It has been proven that diverse organizations outperform other organizations with a less diverse environment. Gender diversity in India is the major talk in organizations across industries and is witnessing an increase with government initiatives.
Salary hike Report- 2017 by Recruise India consulting Pvt Ltd. Sachith Kumar Rai
Recruise India Consulting is a leading recruitment and talent consulting firm in India. The document summarizes Recruise's salary increase study for 2017. Key findings include: Recruise predicts an average salary hike of 11% in India for 2017, with top performers seeing increases up to 25%. Industries like pharmaceuticals and media may see hikes around 11%, while retail is expected to have the lowest at around 10%.
Gender Diversity Report 2017 by Recruise India Consulting Pvt Ltd. Sachith Kumar Rai
The 2017 Recruise India Diversity Report provides an overview of workforce diversity profile, key initiatives by some key organistions. Also, understand companies investing in gender-based initiatives and empowering employees to take action.
This document discusses the importance of investing in people through effective human capital management practices. It argues that a competent and committed workforce can provide strategic advantages for microfinance institutions. The document outlines some common people challenges faced by MFIs, such as developing future leaders, rapidly developing workforce skills, and fostering knowledge sharing. It also discusses lessons from the recent microfinance crisis in India, highlighting the role of human capital practices. The document then provides recommendations for MFIs to maximize the value of their employees, including hiring the right people, planning for future needs, leveraging strengths, and creating opportunities for learning.
El estudio Global Talent Trends 2019 de Mercer, presentado en el PAD-Escuela de Dirección, muestra las principales tendencias en gestión del talento a nivel mundial para este año. Está basado en el aporte de más de 7300 líderes de RR.HH. de todo el mundo.
In 2012 OIWC conducted an industry-wide survey to study perceptions of gender diversity and workplace values. The study serves as the foundation for workplace diversity and inclusion and women's leadership advancement efforts by the OIWC.
About 60 participants from around 20 Myanmar and international businesses, as well as LGBT+ rights groups, trade union rights, international organisations, experts and lawyers discussed attended a workshop on 28/29 August at the Rose Garden Hotel, Yangon to discuss how businesses can support LGBT+ equality in Myanmar.
Read more: https://www.myanmar-responsiblebusiness.org/news/lgbt-equality.html
An Interesting Panel discussion including senior diversity representatives from KPMG and TD Bank Financial Group followed the opening sessions, focused on how diversity is actually being moved forward in these organizations. Session 1: Dr. Wendy Cukier: The Diversity Lens: Leading Practices in Recognizing the Benefits of Diversity, Session
1) Professionals working in corporate citizenship are increasingly well-educated and experienced. Over the past six years, more have advanced degrees and prior experience in corporate citizenship.
2) Relationship building and leadership skills are seen as most important for success. Professionals spend significant time on communication and community activities.
3) Job satisfaction is high, but career advancement opportunities and scarce resources are challenges. Lack of staff is an issue despite most having national or global responsibilities.
Salary hike Report- 2017 by Recruise India consulting Pvt Ltd. Sachith Kumar Rai
Recruise India Consulting is a leading recruitment and talent consulting firm in India. The document summarizes Recruise's salary increase study for 2017. Key findings include: Recruise predicts an average salary hike of 11% in India for 2017, with top performers seeing increases up to 25%. Industries like pharmaceuticals and media may see hikes around 11%, while retail is expected to have the lowest at around 10%.
Gender Diversity Report 2017 by Recruise India Consulting Pvt Ltd. Sachith Kumar Rai
The 2017 Recruise India Diversity Report provides an overview of workforce diversity profile, key initiatives by some key organistions. Also, understand companies investing in gender-based initiatives and empowering employees to take action.
This document discusses the importance of investing in people through effective human capital management practices. It argues that a competent and committed workforce can provide strategic advantages for microfinance institutions. The document outlines some common people challenges faced by MFIs, such as developing future leaders, rapidly developing workforce skills, and fostering knowledge sharing. It also discusses lessons from the recent microfinance crisis in India, highlighting the role of human capital practices. The document then provides recommendations for MFIs to maximize the value of their employees, including hiring the right people, planning for future needs, leveraging strengths, and creating opportunities for learning.
El estudio Global Talent Trends 2019 de Mercer, presentado en el PAD-Escuela de Dirección, muestra las principales tendencias en gestión del talento a nivel mundial para este año. Está basado en el aporte de más de 7300 líderes de RR.HH. de todo el mundo.
In 2012 OIWC conducted an industry-wide survey to study perceptions of gender diversity and workplace values. The study serves as the foundation for workplace diversity and inclusion and women's leadership advancement efforts by the OIWC.
About 60 participants from around 20 Myanmar and international businesses, as well as LGBT+ rights groups, trade union rights, international organisations, experts and lawyers discussed attended a workshop on 28/29 August at the Rose Garden Hotel, Yangon to discuss how businesses can support LGBT+ equality in Myanmar.
