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.
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.
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.
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
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.
Phaidon International continues the 2017 Inclusive Talent Series in March discussing the challenges faced by women group within STEM industries; Attraction, Retention and Advancement.
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.
There is an ever-growing necessity for businesses to include women’s empowerment into corporate business strategies, to ensuring sustainable growth and to demonstrate the value and credibility that women leadership bring to the businesses. Women’s empowerment is essential to create a stable, inclusive, and sustainable society.
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.
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
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 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.
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/
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.
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
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.
Phaidon International continues the 2017 Inclusive Talent Series in March discussing the challenges faced by women group within STEM industries; Attraction, Retention and Advancement.
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.
There is an ever-growing necessity for businesses to include women’s empowerment into corporate business strategies, to ensuring sustainable growth and to demonstrate the value and credibility that women leadership bring to the businesses. Women’s empowerment is essential to create a stable, inclusive, and sustainable society.
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.
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
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 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.
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/
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.
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Hays ondersteunt de promotie van vrouwen op de werkvloer. Veel bedrijven hebben een tekort aan vaardigheden in huis en het vergroten van het aantal vrouwelijke professionals kan helpen om dit probleem aan te pakken. Het verbeteren van toegang tot talent, stelt organisaties beter in staat om prestaties te vergroten, te groeien en toekomstig succes veilig te stellen.
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
Hays Global Gender Diversity Report 2016Hays Portugal
De acordo com um inquérito realizado pela Hays junto de mais de 11.500 inquiridos em 24 países, por ocasião do Dia Internacional da Mulher, homens e mulheres têm percepções muito diferentes quanto à desigualdade entre géneros a nível profissional.
O relatório analisa as respostas dos inquiridos em factores como ambição, auto-promoção, igualdade salarial, oportunidades de carreira e políticas de diversidade de género nas empresas.
With a real and looming talent shortage in manufacturing, business owners need to consider beefing up their ability to hire and retain women to fill critical roles. Copywriter Kathy Fawcett creates compelling content using proprietary Kelly Services research on what women really want in the workplace.
Millennial Women Career Success Survey: Corporate Image Monitoring: Penn Sch...psbsrch123
As per survey conducted by PSB, it’s been found those two primary qualities as keys to workplace success are the ability to balance personal and professional lives and a job where women can make a difference.
An interesting survey on turnover and retention in 2015 in Australia by the AUSTRALIAN HUMAN RESOURCES INSTITUTE.
The survey that resulted in these findings was conducted online in April and May of 2015. It was communicated by email to a sample of the member database of the AHRI. A total of 603 respondents returned answers to the survey.
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.
Executive Level Recruitment Insights In Marketing TheCandidateLtd
This area investigates key areas surrounding current Executive Level Recruitment Trends. These aspects include the number of Executive Level roles that exist in industries, traits and skills needed, what recruiters are looking for, and how the roles are being filled in an internal and external context.
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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/
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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2. 2
In 2012, the Outdoor Industries Women’s Coalition (OIWC) conducted a survey designed to provide
insight into perceptions of the state of gender diversity in the Outdoor, Snow, and Bike Industries. A total
of 1,542 professionals in those industries completed the 15-minute online survey. Results of the study will
serve as a tool for measuring the OIWC’s impact on gender diversification and perceptions, an educational
tool around the topic of gender equity in the outdoor industries, and as a foundation from which the
OIWC will develop programmatic offerings.
The study focuses specifically on five areas that represent potential hurdles with respect to gender diversi-
fication in the outdoor and related industries:
- Workplace Values
- Women’s Leadership and Advancement Opportunities
- Balancing Family and Career
- Equity in Compensation
- Gender Discrimination & Sexual Harassment
In what follows, we will review details of the methodology as well as highlight key findings
and implications.
1,542professionals
15minutes
+
3. 3
OIWC partnered with Leisure Trends Group (LTG) to distribute and
conduct the 15-minute online survey with professionals in the Outdoor, Snow, and Bike Industries. Several
industry organizations distributed the survey link to their constituents, subscribers, and event attendees
including: Bicycle Retailer & Industry News; Interbike; Leisure Trends Group; OIWC; SNEWS; SnowSports
Industries America; and SwarmBuilder (Three Point Five). The study did not employ quotas nor were re-
sponses weighted to represent the current composition of any sampled industry.
