Why Gender Diversity Matters at Work | ChronusChronus
Making up 47% of the current workforce and growing, women are prime candidates for filling the leadership pipeline that will soon be left lighter by a departing generation of workers. And yet, the higher you look in companies, the fewer women you see, with C-level positions comprised of only 19% women.
Learn how greater gender diversity can improve your organization, and why mentoring is an ideal solution to enable women in the workplace.
Download the full Ebook: http://ow.ly/fGyK30fCsaB
Gender diversity in corporate workplaces is important for businesses to sustain their operations. While many companies have good intentions around gender diversity, some lack knowledge on how to implement it or get stuck in inertia. True gender diversity means proportional representation of men and women at all levels of an organization. Research shows diverse organizations are more successful due to improved communication, decision-making, problem-solving, and ability to market to different customer groups. However, women remain underrepresented in top corporate positions globally despite making up half the workforce.
Men's views on gender diversity in the workplace 092016Todd Mc Brearty
The document summarizes the findings of a survey of over 300 working men in the US about gender diversity in the workplace. Key findings include:
- While 1/3 of men think women are generally treated unfairly at work, only 10% think it's an issue at their own workplace.
- Men see inclusion as the biggest challenge faced by women, not lack of mentorship or work-life balance.
- Less than half of men have publicly advocated for gender equality, with 1/5 admitting they have not acted as allies.
- There is a perceived gender imbalance in most workplaces, with women making up less than half of employees and top management.
The 10 most successful shepreneurs to watch in 2019Swiftnlift
Shepreneurs are driving change in various sectors, businesses, and industries, and rightfully deserve to be celebrated. The day is also a reminder that we need to foster talent and help enable women from all across the globe, from different strata and backgrounds into the arena.
‘In this special issue, we introduce 10 most promising shepreneurs to watch in 2019 in order to assist business to choose the right companies. We have featured shepreneurs as the cover story. It specializes in the use of emerging techniques and practice for developing nation.
We have introduced profiles of Spabreaks, Intengine, Pheiff Group Inc, Connected Living, N-able Plus Co.Ltd, Elemed, WomenInTrucking, gracious, Joelle Group, CEDEM AG.
Our in-house editors have come up with some adroitly written articles such as –Women, entrepreneurship & empowerment through self-actualization, shoutout to the leader of tomorrow, the women who dared to dream, How Can Entrepreneurs Survive a Recession? Handle it like a Woman.
“There is no force more powerful than a women determined to rise”
1) The document discusses how organizational culture may be a key factor holding back greater gender diversity in senior leadership, despite programs aimed at increasing diversity.
2) It presents research finding a link between having women in senior roles, a high-performance culture, and stronger financial performance. However, culture has been overlooked as a factor.
3) The research studied 50 leading organizations and found that those with the strongest cultures and financial performance also had the highest proportions of women in executive roles, indicating culture may enable greater diversity.
This document outlines an agenda for a workshop on diversity and inclusion. The goals of the workshop are to understand what diversity and inclusion mean, and for participants to leave with an action item to commit to over the next four weeks. The agenda includes defining diversity and inclusion, discussing case studies, explaining why diversity and inclusion are important, and issuing a call to action. Participants will break into groups to discuss inclusive case studies and how situations could have been improved from different perspectives. The workshop aims to inspire an inclusive culture where employees can bring their full selves to work.
Discover the barriers holding companies back from having the diversified teams needed to boost their results, ignite innovation and excellence. Learn what can be done to bridge the gap.
Why Gender Diversity Matters at Work | ChronusChronus
Making up 47% of the current workforce and growing, women are prime candidates for filling the leadership pipeline that will soon be left lighter by a departing generation of workers. And yet, the higher you look in companies, the fewer women you see, with C-level positions comprised of only 19% women.
Learn how greater gender diversity can improve your organization, and why mentoring is an ideal solution to enable women in the workplace.
Download the full Ebook: http://ow.ly/fGyK30fCsaB
Gender diversity in corporate workplaces is important for businesses to sustain their operations. While many companies have good intentions around gender diversity, some lack knowledge on how to implement it or get stuck in inertia. True gender diversity means proportional representation of men and women at all levels of an organization. Research shows diverse organizations are more successful due to improved communication, decision-making, problem-solving, and ability to market to different customer groups. However, women remain underrepresented in top corporate positions globally despite making up half the workforce.