Read more: https://www.myanmar-responsiblebusiness.org/news/lgbt-equality.html
An Interesting Panel discussion including senior diversity representatives from KPMG and TD Bank Financial Group followed the opening sessions, focused on how diversity is actually being moved forward in these organizations. Session 1: Dr. Wendy Cukier: The Diversity Lens: Leading Practices in Recognizing the Benefits of Diversity, Session
1) Professionals working in corporate citizenship are increasingly well-educated and experienced. Over the past six years, more have advanced degrees and prior experience in corporate citizenship.
2) Relationship building and leadership skills are seen as most important for success. Professionals spend significant time on communication and community activities.
3) Job satisfaction is high, but career advancement opportunities and scarce resources are challenges. Lack of staff is an issue despite most having national or global responsibilities.
Why Strategy Fails...and How You Can Make it Workleepublish
This document discusses strategic planning and why it often fails to be implemented successfully. It begins by providing statistics that show most organizations use strategic planning but few implement plans effectively. It then outlines the benefits strategic planning can provide, such as increased survival rates, longevity, sales, and performance. However, it notes that common reasons for failure include using poor practices, like having small planning teams without diverse perspectives or failing to monitor implementation. The document then lists 16 specific strategic planning problems and provides remedies for each.
A document on women on corporate boards from a global perspective was summarized. It provides country profiles on the representation of women on boards in 16 countries. Key initiatives to increase gender diversity are noted, such as quotas in some countries like France. Statistics show the percentage of women on boards remains low in many countries like Germany and Australia. Overall the document presents an overview of efforts globally to address the lack of gender diversity in corporate boardrooms.
Pepsi co case of study building gender balaned leadership team updatedIcon Group Innovations
PepsiCo's document discusses building gender balanced leadership teams. It outlines PepsiCo's commitment to diversity and inclusion, including achieving parity between women and men in management. It describes key initiatives like talent reviews, mentoring programs, and work-life balance policies. The document also discusses PepsiCo Turkey's journey to increase female representation in leadership, through actions like establishing a task force, conducting surveys, defining flexibility policies, and strong communication. PepsiCo Turkey has seen success, with around 33% female representation in leadership roles.
McKinsey Global Survey results: Moving mind-sets on gender diversity: To ens...Lucia Predolin
Moving mind-sets on gender diversity: McKinsey Global Survey results
To ensure that corporate culture supports—not hinders—the ability of women to reach top management, companies must address mind-sets and develop a more inclusive, holistic diversity agenda.
The document discusses ways to re-engage disengaged employees during difficult times. It notes that engagement levels have dropped significantly for companies that have laid off workers. Top drivers of engagement include actions of senior leadership and direct supervisors. The document provides several suggestions for re-engaging employees, such as asking them what they need to be successful, focusing on their strengths, and using recognition. It also stresses the important role of senior leaders in communicating vision, building trust, and responding to feedback. Organizations can measure the impact of engagement efforts through surveys, anecdotal feedback, and business data.
This document summarizes findings from McKinsey & Company and LeanIn.org's seventh annual research on women in the workplace. Some key findings include:
- 423 companies participated with over 12 million employees surveyed on their workplace experiences.
- Women's representation has declined year-over-year in news and media companies across most levels. Women of color continue to lose ground.
- Women, especially women of color, report higher rates of burnout and are more likely to experience disrespectful microaggressions. They also lack effective allies.
- Women leaders have taken on greater responsibilities supporting employee wellbeing and diversity, though this important work often goes unrecognized.
Phaidon International continues the 2017 Inclusive Talent Series in March discussing the challenges faced by women group within STEM industries; Attraction, Retention and Advancement.
Edison International 2020 Diversity, Equity and Inclusion reportEdisonInternational
Edison International published its 2020 Diversity, Equity & Inclusion Report to share its progress and commitments related to DEI. The report discusses Edison's commitment to listening to employees to understand their experiences and shape DEI priorities. In 2020, Edison conducted numerous listening sessions to gain insights, particularly with its Black employee resource group. These sessions revealed that Black employees feel less included than others and experience issues such as bias, lack of career opportunities, and racial battle fatigue. Edison is increasing its focus on improving the experiences and opportunities for Black employees and communities.
This document summarizes research from DDI's Global Leadership Forecast 2008|2009 that found women have not progressed as far up the management ladder as men. It explores why this is, such as lack of opportunities for high-potential programs, leadership transitions, and international experience. It also discusses how "safety in numbers" can help or hurt women's careers. The report then offers recommendations for organizations and women to help women advance, such as leadership development programs and sponsorship. The goal is to overcome discrimination holding women back and make better use of female talent.
In a space as performance-driven and competitive as
the recruitment industry, it is crucial to stay ahead of
the curve. The growth and adoption of new strategies
and technologies is essential for success and is set to
explode in the future.
