The time is here for organisations to recognise work life balance and flexibility as a talent wide proposition. This generation can be expected to drive unprecedented work life organisational culture shifts. Work life balance is important to nearly all millennials, and appears slightly more important to the female millennial. Flexible working hours were preferred over financial benefits when millennials were asked which benefits they would most value from an employer. Successful employers will adopt inclusive talent strategies that provide work life balance and flexibility for all employees.
Women in business: from classroom to boardroom
Grant Thornton International Business Report 2014
We have been tracking the proportion of women in senior management since
2004 and the research this year finds that the proportion of women in the
most senior roles has stagnated at 24% - the same as the result in 2012, 2009
and 2007. The question this raises is: what are the roadblocks on the path
to senior management?
Od 2014 roku śledzimy liczbę kobiet na stanowiskach menedżerskich. Tegoroczne badania wskazują, że ich udział procentowy wśród najważniejszych osób w firmie zatrzymał się na poziomie 24% - czyli takim samym jak w 2012, 2009 i 2007. Rodzi się pytanie - jakie bariery spotyka kobieta na drodze do wyższych stanowisk?
The document analyzes data from Grant Thornton's annual research on the proportion of senior business leadership roles held by women globally. Some key findings:
- The proportion of senior roles held by women has increased only slightly over the past decade, from 19% to 22%, and the proportion of businesses with no female leaders has decreased from 38% to 32%.
- Eastern Europe leads in gender diversity, with 35% of senior roles held by women, while Japan remains at the bottom with only 8%.
- While some European countries like France and Spain have made progress through quotas, little change was seen in the UK, US, and Canada over the past decade. Latin America has declined.
- Barriers
- Women's participation in education has greatly increased globally over recent decades, especially in developing economies, with females now enrolling in tertiary education at higher rates than males in many countries. However, this progress is not reflected in business graduate intakes or senior management roles.
- On average, just 21% of business graduate hires globally are women, and the proportion of women in senior management has stagnated at 24% despite greater numbers of educated women.
- There are significant variations between regions and industries, with women comprising over half of senior roles only in education and social services but far fewer in industries like technology. This suggests businesses may be missing out on talent that could boost their growth.
YouthSpeak Report on Millennials - Improving the Journey from Education to Em...Gordon Ching
YouthSpeak is a global youth movement and youth insight survey powered by AIESEC. We are focused on understanding the hopes and challenges surrounding the journey from higher educa>on to employment for young people. Over 100 countries and territories and 40,000 voices is captured in the 2015 comprehensive survey to engage stakeholders across government, business, third sector and educators in leHng the voices of young people be heard. This survey will provide decision makers with key insights into a global youth opinion and how we can bridge the gap between young people and decision makers across sectors.
42 257 представителей поколения «миллениалов» смогли высказать свое мнение об образовании, трудоустройстве и предпринимательстве в рамках опроса, проведенного AIESEC в партнерстве с PwC и при поддержке Кампании тысячелетия Организации Объединенных Наций, MY World и посланника Генерального секретаря ООН по делам молодежи.
Согласно отчету YouthSpeak, поколение «миллениалов» все больше волнует увеличивающийся разрыв между профессиональным образованием и трудоустройством. Университеты не озабочены тем, смогут ли представители поколения «миллениалов» достичь своих целей в будущем, а работодатели не стремятся поддерживать с ними контакты, способствующие их будущему трудоустройству. Поэтому преподаватели и работодатели, которые, в отличие от большинства, поддерживают тесные связи с поколением «миллениалов», выделяются на фоне остальных в погоне за молодыми и жизненно необходимыми компаниям квалифицированными специалистами.
This document discusses the challenge of youth unemployment globally. It notes that youth unemployment increased dramatically during the recent economic crisis and remains high. Young people face unemployment at higher rates than adults for several reasons, including a lack of work experience, skills relevant to employers' needs, and connections to help find jobs. The document argues that addressing youth unemployment requires business investment in improving young people's access to skills training, work experience opportunities, career information and entry-level jobs.
The Rockefeller Foundation's Digital Jobs Africa initiative aims to impact 1 million lives in six African countries by 2023. It will create sustainable digital employment opportunities for youth through impact sourcing, leveraging demand from companies for digital work, and exploring new digital jobs. The initiative will train youth in skills like data entry and digital literacy to prepare them for these jobs. It will also work to coordinate governments and businesses to continue supporting digital jobs beyond the initiative. The goal is for youth to gain skills and stable employment, improving their lives and communities through greater social and economic participation and resilience.
Women in business: from classroom to boardroom
Grant Thornton International Business Report 2014
We have been tracking the proportion of women in senior management since
2004 and the research this year finds that the proportion of women in the
most senior roles has stagnated at 24% - the same as the result in 2012, 2009
and 2007. The question this raises is: what are the roadblocks on the path
to senior management?
Od 2014 roku śledzimy liczbę kobiet na stanowiskach menedżerskich. Tegoroczne badania wskazują, że ich udział procentowy wśród najważniejszych osób w firmie zatrzymał się na poziomie 24% - czyli takim samym jak w 2012, 2009 i 2007. Rodzi się pytanie - jakie bariery spotyka kobieta na drodze do wyższych stanowisk?
The document analyzes data from Grant Thornton's annual research on the proportion of senior business leadership roles held by women globally. Some key findings:
- The proportion of senior roles held by women has increased only slightly over the past decade, from 19% to 22%, and the proportion of businesses with no female leaders has decreased from 38% to 32%.
- Eastern Europe leads in gender diversity, with 35% of senior roles held by women, while Japan remains at the bottom with only 8%.
- While some European countries like France and Spain have made progress through quotas, little change was seen in the UK, US, and Canada over the past decade. Latin America has declined.
- Barriers
- Women's participation in education has greatly increased globally over recent decades, especially in developing economies, with females now enrolling in tertiary education at higher rates than males in many countries. However, this progress is not reflected in business graduate intakes or senior management roles.
- On average, just 21% of business graduate hires globally are women, and the proportion of women in senior management has stagnated at 24% despite greater numbers of educated women.
- There are significant variations between regions and industries, with women comprising over half of senior roles only in education and social services but far fewer in industries like technology. This suggests businesses may be missing out on talent that could boost their growth.
YouthSpeak Report on Millennials - Improving the Journey from Education to Em...Gordon Ching
YouthSpeak is a global youth movement and youth insight survey powered by AIESEC. We are focused on understanding the hopes and challenges surrounding the journey from higher educa>on to employment for young people. Over 100 countries and territories and 40,000 voices is captured in the 2015 comprehensive survey to engage stakeholders across government, business, third sector and educators in leHng the voices of young people be heard. This survey will provide decision makers with key insights into a global youth opinion and how we can bridge the gap between young people and decision makers across sectors.
42 257 представителей поколения «миллениалов» смогли высказать свое мнение об образовании, трудоустройстве и предпринимательстве в рамках опроса, проведенного AIESEC в партнерстве с PwC и при поддержке Кампании тысячелетия Организации Объединенных Наций, MY World и посланника Генерального секретаря ООН по делам молодежи.
Согласно отчету YouthSpeak, поколение «миллениалов» все больше волнует увеличивающийся разрыв между профессиональным образованием и трудоустройством. Университеты не озабочены тем, смогут ли представители поколения «миллениалов» достичь своих целей в будущем, а работодатели не стремятся поддерживать с ними контакты, способствующие их будущему трудоустройству. Поэтому преподаватели и работодатели, которые, в отличие от большинства, поддерживают тесные связи с поколением «миллениалов», выделяются на фоне остальных в погоне за молодыми и жизненно необходимыми компаниям квалифицированными специалистами.
This document discusses the challenge of youth unemployment globally. It notes that youth unemployment increased dramatically during the recent economic crisis and remains high. Young people face unemployment at higher rates than adults for several reasons, including a lack of work experience, skills relevant to employers' needs, and connections to help find jobs. The document argues that addressing youth unemployment requires business investment in improving young people's access to skills training, work experience opportunities, career information and entry-level jobs.
The Rockefeller Foundation's Digital Jobs Africa initiative aims to impact 1 million lives in six African countries by 2023. It will create sustainable digital employment opportunities for youth through impact sourcing, leveraging demand from companies for digital work, and exploring new digital jobs. The initiative will train youth in skills like data entry and digital literacy to prepare them for these jobs. It will also work to coordinate governments and businesses to continue supporting digital jobs beyond the initiative. The goal is for youth to gain skills and stable employment, improving their lives and communities through greater social and economic participation and resilience.
Emerging Markets Webinar Series: Eye on Latin AmericaUniversum Global
This document discusses key themes for attracting talent in Latin America. It finds that while the region has a large, young talent pool, educational attainment is relatively low. Work-life balance is highly valued but defined differently in each country. Students are optimistic about their futures yet seek stability. They are attracted more to specific companies than industries. Government employers offer security but young people see limited societal influence. Social media is hugely popular for learning about employers. Face-to-face interactions on campus also remain important for engagement.