Men's views on gender diversity in the workplace 092016Todd Mc Brearty
The document summarizes the findings of a survey of over 300 working men in the US about gender diversity in the workplace. Key findings include:
- While 1/3 of men think women are generally treated unfairly at work, only 10% think it's an issue at their own workplace.
- Men see inclusion as the biggest challenge faced by women, not lack of mentorship or work-life balance.
- Less than half of men have publicly advocated for gender equality, with 1/5 admitting they have not acted as allies.
- There is a perceived gender imbalance in most workplaces, with women making up less than half of employees and top management.
The 10 most successful shepreneurs to watch in 2019Swiftnlift
Shepreneurs are driving change in various sectors, businesses, and industries, and rightfully deserve to be celebrated. The day is also a reminder that we need to foster talent and help enable women from all across the globe, from different strata and backgrounds into the arena.
‘In this special issue, we introduce 10 most promising shepreneurs to watch in 2019 in order to assist business to choose the right companies. We have featured shepreneurs as the cover story. It specializes in the use of emerging techniques and practice for developing nation.
We have introduced profiles of Spabreaks, Intengine, Pheiff Group Inc, Connected Living, N-able Plus Co.Ltd, Elemed, WomenInTrucking, gracious, Joelle Group, CEDEM AG.
Our in-house editors have come up with some adroitly written articles such as –Women, entrepreneurship & empowerment through self-actualization, shoutout to the leader of tomorrow, the women who dared to dream, How Can Entrepreneurs Survive a Recession? Handle it like a Woman.
“There is no force more powerful than a women determined to rise”
1) The document discusses how organizational culture may be a key factor holding back greater gender diversity in senior leadership, despite programs aimed at increasing diversity.
2) It presents research finding a link between having women in senior roles, a high-performance culture, and stronger financial performance. However, culture has been overlooked as a factor.
3) The research studied 50 leading organizations and found that those with the strongest cultures and financial performance also had the highest proportions of women in executive roles, indicating culture may enable greater diversity.
This document outlines an agenda for a workshop on diversity and inclusion. The goals of the workshop are to understand what diversity and inclusion mean, and for participants to leave with an action item to commit to over the next four weeks. The agenda includes defining diversity and inclusion, discussing case studies, explaining why diversity and inclusion are important, and issuing a call to action. Participants will break into groups to discuss inclusive case studies and how situations could have been improved from different perspectives. The workshop aims to inspire an inclusive culture where employees can bring their full selves to work.
Discover the barriers holding companies back from having the diversified teams needed to boost their results, ignite innovation and excellence. Learn what can be done to bridge the gap.
In this 9-15-2009 presentation to the Utah state convention of the Society of Human Resource Management, Paul Jones of Alden Keene & Associates describes how corporate citizenship efforts can help human resources (HR) build a better workforce.
MCH 123 presentation: Social Business For Social GoodTristan Toh
This document provides an overview of social business and examples of social businesses. It discusses how social businesses can fulfill their mission of creating social impact while also making good business sense. The document defines social business and how it differs from conventional business. It then gives examples of successful social businesses like TOMS Shoes and SOLS 24/7 that have created positive change while building profitable businesses. The document also discusses how starting a social business in areas like youth empowerment and education can provide both social impact and opportunities for funding.
This document discusses generational differences in the workplace. It defines the generations as Silent Generation (born 1929-1945), Baby Boomers (1946-1965), Generation X (1965-1981), and Generation Y (1982-1999). Each generation has distinct attitudes and contributions. The document outlines implications for leadership, learning styles, and creating an inclusive workplace culture that embraces all generations. Key strategies include communicating in multiple ways, promoting collaboration, offering different training types, and creating mentoring programs between generations.
The document summarizes a presentation on women in corporate roles in 21st century India. It notes that women now lead men in many corporations due to attributes like hard work, persistence, and risk-taking ability. It highlights several leading Indian women CEOs and executives. While women's employment has increased in India in recent decades, there are still gaps between men and women, such as differences in wages worldwide. The document concludes by stating that corporate women want to become more confident and independent while continuing to address gaps between women and men.
This document discusses diversity and inclusion in corporate America. It begins by stating that diversity is important for business success but also celebrates individual attributes. Organizations are attempting to promote both shared vision and individual respect through diversity initiatives. The document then outlines the history and evolution of diversity initiatives, from civil rights laws promoting equal treatment, to affirmative action promoting representation, to modern approaches integrating diversity as a strategic priority. It describes a continuum of approaches organizations take, from legal compliance to fully incorporating diversity into business strategies.
