Despite more companies committing to gender equality and women earning more college degrees, women remain underrepresented in corporate leadership. A study found that progress is slow because of blind spots regarding diversity, particularly for women of color. Men are more likely than women to think the workplace is equitable and that gender diversity efforts are successful, but women see more barriers. The study suggests comprehensive actions are needed to promote women through fair hiring and promotions, training, flexibility, and accountability. Addressing distinct challenges faced by women of color is especially important.
It’s no secret that women have historically faced greater barriers than men when it comes to fully participating in the economy. Across geographies and income levels, disparities between men and women persist in the form of pay gaps, uneven opportunities for advancement, and unbalanced representation in important decision-making.
In 2009, Australia’s Federal Sex Discrimination Commissioner, Elizabeth Broderick, brought together 12 of Australia’s most senior male leaders for the purpose of increasing gender equality and the representation of women in leadership within Australia. They are the Male Champions of Change
Status of Women Workforce in Corporate Sector With Reference To Glass Ceiling...iosrjce
GLASS CEILING EFFCT as the name suggests is an invisible barrier which prevents women from reaching
the top of the corporate hierarchy. One would like to imagine that the glass ceiling effect is something that is
easily reversible by women as long as they know the proper ways to fight it. Unfortunately, the glass ceiling is
embedded within our society through a variety of barriers that can both indirectly and directly afftect a females
ability to obtain management positions across the country. It is no secret that the glass ceiling is an issue faced
by women all over the world, likely for many of the same reasons.
The disparity doesn’t end here.They also have to face yet another discrimination in terms of pay.This paper
intends to highlight the distribution of women on top rungs in corporate and the disparity of income .
It’s no secret that women have historically faced greater barriers than men when it comes to fully participating in the economy. Across geographies and income levels, disparities between men and women persist in the form of pay gaps, uneven opportunities for advancement, and unbalanced representation in important decision-making.
In 2009, Australia’s Federal Sex Discrimination Commissioner, Elizabeth Broderick, brought together 12 of Australia’s most senior male leaders for the purpose of increasing gender equality and the representation of women in leadership within Australia. They are the Male Champions of Change
Status of Women Workforce in Corporate Sector With Reference To Glass Ceiling...iosrjce
GLASS CEILING EFFCT as the name suggests is an invisible barrier which prevents women from reaching
the top of the corporate hierarchy. One would like to imagine that the glass ceiling effect is something that is
easily reversible by women as long as they know the proper ways to fight it. Unfortunately, the glass ceiling is
embedded within our society through a variety of barriers that can both indirectly and directly afftect a females
ability to obtain management positions across the country. It is no secret that the glass ceiling is an issue faced
by women all over the world, likely for many of the same reasons.
The disparity doesn’t end here.They also have to face yet another discrimination in terms of pay.This paper
intends to highlight the distribution of women on top rungs in corporate and the disparity of income .
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
Question # 1: What differences between women and men are there?
Question # 2: What are some examples of low gender diversity?
Question # 3: What are some examples of high gender diversity?
Question # 4: How do we measure gender diversity?
Moving the Needle on Gender Diversity in Tech. Sasha Robinson
Diverse workplaces generate creative friction to deliver exemplary products, foster an environment of inclusivity, and principally, prevent the workplace from remaining a boys club that acts to silence the voices of “out groups” through unconscious bias, stereotype threat, gendered and racialized discrimination, and general isolation via the myth of “culture fit.”
This infographic draws on Strategy&’s unique database about outgoing and incoming CEOs. We highlight two key differences in the career tracks of women and men CEOs at the world’s largest public companies between 2004 and 2013. The graphic also shows where women CEOs have been most and least prevalent in terms of geography and industry — and predicts how the share of women CEOs will grow. Learn more: http://www.strategyand.pwc.com/global/home/what-we-think/chief-executive-study
How will the new development banks (AIIB and NDB) being set up in China in 2015-2016 work in terms of gender and diversity? Will they apply research findings about the positive effects more women in management has on development and the bottom line? Will they hire more broadly from diverse and underrepresented groups than the Bretton Woods institutions? Attracting, advancing and keeping people with the best possible competencies about development challenges and solutions is key to reaching the UN's new sustainable development goals (SDGs).
Women are less likely to receive the first critical promotion to manager—so far fewer end up on the path to leadership—and are less likely to be hired into more senior positions. Women also get less access to the people, input, and opportunities that accelerate careers. As a result, the higher you look in companies, the fewer women you see.
This disparity is especially pronounced for women of color, who face the most barriers to advancement and experience the steepest drop-offs with seniority.