Methodology
4. 4
Given that the OIWC membership is predominately female, it is not surprising
that women represent 65% of responses. A majority of respondents are employed by the outdoor indus-
try (53%); followed by the bike industry (17%); the snow industry (15%), and other industries (15%).
The majority of survey participants work in retail (58%). Product manufacturing employees made up the
next significant group at 28%. These results follow along industry percentages, as retailers employ the
largest number of individuals in the industries.
The sample includes a cross section of staff from the executive level to managers to assistant and other
entry-level employees. A majority of respondents work at companies with more than 100 employees
(53%), and as such, represent some of the larger organizations within the sampled industries.
The sample skews young relative to the general population, providing a glimpse into perceptions held by
the next generation of managers and leaders on gender equity.
Sample Composition
5. 5
Female
Male
Prefer not to answer33% 65%
2%
Gender
Sales representative-internal
Manager (mid-level)
Support Staff
Employee Role
Manager (upper-level)
Coordinator
Sales representative-independent
Director
Executive
Sole-proprietor or principal owner
Other
23%
20%
17%8%
6%
4%
3%
1%
3%
23%
8. 8
Workplace Values
In general, all employees place a premium on work-life balance and acknowledgement of a job
well done in regards to the values they want represented in their workplace; men and women rank
these ideals in the top two when asked what most impacts their feelings or attitudes toward their jobs.
When asked how their company performs on these values, men and women equally feel their employ-
ers were delivering fairly well on the work-life balance value and not well at all on recognition. In other
words, both genders equally feel their employers could to a better job of delivering on workplace val-
ues that make a difference in job satisfaction. Interestingly, employers actually exceeded expectations
in providing opportunities for employees to work in areas about which they are passionate. This is par-
ticularly important for an industry whose success is dependent upon providing optimal experiences and
products for millions of outdoor recreation customers.
However, there are significant differences between the genders in perceptions of how well their com-
panies are doing in delivering on values of gender equity, particularly valuing a flexible work schedule,
a culture of respect between the genders, and perspective of all genders. The perceived lack of support
around flexible working schedule, might explain, in part, the low perceptions around equal respect for
the genders. McKinsey and Co. research shows that companies who offer options for flexible working
conditions are more likely to retain top talent. It joins mentoring programs for women and a commit-
ment to gender diversity at the top of the strategic agenda as one of three important steps a company
can take to make gender diversity part of its DNA.
Taken together, these findings indicate a need to address gender equity on a systemic level, as the per-
ceptions of male and female employees remain radically different.
9. 9
For example, 84% of respondents
report that a work-life balance
has an important impact on how
they view their job. However,
only 58% felt their companies
provide a good work-life balance.
Similarly, 83% of respondents
want to feel acknowledged and
honored for their work, but only
47% feel their companies actually
deliver on this value.
Conversely, 82% report that their
employers relate to an activity or
cause they are passionate about,
but only 73% report that this is
important to them. This is the
only statistic where the compa-
nies are exceeding expectations.
Female Male
Work-Life Balance
Ideal
Actual
86%
79%
59%
55%
Passion for an Activity or Cause
Ideal
Actual
72%
75%
81%
84%
Recognition
Ideal
Actual
85%
80%
50%
42%
10. 10
However, there are significant dif-
ferences between the genders in
the importance and perceptions
of how well their companies are
delivering around values of gen-
der equity and inclusion. Most
notably, just 55% of women
respondents indicate that their
company fosters a culture of re-
spect between the genders com-
pared to 71% of men. Similarly,
60% of women indicate that
their company values the per-
spectives of both genders com-
pared to 72% of men.
Which of the following have an important impact
on your attitudes or feelings about your job?
Values the perspective of
all genders
Fosters a culture of
respect between genders
74%
66%
70%
62%
How well does your company perform
on each of the following?