Why top management eludes women in Latin America: McKinsey Global Survey results
Executives in the region say gender diversity has moved up on their companies’ agendas, but they still report few women at the top. Women and men disagree on the reasons why.
Workplace Frustration: How to Reduce It and Manage Generation Y for An Increa...Bridges LLC
Businesses are frustrated by the difficulty of managing and retaining Generation Y employees. Accepting generational differences is key to reducing workplace frustration, improving retention of Generation Y, and increasing company profits. Generational differences arise from formative life experiences and can lead to conflict if not addressed, negatively impacting productivity and profits.
This document summarizes the key topics and findings from a report on women in leadership in South Africa. It discusses how well represented women are in the South African workforce, barriers that women face, challenges and initiatives to support women, and what actions can be taken. Some of the main points are that while women make up over half the population, they face high unemployment rates and barriers like gender discrimination and stereotypes. Women are also underrepresented in leadership positions despite possessing the necessary skills. The document calls for concerted efforts to identify and support high potential women leaders through coaching and other initiatives.
This document discusses bringing diversity and inclusion to the workplace. It talks about convening meetings of humanist leaders to have open conversations about topics related to the future of work such as mass mobility, remote work, mental health, collaboration and changing models of education and retirement. It discusses how the workplace has changed dramatically in just the past 17 years with the rise of technologies like Google, YouTube, and Facebook. It argues that to attract top talent, workplaces will need to be more diverse and inclusive to reflect society. There are benefits to diversity such as increased returns on equity, business performance, and understanding diverse customer bases. Senior leaders need to intentionally promote diversity in their organizations to create an environment where all people can succeed.
Strategies for Managing a Diverse WorkforcePayScale, Inc.
In an ever increasingly global economy, the ability to manage a diverse workforce is a key competitive advantage. However, today’s HR teams are challenged when it comes to figuring out compensation strategies for a diverse workforce.
Join Crystal Spraggins, SPHR and Mykkah Herner, MA, CCP as they talk about the intersections between diversity and compensation:
Alternative ways of looking at diversity
Identifying pay inequities
Training managers well beyond compliance
Diversity and the salary negotiation process
Diversity beyond compensation such as practicing inclusion in hiring, training and development
The document discusses statistics related to women in leadership roles and the US workplace. It notes that while women now make up 47% of the workforce, they on average earn 81 cents for every dollar earned by men. It also discusses the growth of women-owned businesses, which now generate $1.9 trillion in sales and employ over 13 million people. However, it notes that few women reach the top levels of large companies. Overall, the document presents various statistics that illustrate both the progress and ongoing challenges faced by women in leadership positions.
Using data-driven insight, Paul O’Shea, Head of Consulting, will explore diversity performance among organizations today, analyze changes in what the future diverse talent pipeline look for in employers, and address the rising importance of a diverse workforce culture as a leading employer today.
This document presents information on the glass ceiling phenomenon in organizations. It defines the glass ceiling as an invisible barrier that prevents women and minorities from advancing to higher level positions, despite qualifications. The summary discusses some key points:
- Studies have shown that women and minorities receive lower customer satisfaction ratings and are seen as less competent than equally performing men.
- Women hold only 16% of top executive positions in large companies. There are also gaps in earnings and full-time employment rates between men and women.
- Factors like family responsibilities, lower pay, discrimination, job segregation and harassment can prevent women from rising in corporations.
- Approaches to addressing the glass ceiling include encouraging assimilation of masculine traits,
10 Statistics Every Leader Needs To UnderstandElodie A.
Here are 10 statistics that every leader needs to understand. Ineffective leadership is a huge problem in today's workplace. Learn why it’s so important to get it right.
The document discusses how companies can optimize the benefits of women in leadership. It notes that research has found companies with gender diverse boards and female leadership deliver better financial performance. However, many organizations are struggling to develop women leaders and see results from their diversity efforts. The document recommends that organizations implement leadership development programs for women, support for their career progression, and work to develop an inclusive culture. It describes Viventé, a consulting firm that designs customized programs to help companies strengthen women's leadership and realize the performance benefits of diversity.