Women in the Workplace is a comprehensive study of the state of women in corporate America published by LeanIn.Org and McKinsey & Company. Learn more at womeninthworkplace.com
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
Question # 1: What differences between women and men are there?
Question # 2: What are some examples of low gender diversity?
Question # 3: What are some examples of high gender diversity?
Question # 4: How do we measure gender diversity?
Moving the Needle on Gender Diversity in Tech. Sasha Robinson
Diverse workplaces generate creative friction to deliver exemplary products, foster an environment of inclusivity, and principally, prevent the workplace from remaining a boys club that acts to silence the voices of “out groups” through unconscious bias, stereotype threat, gendered and racialized discrimination, and general isolation via the myth of “culture fit.”
This infographic draws on Strategy&’s unique database about outgoing and incoming CEOs. We highlight two key differences in the career tracks of women and men CEOs at the world’s largest public companies between 2004 and 2013. The graphic also shows where women CEOs have been most and least prevalent in terms of geography and industry — and predicts how the share of women CEOs will grow. Learn more: http://www.strategyand.pwc.com/global/home/what-we-think/chief-executive-study
How will the new development banks (AIIB and NDB) being set up in China in 2015-2016 work in terms of gender and diversity? Will they apply research findings about the positive effects more women in management has on development and the bottom line? Will they hire more broadly from diverse and underrepresented groups than the Bretton Woods institutions? Attracting, advancing and keeping people with the best possible competencies about development challenges and solutions is key to reaching the UN's new sustainable development goals (SDGs).
Women are less likely to receive the first critical promotion to manager—so far fewer end up on the path to leadership—and are less likely to be hired into more senior positions. Women also get less access to the people, input, and opportunities that accelerate careers. As a result, the higher you look in companies, the fewer women you see.
This disparity is especially pronounced for women of color, who face the most barriers to advancement and experience the steepest drop-offs with seniority.
Women in the Workplace is a comprehensive study of the state of women in corporate America published by LeanIn.Org and McKinsey & Company. Learn more at womeninthworkplace.com
Women in the Workplace Data at Seat @ the Table May 2018Rachel Quon
Rachel Thomas, Co-Founder of LeanIn, presents the Women in the Workplace data at the Seat @ the Table event hosted by Costanoa Ventures and LinkedIn. May 9, 2018.
Women in the Workplace is a multi-year joint research effort by McKinsey & Company and LeanIn.org and the largest comprehensive study of the state of women in corporate America
McKinsey Global Survey results: Moving mind-sets on gender diversity: To ens...Lucia Predolin
Moving mind-sets on gender diversity: McKinsey Global Survey results
To ensure that corporate culture supports—not hinders—the ability of women to reach top management, companies must address mind-sets and develop a more inclusive, holistic diversity agenda.
The Gender Gap At The Top: What's Keeping Women From Leading Corporate America?Subha Barry
This Working Mother research project takes a comprehensive look at the experiences of women - and men - at all levels of corporations to ascertain what perceptions and realities are keeping them out of the highest ranks and to offer real solutions to close the gap.
Hays ondersteunt de promotie van vrouwen op de werkvloer. Veel bedrijven hebben een tekort aan vaardigheden in huis en het vergroten van het aantal vrouwelijke professionals kan helpen om dit probleem aan te pakken. Het verbeteren van toegang tot talent, stelt organisaties beter in staat om prestaties te vergroten, te groeien en toekomstig succes veilig te stellen.
Hays Global Gender Diversity Report 2016Hays Portugal
De acordo com um inquérito realizado pela Hays junto de mais de 11.500 inquiridos em 24 países, por ocasião do Dia Internacional da Mulher, homens e mulheres têm percepções muito diferentes quanto à desigualdade entre géneros a nível profissional.
O relatório analisa as respostas dos inquiridos em factores como ambição, auto-promoção, igualdade salarial, oportunidades de carreira e políticas de diversidade de género nas empresas.
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.
Why do so few women make it to the top of the business world? And what can we do about it?
These are the key questions considered by our 2015 women in business report which looks at the barriers and enabler along the path to business leadership. Drawing on a suvey of 5,404 business leaders and in-depth interviews with 20 policymakers, academics and senior decision-makers from inside and outside Grant Thornton, we draw out 12 recommendations for society, government, businesses and women themselves on how to facilitate female advancement.
Prawie połowa osób zasiadających w Polsce na kierowniczych stanowiskach to kobiety – wynika z badania „Women in Business 2017” prowadzonego przez Grant Thornton. Polska jest pod tym względem w światowej czołówce
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
1. More companies are committing to gender equality.
But progress will remain slow unless we confront blind
spots on diversity—particularly regarding women of
color, and employee perceptions of the status quo.
