Phaidon International continues the 2017 Inclusive Talent Series in March discussing the challenges faced by women group within STEM industries; Attraction, Retention and Advancement.
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
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
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
Women are less likely to receive the first critical promotion to manager—so far fewer end up on the path to leadership—and are less likely to be hired into more senior positions. Women also get less access to the people, input, and opportunities that accelerate careers. As a result, the higher you look in companies, the fewer women you see.
This disparity is especially pronounced for women of color, who face the most barriers to advancement and experience the steepest drop-offs with seniority.
One of the great paradoxes of the current economy is a relatively high level of general unemployment among Western economies and simultaneously, a very tight labor market for certain skilled roles. Anecdotes of hiring cycles in the six-month range for specialized developers or designers are not uncommon in software circles, and high-tech manufacturers voice frequent complaints about the lack of skilled talent. The key to solving these hiring challenges is to think differently about the problem. All too often, hiring managers and recruiters default to a “hiring” focused answer, when frequently the real answer lies in development, internal mobility, apprenticeship and long-term career and succession planning. In this session, we’ll talk about how all these pieces fit together and why “hiring for critical roles” is fundamentally the wrong strategy in most cases.
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.
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
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
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
Women are less likely to receive the first critical promotion to manager—so far fewer end up on the path to leadership—and are less likely to be hired into more senior positions. Women also get less access to the people, input, and opportunities that accelerate careers. As a result, the higher you look in companies, the fewer women you see.
This disparity is especially pronounced for women of color, who face the most barriers to advancement and experience the steepest drop-offs with seniority.
One of the great paradoxes of the current economy is a relatively high level of general unemployment among Western economies and simultaneously, a very tight labor market for certain skilled roles. Anecdotes of hiring cycles in the six-month range for specialized developers or designers are not uncommon in software circles, and high-tech manufacturers voice frequent complaints about the lack of skilled talent. The key to solving these hiring challenges is to think differently about the problem. All too often, hiring managers and recruiters default to a “hiring” focused answer, when frequently the real answer lies in development, internal mobility, apprenticeship and long-term career and succession planning. In this session, we’ll talk about how all these pieces fit together and why “hiring for critical roles” is fundamentally the wrong strategy in most cases.
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.
This presentation offers a comprehensive review of 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/
As part of Mercer's commitment to providing clients with research-based solutions, Mercer’s employee research group conducts a series of national studies around the globe, entitled What’s Working™.
These studies allow us to analyze national trends regarding employee perceptions and to identify the key drivers of employee engagement – by country and on a global basis.
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/
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.
The Press Forward Discussion: Pipeline to Leadership for Women in NewsMcKinsey & Company
Materials from the Women in the Workplace presentation with The Press Forward. Includes the Media and Entertainment talent pipeline, insights on how COVID has influenced representation, and action items for leaders to drive fundamental change.
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.
Race in the workplace: The Black experience in the US private sectorMcKinsey & Company
McKinsey's Race in the Workplace report 2021 is one of the most comprehensive benchmark studies of Black Americans in the US private sector. It highlights the complexity of the challenge for Black workers by examining Black worker representation and experience.
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.
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.
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.
This presentation offers a comprehensive review of 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/
As part of Mercer's commitment to providing clients with research-based solutions, Mercer’s employee research group conducts a series of national studies around the globe, entitled What’s Working™.
These studies allow us to analyze national trends regarding employee perceptions and to identify the key drivers of employee engagement – by country and on a global basis.
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/
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.
The Press Forward Discussion: Pipeline to Leadership for Women in NewsMcKinsey & Company
Materials from the Women in the Workplace presentation with The Press Forward. Includes the Media and Entertainment talent pipeline, insights on how COVID has influenced representation, and action items for leaders to drive fundamental change.
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.
Race in the workplace: The Black experience in the US private sectorMcKinsey & Company
McKinsey's Race in the Workplace report 2021 is one of the most comprehensive benchmark studies of Black Americans in the US private sector. It highlights the complexity of the challenge for Black workers by examining Black worker representation and experience.
