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research project report on challenges faced by working women in private sect...RAJWANT KAUR
It was a research report conducted from respondent who are working women employees in private sector banks. It's topic is the problems and challenges faced by women in private sector banks,
Bangladesh is a developing country half of the total population is women whose socio-economic condition is very low. Struggle for modernity, tradition, men-women equality, social dignity, security and for multilateral pressure the position of women in the family is very complex. Here men and women do not participate in social development is not equal. Many indoor and out door activities of women are not treated as work. The devaluation of women labor in labor market also hinders women right. But in market economy women of Bangladesh are always facing new challenges. Though women work in educational institution, medical, factories, police, even in the uneven areas, women are neglected, tortured and persecuted.
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Informe elaborado por la empresa británica Equality in Tourism, que analiza la presencia de mujeres en los consejos de administración de las principales empresas turísticas británicas.
research project report on challenges faced by working women in private sect...RAJWANT KAUR
It was a research report conducted from respondent who are working women employees in private sector banks. It's topic is the problems and challenges faced by women in private sector banks,
Bangladesh is a developing country half of the total population is women whose socio-economic condition is very low. Struggle for modernity, tradition, men-women equality, social dignity, security and for multilateral pressure the position of women in the family is very complex. Here men and women do not participate in social development is not equal. Many indoor and out door activities of women are not treated as work. The devaluation of women labor in labor market also hinders women right. But in market economy women of Bangladesh are always facing new challenges. Though women work in educational institution, medical, factories, police, even in the uneven areas, women are neglected, tortured and persecuted.
Women in the boardroom in the tourism industryDavid Mora
Informe elaborado por la empresa británica Equality in Tourism, que analiza la presencia de mujeres en los consejos de administración de las principales empresas turísticas británicas.
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Presentation in German language, held at the Jour Fixe of the Universitätslehrgang für Informationsrecht on the 27th May 2010, Vienna.
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During my webinar and online workshop on August 18th I went through vital points of design in email marketing. While I talked a lot about design for MailChimp, this presentation is ideal for diving into email marketing design essentials as a general topic.
Practical Guide on Electronic Verification Code (EVC)DK Bholusaria
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EVC code will replace need to send ITR-V to CPC Bangalore
1. Lovexair
2. Service model: EducaxAir
3. Benefits of EducaxAir:
For users
For Healthcare Professionals
4. Platform
5. WHEN + WHERE: Clinical Study and Post-Pilot Service delivery
Web Performance Optimization: The Silver Bullet of SEO and UXJonathon Colman
How can companies increase conversion, drive more traffic, and increase customer satisfaction? By focusing on web site performance. It's like the silver bullet of customer experience!
In this presentation at SMX Advanced 2012 in Seattle, Jonathon Colman, the in-house SEO at REI walks us through the business case around site speed optimization and shares five key tips to make your site perform faster for the benefit of your customers.
There's also quite a few references to Twilight, Jacob Black, werewolves, and Taylor Lautner.
You can learn more about Jonathon Colman at http://www.jonathoncolman.org/
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Proyecto presentado por el Dr. Anibal Fernández para discutir el régimen contra el narcotráfico, modificaciones sobre tenencia y penalización, entre otros puntos.
The Balancing Act - a study of how to balance the talent pipeline in business...Harvey Nash Plc
A report analysing the views of over 600 board directors on how organisations can better support female progression.Losing female talent has significant consequences for businesses, diverse groups are stronger and think more creatively, which makes them more competitive.
Produced by the Inspire Network, founded by the Harvey Nash Group in 2008 to connect senior business women and support their career advancement.
For more information
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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.
The CS Gender 3000: Women in Senior ManagementCredit Suisse
Greater gender diversity in companies' management improves their financial performance. A new Credit Suisse Research Institute study presents the financial evidence, looks at which regions and sectors show higher diversity levels and analyzes the obstacles to female participation in the workplace.
To download a copy of 'CS Gender 3000: Women in Senior Management', click here: http://bit.ly/1cWMUIM
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
Women In Hospitality Industry Leadership 2017 (AHLA & Castell Project)XEventsHospitality
The hospitality industry, in spite of its dependence on women, lags other industries.
84% of men and 70% of women agreed that women entering hospitality companies today will have more opportunities for upward movement into top executive positions than have past generations.
But, in the US hospitality industry, as of 2016, men have been 10 times more likely to be promoted to the principal/partner or president levels than women, 4 times more likely to be promoted to the EVP/group president level and more than twice as likely to be promoted to the senior VP, VP, or district level.
To align with the market at the upper levels, the industry must address the odds against women getting promoted to lower and mid-level executive positions.
Download the report by AHLA (Women in Lodging) & Castell Project Inc.
Promoting multidimensional teams has a positive impact on business outcomes. Female presence in company's executive bodies is essential to build business projects that are successful and long-term oriented.
