Re:Gender works to end gender inequity by exposing root causes and advancing research-informed action. Working with multiple sectors and disciplines, we are shaping a world that demands fairness across difference.
In 1981 Hardy became the first female firefighter at the Purdue University Fire Department. “At the time it was unheard of,” she said. “But it is not as unusual now as it was 30 years ago for me to be in a fire department.”
Recent trends reiterate Hardy’s statement, with reports that not only do women make up almost 60 percent of the workforce in America, but they are increasingly entering jobs in fields previously dominated by men.
According to a recent NBC news story as well as a study by the Center for Women’s Business Research, women are taking on jobs that have been traditionally held by men.
From ownership and professional positions all the way to the physical labor in industries such as construction, manufacturing, transportation and repair jobs, a woman’s presence is becoming less uncommon.
How does that data translate locally? Greater Lafayette Commerce’s CEO and President Joe Seaman says that’s a question not many people have asked. “The job may have the same name,” Seaman said, “but the skill sets are different. In the past strength was utilized, but now we are utilizing education.”
The Olympics have not even started, yet their faces are already inescapable. Step on to the London Underground, open a newspaper, turn on the television, and the women of 2012 are staring out at you.
Jessica Ennis, Rebecca Adlington, Victoria Pendleton: their names are becoming as familiar as those of Premiership footballers. The queen is Ennis, the heptathlete who is already the unofficial face of the Games, and whose lucrative sponsorship deals are expected to bring her riches of close to £1m before she even steps on to the track.
It is already being whispered about by sports pundits and Olympic officials alike: our female competitors look set to do the unthinkable and claim more medals than our male athletes for the first time, toppling them from the top of the British podium.
For months there's been intriguing talk that presumptive GOP presidential nominee Mitt Romney might pick a prominent woman as his running mate to help give his campaign a kick – and layer on some luster to a plain vanilla, hyper-cautious and meticulously run campaign.
Among the potential picks, four women, more than any others, have consistently been mentioned as possibilities in the Republican vice presidential sweepstakes:
Sen. Kelly Ayotte of New Hampshire, 44, the former state attorney general and relative political newcomer, who just spent a sweltering July 4 campaigning with Romney.
South Carolina Gov. Nikki Haley, 40, a Tea Party favorite and one of Romney's early supporters, who recently ducked ethics violations charges related to campaign lobbying.
Gov. Susana Martinez of New Mexico, 52, the first female Hispanic governor in the U.S., who could potentially give Romney a boost with a constituency he sorely needs.
Former Secretary of State Condoleeza Rice, 57, who served in the Bush administration and would bring the foreign policy bona fides that Romney lacks.
Just this week, Romney's wife, Ann, said that her husband is thinking about picking a woman to be on his ticket this fall. "We've been looking at that and I love that option as well," Ann Romney told CBS News, as he looked on beside her. She said the person selected for the No. 2 spot on the ticket should be "someone that obviously can do the job but will be able to carry through with some of the other responsibilities."
High-profile female executives should save their breath and their advice – Millennial women aren’t buying what they’re selling.
Only 20% of Gen Y women say that they want to follow in the footsteps of the female leaders in their workplaces, says new research from Bentley University. The survey of 1000 college-educated Millennials found that while 84% of respondents said that they could identify at least one female leader at their job, most didn’t want to emulate her career path.
This rejection of the current iteration of female corporate achievement also extends to attitudes toward mentorship; only 5.5% of respondents claimed that a colleague, supervisor or role model was their primary source of career cheerleading, with spouses/partners or parents much more likely to be identified as key career supporters. And only 25% of Millennials of both genders give credit to a manager or supervisor for encouraging them to assume a leadership role at work.
Since 2007, McKinsey’s Women Matter research has explored the role women play in the global workplace, their experiences and impact in senior-executive roles, and the performance benefits that companies gain from gender diversity. In this video, McKinsey partners Joanna Barsh, Sandrine Devillard, Emily Lawson, and Jin Wang recount the progress women have made in reaching the executive suite.
Many companies are making serious efforts to improve the number of women in top jobs. Some detect progress. But others say change is frustratingly slow. This report looks at what companies can do to make a breakthrough.
First, thanks to Anne-Marie Slaughter for peeling the band-aid off an open wound of American womanhood. It’s our dirty little secret: balancing work and family is still impossible for elite American women because of the way we structure work, family, love, marriage, careers, masculinity, and dignity.
Yes. It’s that bad. Fifteen years ago, when I began to write Unbending Gender: Why Family and Work Conflicts and What To Do About It, I thought that all we needed to do was to reshape work and careers. The key problem for women, I pointed out, is that workplaces still are designed around an ideal worker who starts to work in early adulthood and works, full time and full force, for forty years without a break, taking no time off for childbearing, childrearing, or anything else. The result is a clash of social ideals. The ideal worker norm clashes with the norm of parental care: the widespread and uncontroversial sense that children need and deserve time with their parents.
The solution is to reshape workplaces around the values we hold in family life. Careers need to be more flexible, such that career breaks do not spell career doom. Hours expectations need to be more flexible, such that a failure to work “full time” does not derail one’s career. Face time needs to end, allowing people to work when and where they need to, so long as the work gets done. Each of these ideas has subsequently been further developed. Here are twogood examples.
FastCompany profiles high-achieving women from the world's largest companies, innovative startups, philanthropic organizations, government, and the arts combined forces to change the lives of girls and women everywhere.
What if we, as women, use this opportunity of the UN Conference on Environment and Development to be the change we want to see in the world?” This was the question women activists posed to themselves in the early 1990s, according to WEDO founding member Thais Corral of Brazil. “This was the starting point of WEDO: a group of friends, a group of women activists occupying a range of strategic positions around the world, trying to figure out how to innovate, how to collaborate – how to be the change we want to see.”
This Study of Rabbinic Compensation by Gender is undertaken by the Central Conference of American Rabbis (“CCAR”) as a service to CCAR rabbis and all the congregations, organizations and communities which they serve and in furtherance of the Reform Movement’s long-standing commitment to economic justice.
This study relies upon the data collected in the 2010-2011 Study of Rabbinic Compensation. That study was conducted by an independent actuarial firm, Buck Consulting, LLC, a Xerox Company (“Buck”), with the assistance of the Reform Pension Board (“RPB”), for the CCAR in partnership with the Union for Reform Judaism (“URJ”). Gender material for this study was computed and analyzed by Mayeri Research/The Internet Poll (New York).