Final Draft Coca-Cola Diversity Research Paper LinkedInDominick Gulius
This document provides an outline for a research paper on how a company manages diversity and talent. It instructs the author to choose a company, research its specific diversity practices, policies and programs. It asks the author to discuss why these practices support diversity and talent, and how they positively impact business outcomes. It also asks the author to discuss what industry experts recommend for managing diversity/talent, and whether the chosen company's practices align with these recommendations. The document provides topic headings for the author to structure their paper.
The US is facing a historical and devastating “SheCession” – an economic downturn where job and income losses are dramatically affecting women. What can Boards and Executives do to stem the exodus of women from the workforce?
- Neighbors-helping-Neighbors USA is the largest and fastest-growing job search group in America, founded in 2011, with over 1,600 members and 3,000 LinkedIn members. It has helped 415 people find jobs through weekly peer-led meetings and a culture of networking, accountability, and motivation.
- The group is expanding nationally and internationally, with their first international chapter opening in Madrid, Spain. They are working to create educational programs and franchise their model while partnering with organizations and colleges.
- The current jobs situation is challenging, with not enough jobs, industry consolidation reducing roles, and long-term unemployment remaining a crisis. The group provides tools and support for positive networking, personal branding
This course learning guide discusses distribution channels in tourism and hospitality marketing. It begins by outlining the learning outcomes which are to explain distribution channel concepts and apply best distribution strategies for different products and services. The document then discusses key topics around distribution channels including definitions, functions, types of indirect channels like travel agents and tour operators, and considerations for selecting channel members and business locations. It also covers franchising, strategic alliances, and delivery systems used in industries like fast food. Students are asked to consider how technology may change distribution channels in the future. The evaluation tasks involve writing essays on choosing a franchise versus own brand and discussing suitable channels for hotel room distribution.
The document is a cover letter from Jamie Favreau applying for an Interactive Marketing Coordinator position at the Detroit Regional Chamber. The summary highlights that the Chamber's mission is to promote business growth and job creation in Detroit. Favreau discusses her skills in relationship building, recognition programs, continued education, and wellness initiatives. She also details how she would use social media to gather feedback on Chamber events and find potential job opportunities. Favreau believes in Detroit's future and wants to help solve problems and strategize through her leadership and networking abilities.
A ManpowerGroup whitepaper on female leadership. Making the case for more women leaders in businesses today. Find out how to get them and keep them in your organisation.
In this 9-15-2009 presentation to the Utah state convention of the Society of Human Resource Management, Paul Jones of Alden Keene & Associates describes how corporate citizenship efforts can help human resources (HR) build a better workforce.
MCH 123 presentation: Social Business For Social GoodTristan Toh
This document provides an overview of social business and examples of social businesses. It discusses how social businesses can fulfill their mission of creating social impact while also making good business sense. The document defines social business and how it differs from conventional business. It then gives examples of successful social businesses like TOMS Shoes and SOLS 24/7 that have created positive change while building profitable businesses. The document also discusses how starting a social business in areas like youth empowerment and education can provide both social impact and opportunities for funding.
This document discusses generational differences in the workplace. It defines the generations as Silent Generation (born 1929-1945), Baby Boomers (1946-1965), Generation X (1965-1981), and Generation Y (1982-1999). Each generation has distinct attitudes and contributions. The document outlines implications for leadership, learning styles, and creating an inclusive workplace culture that embraces all generations. Key strategies include communicating in multiple ways, promoting collaboration, offering different training types, and creating mentoring programs between generations.
The document summarizes a presentation on women in corporate roles in 21st century India. It notes that women now lead men in many corporations due to attributes like hard work, persistence, and risk-taking ability. It highlights several leading Indian women CEOs and executives. While women's employment has increased in India in recent decades, there are still gaps between men and women, such as differences in wages worldwide. The document concludes by stating that corporate women want to become more confident and independent while continuing to address gaps between women and men.
This document discusses diversity and inclusion in corporate America. It begins by stating that diversity is important for business success but also celebrates individual attributes. Organizations are attempting to promote both shared vision and individual respect through diversity initiatives. The document then outlines the history and evolution of diversity initiatives, from civil rights laws promoting equal treatment, to affirmative action promoting representation, to modern approaches integrating diversity as a strategic priority. It describes a continuum of approaches organizations take, from legal compliance to fully incorporating diversity into business strategies.
Why top management eludes women in Latin America: McKinsey Global Survey results
Executives in the region say gender diversity has moved up on their companies’ agendas, but they still report few women at the top. Women and men disagree on the reasons why.