In an effort to paint a clear, distinct vision of the future of
social recruiting for our users, we asked twenty industry
thought leaders to weigh in on various trends that are
shaping the future of social media in recruitment. These
are their thoughts.
Federal worker satisfaction and commitment levels are at their lowest levels according to surveys. Only 38% of employees feel that their leadership will make meaningful changes based on survey results. Additionally, scores on leadership questions decreased in most areas in 2014. Only 30% of American employees and 13% of all global employees are actively engaged at work. Disengaged employees risk lower productivity and conduct issues while actively disengaged employees may undermine others. The document provides ideas for improving employee engagement such as focusing on front line workers, leveraging employee perspectives, selecting engaged managers, and coaching managers to foster daily engagement.
2009_03 Diversity Strategy (Talent Management in Pharma)Uxio Malvido
The document summarizes the agenda for the 3rd Annual Managing Talent in Pharma Diversity Strategy conference held by Merck & Co in Prague from March 19-20, 2009. The topics to be covered include inclusion, demographic trends, female leadership, global constituency groups, the business case for diversity, employer branding, flexibility, and talent management practices. Diversity strategies like the Global Constituency Group model and approaches to managing areas like multicultural diversity, female talent, and flexibility will also be discussed.
Women in the Workplace: Travelers Conference presentation April 2019McKinsey & Company
The document summarizes findings from a 2018 McKinsey report on women in the workplace in the insurance industry. It finds that while the insurance industry starts with better gender diversity at entry levels compared to other industries, the pipeline leaks for women at higher levels. Specifically, women of color face the steepest drop-off in representation between entry levels and the C-suite. External hiring and promotions also favor men, contributing to the gender gap. The report also examines themes of microaggressions experienced more by women, networks that are less helpful for women's careers, and negative impacts of being a "only" for gender or racial minorities in meetings.
This event showcased the work of the G20 EMPOWER Alliance and the OECD to support the implementation of commitments to strengthen women’s access to leadership positions in the private sector. This presentation shares results from the OECD Corporate Governance Factbook 2021, which features a comparison across all OECD and G20 countries of progress made to enhance the role of women on boards of directors and in senior management.
Women in the Workplace is a multi-year joint research effort by McKinsey & Company and LeanIn.org and the largest comprehensive study of the state of women in corporate America
Slide deck that accompanies the 2-day course designed to provide a foundation in Federal human resources, with an overview of the OPM occupational series.
The Changing L&D Landscape: How Do We Reach Modern Learners?PageUp
There's currently a huge shift happening in organisational learning and development. Today's employees are finding new and different ways to meet their learning needs, through everyday, informal learning delivered in a manner they've become accustomed to in their daily lives - via mobile technology and apps. But do organisations today truly understand the needs of the evolving workforce and are they keeping up with these new learning trends? How should organisations be engaging modern learners to deliver better business results?
Let's explore some important facts regarding these latest developments in workplace learning, and see what key takeaways can be derived to improve learning outcomes at your organisation.
The document discusses strategies for finding a diverse talent pool. It emphasizes tapping into internal referrals and employee resource groups, partnering with affinity groups and caucus groups, recruiting from universities with diverse student bodies, leveraging social networks and professional associations, targeting niche job boards and career fairs, conducting outreach in media publications aimed at diverse communities, and building relationships through community outreach events. The key is employing multiple sourcing strategies to identify and attract candidates from a variety of backgrounds.
This presentation offers highlights from the 2017 Women in the Workplace report by McKinsey & Company and LeanIn.org with solutions companies can take to foster gender equality.
https://womenintheworkplace.com/
Company Culture is Key to Unlocking Gender Equality and Narrowing Pay Gap, New Accenture Research Finds
“Getting to Equal 2018” report identifies 40 key factors that help all people thrive
The business case for Diversity, Equity, and Inclusion (DEI) is growing stronger than ever. During this virtual discussion, we took a closer look at “diversity winners”, which signals that a systematic business-led approach and bold, concerted action on inclusion are needed to make progress.
On the occasion of International Women’s Day, Manage India speaks to a few senior women project managers, trainers, and academicians to understand their trials and triumphs at work, and their success mantra for women project managers.
Why Strategy Fails...and How You Can Make it Workleepublish
This document discusses strategic planning and why it often fails to be implemented successfully. It begins by providing statistics that show most organizations use strategic planning but few implement plans effectively. It then outlines the benefits strategic planning can provide, such as increased survival rates, longevity, sales, and performance. However, it notes that common reasons for failure include using poor practices, like having small planning teams without diverse perspectives or failing to monitor implementation. The document then lists 16 specific strategic planning problems and provides remedies for each.
A document on women on corporate boards from a global perspective was summarized. It provides country profiles on the representation of women on boards in 16 countries. Key initiatives to increase gender diversity are noted, such as quotas in some countries like France. Statistics show the percentage of women on boards remains low in many countries like Germany and Australia. Overall the document presents an overview of efforts globally to address the lack of gender diversity in corporate boardrooms.