During the meeting held by Woman's Week foundation and the Association of Directors of Communication in Spain (Dircom), Chief Communication Officer and companies, committed to equal opportunities and diversity, professionals discussed about CSR regarding gender diversity.
We are indeed living a shift of paradigm where companies are more sensitive to the economic importance of their role as social actors and the strategic and integrated management of key intangible assets such as reputation, brand, communication or public issues. We are immersed in the so-called "reputation economy".
The main advantages of promoting diversity within the corporation are the greater capacity of attracting and retaining talent, improvement of leadership and innovation strategies and a closer approach to key stakeholders for the company. In fact, the main idea of the concept of diversity is to optimize human resources presented by heterogeneous groups, this is to say, diverse regarding the gender, age, race or nationality of their members.
We are making progress in integrating diverse teams in the organization, but we are still below the goal of 40 % female board managers in companies set out by the European Parliament and the European Commission.
This insight addresses the current situation and future leadership, where diversity will play a major role for sure.
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.
Financial Institutions – It is possible to retain and grow female talent. Mark Freed
The business case clearly demonstrates that gender diversity in financial services is good for boards, good for management, good for business, good for the economy and the right thing to do.
So why do so many businesses allow valuable female talent to slip through their fingers?
In this report we explore what the Big Four consultancies (Accenture, Deloitte, EY and PWC) are saying and doing about investing in women, and how we at E2W are reversing the trend and growing and retaining female talent for the financial sector.
Making the Business Case for Gender EquityKelly Services
"Making the Business Case for Gender Equity" is talking why we need to unlock the full potential of women in the global economy. This is a business case for improving gender equity.
The DestinationNEXT Futures Study identifies the trends and opportunities that will shape the future of our industry and takes place every other year.
The 2021 update to the DestinationNEXT Futures Study, built on the learnings from the 2014, 2017 and 2019 Futures Studies, helps determine updated trends and strategies that will keep the thousands of destination organizations around the world thriving and relevant.
SEGITTUR propone esta primera edición
del Catálogo de Soluciones Tecnológicas para Destinos Turísticos Inteligentes. Una completa recopilación de
más de 150 soluciones que pone en valor el buen hacer de las empresas que garantizan el desarrollo de la
actividad turística de manera segura y que engloba soluciones y servicios disponibles en el mercado nacional de
proveedores para el sector Turismo y, más en concreto, para toda la actividad que se pueda desarrollar dentro de
un Destino Turístico Inteligente.
Interpretation of European Cultural HeritageDavid Mora
The publication is the main output of the international Erasmus+ project “Methodology of Interpretation of European Cultural Heritage through Attractions in Tourism” (MIECAT). The e-book contains a brief survey of the cultural heritage of Europe; it explains the importance, goals, and principles of heritage interpretation. Individual chapters give detailed characteristics
of six thematic subtopics (architecture, fine arts, religious monuments, music, local traditions and customs, gastronomy) with the comprehensive methodology of interpretation of the adequate part of cultural heritage through attractions in tourism, examples of good practice and a case study for each subtopic. The text was created by an international group of experts (Austria, Czech Republic, Germany, Romania, Slovakia, and Spain – members of partner university teams of the Erasmus+ project MIECAT). The publication is a non-profit output of the international project MIECAT co-funded by the Erasmus+ Programme of the European Union.
Encuesta de Turismo de Residentes (ETR/FAMILITUR) Tercer trimestre de 2020David Mora
El número de viajes de los residentes en España disminuye un
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El gasto total baja un 44,1%, hasta los 10.783 millones de euros
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Hit hard by the global Covid-19 pandemic, the travel and tourism sectors are facing a rapidly changing future. As brands and businesses look to recover losses, there’s also a need to re-think their offerings, amid changing consumer behaviour and habits. New mindsets, needs, wants and desires – some fuelled by lockdowns – are emerging.
Artículos de portada de la edición de enero 2020 de la revista Hosteltur. En esta edición especial de FItur 2020, se reflexiona sobre las externalidades negativas del turismo, y cómo el sector está reflexionando y modificando pautas para reducir los impactos negativos.
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Informe sobre la gestión del talento, competencias y empleo de calidad en el sector turístico, elaborado por la OMT en colaboración con la empresa Cegos
Informe de Barcelona Global con propuestas para la optimización del turismo en la Ciudad Condal y su ente de gestión y promoción, Turisme de Barcelona.
The Cherry Blossom season in Hunza begins in the second week of March and lasts until the end of April, varying with altitude. During this enchanting period, tourists from around the world flock to Hunza Valley to witness its transformation into a vibrant tapestry of white, pink, and green. The valley comes alive with cherry blossoms, creating a picturesque and mesmerizing landscape that captivates visitors.