Workplace Frustration: How to Reduce It and Manage Generation Y for An Increa...Bridges LLC
Businesses are frustrated by the difficulty of managing and retaining Generation Y employees. Accepting generational differences is key to reducing workplace frustration, improving retention of Generation Y, and increasing company profits. Generational differences arise from formative life experiences and can lead to conflict if not addressed, negatively impacting productivity and profits.
This document summarizes the key topics and findings from a report on women in leadership in South Africa. It discusses how well represented women are in the South African workforce, barriers that women face, challenges and initiatives to support women, and what actions can be taken. Some of the main points are that while women make up over half the population, they face high unemployment rates and barriers like gender discrimination and stereotypes. Women are also underrepresented in leadership positions despite possessing the necessary skills. The document calls for concerted efforts to identify and support high potential women leaders through coaching and other initiatives.
This document discusses bringing diversity and inclusion to the workplace. It talks about convening meetings of humanist leaders to have open conversations about topics related to the future of work such as mass mobility, remote work, mental health, collaboration and changing models of education and retirement. It discusses how the workplace has changed dramatically in just the past 17 years with the rise of technologies like Google, YouTube, and Facebook. It argues that to attract top talent, workplaces will need to be more diverse and inclusive to reflect society. There are benefits to diversity such as increased returns on equity, business performance, and understanding diverse customer bases. Senior leaders need to intentionally promote diversity in their organizations to create an environment where all people can succeed.
Strategies for Managing a Diverse WorkforcePayScale, Inc.
In an ever increasingly global economy, the ability to manage a diverse workforce is a key competitive advantage. However, today’s HR teams are challenged when it comes to figuring out compensation strategies for a diverse workforce.
Join Crystal Spraggins, SPHR and Mykkah Herner, MA, CCP as they talk about the intersections between diversity and compensation:
Alternative ways of looking at diversity
Identifying pay inequities
Training managers well beyond compliance
Diversity and the salary negotiation process
Diversity beyond compensation such as practicing inclusion in hiring, training and development
The document discusses statistics related to women in leadership roles and the US workplace. It notes that while women now make up 47% of the workforce, they on average earn 81 cents for every dollar earned by men. It also discusses the growth of women-owned businesses, which now generate $1.9 trillion in sales and employ over 13 million people. However, it notes that few women reach the top levels of large companies. Overall, the document presents various statistics that illustrate both the progress and ongoing challenges faced by women in leadership positions.
Using data-driven insight, Paul O’Shea, Head of Consulting, will explore diversity performance among organizations today, analyze changes in what the future diverse talent pipeline look for in employers, and address the rising importance of a diverse workforce culture as a leading employer today.
This document presents information on the glass ceiling phenomenon in organizations. It defines the glass ceiling as an invisible barrier that prevents women and minorities from advancing to higher level positions, despite qualifications. The summary discusses some key points:
- Studies have shown that women and minorities receive lower customer satisfaction ratings and are seen as less competent than equally performing men.
- Women hold only 16% of top executive positions in large companies. There are also gaps in earnings and full-time employment rates between men and women.
- Factors like family responsibilities, lower pay, discrimination, job segregation and harassment can prevent women from rising in corporations.
- Approaches to addressing the glass ceiling include encouraging assimilation of masculine traits,
10 Statistics Every Leader Needs To UnderstandElodie A.
Here are 10 statistics that every leader needs to understand. Ineffective leadership is a huge problem in today's workplace. Learn why it’s so important to get it right.
The document discusses how companies can optimize the benefits of women in leadership. It notes that research has found companies with gender diverse boards and female leadership deliver better financial performance. However, many organizations are struggling to develop women leaders and see results from their diversity efforts. The document recommends that organizations implement leadership development programs for women, support for their career progression, and work to develop an inclusive culture. It describes Viventé, a consulting firm that designs customized programs to help companies strengthen women's leadership and realize the performance benefits of diversity.
Final Draft Coca-Cola Diversity Research Paper LinkedInDominick Gulius
This document provides an outline for a research paper on how a company manages diversity and talent. It instructs the author to choose a company, research its specific diversity practices, policies and programs. It asks the author to discuss why these practices support diversity and talent, and how they positively impact business outcomes. It also asks the author to discuss what industry experts recommend for managing diversity/talent, and whether the chosen company's practices align with these recommendations. The document provides topic headings for the author to structure their paper.