Pepsi co case of study building gender balaned leadership team updatedIcon Group Innovations
PepsiCo's document discusses building gender balanced leadership teams. It outlines PepsiCo's commitment to diversity and inclusion, including achieving parity between women and men in management. It describes key initiatives like talent reviews, mentoring programs, and work-life balance policies. The document also discusses PepsiCo Turkey's journey to increase female representation in leadership, through actions like establishing a task force, conducting surveys, defining flexibility policies, and strong communication. PepsiCo Turkey has seen success, with around 33% female representation in leadership roles.
McKinsey Global Survey results: Moving mind-sets on gender diversity: To ens...Lucia Predolin
Moving mind-sets on gender diversity: McKinsey Global Survey results
To ensure that corporate culture supports—not hinders—the ability of women to reach top management, companies must address mind-sets and develop a more inclusive, holistic diversity agenda.
The document discusses ways to re-engage disengaged employees during difficult times. It notes that engagement levels have dropped significantly for companies that have laid off workers. Top drivers of engagement include actions of senior leadership and direct supervisors. The document provides several suggestions for re-engaging employees, such as asking them what they need to be successful, focusing on their strengths, and using recognition. It also stresses the important role of senior leaders in communicating vision, building trust, and responding to feedback. Organizations can measure the impact of engagement efforts through surveys, anecdotal feedback, and business data.
This document summarizes findings from McKinsey & Company and LeanIn.org's seventh annual research on women in the workplace. Some key findings include:
- 423 companies participated with over 12 million employees surveyed on their workplace experiences.
- Women's representation has declined year-over-year in news and media companies across most levels. Women of color continue to lose ground.
- Women, especially women of color, report higher rates of burnout and are more likely to experience disrespectful microaggressions. They also lack effective allies.
- Women leaders have taken on greater responsibilities supporting employee wellbeing and diversity, though this important work often goes unrecognized.
Phaidon International continues the 2017 Inclusive Talent Series in March discussing the challenges faced by women group within STEM industries; Attraction, Retention and Advancement.
Edison International 2020 Diversity, Equity and Inclusion reportEdisonInternational
Edison International published its 2020 Diversity, Equity & Inclusion Report to share its progress and commitments related to DEI. The report discusses Edison's commitment to listening to employees to understand their experiences and shape DEI priorities. In 2020, Edison conducted numerous listening sessions to gain insights, particularly with its Black employee resource group. These sessions revealed that Black employees feel less included than others and experience issues such as bias, lack of career opportunities, and racial battle fatigue. Edison is increasing its focus on improving the experiences and opportunities for Black employees and communities.
This document summarizes research from DDI's Global Leadership Forecast 2008|2009 that found women have not progressed as far up the management ladder as men. It explores why this is, such as lack of opportunities for high-potential programs, leadership transitions, and international experience. It also discusses how "safety in numbers" can help or hurt women's careers. The report then offers recommendations for organizations and women to help women advance, such as leadership development programs and sponsorship. The goal is to overcome discrimination holding women back and make better use of female talent.
In a space as performance-driven and competitive as
the recruitment industry, it is crucial to stay ahead of
the curve. The growth and adoption of new strategies
and technologies is essential for success and is set to
explode in the future.
In an effort to paint a clear, distinct vision of the future of
social recruiting for our users, we asked twenty industry
thought leaders to weigh in on various trends that are
shaping the future of social media in recruitment. These
are their thoughts.
Federal worker satisfaction and commitment levels are at their lowest levels according to surveys. Only 38% of employees feel that their leadership will make meaningful changes based on survey results. Additionally, scores on leadership questions decreased in most areas in 2014. Only 30% of American employees and 13% of all global employees are actively engaged at work. Disengaged employees risk lower productivity and conduct issues while actively disengaged employees may undermine others. The document provides ideas for improving employee engagement such as focusing on front line workers, leveraging employee perspectives, selecting engaged managers, and coaching managers to foster daily engagement.
2009_03 Diversity Strategy (Talent Management in Pharma)Uxio Malvido
The document summarizes the agenda for the 3rd Annual Managing Talent in Pharma Diversity Strategy conference held by Merck & Co in Prague from March 19-20, 2009. The topics to be covered include inclusion, demographic trends, female leadership, global constituency groups, the business case for diversity, employer branding, flexibility, and talent management practices. Diversity strategies like the Global Constituency Group model and approaches to managing areas like multicultural diversity, female talent, and flexibility will also be discussed.
Women in the Workplace: Travelers Conference presentation April 2019McKinsey & Company
The document summarizes findings from a 2018 McKinsey report on women in the workplace in the insurance industry. It finds that while the insurance industry starts with better gender diversity at entry levels compared to other industries, the pipeline leaks for women at higher levels. Specifically, women of color face the steepest drop-off in representation between entry levels and the C-suite. External hiring and promotions also favor men, contributing to the gender gap. The report also examines themes of microaggressions experienced more by women, networks that are less helpful for women's careers, and negative impacts of being a "only" for gender or racial minorities in meetings.
