1) The document discusses gender diversity in the workplace and argues that empowering and promoting women can boost economic performance. It notes that companies with more women in leadership have better financial results.
2) Currently, women remain underrepresented in leadership and high-paying positions. The gender pay gap, lack of women in decision-making roles, and other barriers still exist across European countries and industries.
3) Taking active steps to recruit, retain, and advance women, such as training, mentoring, family-friendly policies, and changing corporate culture, can help close the gender gap and tap into women's talents, saving the economy.
A session at the CBS Competitiveness Day 2015 - Professor Louise Mors will present initial findings from a study on board dynamics collaborating with Margarethe Wiersema (Professor at UC Irvine). The study will draw on initial interviews conducted with board members in Denmark, Norway and the US aiming to reach a better understanding of the structure and interactions on boards; especially with an interest in how or if female board members have an influence on these dynamics.
A presentation by Sue Robson, Associate Researcher at WRC, to the Women's National Commission Conference (Nov 2009), in which she looks at trends in funding to North East women's organisations and the impacts on services for women.
ESCAP of United Nations
The annual Conference provides an enabling platform for freight forwarders, multimodal transport operators and logistics service providers in Asia and the Pacific to share knowledge and experience, discuss emerging issues and promote the development of their services. The Conference will be held virtually on 30 June 2021.
The event will review the latest developments in freight forwarding, multimodal transport and logistics services in the region, and aim to identify and promote good practices and innovative solutions to shared challenges. The annual Conference also serves as a tool for fostering an effective dialogue of stakeholders of freight forwarding, multimodal transport and logistics services, including international organizations and the business sector.
This presentation was the second plenary at NCVO's Trustee Conference on Monday 11 June 2013.
The presentation was by Helena Morrissey, Chief Executive, Newton Investment Management and Founder of 30% Club and explains their commitment to bringing more women onto boards and its overall effectiveness of the boardroom.
Find our more about NCVO's Trustee conference: http://www.ncvo.org.uk/training-and-events/trustee-conference
Find out more about NCVO's work on governance: http://www.ncvo.org.uk/practical-support/governance
A session at the CBS Competitiveness Day 2015 - Professor Louise Mors will present initial findings from a study on board dynamics collaborating with Margarethe Wiersema (Professor at UC Irvine). The study will draw on initial interviews conducted with board members in Denmark, Norway and the US aiming to reach a better understanding of the structure and interactions on boards; especially with an interest in how or if female board members have an influence on these dynamics.
A presentation by Sue Robson, Associate Researcher at WRC, to the Women's National Commission Conference (Nov 2009), in which she looks at trends in funding to North East women's organisations and the impacts on services for women.
ESCAP of United Nations
The annual Conference provides an enabling platform for freight forwarders, multimodal transport operators and logistics service providers in Asia and the Pacific to share knowledge and experience, discuss emerging issues and promote the development of their services. The Conference will be held virtually on 30 June 2021.
The event will review the latest developments in freight forwarding, multimodal transport and logistics services in the region, and aim to identify and promote good practices and innovative solutions to shared challenges. The annual Conference also serves as a tool for fostering an effective dialogue of stakeholders of freight forwarding, multimodal transport and logistics services, including international organizations and the business sector.
This presentation was the second plenary at NCVO's Trustee Conference on Monday 11 June 2013.
The presentation was by Helena Morrissey, Chief Executive, Newton Investment Management and Founder of 30% Club and explains their commitment to bringing more women onto boards and its overall effectiveness of the boardroom.
Find our more about NCVO's Trustee conference: http://www.ncvo.org.uk/training-and-events/trustee-conference
Find out more about NCVO's work on governance: http://www.ncvo.org.uk/practical-support/governance
This is a brief introduction and summary to marketing to the female economy, includes a case study which segregates the different segments in the female economy, successful campaigns to the female economy, opportunities and advice for marketers in the female economy
Women now drive the world economy.
Globally, they control about $20 trillion in annual consumer spending, and that figure could climb as high as $28 trillion in the next five years. Their $13 trillion in total yearly earnings could reach $18 trillion in the same period. In aggregate, women represent a growth market bigger than China and India combined—more than twice as big, in fact. Given those numbers, it would be foolish to ignore or underestimate the female consumer. And yet many companies do just that, even ones that are confident they have a winning strategy when it comes to women.