About the Company:
The Cherry Blossom season in Hunza starts in the second week of March and extends until the end of April, depending on the altitude. During this enchanting period, tourists from around the globe travel to Hunza Valley to witness its transformation into a vibrant tapestry of white, pink, and green. The valley comes alive with cherry blossoms, creating a picturesque and mesmerizing landscape that captivates all who visit. For the best experience, join Hunza Adventure Tours, the top tour company in Pakistan, and immerse yourself in this breathtaking seasonal spectacle.
4 DAYS MASAI MARA WILDEBEEST MIGRATION SAFARI TOUR PACKAGE KENYABush Troop Safari
Join our 4-day Masai Mara Wildebeest Migration Safari in Kenya. Witness the incredible wildebeest migration, enjoy exciting game drives, and stay in comfortable lodges. Get up close and personal with one of nature's most amazing exhibits! Book Your Safari Today at - https://bushtroop-safaris.com/
Discover the wonders of the Wenatchee River with a variety of river tours in Monitor, WA. Whether you're seeking thrilling whitewater rafting, peaceful kayaking, family-friendly float trips, or scenic sunset cruises, there's something for everyone. Enjoy fishing, wildlife spotting, bird watching, and more in this beautiful natural setting, perfect for outdoor enthusiasts and families alike.
How To Change Name On Volaris Ticket.pdfnamechange763
How to change name on Volaris ticket? This is one of the most common questions asked by travelers flying with Volaris Airlines. The mentioned details can help you with your name rectification on the airline ticket. If you are still facing difficulties call the consolidation desk at +1-800-865-1848.
Exploring Montreal's Artistic Heritage Top Art Galleries and Museums to VisitSpade & Palacio Tours
Montreal boasts a vibrant artistic heritage, showcased in its top art galleries and museums. From the expansive collections at the Montreal Museum of Fine Arts to the cutting-edge exhibits at the Musée d'art contemporain, discover the city's rich cultural landscape. Experience dynamic street art, indigenous works, and contemporary pieces, reflecting Montreal's diverse and innovative art scene.
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Experience the world with MC Internationals travel and tourism. From foreign getways to cultural concentration, we tailor unforgettable journeys for every traveler. Let us turn your dream into reality and create lasting memories. Explore with us today. #TRAVEL,COMPANY #BEST,TRAVEL,COMPANY #VISIT,VISA #EMPLOYMENT,VISA #STUDY,VISA #HAJJ,AND,UMRAH
Discover Palmer, Puerto Rico, through an immersive cultural tour that unveils its rich history and vibrant traditions. Experience lively festivals, savor authentic cuisine, and explore local markets. Visit historical landmarks, museums, and stunning colonial architecture. Engage with friendly locals, enjoy live music, and hike scenic nature trails, all while participating in cultural workshops and discovering unique artisan crafts.
During the coldest months, Italy transforms into a winter wonderland, providing visitors with a very unique experience. From the Settimana Bianca ski event to the lively Carnevale celebrations, Italy's winter festivities provide something for everyone. Enjoy hot cocoa, eat hearty comfort foods, and buy during winter deals. Explore the country's rich cultural past by participating in Settimana Bianca, and Carnevale, sipping hot chocolate, shopping during winter deals, and indulging in winter comfort foods. Visit our website https://timeforsicily.com/ for more information.
Antarctica- Icy wilderness of extremes and wondertahreemzahra82
In this presentation, we delve into the captivating realm of Antarctica, Earth's southernmost continent. This icy wilderness stands as a testament to extremes, with record-breaking cold temperatures and vast expanses of pristine ice. Antarctica's landscape is dominated by towering glaciers, colossal icebergs, and expansive ice shelves. Yet, amidst this frozen expanse, a rich tapestry of unique wildlife thrives, including penguins, seals, and seabirds, all finely attuned to survive in this harsh environment. Beyond its natural wonders, Antarctica also serves as a vital hub for scientific exploration, providing invaluable insights into climate change and the Earth's history
TRAVEL TO MT. RWENZORI NATIONAL PARK WITH NILE ABENTEUER SAFARIS.docxnileabenteuersafaris
Let’s explore the captivating Rwenzori Mountains National Park in Uganda with Nile Abenteuer Safaris. This UNESCO World Heritage Site, also known as the “Mountains of the Moon,” offers unparalleled beauty and diverse ecosystems. 🌿🏔️
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Mount Rwenzori, Africa’s third-highest peak, dominates the landscape. Its snow-capped summits and glacier-draped slopes provide a challenging yet rewarding adventure for trekkers and climbers.
Ascending these peaks allows you to witness breathtaking vistas and experience the thrill of high-altitude trekking.
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Explore the park’s rich biodiversity, which includes montane forests, alpine meadows, and towering cliffs.
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Embark on immersive trekking experiences along a network of trails. Choose from leisurely walks to multi-day expeditions.
