Employment and Compensation
143 resources found
2008 Catalyst Member Benchmarking Report
Foust-Cummings, Heather & Pomeroy, Emily; Catalyst Inc.; 2008The Catalyst Member Benchmarking Reports assess the scope of diversity and inclusion programs, policies, and initiatives of participating member organizations that contribute confidential data. The 2008 Catalyst Member Benchmarking Report focuses on employee resource groups (ERGs), which are also known as employee network groups, affinity groups, or caucuses and, in particular, women's ERGs.
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A Business Case for Women
Desvaux, Georges; Devillard-Hoellinger, Sandrine; Meaney, Mary C.; McKinsey & Company; September 2008This article discusses research on how companies gain a competitive edge from hiring and retaining more women. The research shows companies with such practices are able to draw from a broader pool of talent in an era of talent shortages. In addition, research indicates that greater female representation in senior-management positions leads to better firm quality and stronger financial performance including higher operating margins.
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A Woman's Nation Changes Everything
Maria Shriver and the Center for American Progress. The Shriver Report; 2009This report, by Maria Shriver and the Center for American Progress, documents that women now compose half of all U.S. workers and are becoming primary or co-bread winners in half of all U.S. families, which leads to significant changes for men, women, and their families. Families need more flexible work schedules, comprehensive child care policies, redesigned family and medical leave, and equal pay. The aim of this report is to take this conversation up to the national level, to engage men and women in thinking about what this new reality means for our vision of ourselves, our families, our communities, and the government, social, and religious institutions around us.
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Anita Borg Institute for Women and Technology (ABI)
Since 1997, ABI has developed tools and programs designed to help industry, academia and government recruit, retain and develop women in technology fields, including computer science and engineering, information technology, software, networking and electronics in both the public and private sectors. ABI's website also gives detailed advice for job interviews and provides links to well-known job websites. ABI partners include: Google, HP, Microsoft, Cisco, First Republic Bank, IBM, Intel, Lockheed Martin, the National Science Foundation, NetApp, SAP, Sun Microsystems, Symantec, Thomson Reuters, Wilson Sonsini Goodrich & Rosati, Amazon, CA, Intuit, Facebook, Genentech, and Raytheon.
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Asia Floor Wage
All garment workers in Asia need a wage increase. But often, when workers struggle to improve their wages and conditions in one country, companies relocate to another country, where wages and conditions are lower. This website provides information on the Asia Floor Wage campaign which seeks to create a universal wage rate for all factory workers. The Asia Floor Wage (AFW) figure is based on 'the income required for a single earner to support a family of four (2 adults and 2 children) by working a legal maximum working week (no longer than 48 hours), excluding any payment for overtime or other bonuses/allowances.' It should provide enough income in local currency to pay for food and other essential living costs such as healthcare, housing, clothing, childcare, transportation, fuel, education, etc.
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AstraZeneca
Companies Leading the Way: Putting Principles into Practice; UNIFEM, United Nations Global Compact; March 2010A multinational healthcare company based in the United Kingdom with approximately 65,000 employees operating in over 100 countries. In 2000, the AstraZeneca US headquarters in Delaware launched flexible working arrangements for its US Business Center employees. The program includes flexible schedules, telework, compressed work week, part-time and job share. A program offering part-time and job share options for the field sales force was added in 2001. In addition to flexible working arrangements, AstraZeneca in the US has an onsite child care center at the US Business Center and offers priority access at a community-based center for a smaller site. Both programs include a tuition subsidy based on family income. The company also makes back up child and elder care available to all US employees. AstraZeneca in the US has also launched a peer-mentoring program using small groups to offer support, build leadership skills, and discuss business solutions. In early 2007, 130 female employees participated in these workshops and by fall, nearly half of the participants reported some level of career advancement. Women comprise over 50% of AstraZeneca US workforce. Women represent 36% of leaders with Project & Line Management responsibility; they are leaders of key brands and key functions, some of which are not traditionally regarded as "women's areas.' These include the vice president of sales, general manager of one of two US production sites, and the chief global veterinary officer. Of the vice presidents leading the three brand organizations in the US, two are women. The US business is governed by five business process teams who report to a US Leadership team. Women are represented, and in some instances lead, these process teams and represent 44% of the membership. Women represent 25% of the Board of Directors.
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Avon Products, Inc.