Strategic People Management - Article by Michael A PotterMichael A. Potter
- The human resources function has changed dramatically due to globalization and technology, opening up global talent pools and requiring organizations to employ diverse workforces.
- Demographic shifts will profoundly impact organizations, bringing both risks and opportunities related to changing population sizes, ages, and locations. Talent shortages are a major challenge requiring new recruitment, development, and retention strategies.
- Successful organizations address talent management holistically through recruitment of appropriately skilled individuals, development of talents, and retention strategies to maximize return on investment in human capital.
Driven by long‐term shifts in the labor market and on‐going poverty and inequality, youth employment challenges have mounted steadily over the last decade and reached a crisis point in the wake of the Great Recession. Youth unemployment in 2010 reached its highest level since World War II. The short‐ and long‐term consequences of youth unemployment are severe. Individuals who fail to
transition to stable jobs by their early 20s are at risk of experiencing more frequent and prolonged spells of joblessness, permanently lower earnings, and greater difficulty building a secure financial future for themselves and their families. Ultimately, youth unemployment and associated challenges threaten to perpetuate cycles of intergenerational poverty for individuals and communities.
S P Jain School of Global Management has rapidly become one of the top business schools in the world within only 11 years of its founding. It emphasizes a global learning approach through its campuses in Dubai, Singapore, Sydney, and Mumbai. Students spend time at multiple campuses to gain experience in different cultures and business environments. This tri-city model, along with simulations, team projects, and blended learning helps students develop the skills that employers are looking for, such as adaptability, critical thinking, and the ability to work independently. As a result, S P Jain graduates have very high employment rates and increasing salaries. The school's focus on practical skills and international experience has helped it gain recognition as a top global business
Tahseen Consulting’s Wes Schwalje Speaks With Forbes Woman Middle East About ...Wesley Schwalje
The document discusses the lack of women working in STEM fields in the GCC and reasons for this disparity. It notes that the majority of female nationals in GCC countries work in the public sector rather than private industries like STEM. Social and cultural norms encourage women to pursue more traditional careers instead of STEM. Early education also influences girls away from STEM by portraying women in non-technical roles. Low numbers of women in STEM can negatively impact economies by reducing the skilled labor pool. GCC countries need to address barriers to increase female enrollment and participation in STEM education and careers.
IPAR-IDRC Regional Conference on Youth Employment, Kigali, Rwanda, Lemigo Hot...reachcreatives
Institute and Policy analysis and research- Rwanda (IPAR’s) - IDRC REGIONAL CONFERENCE ON YOUTH EMPLOYMENT
“Innovations that work for youth employment: Voices from the youth”
24 & 25 October 2014
LEMIGO Hotel, Kigali -Rwanda
Follow conversation on Twitter #YouthEmploymentEA
This document summarizes a report by McKinsey & Company on addressing the twin crises of high youth unemployment and skills shortages. It begins by noting that 75 million young people are unemployed worldwide despite skills shortages reported by employers. The report aims to fill a knowledge gap on effective practices for connecting education and employment by surveying over 8,000 youth, employers, and educators across 9 countries. Key findings include that half of youth are unsure if their education improved job prospects and almost 40% of employers say skills shortages cause entry-level vacancies. The report takes a global perspective on skills training systems and identifies common practices across borders to help address these interconnected problems.
Entrepreneurship education is important in today's world to promote social change and innovation. Higher education institutions can playa key role by developing an entrepreneurial mindset in students. They should create an ecosystem involving government support, business partnerships, and multidisciplinary learning opportunities. This allows students to work on technical, social, and business projects in teams and potentially commercialize ideas. Universities can become entrepreneurship centers by adopting a clear vision of supporting entrepreneurship through diverse funding, business interactions, and an integrated entrepreneurial culture.
Making QBE The Best Place to Work for Talent -- Ideas on Where to StartKatharine McLennan
This document provides ideas for how QBE can focus on becoming the best place to work for talent. It suggests focusing on two key areas: 1) Accelerating global leadership capability and performance by broadly developing leaders at all levels, rethinking what is taught about leadership and strategy, building a globally capable workforce, and reenergizing corporate learning; and 2) Inspiring minds and hearts by attracting and recruiting talent, inspiring passion and purpose, achieving true diversity and inclusion, helping overwhelmed employees, and involving all employees in innovation. Specific tactics proposed include crowd-sourcing feedback to identify stars, teaching situational leadership beyond hierarchies, enabling global mobility, and empowering employees to design their own careers and access continuous learning. The
This document provides an executive summary and proposal for the Global Women's Leadership Network (GWLN). GWLN aims to empower women leaders around the world to drive positive change. It has trained over 100 women leaders from 29 countries through its Women Leaders for the World program. The proposal argues that GWLN's model is effective and replicable, and with additional funding it could expand its training programs to more countries and organizations, helping to address issues like poverty, health, and women's empowerment on a larger scale.
In your pursuit of positioning the workforce to sky-high leadership profiles & laying the groundwork to fight the uncertainties in the technological & economic environments, this wisely written whitepaper should prove to be your rock-solid support.
This document discusses the state of the training industry in the late 1990s and early 2000s. It makes the following key points:
1. The training industry was experiencing strong growth, with the US market reaching $60 billion annually and major investments from large technology companies. Training expenditures and the percentage of employees trained were increasing across industries.
2. Demand for training was driven by a shortage of skilled workers, particularly in information technology, and a recognition that training was important for attracting, retaining, and developing employees. Research also linked greater training investments to better company performance.
3. While the business aspects of the industry were healthy, the document argues the "soul" or fundamental principles of training were
Unilever has developed extensive leadership development programs to prepare its over 174,000 employees for leadership roles. It opened its first leadership center, called Four Acres, in London in 1954 and now has a second center in Singapore. The company identifies high potential employees and places them in accelerated development programs like Excelerator to advance their skills. Unilever also recruits 800 management trainees annually from top universities worldwide. It focuses on developing leaders with the skills needed for its future in emerging markets and a fast-changing business environment.
Nadereh chamlou talent crisis and gender equality englishicgfmconference
Human Capital Concerns – Ensuring Gender Equality
Nadereh Chamlou, Senior Advisor, Middle East and North Africa, The World Bank
The importance of a focus on gender impact in all aspects of PFM will the topic of this session.
This document summarizes Harvey Nash's initiatives to promote gender diversity in the workplace. It discusses their mission to help businesses build diverse teams and help women advance their careers. It then outlines several of Harvey Nash's diversity initiatives, including Inspire, Aspire, the Women's Directorship Programme, and programs in the US like Attract. Retain. Advance. and the Executive Women in IT Networking Group. The document concludes by discussing how Harvey Nash facilitates change through research, events, and ambassadorship to accelerate gender diversity.
Infographie 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.
This document is a training manual created by the World YWCA and UNFPA to empower young women to lead change in their communities. It was developed based on input from a resource group of young women leaders from around the world. The manual contains modules on key issues affecting young women such as HIV/AIDS, human rights, and economic justice. Each module provides information, workshop activities, and tools to help young women facilitate training and take action on the issues in their communities. The manual has been field tested in multiple countries to ensure it is practical and effective for diverse cultural settings. Its goal is to develop young women's leadership skills and catalyze positive change.
This document discusses an organization's talent decision lifecycle which includes ensuring compliance with EEOC, OFCCP, and compensation regulations for employers and federal contractors. It also covers using data analytics to study performance management, recruiting, succession planning, and compensation practices to identify areas for improvement and reduce legal and compliance risks. The document is copyrighted and marked for internal use only by Peoplefluent.
This document discusses techniques for visualizing and summarizing video data. It begins by describing challenges in reducing higher dimensional video data to 2D representations. It then reviews different abstraction and extraction methods for summarizing key elements of video, such as extracting object volumes, motion features, and visual signatures. Examples are given of combining these techniques to concisely visualize events like a fight scene. The document also discusses adding audio analysis and using glyph-based representations to summarize longer videos or sequences, like a rugby match. It concludes by emphasizing the importance of abstraction, context, and utilizing multiple dimensions like time and audio to effectively summarize video content.
The document congratulates the winners of the 2012 MVP awards. It recognizes those who received Most Valuable Player honors for their outstanding individual performances over the past year.
Emerging Markets Webinar Series: Eye on Latin AmericaUniversum Global
This document discusses key themes for attracting talent in Latin America. It finds that while the region has a large, young talent pool, educational attainment is relatively low. Work-life balance is highly valued but defined differently in each country. Students are optimistic about their futures yet seek stability. They are attracted more to specific companies than industries. Government employers offer security but young people see limited societal influence. Social media is hugely popular for learning about employers. Face-to-face interactions on campus also remain important for engagement.
Strategic People Management - Article by Michael A PotterMichael A. Potter
- The human resources function has changed dramatically due to globalization and technology, opening up global talent pools and requiring organizations to employ diverse workforces.