Traverse verdant valleys, moss-draped forests, and marvel at cascading waterfalls as you ascend toward the summit.
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Engage with local communities of the Bakonjo and Bamba people. Gain insight into their traditional way of life and cultural practices.
Discover the rich history and folklore surrounding the Rwenzori Mountains.
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Trekking and Climbing:
Select from various trekking routes tailored to different skill levels and durations.
Experienced guides and porters ensure a safe and enjoyable journey to the summit.
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Embark on guided nature walks to spot diverse wildlife, including primates, birds, and endemic plant species.
Keep an eye out for the Rwenzori hyrax, blue monkeys, and various bird species.
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Its running cost is among the diverse vital aspects you must consider before buying an electric scooter. Calculate the cost of getting e-scooter charge for your regular usage to calculate its economic efficiency, similar to people who investigate the mileage of petrol or diesel-driven scooters.
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Women working in hospitality
1. The case for change:
Women working in hospitality,
leisure, travel and tourism
Executive Summary
November 2010
2. Foreword
Introduction
Natalie Bickford
HR Director UK and Ireland,
Sodexo Ltd and Chair,
Women 1st
Sharon Glancy
Founder, Women 1st
The hospitality, leisure, travel and tourism
sector prides itself on the way it manages its
people and its ability to offer its staff part-time
and flexible hours. However, as this report
highlights, this flexibility appears to apply more to transient and
seasonal workers and is often not available for those staff who wish
to pursue a career in the sector.
Given that the sector needs to recruit an additional 290,000
managers and 61,000 chefs in the ten years to 2017, it is critical
that we maximise opportunities to retain and develop the staff we
have and, clearly, a lack of flexibility adversely affects more women
than men.
Since its launch in 2009, the Women 1st
programme has supported over 250 women
in the hospitality, leisure, travel and tourism
sector with a dedicated mentoring programme,
provided by trained industry leaders. In
addition, it has put 213 through tailored
development training to equip them with the skills and expertise to
progress their careers.
In ‘The case for change: women working in hospitality, leisure, travel
and tourism,’ we have presented the evidence base for change.
The report looks at where women are working in the sector, the
number progressing into management positions and some of the
issues that are preventing them from fulfilling their career ambitions.
Recognising the need for more women to progress to senior
management positions, and overcoming the barriers preventing them
from doing so, is critical. However, if we are to successfully tackle the
problem we need to build the argument on a strong evidence base
that makes the business case for change. This report goes some way
towards addressing this, by providing valuable intelligence on women
working in our sector.
It also presents the critical business case for having more genderbalanced senior management teams - a case which is growing in
strength. Not only does evidence suggest that it produces
real financial rewards, it also highlights the importance of having
a broader representation of women. Businesses with three or
more female board members have been found to deliver the
biggest impact.
Through the Women 1st programme, we have a real opportunity
to address the problem head-on by building on international
best practice that provides practical solutions for individuals and
businesses in our sector.
However, there is a clear disparity between the number of women
working in the industry and those in management and senior
positions. Data on age and dependents would suggest that those
women who have caring responsibilities take longer, or struggle,
to progress to senior positions.
There are also large differences in the concentration of female
workers in certain types of occupations and areas of industry, which
is reflected in the salaries they earn. Our research seems to suggest
that the traditional image of a greater number of women in part-time
roles is still prevalent.
Retention data has not focused sufficiently on the reasons why
women leave jobs in comparison to men, but we estimate that
the 310,000 female workers our industry loses annually cost
approximately £2.8bn in replacement recruitment and initial training.
Our research has identified five key barriers which appear to be the
most significant in preventing women’s advancement to senior roles
in the sector – the difficulty of combining work at senior level with
caring responsibilities; a dominant masculine organisational culture;
preconceptions and gender bias; a lack of networking and exclusion
from informal networks of communication, and a lack of visible
women in senior positions.
If our sector is to effectively tackle the poor gender balance of its
senior teams and make the most of the business opportunities
available, we must look at how best to overcome these barriers by
taking on board best practice – both internationally and from other
industries. We also need to recognise the importance of providing
and promoting flexible working arrangements for those that wish to
pursue a career and not lose the talent we have worked to develop.
In the New Year, we will be bringing out a handbook that provides
individuals and businesses with working guidelines and practical
solutions that can help support more women to progress to senior
positions.
We hope you find this summary useful, and that it encourages you
to consider your case for change.
3. The business case for
more gender-balanced
management teams
How are women represented
in the hospitality, leisure,
travel and tourism sector?
Increasing evidence for more
gender-balanced management teams
Of the two million people working in the hospitality, leisure, travel
and tourism sector, 56 percent (1,064,700) are women. However,
the percentage of women working in the sector is falling - from
61 percent in 2004/5 to 56 percent in 2009. This largely reflects a
reduction in those occupations and sub-industries where there is a
greater concentration of females, such as travel agents.
