in the governing board is closely linked to their substantive representation in the form of selecting a woman or a person of color as the CEO. The findings also suggest an interconnection between the representation of people of color on the board and having a female CEO. However, women’s representation on the board is not related to having a CEO of color.

The purpose of this paper is to address four interrelated questions: what is the prevalence of ageism amongst employers? What are the factors conditioning employers’ age stereotypes? To what extent are ageist attitudes among employers translated into discriminatory recruitment, retention and firing practices? And what factors can moderate the stereotype–discrimination interaction?

The paper draws on a survey conducted among Danish employers; 2,525 completed the survey questionnaires; response rate 25 per cent.

The major finding is that ageist stereotypes among employers do not translate into discriminatory personnel management practices.

The findings may be specific to Denmark. Denmark is renowned to be a non-hierarchical, egalitarian society, which may have implications for personnel management practices.

Contrary to this study, most studies analysing ageist stereotypes do not assess the extent to which stereotypes are translated into discriminatory personnel management practices in the workplace.

Gender equality and women's empowerment are essential for social progress and sustainable development. Gender equality and women's empowerment initiatives have gained traction in the formerly male-dominated construction sector in recent years. The purpose of this part of the book is to discuss the difficulties that women in the construction industry experience, the value of women's empowerment and the methods that may be used to achieve gender equality in the field.

This part of the book emphasises gender-related concerns in the construction industry as well as career knowledge from a gender perspective. The construction sector has always been seen as a field dominated by men due to its hard-working conditions, large equipment and ingrained gender conventions. However, as cultural perceptions change and diversity is valued more, women's contributions to the construction industry are becoming more widely acknowledged. By examining the difficulties women encounter, the chances for their empowerment and the revolutionary effects of gender diversity in the sector, this introduction seeks to shed light on the role of women in construction.