Values the perspective
of all genders
Fosters a culture of
respect between genders
60%
72%
55%
71%
Female Male
11. 11
An additional discrepancy be-
tween the genders is noted in
the importance and execution of
a flexible schedule policy. While
number three in importance for
women, a flexible work schedule
was tied for fifth among men in
what they consider an important
factor of what makes for a good
workplace. When asked how
their companies were perform-
ing, only 63% of women feel
that their companies are success-
fully accommodating a flexible
work schedule compared to 72%
of men.
Flexible Schedule Policy
Ideal
Actual
77%
68%
63%
72%
Female Male
12. 12
Findings are indicative of a significant perceptual gap with respect to the representation of
women in leadership vs. other types of positions in the surveyed industries. The study asked respondents to
estimate how many women overall work at their companies, followed by how many women occupy leader-
ship positions – defined as director and above. The results demonstrate that women are perceived to com-
prise approximately 40% of the total employee composition in the Outdoor, Snow, and Bike Industries, but
only 26% at the executive level.
However, the results indicate the perceived number of women represented, not the actual. And, there is
ample psychological data demonstrating that respondents routinely over-represent the size of women and
minority populations when asked to estimate on such. In fact, according to an Outdoor Industry Association
study titled “Manufacturer Employee Compensation Report (2011),”women are underrepresented in key
decision-making roles within the Outdoor Industry:
12.5% of all OIA company CEOs with sales over $20 million are women.
10.5% of OIA company CEOs with sales between $5 - $20 million are women.
15% of OIA company CEOs with sales under $5 million are women.
Anecdotal and preliminary research from OIWC’s 2012 workplace study suggests that this pattern is not
unique to the Outdoor Industry, but prevalent in the Snow and Bike Industries, as well.
Leadership Development
and Opportunity
13. 13
Evidence suggests that women also face challenges in
terms of opportunity for career advancement. Only 63%
of respondents believe that men and women are provided
equal opportunity for advancement at their companies and
a mere 37% perceive gender parity at the industry level.
Moreover, women are less likely than their male counter-
parts to perceive equity. Only 58% of women believe that
men and women are provided equal opportunity for ad-
vancement at their companies compared to 75% of men.
Industry-wide, those perceptions drop further with 51%
of men saying the genders are provided equal opportunity
versus just 29% of women.
Many comments left by respondents on this subject allude
to an organic leadership progression that is the industry
norm. Formal leadership training programs are rare. And
many women do not feel a part of the progression that
seems to happen more easily for male colleagues. Respon-
dents speak of systemic exclusion of women as technical
staff in retail, in what is – for many – the first job in these
industries. Women tend to sell apparel and men sell hard-
goods, shoes and boots. The arc to leadership in most
companies comes from product (often hardgoods product)
or from sales – in which many sales reps start their careers
in the the backshop. Excluding women in the ranks of tech
staff early in her career decreases the likelihood she will be
on the track to the executive level as her career progresses.
Career Advancement
Opportunity
Current
Company
Industry
75%
58%
51%
29%
Female Male
This pattern is also ubiquitous
in the U.S. For example, women ac-
count for one-third of students in MBA
classes but only
2% of Fortune 500 CEOs,
6% of top earners,
8% of top leadership positions, and
16% of board directors and corporate
officers (Women and Leadership).
14. 14
Family and Career
Practical pressures such as salary, lifestyle, cost of childcare, career demands and opportu-
nities, and availability of family leave have the most influence on the decisions about family planning for
men and women alike. However, having children is perceived to have a negative career impact for women
much more than for men. Forty-six percent of respondents indicate that having children negatively impacts
the careers of women in the industry; whereas just 12% say having children negatively impacts the careers
of men. Although the relatively young age of sampled respondents has an impact, the size of the gap
between working mother rates in the outdoor industries relative to the national rate of working mothers
suggests that many women are either leaving the outdoor industries when they have children or are choos-
ing not to have children in order to stay in the industries. For an industry reliant on the next generation of
youthful participants, the lack of parents – and specifically mothers – in its workforce is a problem.
15. 15
Does having children impact job opportunities?
Having children has a
negative impact
9%
2%
Having children
has no impact
60%
79%
Having children
has a positive impact
3%
4%
Industry
Having children has a
negative impact
11%
2%
Having children
has no impact
49%
77%
Having children
has a positive impact
1%
4%
Female Male
Company
30% of women respondents have children, compared to 71% of women in the national workforce
(Bureau of Labor Statistics, 2010).