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.
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.
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.
Next Generation Diversity: Developing tomorrow’s female leadersPwC Russia
To mark International Women's Day on Saturday 8th March 2014, PwC releases a report focusing on what organisations can do to create the right environment for millennial women to flourish in the workplace. The report Next generation diversity – Developing tomorrow's female leaders identifies six key themes which are integral to the successful attraction, retention and development of the female millennial.
Etude PwC sur les talents féminins de la génération Y (2014)PwC France
A l’occasion de la Journée Internationale de la Femme, le cabinet d’audit et de conseil PwC publie le rapport “Next Generation Diversity : Developing tomorrow’s female leaders”. L’étude analyse les moyens pour attirer, développer et retenir les talents féminins de la génération Y, et en faire les dirigeantes de demain. Plus éduquées que jamais et représentant une part plus importante de la population active, ces jeunes femmes sont plus confiantes dans leur réussite professionnelle que les générations précédentes. Elles recherchent des employeurs connus pour leur respect de la diversité et de l’égalité, mais leurs attentes ne sont pas toujours comblées.
The seventh edition of the Grant Thornton International Business Report focused on
“Women in Business” forms part of Grant Thornton’s global research program into women’s
representation in corporates. This report analyses the various gender diversity programs across the
world to promote more women representation in the senior positions.
The Kelly Global Workforce Index (KGWI) is an annual global survey that is the largest study of its kind. In 2015, Kelly collected feedback from 164,000 workers across 28 countries across the Americas, EMEA, and APAC regions and a multitude of industries and occupations.
This study is taking a high level look at:
- Work-Life Design as it pertains to the global worker today.
- Women in STEM Talent Gap - a study that at the gap of women talent in STEM – Science, Technology, Engineering and Math – fields.
- Career Management – specifically the emerging trend of do-it-yourself (“DIY”) career development – as it pertains to the global worker seeking to be as resilient as possible in today’s uncertain environment
- Collaborative Work Environment as it pertains to the global worker today.
Here is our second global report on the topic Women in STEM.
Etude PwC sur les femmes de la génération Y (mars 2015)PwC France
http://bit.ly/PwC-Female-Millennial A l’occasion de la Journée internationale de la femme le 8 mars prochain, le cabinet d’audit et de conseil PwC publie son étude « The female millennial : A new era of talent » qui chasse les idées reçues sur les femmes au travail. PwC a interrogé 8 756 femmes et 1 349 hommes appartenant à la génération Y (nés entre 1980 et 1995), issus de 75 pays, afin de révéler leur perception du monde du travail en général et de leur carrière en particulier.
Making the Business Case for Gender EquityKelly Services
"Making the Business Case for Gender Equity" is talking why we need to unlock the full potential of women in the global economy. This is a business case for improving gender equity.
The Gender Gap At The Top: What's Keeping Women From Leading Corporate America?Subha Barry
This Working Mother research project takes a comprehensive look at the experiences of women - and men - at all levels of corporations to ascertain what perceptions and realities are keeping them out of the highest ranks and to offer real solutions to close the gap.
The female millennial: A new era of talentPlanimedia
This report aims to provide some insight
into the minds of female millennials and
how to position your organisation and
talent strategies towards the attraction,
retention, engagement and development
of this significant talent pool.
The female-millenial-a-new-era-of-talentPwC España
Las mujeres millennials, entre los 20 y los 30 años, creen que, todavía, las oportunidades que les ofrecen las empresas no son las mismas que para los hombres de su generación
As a global recruitment organisation EPM Scientific works exclusively within Life Science, we recognise that continuous
development within the industry can make the ability to attract and retain top talent a key priority.
FIFX & Equities: End of Year Report & Salary Survey 2017 across London, United Kingdom. Selby Jennings Fixed Income Sales and Trading specialists discuss market in 2016 and the changes we expect to see throughout 2017.