AXA
Companies Leading the Way: Putting Principles into Practice; UNIFEM, United Nations Global Compact; March 2010An international network of services for corporate and individual clients, is present in over 30 countries. AXA France has been recognized for several years as a leader in the area of equal opportunities through the promotion of a number of initiatives such as the "Plan Espoir Banlieues" (active recruitment in disadvantaged suburbs), the "Train pour l'emploi et l'egalite des chances" (a diversity-oriented recruitment roadshow), and the "Charte de la Parentalite" (a recognition of the role of fatherhood in work-life balance). AXA France also published an internal guide and has a dedicated budget to address gender-based pay gaps. AXA Sigorta (Turkey) signed the Declaration of Women in Management Initiative of KalDer* in March 2009, the latest declaration of women's rights to govern. At AXA Sigorta, gender equality is common practice. Two figures confirm this: first, the level of female representation on the company's executive committee, which is made up of three women and four men, and second, the percentage of female managers (44%), which is significantly higher than the Turkish average and that of many other European countries. Women and men are also treated equally in terms of salaries. AXA Equitable (USA) created the Office of Diversity and Inclusion to emphasize and build upon their commitment to creating a workplace that is diverse, inclusive and unique. Many events are hosted by the organization during the year to highlight diverse cultures. The Diversity and Inclusion Advisory Council is comprised of 12-15 individuals from a variety of business areas and locations to support and advise senior management in driving business excellence through diversity and inclusion. *KalDer is an independent, non-profit organization, which aims to enhance awareness of management quality in industry, the public sector, non-governmental organizations and throughout every walk of life.
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Behind the Pay Gap
Goldberg Dey, Judy & Hill, Catherine; American Association of University Women (AAUW); April 2007This research report explains how various factors affect women’s salaries through examination of full time workers one year and ten years after graduation and different choices that males and females generally make. The report also shows that just one year out of college, women working full time already earn less than their male colleagues, even when they work in the same field. Ten years after graduation, the pay gap widens. The study argues that despite the gains in education made by women over the past three decades, the gender-based pay gap remains fixed and that making gender pay equity a reality will require action by individuals, employers, and federal and state governments.
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Best Companies for Hourly Workers 2010
Working MotherFrom cashiers and housekeepers on up to the corporate office, working moms at Working Mother's Best Companies for Hourly Workers are getting the benefits, training and flexibility they need to succeed. And their families benefit too. The full list of Working Mother's Best Companies can be found on the website. This list has been created from the Working Mother Best Companies for Hourly Workers application which was created in partnership with Corporate Voices for Working Families, a Washington, DC-based nonprofit membership organization.
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Best Companies for Multicultural Women
Working MotherWorking Mother's 2010 Best Companies for Multicultural Women represent a varied cross-section of American companies. However, all the companies share a common bond: placing diversity and inclusion firmly at the top of their workplace agenda each and every day. More information on these companies, some of which include Allstate, American Express, Cisco, Deloitte, Kraft, Proctor & Gamble, and Verizon Communications, can be found on the website.
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Bias in the Workplace: Consistent Evidence of Sexual Orientation and Gender Identity Discrimination
Badgett, Lee; The Williams Institute; June 2007This article examines various studies dealing with LGBT individuals in the workforce. Of most relevance, is the section on wage discrimination. Nine studies using different datasets consistently show that gay and bisexual men earned 10% to 32% less than heterosexual men.
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Black Career Women
Black Career Women (BCW) is a non-profit organization for the professional development of black women. Through trainings and seminars, as well as diversity programs and online support, BCW works to address career related concerns of black women and build positive relationships among diverse women in the workplace.
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Breaking Through Barriers
AAUW, JSI Associates; April 2009To commemorate Equal Pay Day, April 28, 2009, AAUW released this state-by-state earnings comparison by gender that shows that the wage gap is stubbornly in place despite the overall positive effect a college degree has on women workers.