16. 16
Although this study was not
designed to quantify the wage gap, results indi-
cate perceptions of gender inequity in compen-
sation that differ between men and women. Of
female respondents, only 43% believe that men
and women are paid equally for equal work at
their companies compared to 70% of men. At
the industry level, 45% of men believe men and
women are paid equally for equal work com-
pared to only 20% of women.
The study also suggests that there is significant
wage pressure across the outdoor industries. Just
38% of respondents say they are paid a wage
that allows them to maintain a decent standard
of living. This remains virtually unchanged be-
tween male and female respondents. While low
wages assist in maintaining margins and boost-
ing profits, perhaps the industry may want to
consider the long-term effects this wage pres-
sure may contribute in attracting the best talent
and innovation to the industries’ ranks.
Compensation
Perceptions of equal pay
for equal work
70%
43%
Female Male
c c c c c c c c c c
c c c c c c c c c c
c c c c c c c c c c
c c c c c c c c c c
c c c c c c c c c c
c c c c c c c c c c
c c c c c c c c c c
c c c c c c c c c c
c c c c c c c c c c
c c c c c c c c c c
29% of respondents think that men
and women are paid equally for equal
work in their industries – a finding
supported by the U.S. Census Bureau
estimate that women who work full
time earn 77 cents for every dollar
that men earn.
17. 17
Although it is clear what constitutes gender discrimination and sexual harassment from a
legal perspective, how individuals define and experience these events is often murky in the real world. In
recognition that individuals don’t always agree in their perceptions of discrimination and harassment, the
survey questions on these topics were left intentionally vague so that respondents were free to define their
experiences in their own way. Results indicate that men are more likely to characterize themselves as hav-
ing a no or low tolerance of harassment or gender discrimination than women (57% of men versus 31%
of women). To provide more insight, the survey offered the opportunity for respondents to enter additional
open-ended comments on each subject, and on this topic there are hundreds. The overwhelming theme
from women respondents is a reluctance to report or even discuss inappropriate behavior from colleagues
or supervisors for fear of being tagged as ‘that woman.’
The results also reveal that employees in the Bike and Snow Industries are more likely to perceive a culture
of gender inequity than those in the Outdoor Industry. More than 25% of professionals in the Bike and
Snow Industries say that these industries have cultures that exclude employees based on gender; do not
take some employees and their perspectives seriously based on gender; and tolerate disrespectful communi-
cation and behavior based on gender. Less than 20% of professionals say the Outdoor Industry is tolerant of
such gender inequity.
Discrimination
and Harassment
18. 18
More than 95% of respondents
believe that there is a role for OIWC in fostering systemic
industry evolution in regard to gender diversity.
The most cited actions include:
Opportunities for the OIWC
1. Champion
companies that
are excellent
places to work
for both genders
(68%).
2. Educate
companies
about best
practices on
gender in the
workplace
(67%).
3. Assist
members in
navigating these
issues in the form
of professional
development
and leadership
training (57%).
Among executive-level staff, the number one area they
are most interested in is having OIWC help educate
companies about best practices related to gender
diversity (73%). Indicating a real desire for industry
leaders to learn and evolve on this topic.
19. 19
WHY IS OIWC FOCUSED ON
WORKPLACE GENDER DIVERSITY AND INCLUSION?
Greater workplace diversity and inclusiveness is both a current and
future opportunity for the business landscape. Studies show that companies with equal levels of women
and men leaders yield a 16% increase in profit (catalyst.org). Yet often societal and cultural norms hinder
women from achieving their full potential. In addition, women make up over half the talent pool. According
to the U.S. Census, women earn more Bachelor’s (57.2%), Master’s (60.4%) and Doctoral (52.3%) degrees
than men, and just less than half (49%) of all first professional degrees. Finally, over the next decade, wom-
en will control two thirds of consumer wealth in the United States and be the beneficiaries of the largest
transference of wealth in the country’s history (Claire Behar). In other words, women will capture an even
greater portion of the decision and purchasing pie than today.