- Demographic shifts will profoundly impact organizations, bringing both risks and opportunities related to changing population sizes, ages, and locations. Talent shortages are a major challenge requiring new recruitment, development, and retention strategies.
- Successful organizations address talent management holistically through recruitment of appropriately skilled individuals, development of talents, and retention strategies to maximize return on investment in human capital.
Driven by long‐term shifts in the labor market and on‐going poverty and inequality, youth employment challenges have mounted steadily over the last decade and reached a crisis point in the wake of the Great Recession. Youth unemployment in 2010 reached its highest level since World War II. The short‐ and long‐term consequences of youth unemployment are severe. Individuals who fail to
transition to stable jobs by their early 20s are at risk of experiencing more frequent and prolonged spells of joblessness, permanently lower earnings, and greater difficulty building a secure financial future for themselves and their families. Ultimately, youth unemployment and associated challenges threaten to perpetuate cycles of intergenerational poverty for individuals and communities.
S P Jain School of Global Management has rapidly become one of the top business schools in the world within only 11 years of its founding. It emphasizes a global learning approach through its campuses in Dubai, Singapore, Sydney, and Mumbai. Students spend time at multiple campuses to gain experience in different cultures and business environments. This tri-city model, along with simulations, team projects, and blended learning helps students develop the skills that employers are looking for, such as adaptability, critical thinking, and the ability to work independently. As a result, S P Jain graduates have very high employment rates and increasing salaries. The school's focus on practical skills and international experience has helped it gain recognition as a top global business
Tahseen Consulting’s Wes Schwalje Speaks With Forbes Woman Middle East About ...Wesley Schwalje
The document discusses the lack of women working in STEM fields in the GCC and reasons for this disparity. It notes that the majority of female nationals in GCC countries work in the public sector rather than private industries like STEM. Social and cultural norms encourage women to pursue more traditional careers instead of STEM. Early education also influences girls away from STEM by portraying women in non-technical roles. Low numbers of women in STEM can negatively impact economies by reducing the skilled labor pool. GCC countries need to address barriers to increase female enrollment and participation in STEM education and careers.
IPAR-IDRC Regional Conference on Youth Employment, Kigali, Rwanda, Lemigo Hot...reachcreatives
Institute and Policy analysis and research- Rwanda (IPAR’s) - IDRC REGIONAL CONFERENCE ON YOUTH EMPLOYMENT
“Innovations that work for youth employment: Voices from the youth”
24 & 25 October 2014
LEMIGO Hotel, Kigali -Rwanda
Follow conversation on Twitter #YouthEmploymentEA
This document summarizes a report by McKinsey & Company on addressing the twin crises of high youth unemployment and skills shortages. It begins by noting that 75 million young people are unemployed worldwide despite skills shortages reported by employers. The report aims to fill a knowledge gap on effective practices for connecting education and employment by surveying over 8,000 youth, employers, and educators across 9 countries. Key findings include that half of youth are unsure if their education improved job prospects and almost 40% of employers say skills shortages cause entry-level vacancies. The report takes a global perspective on skills training systems and identifies common practices across borders to help address these interconnected problems.
Entrepreneurship education is important in today's world to promote social change and innovation. Higher education institutions can playa key role by developing an entrepreneurial mindset in students. They should create an ecosystem involving government support, business partnerships, and multidisciplinary learning opportunities. This allows students to work on technical, social, and business projects in teams and potentially commercialize ideas. Universities can become entrepreneurship centers by adopting a clear vision of supporting entrepreneurship through diverse funding, business interactions, and an integrated entrepreneurial culture.
Making QBE The Best Place to Work for Talent -- Ideas on Where to StartKatharine McLennan
This document provides ideas for how QBE can focus on becoming the best place to work for talent. It suggests focusing on two key areas: 1) Accelerating global leadership capability and performance by broadly developing leaders at all levels, rethinking what is taught about leadership and strategy, building a globally capable workforce, and reenergizing corporate learning; and 2) Inspiring minds and hearts by attracting and recruiting talent, inspiring passion and purpose, achieving true diversity and inclusion, helping overwhelmed employees, and involving all employees in innovation. Specific tactics proposed include crowd-sourcing feedback to identify stars, teaching situational leadership beyond hierarchies, enabling global mobility, and empowering employees to design their own careers and access continuous learning. The
This document provides an executive summary and proposal for the Global Women's Leadership Network (GWLN). GWLN aims to empower women leaders around the world to drive positive change. It has trained over 100 women leaders from 29 countries through its Women Leaders for the World program. The proposal argues that GWLN's model is effective and replicable, and with additional funding it could expand its training programs to more countries and organizations, helping to address issues like poverty, health, and women's empowerment on a larger scale.
In your pursuit of positioning the workforce to sky-high leadership profiles & laying the groundwork to fight the uncertainties in the technological & economic environments, this wisely written whitepaper should prove to be your rock-solid support.
This document discusses the state of the training industry in the late 1990s and early 2000s. It makes the following key points:
1. The training industry was experiencing strong growth, with the US market reaching $60 billion annually and major investments from large technology companies. Training expenditures and the percentage of employees trained were increasing across industries.
2. Demand for training was driven by a shortage of skilled workers, particularly in information technology, and a recognition that training was important for attracting, retaining, and developing employees. Research also linked greater training investments to better company performance.
3. While the business aspects of the industry were healthy, the document argues the "soul" or fundamental principles of training were
Unilever has developed extensive leadership development programs to prepare its over 174,000 employees for leadership roles. It opened its first leadership center, called Four Acres, in London in 1954 and now has a second center in Singapore. The company identifies high potential employees and places them in accelerated development programs like Excelerator to advance their skills. Unilever also recruits 800 management trainees annually from top universities worldwide. It focuses on developing leaders with the skills needed for its future in emerging markets and a fast-changing business environment.
Nadereh chamlou talent crisis and gender equality englishicgfmconference
Human Capital Concerns – Ensuring Gender Equality
Nadereh Chamlou, Senior Advisor, Middle East and North Africa, The World Bank
The importance of a focus on gender impact in all aspects of PFM will the topic of this session.
This document summarizes Harvey Nash's initiatives to promote gender diversity in the workplace. It discusses their mission to help businesses build diverse teams and help women advance their careers. It then outlines several of Harvey Nash's diversity initiatives, including Inspire, Aspire, the Women's Directorship Programme, and programs in the US like Attract. Retain. Advance. and the Executive Women in IT Networking Group. The document concludes by discussing how Harvey Nash facilitates change through research, events, and ambassadorship to accelerate gender diversity.
Infographie 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.
This document is a training manual created by the World YWCA and UNFPA to empower young women to lead change in their communities. It was developed based on input from a resource group of young women leaders from around the world. The manual contains modules on key issues affecting young women such as HIV/AIDS, human rights, and economic justice. Each module provides information, workshop activities, and tools to help young women facilitate training and take action on the issues in their communities. The manual has been field tested in multiple countries to ensure it is practical and effective for diverse cultural settings. Its goal is to develop young women's leadership skills and catalyze positive change.
This document discusses an organization's talent decision lifecycle which includes ensuring compliance with EEOC, OFCCP, and compensation regulations for employers and federal contractors. It also covers using data analytics to study performance management, recruiting, succession planning, and compensation practices to identify areas for improvement and reduce legal and compliance risks. The document is copyrighted and marked for internal use only by Peoplefluent.
This document discusses techniques for visualizing and summarizing video data. It begins by describing challenges in reducing higher dimensional video data to 2D representations. It then reviews different abstraction and extraction methods for summarizing key elements of video, such as extracting object volumes, motion features, and visual signatures. Examples are given of combining these techniques to concisely visualize events like a fight scene. The document also discusses adding audio analysis and using glyph-based representations to summarize longer videos or sequences, like a rugby match. It concludes by emphasizing the importance of abstraction, context, and utilizing multiple dimensions like time and audio to effectively summarize video content.
The document congratulates the winners of the 2012 MVP awards. It recognizes those who received Most Valuable Player honors for their outstanding individual performances over the past year.
The document summarizes what the author learned from their preliminary task to their final product. Some key things they learned include improved editing, filming, and production skills. They also learned the importance of planning, proper equipment, effective lighting, suitable locations, strong mise-en-scene, varied shot types, use of titles and music to enhance the narrative and genre of the final product. Overall, the author gained valuable experience and skills in various aspects of media production from their preliminary task to incorporating feedback to create a higher quality final product.
O documento lista os artilheiros e seus respectivos gols marcados na Supercopa Gaúcha de 2016 para cada time participante, com destaque para Paulinho do São José com 11 gols e Welder do Guarany com 7 gols.
Etude PwC CEO Survey Talent "People Strategy for the Digital Age" (juillet 2015)PwC France
Dans son étude « People strategy for the digital age : A new take on talent » menée à l’échelle mondiale, le cabinet d’audit et de conseil PwC constate que, dans un contexte de concurrence mondiale accrue, les entreprises ont désormais besoin de compétences plus diversifiées pour rester compétitives : 73% des dirigeants voient la pénurie des compétences comme une menace sérieuse à la poursuite de leur activité (contre seulement 46% en 2009).
