What you must know to chart your course forward.
The Real Deal.
Women Under Pressure
Women are biologically predisposed to think of more options and come up with better solutions when they or their organizations are under pressure.
Source: Institute for Health and Human Potential.
Glass Doors to the Corner Office
While more women than ever now participate in the paid workforce, it still can be hard to find women in top leadership positions
Source: Center for Creative Leadership / Catalyst
Advancing Women Leaders: Changing the Game
This Linkage report shows that women leaders perform better, stay at their companies longer, and advance in their careers when organizations address four strategic dimensions; Culture, Talent Systems, Focused Leadership Development and Executive Action. This comprehensive report gives insight into the organizational and leadership shifts required to effectively advance and retain women leaders in your organization.
Source: linkageinc.com
Missing Pieces Report
What has happened in terms of adding women and minorities to public company boards of directors across America’s largest companies? Perhaps the most promising trend in this comprehensive report was the increase in the number of Fortune 500 companies with greater than 40 percent of board members who are women and/or minorities—a figure that has nearly tripled since 2010. Nearly one-third of all Fortune 500 boards now have greater than 40 percent diversity, a target set by the Alliance for Board Diversity.
Sources: The Alliance for Board Diversity and Deloitte
Interrupting Sexism at Work: What Drives Men to Respond Directly or Do Nothing?
Catalyst’s new study of nearly 1,500 men finds that:
Personal agency links to men’s intent to take direct action to interrupt workplace sexism.
Negative organizational climates can stifle men, increasing the likelihood that they do nothing.
Both of these elements—personal agency and organizational climate—predict men’s willingness and ability to intervene.
Understanding what drives men to interrupt sexism—and what inhibits them—can help organizations and leaders build work environments where employees feel valued, trusted, authentic, and psychologically safe. Our study shows it’s not enough for organizations to equip men with strategies to help them directly interrupt sexism. To create an environment that empowers men to interrupt sexism, companies must address their own cultures—within all levels and corners of the organization.
Source: Catalyst
Women’s Entrepreneurship How to Measure the Gap between New Female and Male Entrepreneurs?
This study suggests that the gender gap in business ownership remains high in many economies around the world. In the vast majority of the analyzed economies, less than one-third of new LLC owners are women. Although sole proprietorships are more frequently used by female entrepreneurs, only three economies have similar or equal number of women business owners relative to men. The gap in female entrepreneurship is especially apparent in low-income economies where women are much less likely than men to start a new business. This suggests a need to intensify efforts to boost female business ownership. Progress in this area should be tracked closely over the coming years through expanding the collection of standardized and country-comparable sex-disaggregated data on business entry and ownership within the Entrepreneurship Database.
Source: World Bank
Women in the Labor Force: A Data Book
Here's all the data you could need, including: In 2018, 57.1 percent of all women participated in the labor force. This was about the same as the 57.0 percent who participated in 2017, and still about 3 percentage points below the peak of 60.0 percent in 1999. By comparison, the labor force participation rate for men was 69.1 percent in 2018, unchanged from the previous year and 17.5 percentage points below its peak of 86.6 percent in 1948.
With the dawn of the 21st century, labor force participation among women began a gradual decline, until the participation rate hit a recent low in 2015 at 56.7 percent.
Source: US Bureau of Labor Statistics
Walking Out the Door: Why Women Leave the Law
While entering associate classes have been comprised of approximately 45% women for several decades, in the typical large firm, women constitute only 30% of non-equity partners and 20% of equity partners. Women lawyers face many other challenging hurdles as they seek to advance into senior roles: the number of lawyers named as new equity partners at big firms has declined by nearly 30% over the past several years, and firms are increasingly relying on the hiring of lateral partners, over 70% of whom are men. Source: American Bar Association
Women, Business and the Law
Women, Business and the Law 2021 is the seventh in a series of annual studies measuring the laws and regulations that affect women’s economic opportunity in 190 economies. The project presents eight indicators structured around women’s interactions with the law as they move through their careers: Mobility, Workplace, Pay, Marriage, Parenthood, Entrepreneurship, Assets, and Pension.
Amidst a global pandemic that threat- ens progress toward gender equality, Women, Business and the Law 2021 identifies barriers to women’s economic participation and encourages reform of discriminatory laws. This year, the study also includes important findings on government responses to the COVID-19 crisis and pilot research related to childcare and women’s access to justice.
Source: World Bank
Catalyst: CEOs Champions for Change
This powerful report lays out a roadmap for addressing racial inequities in the workplace. "Even in the best organizations, racism and unconscious and conscious bias exist. It takes sustained, intentional effort to eradicate these longstanding cultural norms and policies, but there’s never been a better time to start. To help organizations accelerate their journey toward equity, we’ve laid out a three-step plan. Don’t let this moment pass It’s time. It’s time to address the unique barriers women of color face in the workplace. It’s time for positive change. It’s time to make workplaces that work for everyone" Source: Catalyst
One Year into Covid: The Pandemic's Impact on How We Work
Covid resulted in major shifts to business models and consumer behaviors. Understanding how to effectively pivot will set you up for success. Source: Workhuman
The Economic State of Black America
Understanding the barriers to activating a stronger black middle class and the positive impacts on the US economy. Source: McKinsey & Company
The Black Experience at Work
Companies can learn from the disparities experienced by Black workers to create corporate cultures where every employee thrives. Source: McKinsey Quarterly
The State of the Global Workforce
It is no longer an option for companies to prioritize employee wellbeing if they want highly engaged team that deliver strong business results. Source: Gallup
The Future of Work after Covid
COVID-19 brought massive disruption to the workforce, highlighting the importance of physical proximity in work and spurring changes in business models and consumer behavior, many of which are likely to endure. This research examines the long-term impact of COVID-19 on work across several work arenas and in eight economies with diverse labor markets: China, France, Germany, India, Japan, Spain, the United Kingdom, and the United States. Source: McKinsey Global Institute