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 his recent LinkedIn post, PricewaterhouseCooper’s (PwC) Bob Moritz, Chairman and Senior Partner, shares steps CEOs can take to tackle the challenge of diversifying corporate leadership and closing the gap. Bob, one of our 2013 “Making a Difference for Women” Award recipients, highlights accountability, inclusivity, and awareness, all of which seem to be common sense. However, it is in implementation of these principles, or lack thereof, where some companies miss the mark and PwC leads. Bob acknowledges that the solution goes beyond women’s ambition, requiring work by institutions and individuals, BOTH men and women. We all need to work together, not just to discuss what needs to be done, but to take action.
William B. Harvey was the first person ever appointed to the position of vice president for diversity and equity at the University of Virginia, a job he held from 2005 to 2009. A recognized expert on diversity issues in higher education, Mr. Harvey is also founding president of the National Association of Diversity Officers in Higher Education. In an interview with The Chronicle, Mr. Harvey spoke about the barriers that still remain, what a chief diversity officer needs to succeed, and who should step up to make a difference.
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William B. Harvey was the first person ever appointed to the position of vice president for diversity and equity at the University of Virginia, a job he held from 2005 to 2009. A recognized expert on diversity issues in higher education, Mr. Harvey is also founding president of the National Association of Diversity Officers in Higher Education.
With more than three decades of higher-education experience, he recently joined North Carolina A&T University, where he serves as dean of the School of Education. In a conversation with The Chronicle, Mr. Harvey spoke about the barriers that still remain, what a chief diversity officer needs to succeed, and who should step up to make a difference.
12:00 PM - 1:30 PM ET Deborah M. Soon, Senior Vice President, Strategy & Marketing, participates in a panel entitled “Diversity on Corporate Boards: An Opportunity for Companies.” This event, hosted by New York Society of Security Analysts (NYSSA) and GovernanceMetrics International, is held at NYSSA Conference Center. Register online.
According to a report from the Alliance for Board Diversity, women and minorities continue to be underrepresented in positions of power in American corporations.
“White men held 73 percent of board seats at Fortune 100 companies last year, up from 71 percent in 2004, according to the alliance, which advocates the inclusion of women and minorities on corporate boards. White women accounted for 15 percent in 2010, compared with 14 percent in 2004, while minorities made up 13 percent, down from 15 percent.
Citigroup, International Business Machines Corpt. (IBM) and Procter & Gamble Co. (PG were among just 15 companies in the Fortune 500 whose boards last year had representation from each of the U.S. Census Bureau’s major groups: men, women, Whites, African Americans, Asian Pacific Islanders and Hispanics, the alliance said.”
Submitted by Kate Meyer on Mon, 03/28/2011 - 10:39am
IWPR’s study explored the challenges many Latina immigrants face and the ways that nonprofit organizations and congregations strive to address them in three areas with rapidly growing immigrant populations: Atlanta, Georgia; Phoenix, Arizona; and Northern Virginia, a region within the Washington, District of Columbia (DC), metropolitan area.
Many gasps were uttered when Josef Ackermann, chief executive of Deutsche Bank Germany, made the following remark regarding his company's annual board report: "I hope it will be prettier and more colorful one day". Jacki Zehner, former partner at Goldman Sachs, offered Mr. Ackermann some advice on her blog, Purse Pundit:
U.S. Banker: Women make up over 50% of the labor force in the financial industry, but only 16.8 percent of executive officers, and only 16.4% of board members. Companies are working to raise those numbers, as the U.S. lags behind some countries.
"Call it the "glass ceiling" or the 'boys' club' or some other euphemism, but there is no denying that women in corporate America are not proportionately represented in either the C-suite or the boardroom.
In the financial services industry, women make up 55.6 percent of the labor force, but only 16.8 percent of executive officers, according to the New York nonprofit group Catalyst. In the boardroom, that percentage drops to 16.4 percent, and at the chief executive level it falls to 2.5 percent. The good news is that in corporate America in general and in the financial services industry in particular, the role played by women at the highest levels of corporations continues to expand.
'Boards now are looking at diversity in a number of ways—gender, regional generational, ethnic. In addition, there are more seats open because sitting CEOs are now often asked by their own boards not to serve on more than one outside board.'"
Catalyst: A new report shows that generational diversity has become increasingly important in organizations. Since age and generation intersect with other dimensions of diversity, including gender, Beyond Generational Differences: Bridging Gender and Generational Diversity at Work provides valuable tools for an integrated approach on incorporating gender and generational diversity into vital components of an organization.
"As a result of demographic shifts, new technologies, and an increased focus on team-based approaches, generational diversity has become increasingly salient in many organizations. Companies are now managing a broader range of employees’ work and career needs, as well as growing expectations for highly inclusive workplaces and “customizable” career paths.
The ways in which generational diversity plays out in the workplace, however, go well beyond chronological age. Since age and generation intersect with other dimensions of diversity, including gender, ethnicity, and nationality, companies that seek to address the needs of a generationally diverse workforce need to take an integrated approach. Beyond Generational Differences: Bridging Gender and Generational Diversity at Work provides the tools to develop such an approach, incorporating gender and generational strategies."