A gender and wage gap exists for women in media, a study released by Catalyst in July 2012 reports. The survey revealed that women were underrepresented in top management and governance positions in various media outfits around the world.
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Catalyst, a nonprofit organization that expands opportunities for women and business, and Women in Capital Markets (WCM), launch their research-based guidebook entitled Women and Men in Canadian Capital Markets.
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A recent Catalyst report reveals that women working in Asia do not have enough workplace flexibility to meet their work-life needs. As a result, their career aspirations are affected.
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Catalyst, a nonprofit that promotes opportunities for women and business, recently announced its expansion in India. Despite a growing economy, women in India face numerous challenges when it comes to climbing the corporate ladder.
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In her second podcast of the Broad Experience, a show on women, workplace and success, Ashley Milne-Tyte, a regular contributor to Femme-O-Nomics, asks what men in the workplace have to gain from equality. (Hint: They get more sex.)
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Although still in its early days, there appears to be an appetite among some men to enter the conversation about gender in the workplace on their own terms.
The global drum beat of impatience about the lack of female representation on boards seems to be getting louder, which makes me wonder why so little progress has been made, with the exception of countries that legislated quotas.
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In career management circles, sponsorship is the new panacea. It means cultivating a relationship with a more senior supporter who is willing to create opportunities for you and endorse you to colleagues. Unlike mentorship, which emphasizes the coaching of a person while offering feedback, sponsorship relies on the social capital of a superior to influence your career.
I’m talking about quotas. Dropping the Q-word sends many professionals, men and women alike, back to their corner offices in a huff. Like a bad-tasting medicine, however, the threat of treatment may instigate radical change.
For the record, I believe corporate board appointments should be allocated to qualified individuals only. But if a percentage of those qualified board members were required to be women, wouldn’t that motivate companies to search harder to find suitable candidates or at least groom women for these roles?
Unfortunately for women, the road to upper management roles cannot be paved with good intentions alone. For many companies, this means moving past loosely organized women’s groups and relying on fixed objectives and cold, hard data.
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