The need for more gender-balanced management teams and boards
still divides opinion. However, an increasing number of studies
demonstrate a clear relationship between women’s representation
in senior management and boardrooms and business performance
indicators such as financial performance and shareholder value.1
The Catalyst2 report looked at the performance of Fortune 500
companies, ranking them by the number of female board members.
It found that, in all measures, the companies with the most female
board members outperformed those with the least. It found that
in 2007, for companies in the top quartile, return on equity was 53
percent higher; return on sales 42 percent higher; and return on
invested capital 66 percent higher than for the companies in the
bottom quartile.
Occupational breakdown of female employment
There are clear differences in the industrial breakdown of female
employment. A higher proportion of females are employed in travel
services (71 percent), self-catering accommodation, holiday centres
and youth hostels (71 percent), tourist services (71 percent) and
food and service management (66 percent). Conversely, there are
proportionally fewer women than men working in visitor attractions
(45 percent) and restaurants (48 percent).
Other studies support these findings. Research by the World
Economic Forum indicates that closing the male-female employment
gap would have huge economic implications for developed countries,
boosting US GDP by as much as 9 percent, eurozone GDP by as
much as 13 percent and Japanese GDP by as much as 16 percent.3
There are clear gender differences across different occupations.
There are considerably more female travel agents (81 percent) and
travel agency managers (64 percent). Similarly, conference and
exhibition managers are dominated by females (73 percent) as are
waiting staff (72 percent) and travel and tour guides (69 percent).
The power of ‘three’
Males dominate in the following occupations: hotel porters (100
percent), chefs and cooks (61 percent) and publicans and managers
of licensed premises (60 percent).
Whilst most data looks at women’s individual representation on a
board, an increasing amount of evidence reinforces the importance
of having a number of women at board level – and three appears to
be the magic number.
Figure 1: Composition of males and females in core occupations
Travel agency managers
The Catalyst4 report found that Fortune 500 companies with three
or more women on the board gained a significant performance
advantage over those with the fewest:
•
over 73 percent higher return on sales
•
83 percent higher return on equity
•
112 percent higher return on invested capital
Similar results were found in other research.5 Leeds University
Business School reports that having at least one female director on
the board appears to cut a company’s chances of going bust by
about 20 percent. Having two or three female directors lowers the
risk even more.
Hotel porters
Travel & tour guides
Leisure & theme park attendants
Conference & exhibition managers
Publicans & managers of licensed premises
Demographic changes mean that women’s purchasing power
continues to increase. In the UK, women are expected to own 60
percent of all personal wealth by 2025 and there are now more
female millionaires between the ages of 18 and 44 than male.6
A more balanced senior management team could help to ensure
that the views and expectations of female customers are properly
recognised and considered.
1
www.closethegap.org.uk
2
Catalyst, The bottom line: Corporate performance and women’s
representation on boards, Catalyst, New York, 2007
3
www.weforum.org
4
Catalyst, The bottom line: Corporate performance and women’s
representation on boards, Catalyst, New York, 2007
5
The Conference Board of Canada, Canadian directorship practices 2001,
The Conference Board of Canada, Canada, 2001.
6
Cunningham, J and P Roberts (2007) Inside her pretty little head: A new
theory of female motivation and what it means for marketing
Female
Hotel & accommodation managers
Restaurant & catering staff
Bar staff
Waiters, waitresses
Chefs, cooks
Kitchen & catering assistants
0%
Mirroring our customers’ perspective
Male
Travel agents
20%
40%
60%
80%
100%
Source: Labour Force Survey, 2009
Once again, the reasons are likely to be historic or reflect the working
patterns of that industry or the occupations that are found in it.
When looking at broad occupational groups, on average, 25
percent of the male workforce is employed in management or
senior positions compared to 18 percent of females. This imbalance
is the case for all industries, except for events and self-catering
accommodation, holiday parks and youth hostels.
‘Having at least one female director on the
board appears to cut a company’s chances
of going bust by about 20 percent. Having
two or three female directors lowers the risk
even more.’
4. Table 1: Female representation across broad occupations
Male
%
Female
%
Difference
Managers and senior positions
Professional occupations
Associate professional and technical occupations
Administrative and secretarial occupations
Skilled trades occupations
Personal service occupations
Sales and customer service occupations
Process, plant and machine operatives
Elementary occupations
177,200
6,100
18,400
23,500
136,00
23,300
34,800
31,100
260,700
24.9
0.9
2.6
3.3
19.1
3.3
4.9
4.4
36.7
155,600
3,900
24,900
75,900
46,400
71,100
63,500
4,000
436,000
17.7
0.4
2.8
8.6
5.3
8.1
7.2
0.5
49.5
-7.3
-0.4
0.2
5.3
-13.9
4.8
2.3
-3.9
12.8
Total
711,200
100.00
881,100
100.00
0
Source: Labour Force Survey, 2009
What age tells us about progression
Age, when looked across broad occupational areas, provides some indications about the speed of progression into managerial positions.