Une des réponses consiste à mettre en place une stratégie de diversification des talents. Pour aller plus loin, les entreprises doivent également se tourner vers l’exploitation et l’analyse des données qu’elles collectent.
This document discusses research conducted by PwC on female millennials. Some of the key findings include:
- Female millennials, born between 1980-1995, make up a large portion of the current and future workforce. They are more educated than previous generations and entering the workforce in larger numbers.
- Female millennials are more confident in their career progression than previous generations of women. However, a confidence gap still exists compared to male millennials.
- Opportunities for career progression is the most attractive employer trait and top reason female millennials have left employers.
- Flexible work arrangements and work-life balance are very important to female millennials. Employers will need to adapt practices to attract and
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
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.
Phaidon International continues the 2017 Inclusive Talent Series in March discussing the challenges faced by women group within STEM industries; Attraction, Retention and Advancement.
24%: that is the proportion of women holding the most senior roles in businesses across the globe. We have been tracking this figure over the past decade and are sorry to report there has been no significant movement. In fact, this figure is exactly the same as 2007, 2009 and 2013, suggesting that women’s ascent up the corporate ladder has returned to its ‘natural level’ following the financial crisis, during which women were disproportionately hit.
Women in Management - The Power of Role ModelsStephen Wills
Women make up half of the world’s population, but they are nowhere near making up half of the leadership contributions. When it comes to management, women make up 60% of junior managers, but by the time you get to the top ranks this number barely makes it into the low double digits – and still fewer among our biggest businesses. Why?
Visit - www.ProcurementCentral.com
This document provides information about the Women Transforming Leadership Programme at the University of Oxford. It discusses how the program is designed to help ambitious female leaders overcome barriers and develop a wider range of leadership approaches. It notes that while progressive policies have helped, more needs to be done to address the lack of women in leadership positions. The program aims to give participants greater self-knowledge, confidence, and understanding of different leadership styles through sharing experiences with other women leaders from around the world.
Having a gender diverse workplace benefits businesses in several ways:
1) It helps address skills shortages as women now make up a large portion of the college-educated workforce.
2) Diverse organizations will be better able to attract and engage millennial employees, who value diversity and flexible work environments.
3) Gender diversity at leadership levels allows companies to better understand different customer demographics and make better decisions.
Having a gender diverse workplace benefits businesses in several ways:
1) It helps address skills shortages as women now make up a large portion of the college-educated workforce.
2) Diverse organizations will be better able to attract and engage millennial employees, who value diversity and flexible work environments.
3) Gender diversity at leadership levels allows companies to better understand different customer demographics and make better decisions.
This document outlines the business case for inclusionary leadership and engaging men as allies in gender diversity efforts. It discusses how a lack of gender diversity, especially in leadership, negatively impacts businesses. Research shows companies with gender-diverse leadership earn higher profits and revenues. The document advocates for making gender partnership a priority and provides solutions like workshops and training programs to educate men and help them become allies. It presents a roadmap for organizations to establish an inclusive culture through leadership commitment, communication, and ensuring sustainability over multiple years.
This document discusses a study on millennials (born between 1980-2000) entering the workforce. Some key findings:
- Millennials will make up half the global workforce by 2020 and attracting them is critical for businesses.
- Millennials have high expectations for career progression, work-life balance, flexibility, and development opportunities that differ from previous generations.
- Many millennials feel they compromised to get their current jobs and nearly half are open to new opportunities, suggesting lower loyalty than previous cohorts.
LHBS constantly collects signs of changing behavior in culture, markets, and technology. One of the key demographics involved in these changes is young women.
Through researching what is driving values and decisions– and therefore needs– of young women today, some of the most significant factors at play are perhaps found in their prevailing attitudes towards work and career.
We would like to share some of our research into the work and career of young women, which explores several important trends and trajectories of this important demographic, and offers some of the implications for businesses looking to establish a working environment where young women feel not only valued, but also positively challenged.
This document discusses women in leadership and what established businesses can learn from women-owned businesses. It finds that women are increasingly leaving corporate jobs to start their own businesses. Women-owned businesses are succeeding and account for significant economic output. However, established businesses are still failing to get more women into senior leadership roles, despite evidence that mixed gender leadership benefits business performance. Through interviews with over 35 senior women, the document identifies some key lessons for established businesses. These include the need to change organizational culture and structures to be more flexible, collaborative and accommodating of women's leadership styles and lives outside of work in order to retain female talent.
Female Millennials in FS Strategies for a new era of talent - FINAL.PDFMarie Carr
This document summarizes the results of a survey of nearly 600 female millennials working in financial services. Some of the key findings include:
- Female millennials in financial services are ambitious but have concerns about prospects for rising to senior levels.
- They expect opportunities for career progression, competitive pay and benefits, and work-life balance.
- Diversity, equality and flexibility are also important values they look for in an employer.
- However, many feel their employers could do more to promote equal opportunities and that flexibility could negatively impact their careers.
- International experience is desired but some feel women have fewer opportunities for international assignments.
This document provides a plan for Zayo Group to attract more women applicants by presenting at mandatory sorority chapter meetings on the University of Colorado Boulder campus. The plan recommends that Zayo Group employees highlight the company's strengths, such as flexible schedules and community involvement. Promotional handouts would also be distributed, such as USB drives and chapstick, to remind sorority women of Zayo Group. If implemented, the plan could be expanded to other universities. The document outlines costs, risks, benefits and a timeline for rolling out the plan.
CB-UK FEB-APR_2016-Women in LeadershipMaryAppleton
Dianne Bevelander is a professor who researches management education and diversity, with an emphasis on women's career development. The document discusses the lack of women in leadership positions globally and provides recommendations for improving gender diversity. It notes traditional methods have not been effective and that women are 118 years away from equal pay. Employers need to focus on building the female talent pipeline through sponsorship, mentoring, and an inclusive culture. Business schools also need to stop reinforcing stereotypes and include more female role models.
Diversity Management The Challenges And OpportunitiesShruti Bhatia
Managing diversity in organizations is important for several reasons. A diverse workforce can lead to greater creativity and innovation through different perspectives. It can also improve a company's public image and expand its markets. However, diversity also presents challenges like resistance to change, interpersonal conflicts, and backlash. The best companies manage diversity effectively by embracing diversity, recruiting and selecting employees fairly, providing training, being flexible, and avoiding stereotypes. They recognize diversity as an asset rather than just a legal requirement.
Similar to Etude PwC sur les talents féminins de la génération Y (2014) (20)
Etude PwC "20ème édition de la CEO Survey" - Janvier 2017PwC France
Quelles sont les préoccupations des dirigeants en 2017 ?
Cette année, plus de 1300 dirigeants du monde entier ont témoigné de leur confiance en l’avenir, leur priorités stratégiques.
Recherche de talents et des futurs leaders de demain, stratégies de développement, poids de la technologie et son impact sur la confiance en l’entreprise, dynamiques opposées de mondialisation et de nationalismes impactent le quotidien des dirigeants. Quel regard portent-ils sur leur environnement ?
http://pwc.to/2k0a12Q
***************************************************************
For the last two decades, PwC has asked business leaders everywhere about the trends reshaping business and society. As we mark the 20th year of our annual CEO survey, we’ve observed just how much the world has changed.
Le cabinet d’audit et de conseil PwC a mené son étude « Carbon Factor » auprès des 20 principaux producteurs d’électricité européens pour la 14ème année consécutive.
Le facteur carbone (exprimé en kg CO2/MWh) se définit comme le rapport entre les émissions de CO2 générées et la production d’électricité correspondante. En 2014, il s’établit à 313 kg CO2/MWh, soit une baisse de 5,8% par rapport à 2013, pour atteindre son plus faible niveau depuis 2001.
Etude PwC : La transition énergétique pour la croissance verte (nov 2015)PwC France
Quels sont les impacts attendus et les tendances du marché français de la Transition Energétique ?
La loi sur la transition énergétique fixe des objectifs ambitieux, définissant la trajectoire énergétique de la France à moyen et long terme
Etude PwC "Total Retail 2015" Sur quoi miser aujourd’hui pour réenchanter la ...PwC France
Dans sa 5ème étude mondiale sur les consommateurs connectés - menée dans 25 pays auprès de 22 600 web-acheteurs, le cabinet d’audit et de conseil PwC révèle que la France a recruté 17% de nouveaux web-acheteurs en 2015, un chiffre en hausse par rapport à 2014.
GEMO 2016 : un digital de plus en plus cannibale ?PwC France
Dans la 16ème édition de l’étude annuelle « Global Entertainment & Media Outlook », sur les perspectives de l’industrie des médias et des loisirs, PwC prévoit que le marché mondial va croître de 5,1 % en moyenne par an entre 2014 et 2019.
Cette étude, réalisée dans 54 pays, montre qu’avec 3,2% de croissance moyenne annuelle d’ici 2019, la France tire son épingle du jeu parmi les pays matures.