The US is facing a historical and devastating “SheCession” – an economic downturn where job and income losses are dramatically affecting women. What can Boards and Executives do to stem the exodus of women from the workforce?
- Neighbors-helping-Neighbors USA is the largest and fastest-growing job search group in America, founded in 2011, with over 1,600 members and 3,000 LinkedIn members. It has helped 415 people find jobs through weekly peer-led meetings and a culture of networking, accountability, and motivation.
- The group is expanding nationally and internationally, with their first international chapter opening in Madrid, Spain. They are working to create educational programs and franchise their model while partnering with organizations and colleges.
- The current jobs situation is challenging, with not enough jobs, industry consolidation reducing roles, and long-term unemployment remaining a crisis. The group provides tools and support for positive networking, personal branding
This course learning guide discusses distribution channels in tourism and hospitality marketing. It begins by outlining the learning outcomes which are to explain distribution channel concepts and apply best distribution strategies for different products and services. The document then discusses key topics around distribution channels including definitions, functions, types of indirect channels like travel agents and tour operators, and considerations for selecting channel members and business locations. It also covers franchising, strategic alliances, and delivery systems used in industries like fast food. Students are asked to consider how technology may change distribution channels in the future. The evaluation tasks involve writing essays on choosing a franchise versus own brand and discussing suitable channels for hotel room distribution.
The document is a cover letter from Jamie Favreau applying for an Interactive Marketing Coordinator position at the Detroit Regional Chamber. The summary highlights that the Chamber's mission is to promote business growth and job creation in Detroit. Favreau discusses her skills in relationship building, recognition programs, continued education, and wellness initiatives. She also details how she would use social media to gather feedback on Chamber events and find potential job opportunities. Favreau believes in Detroit's future and wants to help solve problems and strategize through her leadership and networking abilities.
A ManpowerGroup whitepaper on female leadership. Making the case for more women leaders in businesses today. Find out how to get them and keep them in your organisation.
Learning Objective: Discuss methods for increasing team productivity
Research has shown that there are a lot of reasons why employees leave a company, including burnout, boredom, less recognition, conflicts in the workplace, etc. Employee retention can save a company thousands of dollars and improve company morale. Working with your team on tasks such as brainstorming can show creativity, ranking their attributes can help you complement their strengths, and discussing employee career goals can add a lot of value to the project as it allows the team to flourish and meet company goals. This leads to employee satisfaction and feeling rewarded in their work and, most of all, appreciated. Making work fun and identifying accomplishments cures disengagement in the workplace.
At the end of this seminar, participants will be able to:
a. Identify factors that lead to employee disengagement.
b. Devise methods to engage employees and increase creativity and productivity.
c. Classify employee strengths to complement task assignments and discuss career goals.
d. Share methods for keeping employees engaged and feeling appreciated.
Why Attracting and Retaining Diverse Talent is a Strategic PriorityCenterfor HCI
To tackle longstanding workplace discrimination, many future-focused organizations are adding diversity officers to their leadership teams. If organizations want the best talent, they need to address any issues that are keeping diverse talent out of their ranks and out of their boardrooms.
GTB, an advertising agency, created a Returnship program to address the lack of women in senior positions. The program, called "Elevate", gives women who took a career break of over 2 years a 10-week paid placement including training to help them return to full-time work. A study found that while 73% of highly qualified women who left jobs wanted to return, only 40% found mainstream work. The document outlines GTB's program including defining eligibility, curriculum, promotion, and metrics for success. Participant testimonials praise the program for providing opportunity and restoring confidence after time away from work.
This document is a proposal for a keynote speech on DEI for executives at SXSW 2024. The summary discusses topics that will be covered in the keynote, including the five stages of DEI maturity, why DEI progress is still stagnant, the importance of DEI for recruiting and retaining top talent, and the four principles of equity-centered leadership - understanding community, initiating tough conversations, being accountable, and committing to equal access. The proposal was previously presented at an HR conference and will be updated if selected for SXSW.
On May 14, 2018, women from ad agencies across the Twin Cities gathered at Colle McVoy to show their support for the TIME’S UP/ADVERTISING movement. The event was part of the movement’s launch when community meetings took place in 15 cities across North America to begin drawing a roadmap for real change. Here is a recap of highlights and learnings from the TIME’S UP/ADVERTISING Minneapolis event.