This event showcased the work of the G20 EMPOWER Alliance and the OECD to support the implementation of commitments to strengthen women’s access to leadership positions in the private sector. This presentation shares results from the OECD Corporate Governance Factbook 2021, which features a comparison across all OECD and G20 countries of progress made to enhance the role of women on boards of directors and in senior management.
Women in the Workplace is a multi-year joint research effort by McKinsey & Company and LeanIn.org and the largest comprehensive study of the state of women in corporate America
Slide deck that accompanies the 2-day course designed to provide a foundation in Federal human resources, with an overview of the OPM occupational series.
The Changing L&D Landscape: How Do We Reach Modern Learners?PageUp
There's currently a huge shift happening in organisational learning and development. Today's employees are finding new and different ways to meet their learning needs, through everyday, informal learning delivered in a manner they've become accustomed to in their daily lives - via mobile technology and apps. But do organisations today truly understand the needs of the evolving workforce and are they keeping up with these new learning trends? How should organisations be engaging modern learners to deliver better business results?
Let's explore some important facts regarding these latest developments in workplace learning, and see what key takeaways can be derived to improve learning outcomes at your organisation.
The document discusses strategies for finding a diverse talent pool. It emphasizes tapping into internal referrals and employee resource groups, partnering with affinity groups and caucus groups, recruiting from universities with diverse student bodies, leveraging social networks and professional associations, targeting niche job boards and career fairs, conducting outreach in media publications aimed at diverse communities, and building relationships through community outreach events. The key is employing multiple sourcing strategies to identify and attract candidates from a variety of backgrounds.
This presentation offers highlights from the 2017 Women in the Workplace report by McKinsey & Company and LeanIn.org with solutions companies can take to foster gender equality.
https://womenintheworkplace.com/
Company Culture is Key to Unlocking Gender Equality and Narrowing Pay Gap, New Accenture Research Finds
“Getting to Equal 2018” report identifies 40 key factors that help all people thrive
The business case for Diversity, Equity, and Inclusion (DEI) is growing stronger than ever. During this virtual discussion, we took a closer look at “diversity winners”, which signals that a systematic business-led approach and bold, concerted action on inclusion are needed to make progress.
On the occasion of International Women’s Day, Manage India speaks to a few senior women project managers, trainers, and academicians to understand their trials and triumphs at work, and their success mantra for women project managers.
This article discusses challenges faced by women in advancing their careers, and profiles successful women project managers. It notes that while more women are entering the workforce, few reach leadership roles due to barriers like unclear promotion criteria and lack of support systems. Two women project managers provide insights. Prof. Karuna Jain emphasizes balancing career and family, and taking project-based work. Vandana Malaiya of IBM recommends having confidence, seeking help during tough times, and flexibility from employers. The article promotes creating support systems and equal opportunities to help more women succeed.
When it comes to investing in diversity, 71% of talent professionals
report that achieving gender parity* at their company is a
top priority.1 And while there is a long way to go to get there, a
thoughtful, data-driven recruiting strategy can help you make
meaningful gains toward that goal.
To understand how gender impacts the candidate journey, we
analyzed LinkedIn data on billions of interactions between
companies and candidates from job applications to recruiter
outreach and hires. The results show that while women and men
explore opportunities similarly, there’s a clear gap in how they apply
to jobs — and in how companies recruit them.
The good news is that this data is actionable. This report will help
you improve every step of the job seeker journey on LinkedIn, from
how you position your employer brand and interact with candidates,
to benchmarking your gender diversity hiring goals against your
industry. Your push for #BalanceForBetter can start today.
Discover the barriers holding companies back from having the diversified teams needed to boost their results, ignite innovation and excellence. Learn what can be done to bridge the gap.
Women in ICT Leadership - Are We Nearly There?Deanna Kosaraju
Voices 2014 presented by Global Tech Women
Women in ICT Leadership - Are We Nearly There?
Chandana Unnithan, Deakin University, Australia; Renu Rajani, Capgemini, India and Arathi G, RIPL, India
The document discusses employee engagement and how gamification can be used to improve engagement. It begins by defining employee engagement and noting that lack of engagement is a major issue. It then discusses how gamification, which was originally used to engage customers, is now being applied to engage employees. Elements of gamification like levels, badges, and leaderboards can motivate employees. Implementing gamification requires bundling it with existing processes and sustaining it over time, but it has the potential to significantly impact productivity and drive change in organizations.