La publicité sur internet devrait y porter la croissance du secteur, et le numérique en général continue de bouleverser le business model de l’ensemble des segments, qu’il s’agisse de l’édition, de la musique, de la presse, des jeux vidéo ou bien encore de la télévision.
Infographie PwC GEMO 2016 sur l'industrie Médias et Loisirs (juin 2015)PwC France
Dans la 16ème édition de l’étude annuelle « Global Entertainment & Media Outlook », sur les perspectives de l’industrie des médias et des loisirs, PwC prévoit que le marché mondial va croître de 5,1 % en moyenne par an entre 2014 et 2019.
Cette étude, réalisée dans 54 pays, montre qu’avec 3,2% de croissance moyenne annuelle d’ici 2019, la France tire son épingle du jeu parmi les pays matures.
Etude PwC Low Carbon Economy Index (oct. 2015)PwC France
L'année 2014 a marqué un tournant en matière de réduction des émissions de carbone dans les économies du G20. C’est ce que révèle le cabinet d’audit et de conseil PwC dans la 7ème édition de son étude annuelle « Low carbon Economy index », qui modélise l'intensité carbone des grandes économies – à savoir les émissions des gaz à effet de serre liées à la consommation d'énergie par million de dollars de PIB. En effet, l'intensité carbone a chuté de 2,7% en 2014, soit sa plus forte baisse depuis 2000.
La France fait office d’exemple : elle a réduit son intensité carbone de plus de 9% en 2014, ce qui représente la 2ème plus forte réduction des pays du G20, juste derrière le Royaume-Uni (- 10,9%).
Etude FCD, ESSEC et PwC sur la distribution responsable (août 2015)PwC France
Les enseignes de la Fédération du Commerce et
de la Distribution (FCD) se mobilisent depuis de
nombreuses années en faveur du développement
durable. Elles mènent des actions volontaristes
pour réduire l’impact environnemental de leur
activité, mais aussi, conformément aux exigences
de la RSE, en matière de consommation
durable, de gestion responsable des ressources
humaines et d’engagement sociétal.
Les introductions en bourse européennes affichent une forte activité au 2e trimestre grâce aux spin-off,
mais entrent de plus en plus en concurrence avec les processus de ventes.
Dans sa dernière étude « PwC Golden Age Index : how well are OECD economies adapting to an older workforce ? », le cabinet d’audit et de conseil PwC compare l’emploi des seniors (travailleurs âgés de plus de 55 ans) dans 34 pays de l’OCDE.
Etude PwC Global Economy Watch (juin 2015)PwC France
Dans leur dernière étude « Global Economy Watch », les économistes du cabinet d’audit et de conseil PwC ont analysé les performances économiques des cinq premiers pays d’Afrique du Nord – Egypte, Algérie, Maroc, Soudan et Tunisie, près de cinq ans après les débuts du « Printemps arabe » qui a entraîné de grands bouleversements dans toute la région. Cette étude révèle les défis et les opportunités qui attendent les entreprises et les dirigeants politiques en Afrique du Nord.
Etude PwC et Essec "Grande consommation 1985 - 2015 - 2045"PwC France
A l’occasion du 30ème anniversaire de la Chaire Grande Consommation de l’ESSEC, les experts du cabinet d’audit et de conseil PwC ont imaginé les grandes évolutions du secteur de la distribution et des biens de consommation au cours des trente prochaines années.
Etude PwC sur le Top 100 des entreprises les mieux valorisées au monde en 201...PwC France
La dernière étude du cabinet d’audit et de conseil PwC « Global Top 100 Companies by market capitalisation » révèle que plus de la moitié (53) des 100 entreprises les mieux valorisées au monde sont américaines, contre seulement 4 entreprises françaises. Apple reste en tête du classement établi par PwC, avec une capitalisation boursière de 725 milliards de dollars, en hausse de 54% (+256 milliards de dollars) par rapport à 2014.
Etude PwC "Bridging the gap" sur les investisseurs institutionnels (mai 2015)PwC France
Selon la dernière étude du cabinet d’audit et de conseil PwC, intitulée « Bridging the gap », sept investisseurs institutionnels sur dix (70 %) – parmi les 60 qui ont été interrogés par PwC au plan mondial – affirment qu’ils refuseraient de participer à une levée de fonds de private equity ou à un co-investissement si ceux-ci présentaient un risque environnemental, social ou de gouvernance.
Méthodologie :
Pour réaliser cette étude, PwC a mené des entretiens individuels avec 60 commanditaires de 14 pays, totalisant quelque 500 milliards USD d’allocation aux gérants ou general partners (GP) de fonds de private equity. Les participants à l’enquête ont répondu sur la base du volontariat, d’où une surreprésentation probable des investisseurs relativement avancés dans leur approche de l’investissement responsable. Le panel était composé à 30 % de fonds de pension, à 20 % de gestionnaires d’actifs et à 7 % de fonds souverains ou publics. Parmi les répondants figuraient de grands fonds de pension du monde entier, comme le CalSTRS (caisse de retraite de l’enseignement public de Californie), l’USS (caisse de retraite de l’enseignement supérieur britannique), la caisse de retraite de BT, le West Midlands Pension Fund, le Wellcome Trust, un fonds de pension suédois et des fonds confessionnels aux États-Unis et en Finlande. Parmi les principaux gestionnaires d’actifs figuraient les sociétés Aberdeen, Hermes GPE, F&C et BlackRock. 7 investisseurs français ont aussi participé à cette étude comme par exemple BPI France, Ardian ou OFI Asset Management (devenu depuis SWEN Capital Partners).
Etude PwC, AFDEL et SNJV sur "Les 100 digital"PwC France
PwC, l’AFDEL et le SNJV dévoilent l’édition 2015 du GSL 100, classements des principales entreprises de l’édition de logiciels, des services Internet et du jeu vidéo français, dans le cadre de l’étude « Les 100 digital » qui décrypte les tendances et les progressions des entreprises de la French tech.
Etude PwC Global Economy Watch (mai 2015)PwC France
Selon la dernière étude « Global Economy Watch » du cabinet d’audit et de conseil PwC, les créances libellées en dollars américains, émises hors des Etats-Unis, ont fortement augmenté au cours de ces dernières années, passant de 6 000 milliards de dollars avant l’instauration des premières mesures d’assouplissement quantitatif en novembre 2008 à environ 9 000 milliards en 2014.
Etude PwC sur l'économie collaborative (mai 2015)PwC France
En dix ans, le concept d'économie collaborative est devenu un véritable marché impliquant de nombreuses startups comme des grandes entreprises internationales. Alors que ce marché représente aujourd’hui 15 milliards de dollars, le cabinet d’audit et de conseil PwC estime qu’il atteindra 335 milliards de dollars d’ici à 2025.
Source
Les données relatives aux consommations collaboratives des Américains sont issues de l’étude « Consumer Intelligence Series: The Sharing Economy » publiée par PwC en avril 2015. Pour cette étude, 1 000 consommateurs américains, âgés de plus de 18 ans, ont été sondés en ligne entre les 17 et 22 décembre 2014.
Etude PwC sur l'intérêt des investisseurs pour l’Afrique (avril 2015)PwC France
L’intérêt des investisseurs pour l’Afrique continue de progresser, le continent étant perçu comme un marché à fort potentiel de croissance, susceptible d’offrir des opportunités de retour sur investissement très intéressantes. L’Afrique sub-saharienne s’affirme comme la région la plus attractive. En effet, le Ghana, le Nigéria et la Tanzanie forment le Top 3 des pays de choix pour les analystes et investisseurs que le cabinet d’audit et de conseil PwC a interrogés dans la 7ème édition de l’étude « Valuation methodology survey », qui inclut pour la première fois les réponses des investisseurs en Afrique francophone.
Etude Strategy& et PwC "CEOs, Governance, and Success" (avril 2015) PwC France
The document summarizes a 2014 study on CEO succession planning at the largest public companies. Some key findings:
- Companies have gotten better at succession planning over 15 years, with the share of planned vs forced turnovers increasing from 63% to 82%. However, forced turnovers still cost companies an average of $1.8 billion in shareholder value.
- High performing companies are more likely to have planned successions, strong internal pipelines, and follow an insider CEO with another insider. The lowest performing companies have weaker pipelines and are more likely to have forced turnovers and hire outsider CEOs.
- If all companies reduced forced turnovers to 10% of total turnover, it could add $60 billion
Essential Tools for Modern PR Business .pptxPragencyuk
Discover the essential tools and strategies for modern PR business success. Learn how to craft compelling news releases, leverage press release sites and news wires, stay updated with PR news, and integrate effective PR practices to enhance your brand's visibility and credibility. Elevate your PR efforts with our comprehensive guide.
Here is Gabe Whitley's response to my defamation lawsuit for him calling me a rapist and perjurer in court documents.