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British Petroleum Plc (BP)
Companies Leading the Way: Putting Principles into Practice; UNIFEM, United Nations Global Compact; March 2010One of the world's largest energy companies, providing its customers with fuel for transportation, energy for heat and light, retail services and petrochemical products for everyday items, BP is very committed to diversity and inclusion. A global diversity and inclusion council is chaired by the chief executive, and the council places women's inclusion and representation high on its agenda. A global women's networking group, BPWIN has been established to support and encourage women within BP to successfully navigate and develop their careers. The network aims to foster the development and retention of talented women in BP by creating a forum for connectivity; helping women to help themselves by learning from others. BPWIN sits across all of the local women's networks and is governed by senior women from across the business globally. Across BP globally there are many local women's networks that provide support and advice for their members and local business units. BPWIN connects these local women's networks by hosting regular webcasts with internal and external presenters and publishing a quarterly online magazine enabling best practices to be shared globally. BP recognizes that at certain times in people's careers priorities change -- particularly when it comes to establishing an effective work life balance. To assist employees in meeting their changing priorities, local policies and guidelines enable and support part-time or flexible working. To encourage and demonstrate commitment to these policies, best practice case studies that include people caring for an elder, job sharing, working from home and working flexibly have been published on the global diversity and inclusion intranet site. Another focus for BP is to encourage more women globally to enter the science and technology industry. BP supports this through an extensive education program in local schools and universities, and by supporting and partnering with organizations that address under-representation of women in engineering and sciences, doing significant community work in countries where they operate.
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Broken Laws, Unprotected Workers: Violations of Employment and Labor Laws in America's Cities
Bernhardt, A., Milkman, R., Theodore, N., Heckathorn, D. D., Auer, M., DeFilippis, J., Gonz�lez, A. L., Narro, V., Perelshteyn, J., Polson, D., Spiller, M.;Center for Urban Economic Development, National Employment Law Project and UReleased by the Center for Urban Economic Development, the National Employment Law Project and the UCLA Institute for Research on Labor and Employment, the most comprehensive investigation of labor-law violations in years surveyed 4,387 workers in Los Angeles, Chicago and New York.
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Building LGBT-Inclusive Workplaces: Engaging Organizations and Individuals in Change
Silva, Christine & Warren, Anika K; Catalyst; June 2009This report describes the workplace experiences of lesbian, gay, bisexual, and transgender (LGBT) employees and supports the development of programs and practices that leverage diversity, foster inclusion, and increase awareness, accountability, and action. While protecting employees from discrimination is an essential step when creating LGBT-inclusive environments, organizations must move discourse beyond anti-discrimination policies to everyday issues facing LGBT employees. The report also provides a guide designed to support those who are ready to develop successful initiatives to create and maintain LGBT-inclusive workplaces. It provides self-assessment questions and actionable strategies for organizations and individuals.
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Business Leaders and Investors for a Living Wage
Responsible Weath; June 11, 2009Discusses the benefits of paying a living wage as opposed to simply the minimum wage. Benefits include increased productivity, reduced employee turnover and absenteeism and increased morale, and commitment to the company. Site includes a 'Living Wage Covenant.'
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California Family Economic Self-Sufficiency Standard
This measures how much actual income is needed for a (CA) family to adequately meet its minimal basic needs (unlike the Federal Poverty Level). It is based on the costs families face on a daily basis and provides a complete picture of what it takes for families to make ends meet.
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California Living Wage Research
The Institute for Research on Labor EmploymentThe Institute for Research on Labor Employment (IRLE) website contains a wealth of information on California’s Living Wage. The Living Wage is an hourly rate necessary for shelter (housing and incidentals such as clothing and other basic needs) and nutrition for a person.
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Canada's Pay Equity Commission
Government of Ontario, Canada; April 2006Part of the Office's purpose is to provide information, publications, and training on all aspects of pay equity.
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Cascading Gender Biases, Compounding Effects: An Assessment of Talent Management Systems
Warren, Anika K.; Catalyst; February 2009This report reveals that core components of talent management are linked in ways that disadvantage women, creating a vicious cycle in which men continually dominate executive positions. Based on an assessment of 110 talent management systems representing 19 industries, the data demonstrate that the flow of information from senior leaders to individual contributors perpetuates gender gaps in senior leadership. To combat this issue, organizational approaches for identifying, developing, and leveraging top talent are provided.
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Catalyst
Founded in 1962, Catalyst is a leading membership organization working globally with businesses and the professions to build inclusive workplaces and expand opportunities for women and business. The website has an extensive compendium of diversity and inclusion practices that provides models for change and provides tools to help increase women's participation in business.
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Citigroup's Alternative Workplace Strategies- Citi Asia Pacific Corporate Citizenship Report 2008
Citigroup; 2008The Alternative Workplace Strategies (AWS) program, which builds on the success of Citigroup's Flexible Work Strategies initiative, offers employees increased flexibility, reduced commuting times, better work-life balance and the opportunity for greater collaboration with colleagues who share workspace. AWS is also helping to reduce GHG emissions by maximizing the use of Citi's workspace by assessing current work styles and environments and offering a range of alternative workplace solutions. Those solutions include, but may not be limited to, conventional office, shared/hybrid workspace, hoteling, satellite office and telecommute/virtual office.