FIFX Equities: End of year report and Salary Survey 2017
Inclusive talent challenges for women
1. INCLUSIVE TALENT I N T E R N A T I O N A L
INCLUSIVE TALENT CHALLENGES
FOR WOMEN: ATTRACTION,
RETENTION AND ADVANCEMENT
2. www.phaidoninternational.com | enquiries@phaidoninternational.com InclusiveTalent | Enabling Exceptional Careers
INCLUSIVE TALENT CHALLENGES FOR WOMEN
Diversity should be a key priority within every
organisation. Studies suggest workplaces with a
diverse mix of talent achieve better fiscal results
than their less diverse counterparts.
Research shows that Fortune 500 companies with
three or more female directors typically see an
increase in sales of 42%.1
In addition, Gallup found
that diverse teams featuring women had a 22%
lower turnover rate. Despite the demonstrated
benefits of female leadership, studies have revealed
that only 14% of executives at Fortune 500
companies are women.2
Women are particularly
underrepresented in STEM fields; according to
Department of Labor figures,only 11% of engineers
in the US are women.3
Unconscious bias is at the root of the issue and
a study from Yale University saw two groups of
scientists given an identical lab manager application
– half bearing a‘male’name and half a‘female’name.
Scientists rated applications with the‘female’ names
significantly lower for‘hireability’and‘competence’.4
Diversity is not only about hiring to raise the
statistics, but also about considering candidates
from underrepresented groups without bias.
Increasing the diversity of the workplace should be
a business issue. Majority group members – that
is, typically men – will be vital when it comes to
implementing genuine change in this area.
To mark International Women’s Day this year,
we’re highlighting some of the reasons why it’s so
important to attract, retain and advance female
talent in today’s modern workplace.
“Diversity should be a key priority within
every organisation. Studies suggest
workplaces with a diverse mix of talent
achieve better fiscal results than their less
diverse counterparts.”
3. Attraction
According to Census Bureau’s 2009 American
Community Survey, although women make up
48% of the US workforce, they only represent 24%
of STEM employees. This is despite the fact that
women now make up 49% of college-educated
workers as a whole.5
Attracting diverse candidates
to underrepresented fields is a vital part of the
equation for improving diversity.
Flexibility can be an effective policy for attracting
female candidates,from flexible working patterns,to
paid maternity leave. “Offering paid parental leave
for men and women is critical to both attracting
and retaining female tech talent,” says Jen Dulski, of
Change.org. Family-friendly policies should extend
to both men and women to help support the
cultural shift of parenting from purely a woman’s
domain to the responsibility of both genders. It’s
important that these policies can actually be used
without stigma.
Perception can be one of the biggest barriers when
it comes to some fields. STEM (Science,Technology,
Engineering & Mathematics),for example,is an area
often seen as male dominated. In order to help
attract more female talent, a company should focus
on the inclusivity of its employer brand and make it
part of the wider employer value proposition.This
will help attract more diverse candidates who will
be able to envision themselves succeeding within
the business.
Retention
Women leave the tech industry at a 45% higher
rate than men.6
This is thought to be due to an
inherently ‘masculine’ culture of success in these
organisations. In order to retain female talent,
companies must focus on nurturing an inclusive
culture. Leadership is an essential part of this
process; including both executive level buy-in from
male leadership as well as female leaders serving as
mentors and role models for younger talent.
Additionally, equal pay is still one of the most
pertinent issues for women today.Unconscious bias
also has an effect on unequal pay and advancement,
and is a motivational factor behind why so many
women leave STEM careers. By introducing
accountability and KPIs for diversity, a business can
help reinforce a more inclusive infrastructure,which
will, in turn, lead to a more diverse environment.
“By introducing accountability and KPIs for
diversity, a business can help reinforce a
more inclusive infrastructure, which will, in
turn, lead to a more diverse environment.”