You have to read it to believe it, but after you read it, you won't believe it. And I included eight examples of defamatory statements/
El Puerto de Algeciras continúa un año más como el más eficiente del continente europeo y vuelve a situarse en el “top ten” mundial, según el informe The Container Port Performance Index 2023 (CPPI), elaborado por el Banco Mundial y la consultora S&P Global.
El informe CPPI utiliza dos enfoques metodológicos diferentes para calcular la clasificación del índice: uno administrativo o técnico y otro estadístico, basado en análisis factorial (FA). Según los autores, esta dualidad pretende asegurar una clasificación que refleje con precisión el rendimiento real del puerto, a la vez que sea estadísticamente sólida. En esta edición del informe CPPI 2023, se han empleado los mismos enfoques metodológicos y se ha aplicado un método de agregación de clasificaciones para combinar los resultados de ambos enfoques y obtener una clasificación agregada.
An astonishing, first-of-its-kind, report by the NYT assessing damage in Ukraine. Even if the war ends tomorrow, in many places there will be nothing to go back to.
Acolyte Episodes review (TV series) The Acolyte. Learn about the influence of the program on the Star Wars world, as well as new characters and story twists.
3. Introduction
Organisations the world over are currently challenged with a lack of women in
leadership positions, and fast becoming concerned with the competitive and financial toll
this could mean for their organisations. Meanwhile they are also facing the challenges
that come with vast numbers of millennial talent entering and reshaping the workforce.
Research and media are currently dominated with a focus on women in leadership and
on corporate boards. However, to achieve sustainable change the public and private
sectors must change the conversation: they must also focus on developing talented junior
women now for future leadership roles. To become a change catalyst in what we believe
is one of the final barriers to women permeating the top ranks of corporate leadership,
organisations must drive parallel efforts which tackle enhanced leadership diversity in
conjunction with systemic change efforts targeting their workforce from day one. But to
get this right first organisations must better understand how to attract, develop, and
retain female millennial talent.
In 2008, PwC1 began digging deeper into an observed shift in thinking among younger
employees in “Millennials at work: Perspectives of a new generation”. Subsequently, in
2011 we released our “Millennials at work: Reshaping the workforce” report which
provided insights into the minds of 4,364 millennials from across 75 countries. Most
recently, in 2013 we released our “PwC’s NextGen: A global generational study’ report”.
This cross-generational study captured the views of more than 40,000 respondents in 18
territories across the PwC network. Conducted by PwC in conjunction with the University
of Southern California and the London Business School it is the largest, most
comprehensive global generational study ever conducted into the attitudes of millennial
employees.
As our knowledge about this generation evolves and we examine our own talent pool we
think it is time to put a laser focus on the female cohort of this generation. At PwC 50% of
our workforce is female and by 2016 almost 80% of our workforce will be millennials.
PwC firms recruit some 20,000 graduate millennials annually from across the globe, half
of whom are female. Female millennials are becoming a larger and larger part of our
talent pool, and we know we are not alone. 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 and development of this significant talent
pool.
1
PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal
entity. Please see www.pwc.com/structure for further details
Developing tomorrow’s female leaders
3
4. Report Highlights
The female millennial
- A new era
Work life balance &
flexibility
Female millennials matter because they
are more highly educated and are entering
the workforce in larger numbers than any
of their previous generations. The female
millennial is also more confident than any
female generation before her and
considers opportunities for career
progression the most attractive employer
trait. To be successful and capitalise on the
aforementioned traits employers must
commit to inclusive cultures and talent
strategies that lean in to the confidence
and ambition of the female millennial.
This generation can be expected to drive
unprecedented work life organisational
culture shifts. The time is here for
organisations to recognise work life
balance and flexibility as a talent wide
proposition.
Diversity – front of
mind
Despite the environment the female
millennial has grown up in it would be a
mistake to assume this generation
considers gender diversity as passé.
Female millennials seek out employers
with a strong record on equality and
diversity but their expectations are not
always met in practice. Employers need to
do more than “talk the talk”, they must
foster inclusive talent and advancement
strategies which demonstrate visible
results.
4
Developing tomorrow’s female leaders
A Feedback culture
One of the strongest millennial traits is
that they welcome and expect regular
feedback. Despite their affinity for the
digital world their preference is for
important feedback discussions to take
place face-to-face. Successful employers
will be those that can blend advanced
technology and communication patterns
with a culture of frequent and forward
looking career feedback delivered
face-to-face.
Global careers
Female demand for international mobility
has never been higher. To attract, retain
and develop female millennials
international employers must adopt an
inclusive modern mobility approach that
provides a diversity of international
assignment solutions.
Reputation matters
Millennials want their work to have a
purpose, to contribute something to the
world and to be proud of their employer.
Image matters to the female millennial.
Organisations and sectors will need to
work harder to communicate the positive
aspects of their employer brand. A clear
understanding of their current and future
talent pool will also be essential, with
some sectors having to work harder and
earlier than others to attract the talent
they need to succeed.
5. The female millennial
A new era
The female millennial has grown up in a
new era. During her lifetime women have
been joining the labour market in
increasing numbers; global female labour
force participation has been rising while
the male rate is on the decline2. Between
1980 and 2008 552 million women joined
the global labour force3 and a further one
billion women are anticipated to enter the
workforce over the next decade4.
The make-up of the labour force is not the
only thing that has changed, enrolment in
tertiary level education has also soared. In
2009 total enrolment in tertiary level
education reached 165 million – an
increase of around 500 percent since 1970
and women have been the principal
beneficiaries in all regions with female
enrolment increasing almost twice as fast
as male enrolment5. Globally women now
account for a majority of students in 93
countries while men are favoured in only
46, earn more bachelor’s degrees than men
and have an edge over men of 56 to 44
percent in master’s degrees6. In Hungary,
South Africa and the US women are
awarded 68, 61, and 60 percent of tertiary
degree qualifications respectively while in
Saudi Arabia and China they earn 44 and
48 percent7 respectively.
2
2012 World Development Report, Gender
Equality and Development. The World Bank
3 ibid
4 Empowering the Third Billion Women and the
World of Work in 2012, Booz and Co
5 World Atlas of Gender Equality in Education
UNESCO, 2012
6 ibid
7 Education at a Glance 2012, OECD Indicators
Percentage change in tertiary* education enrolment 1999-2009
Female enrolment
Male enrolment
160
140
Growth rate (%)
Born between 1980 and 1995, female
millennials make up a significant
proportion of the current and future talent
pool. Attracting the best of these
millennial workers is critical to the future
of your business. Millennials matter
because they are not only different from
those that have gone before, they are also
more numerous than any since the
soon-to-retire Baby Boomer generation.
120
100
80
60
40
20
0
North
America
and Western
Europe
Arab
States
Central
Asia
Central and Latin America South and
West Asia
Eastern
and the
Europe
Caribbean
East Asia Sub-Saharan
Africa
and
the Pacific
Source: UNESCO World Atlas of Gender Equality in Education, 2012
*Education at college or university
Percentage of tertiary degree qualifications
awarded to women (2010)
0%
Australia
54%
Korea
51%
Saudi Arabia
44%
South Africa
61%
UK
58%
US
60%
OECD Country Average
57%
EU21 Country Average
59%
G20 Country Average
70%
68%
Ireland
60%
57%
Hungary
50%
48%
Germany
40%
59%
China
30%
55%
Canada
20%
55%
Brazil
10%
54%
Source: Education at a Glance 2012, OECD Indicators
Note: some figures rounded off
Developing tomorrow’s female leaders
5
6. Do you feel that you will be able to rise to the
most senior levels with your current employer?
70%
60%
50%
56%
61%
51%
40%
30%
26%
28%
24%
20%
Female millennials matter because they
are more highly educated and are entering
the workforce in larger numbers than any
of their previous generations. With 40% of
the global labour force currently female8
never before has a generation entered a
workforce with such high levels of female
participation. Despite this, women remain
scarce at the top with only 4.6% of Fortune
500 CEOs currently female9. Yet, the
female millennial has likely outperformed
her male counterparts at school and at
university and is the most confident of any
female generation before her; 51% said
they feel they will be able to rise to the
most senior levels with their current
employer. In addition, opportunities for
career progression are considered the most
attractive employer trait by the female
millennial (53%)10.
To be successful and capitalise on the
aforementioned traits of the female
millennial, employers must commit to an
inclusive culture, talent processes, policies
and programmes that lean in to the
confidence and ambition of the female
millennial. A growing number of CEOs
(63%) are concerned about the threat the
availability of key skills present to their
growth prospects11. Meanwhile, female
millennials look set to form approximately
25% of the global workforce by 2020.
Forming talent strategies tailored for this
talent segment will be a vital step to
achieving the long-term aims and
ambitions of an individual organisation.
18%
21%
15%
10%
0%
Total
Yes
Female
No
Don’t know
Male
Source: PwC Millennials at work research
CEOs are becoming more worried about finding key skills
Q: How concerned are you about the following potential economic and policy/business
threats to your organisation’s growth prospects?