Women on board: France beyond quotas? Pratice 2 – Miso LevelESCP Europe
KPI's helping monitoring the female representation on top level management positions and boards in France
by Katrine Sharp, VP Group Gender Diversity & VP Strategic Resources, Technip
La diversité, un levier de performance pour l’entreprise de demain.
En effet, elle favorise l’innovation, la créativité, la productivité mais aussi l’attractivité des talents. Certes, la diversité ne se limite pas à la question du genre, elle recouvre de nombreuses facettes.
Ainsi, Céline Piton et Maud Nautet aborderont l’effet de la parentalité sur la carrière des hommes et des femmes.
Ensuite Patrick Devis nous expliquera pourquoi l’objectif visé par la Gender/diversity au sein de Belfius est-il si important.
Sarah Ndayirukiye témoignera de l’expérience de la BNB en matière d’inclusion et de diversité.
Enfin Claire Godding conclura notre webinaire en nous expliquant pourquoi il est si important pour le secteur financier d’investir dans la diversité et l’inclusion.
Public Sector Innovation for Sustainable Development and Citizen-centric Gove...OECD Governance
Presentation by Edwin Lau at the EROPA Conference, Seoul, South Korea on 12 September 2017. This presentation was made at the launch of the OECD report "Skills for a High Performing Civil Service". For more information see: oe.cd/HRM-Skills
Session by Catherine Candea, OECD Deputy Director of Public Affairs and Communications; and Yumiko Murakami, Head of OECD Tokyo Centre.
Gender equality is not only about ensuring a fair society, it makes good economic sense. On average across the OECD, if female labour force participation rates converged to that of men by 2030, GDP would increase by 12%. G20 countries have committed to reduce gender gaps in labour force participation rates by 25% by 2025. Progress in female educational attainment and increases in women’s employment are absolutely crucial for economic growth and for reducing income inequality, even more so in the context of ageing populations. However, significant disparities remain: women are less likely than men to work and more likely to work part-time; they remain severely under-represented in the science, technology, engineering and mathematics (STEM) fields of study and occupations; their representation in senior management positions is still far below par; and gender wage gaps persist, particularly at the top of the hierarchy. In many countries, tax and benefit systems still do not provides mothers and fathers with equal incentives to work, which can exacerbate existing gender inequalities. All these differences, accumulated throughout life, also lead to retirement income disparities.
Gender equality amongst policy makers has been recognised as important for achieving progress in gender equality and for improving the quality and responsiveness of public policy and services. But while the proportion of female leaders policy making is increasing, women still represent, on average, less than one-third of decision-making positions in all branches of power in OECD countries.
Gender Budgeting - Ronnie Downes, Elena Gentili, OECDOECD Governance
This presentation was made by Ronnie Downes and Elena Gentili, OECD, at the 37th Annual Meeting of OECD Senior Budget Officials held in Stockholm on 9-10 June 2016
This is a brief introduction and summary to marketing to the female economy, includes a case study which segregates the different segments in the female economy, successful campaigns to the female economy, opportunities and advice for marketers in the female economy
Women now drive the world economy.
Globally, they control about $20 trillion in annual consumer spending, and that figure could climb as high as $28 trillion in the next five years. Their $13 trillion in total yearly earnings could reach $18 trillion in the same period. In aggregate, women represent a growth market bigger than China and India combined—more than twice as big, in fact. Given those numbers, it would be foolish to ignore or underestimate the female consumer. And yet many companies do just that, even ones that are confident they have a winning strategy when it comes to women.
Women on board: France beyond quotas? Pratice 2 – Miso LevelESCP Europe
KPI's helping monitoring the female representation on top level management positions and boards in France
by Katrine Sharp, VP Group Gender Diversity & VP Strategic Resources, Technip
La diversité, un levier de performance pour l’entreprise de demain.
En effet, elle favorise l’innovation, la créativité, la productivité mais aussi l’attractivité des talents. Certes, la diversité ne se limite pas à la question du genre, elle recouvre de nombreuses facettes.
Ainsi, Céline Piton et Maud Nautet aborderont l’effet de la parentalité sur la carrière des hommes et des femmes.
Ensuite Patrick Devis nous expliquera pourquoi l’objectif visé par la Gender/diversity au sein de Belfius est-il si important.
Sarah Ndayirukiye témoignera de l’expérience de la BNB en matière d’inclusion et de diversité.