Gender diversity in corporate workplaces is important for businesses to sustain their operations. While many companies have good intentions around gender diversity, some lack knowledge on how to implement it or get stuck in inertia. True gender diversity means proportional representation of men and women at all levels of an organization. Research shows diverse organizations are more successful due to improved communication, decision-making, problem-solving, and ability to market to different customer groups. However, women remain underrepresented in top corporate positions globally despite making up half the workforce.
Women who take mid-career breaks struggle to get back into the workforce. However, companies in India are actively pursuing gender diversity initiatives. It is essential for women to be aware of such opportunities and invest in training themselves to make the best of the opportunities. SoaringEagles is an innovative talent development organisation with a range of training programmes and personalised career counselling services. For more details visit www.soaringeagles.in.
The Dale Carnegie Gender Engagement WhitepaperRohini Rego
This document summarizes the key findings of a study on employee engagement levels among men and women in India. The study found that women have significantly lower engagement levels, with only 39% of women being fully engaged compared to 50% of men. Women were also more likely to be disengaged (12% vs 9% for men) and less willing to put in extra effort for their organizations. Engagement levels varied among women in different roles and pay brackets, with higher levels for senior roles and salaries above Rs. 20 lakhs annually. The study also found that disengaged women were more likely than men to consider leaving their jobs for small pay increases. This suggests that factors like career growth opportunities, compensation fairness and workplace
The Dale Carnegie Gender Engagement WhitepaperRohini Rego
One of the first Gender studies on Employee Engagement in India. Dale Carnegie India surveyed more than 1200 professionals, individual contributors, managers and chief executives across the country to understand if there were any significant gender differences in the levels of employee engagement in India.
This whitepaper reveals insights which can be useful for engaging women employees in the workplace and examines the key drivers of engagement in a women-specific context.
This document discusses gender diversity in organizations. It provides several facts and statistics showing that while many organizations aim to increase the number of female employees at mid-levels, very few see increases at executive levels. Research shows gender diverse companies outperform those that are not, and diversity can significantly boost economic growth. However, barriers remain like lack of flexible work arrangements and support for women, especially in negotiating compensation and rising to leadership. The document examines benefits of diversity and key factors important to retaining women, such as leadership programs and mentoring, though organizations often fail to provide these.
The document is an executive summary of the 2016 Workforce Purpose Index, the largest global study on the role of purpose in the workforce. Some key findings include:
- Only 30% of the U.S. workforce reports being actively involved, enthusiastic, and committed to their work, showing the need to connect people with their purpose at work.
- The study found that 37% of LinkedIn members globally are purpose-oriented, and purpose-oriented employees have higher job satisfaction, engagement, and performance.
- Purpose orientation was found across all countries, cultures, industries, and job functions studied. Countries with the highest rates of purpose orientation include Sweden, Germany, and the Netherlands, while the lowest include U
Trend setting results from OI Global 3rd annual Global Survey along with a unique look at the use of AI across a number of very “human” functions such as profiling, recruiting and developing talent.
The COVID-19 outbreak and its simultaneous effects on organizations have ushered a deep sense of ambiguity for all. Most people face stress, anxiety, and panic while adjusting to the new means of remote working and taking care of their families at the same time. In the new normal, employees are looking towards business leaders to give support and direction over crucial issues, including job safety and lay-off.
For this reason, Diversity and Inclusion have become imperative. To succeed in this new normal, it has become essential to redefine the entire idea of diversity at the workplace.
Cecilia Boggi 'The Power of Women in Project Economy 'PMIUKChapter
While projects are growing exponentially, organizations don’t have enough talent to lead them, and only 30% of PMs are women. We know stereotypes associate leaders with masculine traits.
However, findings at the Lecturer’s Doctoral Research show that traits like empathy, listening, collaboration and servant leadership, considered mainly feminine, motivate collaborators, and generate better results.
Projects and organizations benefit recruiting more women!
Full Details:
Project management is a profession that is growing at a fast pace driven by today's disruptive changes such as the adoption of advanced technologies, digital transformation, and the life-changing Covid-19 pandemic.
According to PMI studies, organizations are not finding the talent to develop their projects, which makes it difficult for them to materialize their strategic initiatives and deliver products and services with the required quality.
On the other hand, it has been found that there is a very low participation of women in the profession, representing less than 30% of project management professionals.
At the same time, the information technology industry, where there is also unmet global demand, has a low percentage of women and even fewer in leadership roles.
Various studies have explained the possible reasons for this reality, but the truth is that this gap presents a good opportunity, both for women who could develop their professional career in project management, and for organizations that will be able to take advantage of the benefits of their talent.
This exhibition aims to bring the public closer to the current reality of gender diversity in project management, raise awareness about gender gaps, stereotypes and prejudices around gender and the difficulties that women must overcome to advance in their careers. professionals.
Born between 1997 and 2012, Gen Z currently makes up 20.35% of the US population. The eldest among them are between 22 and 25 years old, so you can expect members of this generation to start trickling into your ranks more and more in the coming years. They will impact the workplace for decades to come. As more and more Gen Z enters the workforce, it is imperative that organizations educate themselves on what this generation values most in an employer. Hiring and retention strategies must evolve to incorporate those preferences and values.