(Availability of key skills was one of the threats CEOs named.)
63%
56%
51%
46%
2010
2011
58%
53%
2014
2013
2012
2009
Base: All respondents (2014=1,344; 2013=1,330; 2012=1,258; 2011=1,201; 2010=1,198; 2009=1,124)
Source: PwC 17th Annual Global CEO Survey
Difficult questions about this new era of talent:
How well-prepared is your organisation to find, attract and keep tomorrow’s workforce
– even as you deal with today’s talent challenges?
How are you adjusting your talent strategies to consider the female millennial?
Do you have the right talent structures in place to enable this talent segment to thrive?
8
9
The World Bank
Mercury News (http://www.mercurynews.com/
business/ci_24696574/23-female-ceos-runningfortune-500-companies)
10 Millennials at work, Reshaping the workplace,
PwC 2011
11 Fit for the future, Capitalising on global trends.
17th Annual Global CEO survey, PwC 2014
6
Developing tomorrow’s female leaders
How will you manage employees with different needs, aspirations and experiences
from those of your own generation?
7. Diversity – front of mind
The millennial has grown up with an
affinity for a globalised and digital world.
Their racial and ethnic profile is far more
diverse than in any previous generations.
In addition this generation is seen as
having far more egalitarian views about
the roles of women12. Globally, the female
millennial is achieving a higher proportion
of tertiary degrees than her male
counterpart and is entering the workforce
in more significant proportions than any
previous generation. Despite all of this, it
would be a mistake to assume this
generation consider gender diversity as
passé.
How important is an employer’s policy on diversity,
equality and workforce inclusion when you decide
whether or not you should work for them?
The millennial generation tends to seek
out employers with a strong record on
equality and diversity. In particular this is
important to the female millennial, with
82% identifying an employer’s policy on
diversity, equality and workforce inclusion
as important when deciding whether or
not to work for an organisation. However,
their expectations are not always met in
practice; 55% of millennials agree that
organisations talk about diversity, but they
don’t feel opportunities are really equal for
all.
20%
90%
82%
80%
74%
70%
60%
50%
40%
30%
15%
12%
10%
11%
6%
0%
Important
Neither
Female
Not Important
Male
Source: PwC Millennials at work research
Organisations talk about diversity, but I do not
feel opportunities are really equal for all?
20%
25%
Agree
55%
Neither
Disagree
Source: PwC Millennials at work research
12 Creating Tomorrow’s Leaders: the expanding
Roles of Millennials in the Workplace, Boston
College Center for Work & Family
Developing tomorrow’s female leaders
7
8. Employers are too male biased in terms of:
Attracting Employees
8%
In particular, the perception of gender bias
in the workplace remains a concern for
female millennials. The female millennial
is more likely than her male counterpart to
believe that organisations are too male
biased when it comes to attraction,
developing, and retention. When it comes
to promoting internally a significant 29%
of female millennials felt employers were
too biased towards male employees.
Spanish and German employers were seen
as the most male biased, while China and
Brazil were seen as the least male biased.
Successful employers will do more than
talk the talk, they will commit to inclusive
talent and advancement strategies which
demonstrate visible results.
Promoting employees from within
16%
17%
Developing Employees
10%
29%
Retaining employees
19%
10%
18%
Source: PwC Millennials at work research
Employers are too male biased when promoting
from within (those that agree)
0%
10%
20%
30%
40%
24%
Total
40%
Spain
39%
Germany
35%
Russia
33%
Italy
31%
Japan
India
14%
Netherlands
14%
France
China
Brazil
10%
6%
5%
Source: PwC Millennials at work research
8
Developing tomorrow’s female leaders
50%
9. Does your organisation plan to increase its
focus on the following priorities over the next
12 months?
Board level
diversity
Workforce
diversity and
inclusion
33%
Do you have the following in place to develop
your leadership pipeline?
Programme to encourage
diversity amongst
business leaders
58%
50%
Source: PwC 16th Annual Global CEO Survey
Difficult questions about diversity:
What are you doing to make your workforce more diverse? And how will you utilise
the benefits of diversity?
Do you have the right role models in place to attract and retain the female millennial?
What are you doing to enable objective talent, performance management and career
progression systems and processes?
Developing tomorrow’s female leaders
9
10. Work life balance and
flexibility
1%
2%
5%
97%
93%
Important to me
Neither
% ranking each 1st place
22%
19%
14%
Source: PwC Millennials at work research
Developing tomorrow’s female leaders
3%
3%
2%
2%
4%
2%
1%
higher wages
4%
Time off to do
community/charity work
5%
Access to low interest
loans/borrowing options
6%
Free child care
6%
Subsidised travel costs
Free private healthcare
Cash bonuses
Flexible working hours
0%
Training and development
5%
Assistance in clearing debts
incurred while studying
8%
Company car
10%
Financial assistance
with housing
25%
15%
10
Not important to me
Source: PwC Millennials at work research
20%
13 PwC’s NextGen: A global generational study,
2013
2%
Male
Female
Greater vacation allowance
This generation can be expected to drive
unprecedented work life organisational
cultural shifts, given the millennial is
typically unmarried (75%) and without
kids (92%)13 and the desire for work life
balance and flexibility is in high demand
from both female and male millennials.
Outdated organisational work life
strategies that view such topics as solely a
female or parent demand will fail to attract
or retain millennial talent, male or female.
How important is it to you that you have good work life balance?
Pension scheme or other
retirement funding...
Work life balance is important to nearly all
millennials, and appears slightly more
important to the female millennial with
97% identifying it as important to them
and 74% saying it is very important. In
addition flexible working hours were
preferred over financial benefits when
millennials were asked which benefits they
would most value from an employer. These
findings reinforce the common sentiment
that work life balance and flexibility are of
high importance to the millennial
generation.
11. Likewise, a work life and flexibility
strategy over-orientated toward the
millennial generation could leave
organisations faced with challenges as
millennials are not alone in wanting more
flexibility. A significant number of
employees from all generations feel so
strongly about wanting a flexible work
schedule that they would be willing to give
up pay and delay promotions in order to
get it.
Would give up some of their pay/slow the pace of promotion in
exchange for working fewer hours
Employers who get it right will understand
the importance of creating a flexible work
culture for all genders and generations.
The time is here for organisations to
recognise work life balance and flexibility
as a talent wide proposition.
Difficult questions about work life strategies and flexibility:
Female Millennial
Male Millennial
Female
Non-Millennial
Male
Non-Millennial
19.9%
14.3%
17%
13.1%
Source: PwC’s NextGen: A global generational study
What are you doing to create a culture where performance trumps presence?
How will you shift from a culture of work life policies to a culture of work life in practice?
How will you transform your work life and flexibility strategies so they are attractive to
your complete talent pool?
Developing tomorrow’s female leaders
11
12. A Feedback culture
One of the strongest millennial traits is
that they welcome and expect regular
feedback on their job performance. 51% of
female millennials said feedback should be
given very frequently or continually on the
job while only 1% said feedback was not
important to them. Setting clear targets
and providing regular and structured
feedback will be very important to the
female millennial. Equally important will
be a more progressive approach to
feedback, ultimately a focus on feedback
that is future orientated14 and gears this
talent pool towards future career
progression; rather than feedback that is
reactive and past orientated.
This generation is the most digital and
tech-savvy of any generation. An
employer’s provision of state-of-the-art
technology is important to 59% of
millennials when considering a job,
although, less important to the female
(54%) than the male millennial (64%)15.
40% of female millennials have a
preference for the use of electronic
communication instead of the telephone or
face-to-face conversations when it comes
to conversations in the workplace.
However, it is important that employers
don’t over-emphasise the importance of
technology as a communication channel
when it comes to performance evaluations,
career planning, and compensation. The
millennial generation much like their
previous generations, value face-to-face
time when it comes to these types of
important career conversations.
14 Rising Stars, Developing Millennial Women as
Leaders, Dr. Elizabeth Kelan
15 Millennials at work: reshaping the workforce.
PwC 2011
12
Developing tomorrow’s female leaders
13. How frequently do you believe you should receive feedback
from your employer on your performance?
1%
3%
Very frequently/continually
At the end of a project
At formal performance reviews
Feedback is not important to me
Don't Know
17%
51%
28%
Source: PwC Millennials at work research
Preference for face-to-face discussions on:
Performance
Evaluations
93%
Compensation
Career Plans and
Progress
96%
82%
Source: PwC’s NextGen: A global generational study
Successful employers will be those that can blend advanced technology and
communication patterns with a culture of frequent and forward looking career feedback
delivered face-to-face.
Difficult questions about a feedback culture:
What are you doing to create a progressive feedback culture?
How will you blend a growing use of modern communication channels with a culture
of face-to-face feedback?
Developing tomorrow’s female leaders
13
14. To attract, retain and develop female
millennials international employers must
adopt a modern mobility approach that
provides a diversity of mobility solutions and
fosters a mobility culture that does not overidentify international assignments with male
international assignees.