Enfin Claire Godding conclura notre webinaire en nous expliquant pourquoi il est si important pour le secteur financier d’investir dans la diversité et l’inclusion.
Public Sector Innovation for Sustainable Development and Citizen-centric Gove...OECD Governance
Presentation by Edwin Lau at the EROPA Conference, Seoul, South Korea on 12 September 2017. This presentation was made at the launch of the OECD report "Skills for a High Performing Civil Service". For more information see: oe.cd/HRM-Skills
Session by Catherine Candea, OECD Deputy Director of Public Affairs and Communications; and Yumiko Murakami, Head of OECD Tokyo Centre.
Gender equality is not only about ensuring a fair society, it makes good economic sense. On average across the OECD, if female labour force participation rates converged to that of men by 2030, GDP would increase by 12%. G20 countries have committed to reduce gender gaps in labour force participation rates by 25% by 2025. Progress in female educational attainment and increases in women’s employment are absolutely crucial for economic growth and for reducing income inequality, even more so in the context of ageing populations. However, significant disparities remain: women are less likely than men to work and more likely to work part-time; they remain severely under-represented in the science, technology, engineering and mathematics (STEM) fields of study and occupations; their representation in senior management positions is still far below par; and gender wage gaps persist, particularly at the top of the hierarchy. In many countries, tax and benefit systems still do not provides mothers and fathers with equal incentives to work, which can exacerbate existing gender inequalities. All these differences, accumulated throughout life, also lead to retirement income disparities.
Gender equality amongst policy makers has been recognised as important for achieving progress in gender equality and for improving the quality and responsiveness of public policy and services. But while the proportion of female leaders policy making is increasing, women still represent, on average, less than one-third of decision-making positions in all branches of power in OECD countries.
Gender Budgeting - Ronnie Downes, Elena Gentili, OECDOECD Governance
This presentation was made by Ronnie Downes and Elena Gentili, OECD, at the 37th Annual Meeting of OECD Senior Budget Officials held in Stockholm on 9-10 June 2016
by Isabella Lenarduzzi CEO of Jump
VIEW VIDEO of keynote here: https://www.facebook.com/plugins/video.php?href=https%3A%2F%2Fwww.facebook.com%2Febbf.mindfulpeople.meaningfulwork%2Fvideos%2F10154631316296801%2F&show_text=0&width=560
The OECD estimates that if the participation rate of women in the economy were identical to that of men, GDP would increase by 16% in 10 years.
From a micro economic point of view, all studies show that the more mixed a company is in its decision-making positions, the higher the totality of its performance indicators. The more teams are mixed and the more the staff is happy at work and engaged.
But can we make a company bilingual : women / men? How can we move from a culture that respects diversity to an inclusive culture … successfully?
The present publication was prepared by the Transport Division of ESCAP under the overall guidance of Ms. Azhar Jaimurzina Ducrest, Transport Connectivity and Logistics Section Chief and led by Mr. Edouard Chong, Economic Affairs Officer, Transport Division.
The publication research team was headed by Prof (Dr.) Lalith Edirisinghe, Dean, Faculty of Management and Social Sciences, CINEC Campus, Sri Lanka; with the following authors: Ms. Viraji Waidyasekara, Ms. Lakshmi Ranwala, Mr. Sampath Siriwardena, Ms. Avanthi Medawattage, Ms. Dudulie De Silva and Ms. Wajira Rathnayake.
Mind the Gender Gap in workforce, including transport and logistics: the pers...CINEC Campus
The present publication was prepared by the Transport Division of ESCAP under the overall guidance of Ms. Azhar Jaimurzina Ducrest, Transport Connectivity and Logistics Section Chief and led by Mr. Edouard Chong, Economic Affairs Officer, Transport Division.
The publication research team was headed by Prof (Dr.) Lalith Edirisinghe, Dean, Faculty of Management and Social Sciences, CINEC Campus, Sri Lanka; with the following authors: Ms. Viraji Waidyasekara, Ms. Lakshmi Ranwala, Mr. Sampath Siriwardena, Ms. Avanthi Medawattage, Ms. Dudulie De Silva and Ms. Wajira Rathnayake.