Figure 2 suggests that, at an operational level, the make-up of these occupations by age is broadly consistent regardless of gender, although
there is a higher percentage of women working in these occupations after the age of 55.
However, a different pattern emerges when we look at managers and those in senior positions (see figure 3). Until the age of 25, men and
women follow the same pattern, however between 25 and 45, the pattern looks very different, with fewer women found in these positions. At
its peak, 18 percent more men are in management positions. From 45 onwards the pattern converges again. The figures would suggest that
during child-rearing age, fewer women are in management positions, compared to men. Between 65 and 69 the number of people of both
sexes increases. This reflects that there are fewer workers at this level, but of those that do stay in employment, a greater percentage of men
are in employment.
Figure 2: Gender and age across operational occupations
Figure 3: Gender and age across managers and senior positions
90%
50%
80%
45%
70%
40%
35%
60%
30%
50%
MALES
FEMALES
40%
30%
MALES
25%
FEMALES
20%
15%
Source: Labour Force Survey, 2009
70+
65-69
60-64
55-59
50-54
45-49
40-44
35-39
30-34
25-29
20-24
16-19
70+
65-69
55-59
60-64
45-49
50-54
35-39
40-44
0%
30-34
0%
25-29
5%
20-24
10%
10%
16-19
20%
Source: Labour Force Survey, 2009
Working patterns and characteristics
Working patterns
Women are more likely to fill part-time roles. 54 percent of females working in the sector work part-time, compared to 46 percent of men.
For core operational roles, men are much more likely to work full-time. In some cases there are quite significant variations, such as for chefs,
waiting staff and leisure and travel services occupations. Largely, these variations can be explained by the types of industries that a higher
proportion of women are found in, such as chefs and cooks in education catering.
‘52 percent of the Women 1st online survey respondents think that it is more difficult
for women to move into senior management roles in the sector than men.’
5. Male
Full-time
Part-time
Total
Female
Full-time
Part-time
Total
84%
79%
16%
69%
80%
45%
Leisure & theme
park attendants
Bar staff
Waiters,
waitresses
Kitchen & catering
assistants
Hotel porters
Leisure &
travel service
occupations
Travel & tour
guides
Chefs, cooks
Travel agents
Table 2: Full-time, part-time and female employment (United Kingdom)
41%
32%
20%
16%
20%
84%
33%
19%
54%
58%
68%
80%
100%
100%
100%
100%
100%
100%
100%
100%
100%
51%
61%
27%
27%
N/A
30%
23%
23%
19%
49%
39%
73%
73%
N/A
71%
77%
77%
81%
100%
100%
100%
100%
100%
100%
100%
100%
100%
Source: Labour Force Survey, 2009
However, there are also significant disparities between males and females working in management occupations. In particular, there are
greater disparities between hotel and accommodation managers and conference and exhibition managers.
Male
Full-time
Part-time
Full-time
Part-time
Total
95%
90%
Travel agency
managers
Publicans &
managers
of licensed
premises
Restaurant
& catering
managers
100%
100%
11%
0%
5%
10%
0%
100%
Total
Female
89%
Conference
& exhibition
managers
Hotel &
accommodation
managers
Table 3: Full-time, part-time and female employment (United Kingdom)
100%
100%
100%
100%
61%
74%
82%
89%
98%
39%
26%
18%
11%
2%
100%
100%
100%
100%
100%
Source: Labour Force Survey, 2009
Dependents
Across the sector, 62 percent of the female workforce does not have any dependents under the age of 16. Proportionally, the number of
female workers without dependents is roughly a quarter higher (24 percent) than those with dependents. This difference is greatest within
professional occupations (56 percent) and managers and senior officials (38 percent).
This means that female managers are less likely to have dependents or that their children have already grown up.
Table 4: Ratio of women in broad occupational groupings with and without dependents, United Kingdom
Ratio of women in broad occupational grouping
No dependants
Dependants
Difference
1 Managers and senior positions
69%
31%
38%
2 Professional occupations
78%
22%
56%
3 Associate professional and technical occupations
57%
43%
14%
4 Administrative and secretarial occupations
56%
44%
12%
5 Skilled trades occupations
62%
38%
24%
6 Personal service occupations
61%
39%
22%
7 Sales and customer service occupations
61%
39%
22%
8 Process, plant and machine operatives
48%
52%
-4%
9 Elementary occupations
61%
39%
22%
Total (average)
62%
38%
24%
Source: Labour Force Survey, 2009
6. Recruitment and development
Recruitment methods
Previous research undertaken by People 1st suggests that sector recruitment tends to rely on informal methods. Over half of employers used
word of mouth (58 percent), followed by 40 percent using jobcentres and 36 percent using internal advertisements.