Building Meaningful Talent Communities with AI - Heather Pysklywec - SocialHR...SocialHRCamp
Speaker: Heather Pysklywec
Digital transformation has transformed the talent acquisition landscape over the past ten years. Now, with the introduction of artificial intelligence, HR professionals are faced with a new suite of tools to choose from. The question remains, where to start, what to be aware of, and what tools will complement the talent acquisition strategy of the organization? This session will give a summary of helpful AI tools in the industry, explain how they can fit into existing systems, and encourage attendees to explore if AI tools can improve their process.
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
How to Leverage AI to Boost Employee Wellness - Lydia Di Francesco - SocialHR...SocialHRCamp
Speaker: Lydia Di Francesco
In this workshop, participants will delve into the realm of AI and its profound potential to revolutionize employee wellness initiatives. From stress management to fostering work-life harmony, AI offers a myriad of innovative tools and strategies that can significantly enhance the wellbeing of employees in any organization. Attendees will learn how to effectively leverage AI technologies to cultivate a healthier, happier, and more productive workforce. Whether it's utilizing AI-powered chatbots for mental health support, implementing data analytics to identify internal, systemic risk factors, or deploying personalized wellness apps, this workshop will equip participants with actionable insights and best practices to harness the power of AI for boosting employee wellness. Join us and discover how AI can be a strategic partner towards a culture of wellbeing and resilience in the workplace.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024SocialHRCamp
Speaker: Shahzad Khan
This session on "AI Considerations in Human Resources Governance" explores the integration of Artificial Intelligence (AI) into HR practices, examining its history, current applications, and the governance issues it raises. A framework to view Government in modern organizations is provided, along with the transformation and key considerations associated with each element of this framework, drawing lessons from other AI projects to illustrate these aspects. We then dive into AI's use in resume screening, talent acquisition, employee retention, and predictive analytics for workforce management. Highlighting modern governance challenges, it addresses AI's impact on the gig economy as well as DEI. We then conclude with future trends in AI for HR, offering strategic recommendations for incorporating AI in HR governance.
Your Guide To Finding The Perfect Part-Time JobSnapJob
Part-time workers account for a significant part of the workforce, including individuals of all ages. A lot of industries hire part-time workers in different capacities, including temporary or seasonal openings, ranging from managerial to entry-level positions. However, many people still doubt taking on these roles and wonder how a temporary part-time job can help them achieve their long-term goals.
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
Start Smart: Learning the Ropes of AI for HR - Celine Maasland - SocialHRCamp...SocialHRCamp
Speaker: Celine Maasland
In this session, we’ll demystify the process of integrating artificial intelligence into everyday HR tasks. This presentation will guide HR professionals through the initial steps of identifying AI opportunities, choosing the right tools, and effectively implementing technology to streamline operations. Additionally, we’ll delve into the specialized skill of prompt engineering, demonstrating how to craft precise prompts to enhance interactions between AI systems and employees. Whether you’re new to AI or looking to refine some of your existing strategies, this session will equip you with the knowledge and tools to harness AI’s potential in transforming HR functions.
2. RECRUISE INDIA CONSULTING
Recruise India Consulting is a leader in providing End - End Recruitment and Talent Pool solutions.
Recruise India offers a wide range of Outsourcing and Consulting services on a temporary,
contract and permanent basis. Serving Clients around the globe on Recruitment, Talent Pool Analysis,
Location Analysis, Executive level analysis, Compensation Benchmarking, etc.
Recruise India Consulting is in the recruitment industry for over ten years and has set the benchmark
in advanced recruitment and strategies. Recruise India Consulting has rich experience of recruitment
and providing the best talent solutions as per the client requirements.
Reach us on Facebook, Linkedin.
www.recruiseindia.com
3. INTRODUCTIONCONTENTS
Introduction 3
Getting started 4
Gender representation across levels 9
Roles & responsibilities 10
Measures to ensure gender equality 11
Disclaimer 13
It has been proven that diverse organizations outperform the organizations with less diverse environment.
Gender diversity in India is the major talk in organizations across industries and is witnessing an increase with
government initiatives. We want to make women business leaders and provide them equal opportunity.
We hope to advice on how the divide between genders can be narrowed. We hope that you find these
findings useful and also look forward to discussing the same with you.
2 3
4. China
FEMALE WORKFORCE IN TOP 5 COUNTRIES:
4
49%
45%
24%44%
38%
USA
India
IndonesiaBrazil
India stands at 108th position out of 145 countries in the world economic forum
global gender gap index.
Source: World Economic Forum, Recruise Research and Analysis, Public profiles,
Recruise Skill Taxonomy, Professional social media networks & SME Interviews
By working population*
Globally, 52% of
women respondents feel
that they have not been
given equal opportunities
as men.