As companies and governments around the world grapple with accommodating changes in the workplace, the workforce and the nature of work itself, we are pleased to be continuing our Future of Work foresight programme. Building on previous global research undertaken over the past few years, we are now looking in depth at six pivotal issues that have been prioritised as areas of major potential change. These are digital skills, soft skills, reinventing roles, the blurring of work, green jobs and digital productivity. Initially taking a European focus, with the support of Amazon, over the next couple of months a series of expert digital workshops are exploring the core shifts ahead and their implications for organisations and wider policy.
This PDF sets the scene for the dialogue both within the workshops and more widely. If you would like to be involved or have comments on the potential changes ahead, do let us know and we can accommodate. As always all discussions are under the Chatham House Rule and so there is no attribution and, as we progress with each area, we will be sharing a synthesis of all new insights and recommendations over the rest of the year.
JUMP offers women practical tools to help them realise their professional and personal aspirations
JUMP supports companies and organisations that wish to promote better gender diversity within their management.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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2. JUMP www.jump.eu.com
JUMP is the leading social enterprise working with organisations
and individuals to close the gap between women and men at
work, achieve sustainable corporate performance and create a
more equal society.
3. The gender Diversity Ecosystem by McKinsey and
the correspondent JUMP initiatives
4. Global Gender GAP (World Economic Forum)
4 fields: education, health, economy and politics
Iceland/Finland/Norway/ Sweden/
Danemark
Nicaragua/Rwanda/Irlande/Philippin
es
Belgium – 10th
Switzerland/Germany/New Zealand/
Netherlands/Latvia/France/Burundi/
Canada/USA/Australia/UK (26)
Luxembourg (29)/Spain/ Austria
(36)/Portugal (39)/Poland (57)/Italy
(69)/ Greece (91)
5. Women’s energy and talent are the most
untapped renewable sources of energy in
the world!
6. Europe : 59% of university degrees
are earned by women
22. Actions promoted by governments
“The quota law has
opened boardrooms
to an extent that
we’ve never seen
before,”
Mari Teigen,
research director,
Norwegian Institute
for Social Research
24. The European Commission
The European Commission's proposal (November 2012):
40% target combined with binding rules on a transparent
selection process;
Selection based on qualifications and merit and a preference rule
in case of equal qualification;
Companies listed on stock exchanges, privately or publicly
owned;
Except: small and medium-sized companies (SMEs);
High degree of flexibility for Member States, subsidiarity-
friendly;
The EP's first reading report largely endorsing the Commission’s
approach (November 2013);
36. Women’s skills and work styles
• 95%: As leaders, women bring different
but complementary skills
• 71%: Companies do not place a high
enough value on women skills
• 60%: Corporate training/development
do not take into account women’s
learning preferences and styles
37. Corporate attitude towards women
• 72%: Men’s opinions are respected
more than women’s for key decisions
• 69%: Women are still not recognised
and promoted on an equal basis skills
Some companies recognise the value of having
women in senior positions, but not all of them
take active measures to change the status quo.
38. Et les femmes, que doivent-elles faire?
3 career advices to women
by Sheryl Sandberg COO
Facebook
1. Seat at the table
2. Make your partner a real partner
3. Don’t leave before you leave
40. What’s good for women is also good for men.
In terms of workforce, Women will be able to save the
economy.
IT’S TIME TO CHANGE!
41. Isabella Lenarduzzi
Founder and Managing Director of JUMP
isabella.lenarduzzi@jump.eu.com
+32 3 346 32 00
info@jump.eu.com
jump.eu.com
Editor's Notes
F (UE)
59% des diplômés universitaires
61% des doctorats
En Belgique, il y a moins de 5% de filles dans les auditoires d’informatique et 8% en polytechnique
Le nombre de femmes dans les fonctions dirigeantes des entreprises privées a augmenté de 3,7% en 2001 à 4,8% en 2008
80% des décisions d’achat sont faites par les femmes
Les USA, France et les pays scandinaves : corrélation positive entre le taux d’activité des femmes et le taux de natalité élevé
How can we turn the current 82% of “male quota” into an equal representation of Women and Men in boardrooms across Europe? And hopefully sooner than in the 50 years’ time it would take with the current rate of progress.
80% des F seront la principale source de revenus au moins une fois dans leur vie!
Mais …
Les femmes en Belgique gagnent 10% de moins que les hommes par heure à travail égal. Sur base annuelle on arrive à 23%. Il n’y a pas de réelle évolution dans le temps.
La plus grande cause est le travail à temps partiel qui ne cesse d’augmenter.