Women remain underrepresented at every level in corporate America, despite earning more
college degrees than men for 30 years and counting. There is a pressing need to do more, and
most organizations realize this: company commitment to gender diversity is at an all-time high
for the third year in a row.
Despite this commitment, progress continues to be too slow—and may even be stalling.
Women in the Workplace 2017, a study conducted by LeanIn.Org and McKinsey, looks more
deeply at why, drawing on data from 222 companies employing more than 12 million people,
as well as on a survey of over 70,000 employees and a series of qualitative interviews. One of
the most powerful reasons for the lack of progress is a simple one: we have blind spots when it
comes to diversity, and we can’t solve problems that we don’t see or understand clearly.
Many employees think women are well represented in leadership when they see only a few.
And because they’ve become comfortable with the status quo, they don’t feel any urgency for
change. Further, many men don’t fully grasp the barriers that hold women back at work. As a
result, they are less committed to gender diversity, and we can’t get there without them.
Many companies also overlook the realities of women of color, who face the greatest obstacles
and receive the least support. When companies take a one-size-fits-all approach to advancing
women, women of color end up underserved and left behind. This year we take a deeper
look at women of color to better understand the distinct challenges they face, shaped by the
intersection of gender and race.
This article presents highlights from the full report and suggests a few core actions that could
kick-start progress.
Taking a closer look at the corporate pipeline
As in years past, we examined the corporate pipeline, starting from entry-level professional
positions and leading all the way to the C-suite. Two themes emerge this year:
Women in the Workplace 2017
Alexis Krivkovich,
Kelsey Robinson,
Irina Starikova,
Rachel Valentino, and
Lareina Yee
Organization October 2017
2. 2
Inequality starts at the very first promotion. This is even more dramatic for women of color.
Women remain significantly underrepresented in the corporate pipeline (Exhibit 1). From the
outset, fewer women than men are hired at the entry level, despite women being 57 percent
of recent college graduates. At every subsequent step, the representation of women further
declines, and women of color face an even steeper drop-off at senior levels. As a result, one
in five C-suite leaders is a woman, and fewer than one in 30 is a woman of color. Moreover,
compared with the modest gains women made in prior years, there are signs this year that
women’s progress may be stalling.
Women are not leaving their companies at higher rates than men, and very few plan to leave the
workforce to focus on family. Compared with men of the same race and ethnicity, women are
leaving their companies at similar rates: white women are leaving as frequently as white men,
and we see the same pattern among women and men of color. However, there is a large racial
gap: people of color are significantly more likely to leave their organizations.
Women and men also have similar intentions to stay in the workforce. Roughly 60 percent of
all employees plan to remain at their companies for five or more years. Moreover, among those
who are planning to leave, about 80 percent intend to find a job elsewhere and remain in the
workforce. Notably, just as many men as women say they’ll leave to focus on family, and the
number for both genders is remarkably low: 2 percent or less.
Changing the workplace experience
Based on the results of a survey of more than 70,000 employees from 82 of this year’s
participating companies, three trends that disadvantage women are clear:
Women experience a workplace skewed in favor of men. On average, women are promoted
at a lower rate than men. The biggest gender gap is at the first step up to manager: entry-level
women are 18 percent less likely to be promoted than their male peers. This gender disparity
has a dramatic effect on the pipeline as a whole. If entry-level women were promoted at the
same rate as their male peers, the number of women at the senior vice president and C-suite
levels would more than double. And the disparity in promotions is not for lack of desire to
advance. Women are just as interested in being promoted as men, and they ask for promotions
at comparable rates.
Perhaps unsurprisingly, women are less optimistic about their prospects. They are less likely
than men to aspire to be a top executive. And even the women who aspire to be a top executive
are significantly less likely to think they’ll become one than men with the same aspiration.
Women of color, particularly black women, face even greater challenges. The intersection
of race and gender shape women’s experiences in meaningful ways. Women of color face
more obstacles and a steeper path to leadership, from receiving less support from managers
to getting promoted more slowly (Exhibit 2). For instance, although women in general are
2
3. 3
more likely than men to report they never interact with senior leaders, black women are the
most likely of all to report they never have senior-level contact. This may affect how they view
the workplace and their opportunities for advancement. Perhaps because of the challenges
they face in the workplace, for example, black women are also the most interested in going
out on their own. Compared with other groups of women, they’re significantly more likely to
say they intend to start a business when they leave their current job. And yet: despite facing
more pitfalls to advancement, women of color have higher ambitions to be a top executive
than white women.