Anna Taylor (Speaker) West Coast DEI Lead, VMLY&R
Demographic transference within organizations is shifting and there will continue to be an upsurge of more diverse and inclusive organizations as they outperform homogeneous organizations. But this is a slow progression, where can we start making organizational transformation now? We can start from the bottom; employees have more power than they may realize, to affect change. And although this may seem like a daunting call-to-action, employees have the power irrespective of budget or team size, to make an indelible impact on organizational change. Like many effectual grassroots movements, employees have the ability to create a new model that renders the existing model obsolete and lead the evolution of organizational transformation.
Millennials now make up a significant portion of the workforce but many are unprepared for leadership roles. While they have strong technical skills, Millennials often lack soft skills such as communication, diplomacy, and relationship building. In order to attract, retain, and develop Millennial talent into future leaders, companies need to offer specialized leadership training programs that focus on soft skills acquisition. The most effective organizations implement coaching and rotational programs to give Millennials exposure to different areas of the business and provide constant feedback to support their growth into leadership.
The document discusses promoting gender equality in the workplace. It notes that gender divides still exist, with men more likely than women to think certain professions are better suited to one gender. Examples are given of companies taking steps to improve gender balance, such as setting targets for women on company boards. The business case for gender equality is made in terms of economic and social benefits. Driving culture change through flexible working, shared parental leave, and addressing unconscious bias is advocated to attract, recruit, and retain talented women.
Women of Influence - White Paper on Solutions to Women’s AdvancementStephen Wills
In 2012, Thomson Reuters, the world’s leading source of
intelligent information for businesses and professionals,
established our Women’s Advisory Task Force. The Task
Force was given the overarching brief to ensure female
leadership development and the advancement of women
to senior positions in our company.
Visit - www.ProcurementCentral.com
Women's Empowerment Principles: Why Business Should Care?Dr Lendy Spires
Most readers are likely to agree that our society should be gender equal. Yet, as the evidence clearly illustrates, the real situation in our country does not resonate well for our collective aspiration of becoming a powerhouse of the global economy. Our record, in the case of many indices related to gender, is at par with, or worse than, some of the least developed nations in the world. Of course, things are changing for the better, in our boardrooms, offices, on factory floors, in colleges, schools and most importantly, in our families. While addressing gender stereotypes, biases and discrimination, we as individuals should be under no illusion and acknowledge that none of us are free of gendered perceptions. Gender stereotyping is systemic in all societies. It is there in varying degrees in each of us and hence in all the institutions that we operate in. What we have to be aware of is that our socialisation often makes us blind to many of our gender biases. As businesses, we are known for our innovation, resourcefulness and ability to get things done.We can potentially be an important game changer for women’s empowerment. The Women’s Empowerment Principles (WEP) launched by the United Nations Global Compact (UNGC) and UN for Women on 8th March, 2010, on International Women’s Day, is an important point of departure for all of us who would like business to play a crucial role in ushering in a gender equal society. The task at hand, once we are committed to the cause, is not easy, and there is no ‘one size fits all’ solution. As part of our leadership commitment, we need to take a hard and comprehensive look at how we – as individuals, companies and sectors – impact the lives of women within our spheres of influence, both with internal and external stakeholders. We need to then put in place conscious systems that foster equality between men and women. Such actions cannot be considered altruistic efforts. They are driven by self-interest and would be increasingly imperative in a company’s effort to remain at the top.
This document outlines the business case for promoting women's empowerment and gender equality. It notes that women represent an important consumer market segment globally. Research shows that closing gender gaps in areas like employment and wages could boost economic growth. There is also a talent shortage facing companies, so promoting gender diversity helps companies access a wider pool of skilled workers. Studies have found that companies with gender-diverse boards and leadership teams tend to outperform those that lack diversity. Overall, empowering women makes good business sense by opening up new markets and talent pools for companies to tap.
The Nonprofit Employment Practices Survey has been the leading source of data on nonprofit employment, talent and culture since 2007 and is trusted by human resources professionals and nonprofit leaders alike.
From this year's survey, we learned that nonprofits are continuing to hire more aggressively than for-profits, but the gap is narrowing. Yet nonprofits are not improving their talent and culture practices in order to keep up with the competition and advance their missions.
The Nonprofit Employment Practices Survey has been the leading source of data on nonprofit employment, talent and culture since 2007 and is trusted by human resources professionals and nonprofit leaders alike.