La différence de salaire augmente avec l’expérience et la qualification. Entre 45-54 ans : 15%
+ de 55 ans: 22%Et dans le senior management: 34%!
L’écart se creuse avec les avantages extra légaux …9% des femmes contre 12% des hommes bénéficient d’une assurance pension de groupe et la valeur de l’assurance des femmes ne représente que 41% de celles des hommes.Ceux-ci dépensent 29% de plus dans leurs notes de frais
Les indemnités pour le trajet travail/maison sont de 28% inférieures pour les femmes.
Et les stocks options ont une valeur 44% supplémentaire chez les hommes que chez les femmes. Et presque 3 fois plus d’hommes que de femmes en bénéficient.
La pension des femmes employées en moyenne est de 926€ par mois soit 60% de celle des hommes!
Ipsos – Joabt 2013 Belgique : A même niveau de diplôme, 600€ bruts de dufférence par moi – les F ont systématiqiement moins d’avantages extra légaux (chéque repas, assurance, GSM, lapto, internet à la maison, …) sauf … pour les abonnements aux transports publics!
Plus de F mais plus d’H aussi d’année en année
45% des femmes travaillent à temps partiel
et gagnent moins de 2.000 € bruts/mois (Belgique)
F: 45% >< H: 9,5% travaillent à temps partiel
F: 42,6% >< H: 24,7% gagnent moins de 2.000 € bruts/mois
La durée des heures travaillées dans ce cadre là sont moindres chez les femmes.
Le résultat, vous le savez, c’est un taux de pauvreté beaucoup plus important chez les femmes, une grande fragilité économique si le couple ne tient plus la route,
et des femmes pensionnées qui ne touchent que 57% en moyenne du montant touché par les hommes !
Libre choix = arbitrage sous contrainte familiale = norme sociale
Inégalité= le temps partiel et le congé parental se concentrent sur les femmes
En Europe, 1/3 des femmes ayant un enfant de moins de 6 ans, travaillent à temps partiel – 5% pour les hommes). La moitié de ces femmes sont à temps partiel quand cet enfant fait partie d’une fratrie de 3 enfants (7% pour les hommes).
Chiffres par pays:
Pays Bas: 81% et 92%
Autriche: 60% et 69%
Allemagne: 56% et 77%
UK: 48% et 67%
Belgique: 35% et 56%
Espagne: 25% et 40%
France: 24% et 52%
Italie: 33 % et 45%
Suède: 31% et 50%
Les systèmes de temps flexibles sont autant utilisés par les femmes que par les hommes.
Le taux d’activité des pères ne descend jamais sous les 90%
Celui des mères chute
à 60% avec 2 enfants
à 37% avec 3 enfants
Le plafond, les parois de verre et le plancher collant dans la pyramide organisationnelle
Le plafond de verre
Consacré en 1986 dans un article de Wall Street Journal du 24 mars, le plafond de verre ou « glass ceiling » est la terminologie imagée pour désigner le phénomène qui entrave la carrière des femmes et donc la conséquence est la rareté de leur présence au sommet des entreprises, des organisations et des institutions publiques. Il constitue un ensemble de barrières invisibles, créées à la fois par des préjugés et stéréotypes et par le mode de fonctionnement des organisations
Le plancher collant
Idée venant du Canada, le plancher collant ou « sticky floor » est une force antagoniste à la progression des femmes dans les organisations qui les contraint à rester aux niveaux les moins élevés de la pyramide organisationnelle.
Les parois de verre
Quand les femmes parviennent à atteindre des postes de haut niveau, elles se retrouvent souvent dans des filières ou des services considérés comme moins centraux, moins stratégiques pour l’organisation (RH, administration, etc.). Il leur devient très difficile de se déplacer latéralement pour accéder aux secteurs stratégiques (développement produits, finances…) puis de s’élever par « l’allée centrale » jusqu’aux postes de direction.
(Elisabeth Ferro-Vallé, Egalité professionnelle entre les femmes et les hommes)
20
Fewer than 3% of CEOs of the largest companies in the EU are women
France: 10 companies of CAC 40 have a fixed rate of objectives in relation to gender balance
2008 (8%) 2014 (18%)
Dec 2012 n February 2011, the former banker, Lord Davies, published a government report pushing for 25% of boardroom seats to be held by women by 2015. Since then the percentage of women in FTSE 100 boardrooms has increased from 12.5 per cent to 20% per cent (2014)
Dec 2013: l’Allemagne va rejoinder les autres pays ayant les quotas grâce à l’accord avec le SPD. Est- ce fait?