Fig 4: Method of advertising hospitality jobs
Word of mouth
58%
The Job Centre
40%
An internal advertisement
36%
A newspaper or journal
28%
Your own website
25%
An on-line recruitment site external
to your business
‘Research has shown that the Fortune
500 companies with three or more
women on the board saw more than
73 percent higher return on sales, 83
percent higher return on equity and
112 percent higher return on invested
capital than those with the fewest
female board members’
16%
A recruitment agency
12%
0%
10%
20%
30%
40%
50%
60%
70%
Source: People 1st, 2009
The focus on more informal networks is strongly felt to favour men. Research suggests men are more comfortable networking and have the
self-confidence necessary to take advantage of them. Similarly, women are often subconsciously excluded by such networks.
Highest qualification attainment
There are broad variations in the highest qualification attainment between men and women across core occupations. For most occupations,
there is little difference between male and female.
However, there are a number of occupations where men have higher qualification levels. For example, male travel agents and hotel and
accommodation managers are 19 percent more likely to have a qualification at level 4 or above than women.
Retention
People 1st estimates that the hospitality, leisure, travel and tourism sector loses approximately 310,000 female workers annually due to labour
turnover, costing approximately £2.8bn in replacement recruitment and initial training.
It is not currently clear how many of this number leave due to maternity reasons, and further research will be required in this area.
However, even if a small percentage of women were able to be retained and developed it would help tackle the hard-to-fill vacancies faced by
employers, as well as meeting the future demand of an expanding sector.
On average, women are staying with their current employer for 4.68 years. This means that for every female employee leaving the sector,
employers will have spent in the region of £10,468 per person on their recruitment and on-going skills development. Across the whole sector,
employers would have spent approximately £3.2bn a year, based on the 310,000 female employees leaving the sector.
Earnings
The disparity between men and women’s earnings continues to be highlighted in the figures. Men are paid more across all occupations, with
the exception of conference and exhibition managers and travel and tour guides. However, male restaurant and catering managers and hotel
and accommodation managers are paid significantly more than women.
7. Table 5: Pay and gender across core occupations, United Kingdom
SIC code definition
Gross weekly pay in main job
(MALE)
Gross weekly pay in main
job (FEMALE)
Percentage difference
between male and
female earnings
Hotel & accommodation managers
£490
£325
16.8%
Conference & exhibition managers
£518
£551
-3.2%
Restaurant & catering managers
£581
£352
19.7%
Publicans & managers of licensed premises
£377
£186
25.3%
Chefs, cooks
£333
£174
23.8%
Travel agents
£386
£256
16.8%
£79
£84
-3.1%
Travel & tour guides
Leisure and travel service occupations
£418
£159
30.9%
Hotel porters
£360
No data
-
Kitchen & catering assistants
£170
£139
9.1%
Waiters, waitresses
£156
£131
8.0%
Bar staff
£126
£118
3.2%
Leisure & theme park attendants
£204
£82
29.7%
Source: Labour Force Survey, April-June 2010 (income weighting used)
Barriers preventing more women entering
senior management positions in the sector
Research conducted by People 1st in 2010 concluded that the following five barriers appear to be the most significant in preventing women’s
advancement to senior roles7:
1. Difficulty of combining work at senior level with caring responsibilities
2. Dominant masculine organisational culture
3. Preconceptions and gender bias
4. Lack of networking and exclusion from informal networks of communication
5. Lack of visible women in senior positions
These five factors do not operate alone and, in reality, they reinforce one another through a variety of social, business and individual factors.
1. Difficulty of combining work at senior level with caring responsibilities
Work-home balance is a struggle for both men and women. On average, European women devote twice as much time to domestic tasks as
men: four hours and 29 minutes per day, compared with two hours and 18 minutes from the men in the sample.8
Undoubtedly, combining work and caring responsibilities is the most significant factor preventing women from progressing to higher positions
(cited by 70 percent of respondents to the Women 1st online survey).
This might seem strange for a sector that offers a lot of part-time and flexible jobs that do not fit traditional hours. However, these opportunities
are not normally available for those who want to pursue a career in the sector (male or female) and tend to only be open to the large number of
transient workers the sector attracts to fill front-facing, lower skilled roles.
“For some women, unlike men, there comes a point where they choose to come off the track; you can’t deny that, for some women, they get
married and have children and either don’t want to work or their career is not as important as it was… men are often single-mindedly focused
on their career.” (Female senior manager, hospitality, leisure, travel and tourism (HLTT) sector)
2. Dominant masculine organisational culture
With women traditionally being largely absent from senior management positions, organisational culture can be perceived by some as being
masculine. Just under a quarter of the Women 1st online survey respondents said that a dominant male culture and attitude is a hindrance to
moving up the career ladder.
