Berenike & Bion talent refers to the process of recruiting, hiring, and managing talent for roles in the semiconductor industry. This industry involves the design, manufacturing, and testing of semiconductor devices, which are critical components in electronics such as smartphones, computers, and cars.
SEMICONDUCTOR
How do we differentiate ourselves Semiconductor Staffing
Skill Requirements:
Engineering Expertise: Roles often require skills in electrical, electronics, and materials engineering.
Software Skills: Proficiency in CAD tools, simulation software, and programming languages like Python, C++, and Verilog.
Process Knowledge: Understanding of wafer fabrication, photolithography, etching, and packaging.
R&D Skills: Expertise in advanced materials, AI integration, and new semiconductor technologies like EUV lithography.
Roles we frequently work on semiconductor:
Design Engineers: Work on circuit design, including analog, digital, and mixed-signal circuits.
Process Engineers: Focus on optimizing semiconductor manufacturing processes.
Equipment Engineers: Maintain and improve fabrication equipment.
Test Engineers: Develop and run tests to ensure quality and performance.
Software Developers: Develop software for semiconductor tools and devices.
Project Managers: Manage timelines, resources, and deliverables.
DIVERSITY AND INCLUSION: A COLLABORATION
one hand, while diversity and inclusion represent different phenomenon, on the other hand, both the concepts are interrelated to each other as diversity focuses on acknowledging the different type of people working in an organization based on age, gender, ethnicity, nationality etc., while inclusion stresses upon leveraging the workforce diversity for organizational growth (Jordan, 2011; Arruda, 2016). However, it has been brought to the light through research that the influence of diversity and inclusion upon organizations are collaborative and inconclusive in nature (Wright et al, 2014; Rohwerdr, 2017) as diversity alone is not
sufficient for the holistic improvement of the organization (Arruda, 2016; Young, 2018). Bourke & Dillon (2018) asserted that as per the Deloitte’s research, diversity without inclusion is not fruitful. According to Deloitte’s review, diversity and inclusion both in collaboration are effective in achieving two times more financial targets, three times higher performance, six times more innovativeness and eight times better organizational outcomes (Bersin by Deloitte, Deloitte Consulting LLP, 2017; Deloitte Development LLC, 2018). The collaboration between the two is absolutely essential for the overall organizational growth and development. As diversity is a broader concept, we work at how gender diversity and inclusion can be seen collaboratively. Infact, bringing together both the concepts together essentially leads to more promising outcomes for the organizations.
Recruitment Strategies:
University Partnerships: Collaborating with universities to recruit top graduates.
Global Talent Pools: Leveraging international talent to address local shortages.
Internships and Training Programs: Offering programs to develop in-house talent.
MANAGERIAL IMPLICATIONS
Existence of gender diversity and inclusiveness at all levels of managerial hierarchy in organizations results in 30% better performance (Das, 2018). Currently, organizations must focus on gender diversity and inclusion as a core of their growth strategy as both help in developing vibrant, thriving, creative and innovative workplaces. Gender friendly and inclusive workplaces
can be developed by facilitating working mothers, protecting their employment, removing unconscious biasness, offering flexible working hours, fostering an inclusive and respectful working culture, fixing and achieving gender diversity goals.
UNMATCHED SOLUTIONS START HERE.
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