Advancement
Despite active directives by many key industry
players to attract and retain female candidates,
there’s a key area which still lags behind:
advancement.
Women are struggling when it comes to securing
leadership roles in business. Just as the gender pay
gap lives on, the gender promotion gap is an issue.
According to a 2016 report by McKinsey and Co
and Lean In, the company founded by Facebook
COO Sheryl Sandberg, 130 men are promoted to
management roles for every 100 women.7
Managers need to be more inclusive when it comes
to promotion and advancement. One suggested
method is asking for a democratic-style vote so
employees can suggest who they would like to
make influential decisions to shape the business.
This will then highlight to management potentially
overlooked female candidates who could thrive in
leadership roles. Evaluation protocols which look
beyond the traditional criteria and processes are
needed to help uncover ‘hidden leaders’.
Mentorship is also a vital vehicle when it comes
to female advancement. This includes senior male
figures being more inclusive as well as female
figures actively supporting diverse talent within the
organisation.
www.phaidoninternational.com | enquiries@phaidoninternational.com InclusiveTalent | Enabling Exceptional Careers
4. DIVERSITY AS A KEY DIRECTIVE
Company models which feature women in senior
positionsareoftenrewardedwithhighperformance.
Despite this, women are underrepresented even
in iconic businesses known for their innovation;
Google,Twitter and Apple are all only 30% female.
But change is on the horizon. Apple has made
a commitment to increase the diversity of its
new hires, 54% of which are minorities. The tech
innovator is striving to create a culture of inclusion,
stating, “We want Apple to be a reflection of the
world around us.”
The problem with diversity needs to be addressed
at all levels of the chain. If women make up more
than one-quarter of engineers in tech companies,
and technical positions naturally lead to senior
roles, then it follows that underrepresented groups
such as women will not end up in management
roles if technical careers such as engineering do not
make an active effort to nurture inclusivity.8
Diversity is not just the responsibility of women and
underrepresented groups – it is the responsibility
of senior management and hiring managers as a
whole. Equally, the success of diverse companies
speaks for itself – if you value success, then you
should value diversity.
As we celebrate the achievements of women on
International Women’s Day; it is also important
that we look towards the future and how making
diversity a key business priority can benefit both the
careers of female talent,along with the organisation
as a whole.
During 2017 Phaidon International is continuing
the InclusiveTalent series exploring the issues being
faced by companies and producing“How to”guides
for employers faced with such challenges regarding
diversity in the workplace. View further details
about the Inclusive Talent series here and follow
@PhaidonIntl and the hashtag #InclusiveTalent on
twitter for more updates on the series.
Sources:
1 http://www.hiremorewomenintech.com/
2 https://www.theatlantic.com/business/archive/2017/02/qa-jeffery-tobias-
halter/517755/
3 http://www.hiremorewomenintech.com/
4 http://www.hiremorewomenintech.com/
5 http://www.cio.com/article/2841636/staff-management/6-ways-to-
attract-and-retain-female-it-talent.html
6 https://www.forbes.com/sites/quora/2017/02/28/why-women-leave-
the-tech-industry-at-a-45-higher-rate-than-men/#226ed8a44216
7 http://www.huffingtonpost.com/entry/is-womens-leadership-talent-
hiding-in-plain-sight_us_58b5c3c5e4b02f3f81e44cfc
8 http://www.apple.com/diversity/
5. I N T E R N A T I O N A L
INCLUSIVE TALENT
Phaidon International is a global
staffing group with 6 micro-specialist
recruitment brands.
We help organisations identify, attract
and secure the best talent for their
requirements across 4 key market
verticals; Financial Services, Energy,
Technical and Professional Services.
Contact us for further hiring trends and
advice, or if you are looking to grow
your team.
Contact us today:
www.phaidoninternational.com
info@phaidoninternational.com
Enabling Exceptional Careers
Phaidon International exists to enable exceptional careers
around the world; we connect exceptional talent, with
exceptional opportunities.