Avant le projet de directive européenne il y a eu 2 recommandations : en 1984 et 1996 sans avoir d’effet.
Valable uniquement pour les administrateurs non exécutifs – pour les exécutifs, les sociétés doivent se fixer un objectif accompagné de sanctions (à prévoir au niveau national)
+ obligation de rendre des comptes sur les politiques d’égalité au niveau du CA
L’entreprise doit révéler les critères de sélection et tout candidat rejeté doit recevoir une note explicative.
Le quota sera revu en 2027.
2013 : UE=18%
France : 30%
Belgique : 17%
En 2011 en Europe, 1/3 des managers sont des femmes. Autour de 40% en Lettonie, France et Hongrie contre moins de 25% à Malte, Grèce et Chypre.
Et 2% des PDG en moyenne en Europe (4% aux US).
Dans l’enseignement …
% de femmes en Europe dans
Le primaire: 85% - 96% en Italie contre 69% au DK
Secondaire supérieur : 59%
Enst sup: 40%
Belgique 2012:
45% de femmes dans toutes les entreprises – 30% de managersCA: 61% des entreprises cotées n’ont aucune F dans leur CA27% en ont 1
11% en ont 2 ou plus
BEL 20 et leur CA:
28% = 0 F
39% = 1
33% = 2 ou +
= le quota des hommes est passé de 93% à 89% !
F dans cA des sociétes quotées en Bel : chiffres entre 13 et 16%
Fewer than 3% of CEOs of the largest companies in the EU are women
France: 10 companies of CAC 40 have a fixed rate of objectives in relation to gender balance
Women have already adapted very much to the business world. Therefore its now the time for companies that should change their cultures so that they are more « gender bilingual. »
Most employers in Europe lack a strategy for developing women leaders.
Despite efforts among organisations in Europe to achieve a diverse workforce, the majority – 67% – do not have a clearly defined strategy or philosophy for the development of women into leadership roles, according to the Women’s Leadership Development Survey, conducted by Mercer.
- 41% of the employers surveyed indicated that their organisations do not offer any activities or programme targeted to the development needs of women leaders
- 21% of European organisations said they offer some activities or programmes
another 11% said they are planning to add programmes and activities in the future
When asked how well the organisational climate supports the development of women, 48% of respondents said their organisations support development to a moderate extent and 14% said to a great extent.
These results show a strong level of disconnect between efforts and effectiveness .
What companies can do to make flex work models more effective (inspired by a study from Bain)
Three elements are fundamental:
1. Creating a tailored set of options (Gathering input from employees to understand the needs of different segments for flexible models- Creating a thoughtful set of flex options to address the need of each employee segment in the most cost-effective way)
2. Demonstrable leadership support combined with visible evidence that the models are working (Highlighting success stories that encourage the use of flex options - Assigning a vocal and visible flex champion from senior leadership)
3. Commitment from the highest level of the organisation.
We know that women are three times more likely than men to leave a company or their position when the pressure of responsibility starts to accumulate. This includes: long working hours, business trips, constant availability, profit and loss responsibility, unforeseen workloads, number of people to manage …
These losses for a company arrive at a time when managers start to take on more managerial functions (around 40 years old). A waste of talent at this stage is devastating for the company.
It is only for the women who have taken on these roles throughout their careers that at the age of 56 their professional ambitions become on an equal footing with men.
With efficient flexible working programme the results are very effective in retaining the best employees, ensuring that they remain satisfied and loyal: 25% increase in retaining men but 40% in retaining women.
We know that satisfaction is becoming more and more important for younger generations. Therefore it’s becoming imperative that we address flexible working time.
For example, Deloitte has launched the “Mass Career Customisation” in France and the Netherlands. The principle is that from now on all careers change and are no longer linear “from corporate ladder to corporate lattice”. All Deloitte employees can speak about their careers every year with their line managers, covering four areas: the path, the role, the workload as well as the hours and place of work. The pilot projects were highly successful and users were satisfied with this new tool giving them the power to constantly reassess their careers, in function with their family lives. It is even more important now in the US where 87% of couples both work!