5. Gender Ratio in Indian Top Tier Cities
5 By working population*
Source: Recruise Research and Analysis, Public profiles,
Recruise Skill Taxonomy, Professional social media networks & SME Interviews
37%
65%
Male Female
Both North and South india match the
same level of gender diversity
More than 60% of the talent are
from Tier I Cities
6. Gender ratio in top 5 IT companies
64%
36%
Accenture
65%
35%
Infosys
32%
66%
34%
Cognizant
68%
TCS
68%
32%
Wipro
6 Source: Recruise Research and Analysis, Public profiles,
Recruise Skill Taxonomy, Professional social media networks & SME Interviews
7. Challenges faced by women at workplace
7
Communication Gap
Ethnic and cultural differences
Harassment
Source: Recruise Research and Analysis, Public profiles,
Recruise Skill Taxonomy, Professional social media networks & SME Interviews
8. Advantages of adopting gender diversity to leverage business goals
Boosts the Brand
and Reputation
Collaboration
Enhances client satisfaction
Encourages innovation
Compete in new industries
and across geographies
Source: Recruise Research and Analysis, Public profiles,
Recruise Skill Taxonomy, Professional social media networks & SME Interviews8
9. Sectors that attract higher percentage of women
9
Financial services Hospitality
Airline Media and Entertainment
Source: Recruise Research and Analysis, Public profiles,
Recruise Skill Taxonomy, Professional social media networks & SME Interviews
10. Gender Representation across levels
10
As per an internal survey it is found that among every 100 women promoted at workplace, there are
130 men who get promoted
28%
78%
Entry to Manager
24%
76%
Director
21%
79%
Senior
Manager
17%
83%
Executive
Level
Genderrepresentation
acrosslevels
Men
Women
Number of Women on Boards of Directors across industries
BFSI Manufacturing Service IT/ITES FMCG
0.00
5.00
10.00
15.00
20.00
25.00
Source: Recruise Research and Analysis, Public profiles,
Recruise Skill Taxonomy, Professional social media networks & SME Interviews
11. Higlights on the Roles & Responsibilities by Respondents
10
1 out of 10 jobs are defined specifically for Men
52%
In response to a survey, about half the women population find the flexibility and work-life balance programs
in their organizations are not well propagated and implemented.
59%More than half of the women population feel that taking advantage of the flexible and
work-life Balance programs in their organizations would negatively impact their career.
Men
Women
Men and Women must carry out
gender specific roles - 9%
Men and Women can fulfill roles
regardless of gender - 91%
Gender Roles Primary responsibility for men and women
37%
58%
12%
64%
13%
26%
Home & Work
Work
Home
Source: Recruise Research and Analysis, Public profiles,
Recruise Skill Taxonomy, Professional social media networks & SME Interviews
Majority of respondents concurred on women’s responsibility being split between home and work,
and men’s being toward work. Just about a third exhibited a truly unbiased outlook with a belief
that men must focus on home and work equally, just as women.
12. 11
Measures to Ensure Gender Equality
Flexi-time options
Clear Wage Standards
Transparent performance reviews
Maternity leaves & sexual harassement policies
Leadership trainings/more women on board
Source: Recruise Research and Analysis, Public profiles,
Recruise Skill Taxonomy, Professional social media networks & SME Interviews
13. Highlight few companies that are providing benefits to their
women workforce: (1/2)
Source: Recruise Research and Analysis, Public profiles,
Recruise Skill Taxonomy, Professional social media networks & SME Interviews
11
Provides career opportunity at the
leadership role for women through
WinspiRe program
Empowers women to be
entrepreneurs with ‘Girls in Tech’
program
Offers women who have a gap
in their career
Empowers girls at school level by
providing training in mathematics
and science
Infosys women’s inclusivity network
empowers women by proving
leadership trainings
Back-to-work program for women who
wants to re-join after a career gap
14. Highlight few companies that are providing benefits to their
women workforce: (2/2)
Source: Recruise Research and Analysis, Public profiles,
Recruise Skill Taxonomy, Professional social media networks & SME Interviews12
Extended maternity leaves and also
offers flexible timings and work from
home facilities for women employees
Offers women who have a gap in
their career and provide them with
career internship and trainings
With the concept of ‘IT is not for
Geeks the company trains girl student
and share best practices
‘High-Tech Women’ initiative provides
women employees to be expert in
technical architectural field
Offers employees with 150 % referral
bonus to encourage women referrals
15. Disclaimer
All the information in this report is obtained through proprietary sources discussions with industry experts and public
information sources. Recruise India makes no representations or warranties regarding the errors, omissions or completeness
ot any information contained herein and shall have no liability for the same.
Readers are advised to conduct an independent evaluation.
All the trademarks or logos used are of their respective owners, and constitute neither an endorsement nor a
recommendation of those organizations.