Many companies in the Outdoor, Snow, and Bike Industries have realized the benefits of a diversified work-
force. Several have developed policies and programs designed to specifically meet the needs of female
employees and find that they also benefit all employees, irrespective of gender. However, too many others
intrinsically desire such a workforce, but remain unclear about steps they can take to achieve it.
OIWC aims to assist the industry in becoming a beacon for the “people” component of what has become
known as the triple bottom line of “people, profit, planet” with programs that benefit both the companies
and the individual. OIWC believes that progressing on workplace gender diversity and inclusivity will in-
crease the industry’s ability to achieve excellence and economic sustainability.
As such, OIWC revamped its vision and mission in 2011 to focus more specifically on workplace diversity
and women’s leadership advancement. Prior, OIWC had focused solely on the individual. The organization
will continue that focus with professional development and leadership training, simultaneously developing
programs to focus on systemic evolution of the industry as a whole.
20. 20
Goal #1: Build on our strong foundation of resources, education and networking to increase
women’s access to opportunities and advancement.
Goal #2: Increase women’s leadership and participation in all levels of the workplace.
Goal #3: Build a comprehensive set of industry models, best practices, and standards on workplace
gender diversity and inclusivity that provides a firm basis for action by industry partners
and other stakeholders at all levels.
Goal #4: Strengthen our responsiveness to partnership opportunities in the Outdoor, Snow, and
Bike Industries and work with our industry partners toward greater workplace gender
diversity and inclusivity at all levels.
OIWC Goals
The OIWC Workplace Study serves as the foundation for workplace diversity and inclu-
sion and women’s leadership advancement efforts by the OIWC and as a benchmarking tool for measuring
OIWC’s impact on gender diversification and perceptions moving forward. It also serves as an educational tool
for the industries around the topic of workplace gender and leadership diversity.
OIWC spent eight months reviewing each response, evaluating narrative feedback, studying other industries,
and collaborating with the leaders in the Outdoor, Bike, and Snow Industries. Through this rigorous process
OIWC has adopted the following goals that will guide OIWC’s strategic planning though 2016:
21. 21
WITH GRATITUDE
This study could not have happened without the support and expertise from Leisure Trends Group and
specifically Dr. Jennifer Boldry, Senior Market Research Manager, Tim Srenaski, Assistant Analyst, Charlie
Cooper, President, and Julia Clark Day, VP of Sales. Also thank you’s to Ali Sacash-Johnson, the principal
owner of True North Marketing and OIWC Advocacy Chair, Kristen Eleckho, OIWC volunteer, and Mat-
thew Bates, Graphic Designer Extraordinaire.
OIWC wishes to also express gratitude to its Advisory Council members for their insight as the report was
generated and released: Donna Carpenter, Carolyn Cooke, Audrey Hicks, Therese Iknoian, Wink Jackson,
Kathy McGuire, Tara Moeller, Betsy Novak-Winter, Megan Tompkins, and Doug Walker.
Data Sources
Bureau of Labor Statistics, Current Population Survey, Employment Characteristics of Families, “Table 5: Employment status of the
population by Sex, Marital Status, and Presence and Age of Own Children under 18,” 2008-2009 Annual Averages (2010).
Catalyst.org, Research Reports, “The Bottom Line: Corporate Performance and Women’s Representation of Boards (2004-2008)”
Nancy M Carter, Ph. D., and Harvey M Wagner, Ph.D. (March 2011)
McKinsey & Company, Women Matter. Women at the Top of Corporations: Making it Happen. New York, 2010.
Outdoor Industry Association, Manufacturer Employee Compensation Report. Boulder, Colorado, 2008.
Kellerman, Barbara, and Deborah L. Rhode, eds. Women and Leadership: The State of Play and Strategies for Change. Jossey-Bass,
2007.
American Community Survey (ACS), Educational Attainment in the United States: 2009. <http://www.census.gov/prod/2012pubs/
p20-566.pdf>
Bureau of Labor Statistics, 2010. <http://www.bls.gov/cps/cpswom2010.pdf>
Claire Behar, Senior Partner and Director, New Business Development, Transference of Wealth. Fleishman-Hillard, New York, 2010.