There are also those who believe that some women can adopt perceived masculine traits to progress, so having more women at senior levels
is not necessary the sole solution.
“I definitely think that a predominantly male macho culture is a big issue - it seems that even some of the women on the senior management
team are emulating their peers or are treating their staff in the same way they have been treated by their bosses.” (Women 1st online survey
respondent)
7
Research consisted of an online survey, qualitative interviews with senior women in the hospitality, leisure, travel and tourism sector and desk research
8
“A statistical view of the life of women and men in the EU-25,” data from 15 countries, Eurocast (2006)
8. 3. Preconceptions and gender bias
We make small judgments about individuals every day, based on
assumptions that arise automatically. These brief informal interactions
can accumulate and, ultimately, impact formal employment decisions.
Gender bias is our assumptions about the characteristics of men and
women.9
These judgments can be made by both managers and individuals and
are often unconscious. They can affect women’s progression in a
number of ways:
Perception that family responsibilities will interfere
It has been argued that one of the strongest and most explicit
bias in today’s workplace is against mothers.10 It is triggered when
motherhood becomes obvious to managers and colleagues. This
typically occurs when a woman announces that she is pregnant,
returns from maternity leave, or adopts a part-time or flexible
schedule.
“I think I did face barriers, although I don’t think men did it
intentionally, but when I had my children I think there was just an
assumption that I was not so interested in my career because I had
other things going on. That was not meant to be malicious in any
way, it was just an assumption. Again I had to make it very clear that,
because my husband was at home, I did not see that my career was
on hold and that I was still on track.” (Female senior manager,
HLTT sector)
Job descriptions and adverts
The way in which job descriptions are designed and worded, and
where they are advertised, may put women off.
Business psychology studies suggest that women will research new
job roles thoroughly and critically assess their own competence
before applying. In comparison, men tend to possess a ‘can-do’
attitude and are prepared to ‘give it a go,’ even if they are not
confident of the outcome.11
“At board level, typically, there will be managing directors, financial
directors, sales directors, human resources directors and operations
directors. I would say that, out of those positions, there are far more
men in them. In hotels, the area most represented by women will
be HR, quite a few women have got into the boardroom through
sales, but there are a lot of men in sales at that level also. Most of the
directors come from within, so there are less women in the potential
audience, but I think in some organisations there is a bit of an old
boys’ network.” (Female senior manager, HLTT sector)
“I find the lack of women that come through when I do senior level
recruitment quite frightening.” (Search consultant for senior roles)
However, often the biggest barrier preventing women attending
networking events is the fact that they take place in the evening or
early in the morning, which often clashes with caring responsibilities.
5. Lack of visible women in senior positions.
The low number of senior female managers in the sector means
that, naturally, there are fewer female inspirational role models and
mentors.
34 percent of respondents to the Women 1st online survey said that
a lack of mentors is a hindrance for them in moving up the career
ladder. Other studies have uncovered a similar problem, but have
also highlighted the difference between male and female managers’
perception of the importance of mentoring - 61 percent of women see
the lack of mentoring as a barrier to career development, as opposed
to 31 percent of men.12
The effect of a low number of senior female managers is also felt
by those in these senior positions. It can mean that some women
become increasingly isolated the higher up the organisation they
progress.
“I spent many years being the only women on a leadership team,
which can be lonely.” (Female senior manager, HLTT sector)
Recruiting in one’s own image
Subconsciously, managers can recruit in their own image. One human
resources director interviewed by People 1st found that research
within their own company revealed that female managers’ teams were
split more equally in terms of gender, while male managers’ teams
tended to be skewed more towards men.
“It’s not that people consciously look for somebody that is like them,
it’s that they feel a connection with people that are like them and I
think when you’re interviewing it’s extremely difficult to untangle that
from whether someone is really right for the job.” (Female senior
manager, HLTT sector)
“There are more men at senior level to choose from for each job that
becomes available. I believe, when men are recruiting, they are more
comfortable employing men in senior roles than females.” (Women 1st
survey respondent)
4. Lack of networking and exclusion from
informal networks of communication
Networking is critically important in career progression, but research
suggests that women are being excluded by some critical networks
and that some may lack the confidence to network.
Research by Opportunity Now has highlighted that non-executive
directors are often recruited through an ‘old boys’ network’ among
business and personal contacts of current board members.
9
www.hrmreport.com
10 www.worklifelaw.org
11 www.adept-psychology.co.uk
12 Women in leadership: A European business imperative, Catalyst
Conference Board (2002)
People 1st
Second Floor,
Armstrong House
38 Market Square
Uxbridge UB8 ILH
United Kingdom
Tel: 01895 817000
Fax: 01895 817035
women1st@people1st.co.uk
www.people1st.co.uk/women1st