Current International Assignee
Population
80%
20%
Global careers
In an increasingly globalised world,
international experience is seen by
millennials as a vital element to a
successful career. Millennials have a
strong appetite for working abroad, with
71% keen to do so at some stage in their
career. It is critical that international
employers realise that this is not a male
phenomenon. Female demand for mobility
has never been higher with 69% of female
millennials identifying they want to work
outside their home country during their
career.
Given international organisations are
placing growing importance on the
establishment of leadership teams and an
employee base that are globally competent
it is no surprise that 63% of women feel
international experience is critical to
further their career. Despite the number of
female assignees doubling in the past
decade, women currently make up a
meagre 20% of international assignees16.
Research identifies that gaining
international experience advances
women’s and men’s career further and
faster, yet the best and brightest female
talent are overlooked for these
opportunities compared to their male
peers17.
To attract, retain and develop female
millennials international employers must
adopt a modern mobility approach that
provides a diversity of mobility solutions
and fosters a mobility culture that does not
over-identify international assignments
with male international assignees.
Successful international employers will
also have a clear understanding of their
‘mobile ready’ population.
I would like to work outside my home
country during my career
69%
I feel international experience is critical
to further my career
63%
Difficult questions about global careers:
What is your organisation doing to create a cadre of leaders with a global mindset?
How will you evolve your mobility strategy to meet the dual demands of an
increasingly diverse talent pool and a rapidly changing work landscape?
What are you doing to make your international assignment programme inclusive to
women? And how will this manifest itself in your international assignment
programme structure and the selection of international assignees?
How will you make sure you always have a current picture of your mobile ready talent
pipeline?
16 Talent Mobility, 2020 and beyond, PwC 2012
17 Good intentions, imperfect execution? Women
get fewer of the “hot jobs” needed to advance,
Catalyst
14
Developing tomorrow’s female leaders
15. Reputation matters
Our research into this Millennial generation has told us one thing is clear - millennials
want their work to have a purpose, to contribute something to the world and to be proud
of their employer. This holds true for both the male and the female millennial. Our
research suggests that some companies and sectors will have to work harder in the future
to communicate the positive aspects of the employer brand. 58% of millennials said they
would avoid working in a particular sector solely because they believe it had a negative
image18. Image appears to be a stronger influencer of the female millennial with the
image of 9 of 14 sectors less appealing to more women than men.
Are there any sectors in which you would not wish to work
solely because of their image? (top sectors only shown)
Financial Services
Oil and Gas
Defence
Government and Public Services
Chemicals
Forestry, Paper and Packaging
Metals
Healthcare
Transport and Logistics
Industrial Manufacturing
Hospitality and Leisure
Retail and Consumer
Energy, Utilities and Mining
Automotive
0%
5%
10%
Source: PwC Millennials at work research
15%
20%
Female
25%
Male
18 Millennials at work, Reshaping the workplace, PwC 2011
Developing tomorrow’s female leaders
15
16. Spotlight on Financial Services
The most significant number of women (22%) said they would
not like to work in the Financial Services Sector solely because of
its image. This presents some unique challenges for the Financial
Services Industry.
Data from 20 global markets shows women comprise nearly 60%
of employees in this industry19. With women making up the
majority of this industry, Financial Services organisations will
need to focus on retention strategies specifically tailored to this
generation of women (and men), or risk a more severe leaking
pipeline than they are accustomed to. In tandem, they will need
to drive attraction strategies that highlight the benefits of working
in this industry combined with an articulation of a strong
organisation purpose.
A laser focus on leadership diversity and development strategies
targeting an enhanced career trajectory for their female talent
will also be vital if they are to attract, retain and capitalise on the
talents of the female millennial. Otherwise the female millennial
will struggle with why they are still faced with the question: if
women represent 60% of all financial services employees, why
aren’t they rising through the leadership ranks on par with their
male counterparts20?
Average representation of women in financial
services in 20 global marketsSource:
100%
80%
60%
60%
40%
20%
0%
25%
% (approximate) of
women employees
% of women in
middle management
19%
% of women in
senior level positions
Source: World Economic Forum, The Corporate Gender Gap Report 2010
19 World Economic Forum, The Corporate Gender Gap Report 2010; Financial
services data includes financial institutions and insurance companies
20 Mending the gender gap: Advancing tomorrow’s women leaders in financial
services. PwC, 2013
Spotlight on Oil and Gas
Next in line is the Oil and Gas sector; 17% of women said they
would not like to work in this sector solely because of its image.
The challenge for this sector is different than the challenges
facing the Financial Services Sector. With women currently
making up only a fraction of the global oil and gas workforce21
attraction needs to be front of mind. Globally, engineering
positions are currently ranked as the second hardest to fill22, only
27% of STEM (science, technology, engineering, mathematics)
graduates in G20 countries are female23 and nearly four times as
many 15 year old boys are planning a career in engineering or
computing than girls24. This sector needs to start their attraction
strategies earlier than most. They also need to consider how they
attract talent.
PwC research has found there are several negative perceptions of
the industry commonly held by women, namely that it is male
dominated, involves excessive compulsory travel to remote or
challenging locations, requires physical labour better suited to
men and a background in STEM25. Meanwhile, women know
much less about the more positive aspects of the industry.
Organisations in this sector should look to re-evaluate their
Employee Value Propositions (EVP) to incorporate a clearer
articulation of the positive aspects of the industry such as the
opportunity to make a difference with ground-breaking work and
the higher than average salaries. The branding of their EVP also
requires consideration - for example whether the imagery and
language used is overly male orientated.
21 Building talent for the top: A study of women on boards in the oil and gas
industry. PwC, 2013
22 Talent Shortage Survey, Manpower Group, 2013
23 Choosing Stem, Wouter Van den Berghe and Dirk De Martelaere, October
2012
24 Education at a Glance 2012, OECD Indicators
25 Building talent for the top: A study of women on boards in the oil and gas
industry. PwC, 2013
16
Developing tomorrow’s female leaders
17. Successful employers will have a clear
understanding of their sectors’ and
organisations’ image and reputation. They
will also have a clear picture of their
current and future talent pool. To attract
the required talent some organisations will
need to work harder than others, and
others will need to work harder earlier.
Irrespective of sector all employers will
need to clearly articulate what they are
offering a potential employee and know
that the messages they send out need to
stand-up in reality.
Percentage of qualifications awarded to women in tertiarytype A and advanced research programmes, OECD Average
Field of Education
2000
2010
Education
74
77
Humanities and arts
65
67
Health and welfare
68
74
Social sciences, business and law
52
58
Services
43
51
Engineering, manufacturing, and construction
23
27
Sciences
40
42
Agriculture
43
54
All fields
54
58
Source: Education at a Glance 2012, OECD Indicators
Difficult questions about reputation
How are you communicating the positive aspects of your employer brand – and
making sure they stand up in reality?
What are you doing to adopt your employer brand to this cohort of talent?
What will it cost your organisation, if you get your talent pipeline wrong?
Developing tomorrow’s female leaders
17
18. Summary
The female millennial represents a new
era of talent. This talent population is not
only entering a workforce that looks
different to the workforce her mother and
grandmother may, or may not, of entered
- she is entering it with a different career
mind-set. She is more highly educated,
more confident, and more career
ambitious than any of her previous
generations.
Meanwhile, female millennials are
estimated to form approximately 25% of
the global workforce by 2020. Forming
talent strategies tailored for this talent
segment will be a vital step to the
sustainability of any organisation. If
employers are to be successful in
capitalising on the strengths of this
significant proportion of their current and
future talent pool, the status quo will no
longer suffice. To truly address the gender
leadership gap, organisations must drive
parallel efforts which tackle enhanced
leadership diversity in conjunction with
efforts that develop junior talented women
now for future leadership roles.
Organisations must be positioned to
respond to the core learnings and difficult
questions highlighted throughout this
report. A commitment to an inclusive
culture and inclusive talent processes,
policies and programmes will support a
business model where all talent can
prosper – including the female millennial.
When talent rises to the top, everyone
wins.
To learn more on the female millennial or
access any of the PwC publications
referenced throughout this report visit:
www.pwc.com/IWD
18
Developing tomorrow’s female leaders
19. Lead author
Aoife Flood
Senior Manager, Global Diversity & Inclusion Programme Office
+353 1 7926459
aoife.flood@ie.pwc.com
Executive Sponsors
Agnès Hussherr
Global Diversity and Inclusion Leader
Dennis Finn
Vice Chairman and Global Human Capital Leader
Our team of editors,
co-authors and researchers
Alina Stefan
Global Thought Leadership
Dale Meikle
Global Diversity & Inclusion Programme Office Leader
Dawn Pace
Diversity Communications, PwC US
Julie Gordon
Global Human Capital Director
Justine Brown
Human Resource Services, PwC UK
Nuala Nic Ghearailt
Business Strategy Consultant, PwC Ireland
Developing tomorrow’s female leaders
19