From this year's survey, we learned that nonprofits are continuing to hire more aggressively than for-profits, but the gap is narrowing. Yet nonprofits are not improving their talent and culture practices in order to keep up with the competition and advance their missions.
Born between 1997 and 2012, Gen Z currently makes up 20.35% of the US population. The eldest among them are between 22 and 25 years old, so you can expect members of this generation to start trickling into your ranks more and more in the coming years. They will impact the workplace for decades to come. As more and more Gen Z enters the workforce, it is imperative that organizations educate themselves on what this generation values most in an employer. Hiring and retention strategies must evolve to incorporate those preferences and values.
A description of the Empowered PhXX diversity initiative combining regional economic development and skills based training for entrepreneurial support organizations.
Happy International Women's Day. Cracking the Case. Why you need women leader...Mika Wilén
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2. TEAM DETROIT’S RETURNSHIP
PROGRAM
Team Detroit is a global marketing communications
company that has created a 10-week paid “returnship”
for female advertising professionals that have been
absent from the workforce for two or more years and
are looking to re-enter the workforce.
3. TEAM DETROIT’S RETURNSHIP
PROGRAM
"Women face a number of challenges when reentering
the work force," says Team Detroit's Chief Talent
Officer, Linda Taylor. “…This is one component of our
overall diversity strategy and we're hoping it will help
increase the number of women in leadership
positions."
4. ABOUT TEAM DETROIT
Based in Dearborn, Michigan, Team Detroit was
founded in 2007 as an entirely new model of
collaboration that gives marketers access to the
breadth of WPP's talent, ideas, and tools. The agency
has 36 U.S. offices and employs more than 3,000
worldwide. Outside of the US, the agency is branded
as Blue Hive. Clients include Ford Motor Company,
Lincoln Motor Company, Johnson Controls, Purina,
Ohio Art and the United Way of Southeast Michigan.
5. FEMINIST APPROACH
• The feminist approach believes that concepts used
to understand organizational life tend to be male-
biased and that the ways that women view work and
create meaning is distinctly different than men.
• These differences are often discounted, overlooked,
or ignored therefore creates a lack of diversity in
certain areas in the workforce.
6. FEMINIST APPROACH
• There is also the belief that gender is a primary way
in which identity and power relations are formed.
• There are a verity of viewpoints upon which the
gender issue can be solved.
7. WOMEN IN THE WORKFORCE
• Women hold a little over half of all professional-level
jobs.
• They are only 14.6% of executive officers & 8.1% of
top earners.
• Make up only 3% of creative directors in advertising.
8. HOW IT APPLIES
• Team Detroit realizes the lack of diversity in,
specifically, the advertising workforce.
• Understands that advertising industry is inherently
patriarchal.
• Thus, seeks to change their current situation.
9. HOW IT APPLIES
• Actively combating the disparity by reintroducing
professional women back into their fields after time
off.
• Addresses there are lack of women in leadership
positions.
• Tries to be part of the solution.
10. WHY IT APPLIES
• Team Detroit recognizes that there are challenges
that women face in the workforce that men do not.
• Seeks to remedy one of many challenges women
face when reentering the workforce.
• Realizes there are significant reasons why women
leave the workforce.
11. WHY IT APPLIES
• Created a program specially for women to help fill in
the gap on resume.
• Create opportunity for women’s voices to be heard.
12. WHERE IT APPLIES
Standpoint feminism would most accurately describe
the feminist viewpoint on how to deal with the issue of
lack of a female presence in advertising, specifically in
leadership roles.
13. WHERE IT APPLIES
Team Detroit is providing opportunity for women to be
represented in advertising with this program because
they recognize that there is a disparity which is a
example of standpoint feminism.
15. STANDPOINT FEMINISM
• Believes that opportunity for marginalized voices to
be heard should be created within an organization.
• The least radical of feminist activism.
16. THOUGHTS
• Interesting stance to take because most company
focus on race or religion and not so much sex.
• They seek to provide long term skills by expanding
their resumes instead of just hiring them.
17. THOUGHTS
• This program reintroduces women back into the
workforce by getting them up to speed on new
technology and practices in advertising because in
these times A LOT can change in two years.
18. QUESTIONS
• Did Team Detroit decide to do this program because
they want to see more sexual diversity or because
they aren’t meeting a quota?
• How many people from the program do they plan to
keep?
• I would like to know how many applications they
received?
19. QUESTIONS
• Will they do this more than once a year? If so how
many?
• How do they get this information out into the
community?