Women and men see the state of women—and the success of gender-diversity efforts—
differently. Men are more likely to think the workplace is equitable; women see a workplace that
is less fair and offers less support (Exhibit 3). Men think their companies are doing a pretty good
job supporting diversity; women see more room for improvement. Indeed, nearly 50 percent of
men think women are well represented in leadership in companies where only one in ten senior
leaders are women. And perhaps unsurprisingly, men are less committed to gender-diversity
3
Women of color are underrepresented in the corporate
pipeline, lagging behind white men, men of color,
and white women.
Web 2017
Women in the Workplace
Exhibit 1 of 3
Representation by corporate role, by gender and race in 2017, % of employees
Source: 2017 LeanIn.Org and McKinsey Women in the Workplace study
White men White women
Men of color Women of color
36 47 54 61 70 67 31 26 26 23 18 18
16 16 13 11 9 12
1 2 3 4 5 6 1 2 3 4 5 6
1 2 3 4 5 6 1 2 3 4 5 6
17 11 8 6 4 3
100%
Entry level C-suite
1 = Entry level 3 = Senior manager/director 5 = Senior vice president
2 = Manager 4 = Vice president 6 = C-suite
Exhibit 1
4. 4
efforts, and some even feel that such efforts disadvantage them: 15 percent of men think their
gender will make it harder for them to advance, and white men are almost twice as likely as men
of color to think this.
A road map to gender equality
Companies need a comprehensive plan for supporting and advancing women. Building
on findings from previous years—and incorporating new insights into what top-performing
companies are doing—companies should start with these core actions:
4
The workplace is especially challenging for women of color.
Web 2017
Women in the Workplace
Exhibit 2 of 3
Support women receive from their managers, % of women agreeing with statement
Source: 2017 LeanIn.Org and McKinsey Women in the Workplace study
Perceived opportunities available to women, % of women agreeing with statement
State of women’s promotion and attrition in the workplace, %
Managers advocate for
them for an opportunity
Managers give them
stretch assignments
Managers provide advice
to help them advance
Managers help them navigate
organizational politics
Managers defend
them or their work
Promotion rate
Attrition rate
Think they have equal
opportunity for growth
as their peers
Think promotions are
based on fair and
objective criteria
Think the best
opportunities go
to most deserving
employees
White Asian Latina Black
White Asian Latina Black
White Asian Latina Black
41 40 34 31
40 44 40 35
39 47 42 36
36 30 29 23
40 34 36 28
59 55 55 48
41 39 40 34
40 40 38 29
Although women
in general are
more likely than
men to report they
never interact with
senior leaders,
black women are
the most likely of
all to report they
never have senior-
level contact.
Despite facing
more pitfalls to
advancement,
women of color
have higher
ambitions to be a
top executive than
white women.
Perhaps because
of the challenges
they face in the
workplace, black
women are also
the most interested
in going out on
their own.
7.4 6.0 5.8 4.9
15.4 16.4 16.5 18.2
Exhibit 2
5. 5
ƒƒ Make a compelling case for gender diversity.
ƒƒ Invest in more employee training.
ƒƒ Ensure that hiring, promotions, and reviews are fair.
ƒƒ Give employees the flexibility to fit work into their lives.
ƒƒ Focus on accountability and results.
Additionally, it is critical that companies understand their particular pain points and tackle them
directly. For most if not all companies, this includes addressing the distinct barriers women of
When it comes to how women and men see the state of women
and gender-diversity efforts, there are striking differences.
Web 2017
Women in the Workplace
Exhibit 3 of 3
Fairness of treatment within company, % agreeing with statement
Equal opportunities to advance, % agreeing with statement
Commitment to gender diversity, % agreeing with statement
8
37
15
39
47
Women
39
45
32
55
34
48
40
51
43
57
63
49
The best opportunities
go to the most
deserving employees
Promotions at this
company are based on fair
and objective criteria
A broad range of leadership
styles is successful
at this company
My gender has played a
role in missing out on a
raise, promotion, or
chance to get ahead
My gender will make it harder
to get a raise, promotion, or
chance to get ahead
I have equal opportunity for
growth as my peers
In this company, disrespectful
behavior toward women is often
or always addressed quickly
Managers make sure
a diversity of voices is
represented in
decision making
My company is doing what it
takes to improve gender diversity
62
Source: 2017 LeanIn.Org and McKinsey Women in the Workplace study
Men WomenMen WomenMen
WomenMen WomenMen WomenMen
WomenMen WomenMen WomenMen
Exhibit 3