UE: les femmes consacrent 17h de plus que leur conjoint aux tâches familiales
If the non paid work would be evaluated for the well being of the citizens, it would be valued to one third (1/3) of the GDP – up to 53% in Portugal.
Women spend in average 2h30 (two hours and a half) on domestic care more than men by day.
Concerning the chidren’s care, men spend half the time compared to women and the tasks are pretty well different: women take care of body care and men take care of recreative time.
The more men have positions of responsibilities, the more they have children. This is exactly the opposite for women
The more the salaries for women are increased and the more their husbands help out in household chores and with the family (the power and the confidence to negotiate at home is successful, recognition and salary earned at work.)
In most of the OCDE countries, unemployed fathers do spend less time with children than full time working mothers.
Fathers should invest earlier and spend more time taking care of their children ex: Swedish and Icelandic models : M take up to 35% of parental leave.
Conseils aux F qui veulent dlper leurs talents dans le monde prof
Seat at the table : self esteem : syndrome de la meilleure élève qui oublie de faire du self mkt et de al formation ; répondre aux offres d’emploi avec min 80% des qualités requises contre 40% des H ; négociation salariale (57% des jeunes H univ négocient leur salaire de premier emploi contre 7% des F) ; femmes entrepreneuses qui ne se considérent pas « managers » et vont chercher un salarié ; absence de visibilité ; les H attribuent leur succès leurs compétence, les F l’attribuent à la chance ou à leur mentor ; Les F attribuent leurs échecs à un manque de compétence, les H l’attribuent à un manque de volonté, de travail ou de chance. Importance du I WORTH ITex de Sheryl lors d’un speech à FB. Une femme a voulu lui parler après et lui a dit « j’ai appris aujourd’hui que je devais garder mon doigt levé ». En effet quand Sheryl lors du Q&A time a dit « je ne prendrai plus que deux questions », toutes les filles ont baissé leur doigt et les deux questions prises étaient donc celles d’hommes. Si Sheryl elle-même ne prend pas en compte la différence d’attitude entre F et G alors qu’elle en est une spécialiste, il est très difficile de convaincre le monde de l’entreprise de faire attention pour plus d’égalité.Répéter « Do seat at the table »
Make your partner a real partner : on est probablement arrives à plus d’égalité dans lemonade du travail qu’au sein du couple. Dans un couple marié où les deux partenaires travaillent, les F s’occupent deux fois plus des enf et trois fois plus de la gestion de la maison que leurs époux = 3 jobs au lieu d’un seul.
Les H qui font un choix différent ont plus de difficulté à le faire respecter et valoriser que les F. Les stat démontrent que dans un couple avec le même niveau de salaire pour chacun et des resp. partagées dans la gestion familiale réduit le divorce de 50% et leur vie sexuelle est plus épanouie (le désir reste vivant quand on se sent respectée et qu’on admire l’autre).répéter « Maker your partner your real partner »
Don ‘t leave before you leave : au moment où les F commencent à se poser la question des enf, elles comment déjà à vouloir leur faire de la place alors qu’elles ne sont pas encore enceintes. Elles ne cherchent plus les resp accrues, les voyages, .. au cas où … Déjà quand une femme tombe enceinte, avec les 9 mois de grossesse, les 4 mois de congé de maternité et les min 6 mois pour reprendre son souffle ça fait près de 2 ans où l’on est bien obligée de faire de la place pour l’enf dans sa carrière. Lors de mes conf j’ai toujours des jeunes femmes qui ne sont même pas en couple et souvent aux études qui me posent la question « comment vous faites et comment je peux faire ? Est-ce possible ? » Rien qu’en se posant la question, on s’auto limite.Si à force de s eposer la question, on laisse passer des occasions de super jobs avec responsabilités et défis. Quand l’enfant arrivera, ce sera encore plus dur de retourner au boulot alors qu’on n’y fait pas la différence.Trop souvent nous les F faisons des choix très tôt dans notre vie sans même nous en rendre compte mais juste parceque cela nous emble plus « normal » pour nous alors qu’ils sont juste le reflet d’une histoire millénaire et de pressions sociales subtiles ou non.répéter « Don’t leave before you leave »
Former top manager of P&G Mel Healey: You can have all of what YOU want, she is saying. You just can’t have everything that anyone wants—or you can try, but you won’t be happy.
The war of sexes is over.
Even if it is commonly said that men and women are coming from different planets, we never were so closed!