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Climbing the Technical Ladder: Obstacles and Solutions for Mid-Level Women in Technology
Simard, Caroline; Henderson, Andrea; Gilmartin, Shannon; Schiebinger, Londa; Whitney, Telle; Anita Borg Institute for Women and Technology & Michelle R. Clayman Institute; 2008This study, conducted by the Anita Borg Institute for Women and Technology, in collaboration with the Michelle R. Clayman Institute for Gender Research at Stanford University focuses on the barriers and facilitators of technical women's advancement. It includes practices and policies that women identify as most important to their careers.
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Comme il faut
Companies Leading the Way: Putting Principles into Practice; UNIFEM, United Nations Global Compact; March 2010"comme il faut" is an Israeli fashion company. CEO Sybil Goldfiner issued a written statement entitled "I Believe in Women," in which she explains the disparities that women face in Israel, including low representation in managerial positions, earning 60% of what men earn in the same positions, the "glass ceiling" and the "sticky floor." The company is combating these issues by enacting strong policies and being vocal. The company voluntarily discloses a Social and Environmental Responsibility Report reflecting its commitment to responsibility towards women. It is the first mid-sized company in Israel to disclose such a report. The company also has a number of programs that support women, including a marketing campaign that promotes self-confidence in women and denounces the treatment of women as sex objects. Additionally, the company hosted a benefit to raise funds for the rehabilitation of prostitutes, and provided health education and treatment.
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Companies Leading the Way: Putting the Principles into Practice
UNIFEM, United Nations Global Compact; March 2010This guide contains over 80 good practices that companies are undertaking to empower and advance women. The actions and policies adopted by these companies demonstrate the abundance of ways that business can contribute to the advancement of women's empowerment around the world. The practices are accompanied by an index that matches each one to the specific United Nations Women's Empowerment Principle(s) that it addresses and/or supports. The examples hail from companies representing a broad range of sectors and regions, demonstrating the universal relevance and practicality of women's empowerment and gender equality.
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Companies to be Forced to Reveal Gender Pay Gap - New Legislation Aims to Tackle Equal Pay by Exposing the Pay Differences Betwe
Gentleman, Amelia; The Guardian; April 2009This article details new legislation in the United Kingdom designed to tackle the gender pay gap. In the new legislation, companies employing more than 250 people will be obliged to publish a percentage figure showing how much more men are paid than their female colleagues and companies that have a large gender pay divide will then be given until 2013 to improve their record.
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Deloitte
Companies Leading the Way: Putting Principles into Practice; UNIFEM, United Nations Global Compact; March 2010Launched the 'Initiative for the Retention and Advancement of Women' in April 1993. The Women's Initiative (WIN) has helped give Deloitte the intellectual capital to meet aggressive growth targets, and according to the company, was, and is, the smart and right thing to do. Since the launch of WIN, Deloitte has continually invested in programs to recruit and invest in women. In 2007, WIN moved closer to realizing its vision to drive marketplace growth and create a culture where the best women, and men, choose to be. Some highlights in the report are: 1) For the third year in a row, Deloitte retained women at the same rate as men. 2) WIN-related programs were recognized with eight national awards and received more than 140 mentions in print and electronic media outlets. 3) Deloitte hosted more than 500 professional development, networking, and mentoring WIN events in 2007 alone. 4) After a successful pilot, Mass Career Customization was made available to 20 percent of Deloitte U.S.-based professionals and was extended to the rest of the organization in 2008.
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Diversity Best Practices
This website provides key information and insights on diversity and inclusion advantages, and proven tools for increasing an organization's competitive diversity in the workforce and marketplace by offering a platform to connect with global diversity thought leaders and tap their intellectual capital, provide a link to business sessions, conference calls, and webinars, and access powerful, relevant U.S. and global data. This site is home to dozens of detailed and easy-to-use reports, publications, and diversity tools.
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Diversity Best Practices' Assessment & Benchmarking Tool
Diversity Best Practices; Research & Analysis; 2009The Diversity Best Practices' Assessment & Benchmarking Tool is intended to offer a detailed analysis of key diversity & inclusion benchmarking data to help support an organization's efforts and business development growth. All who participate receive a free Diversity Best Practice (DPB) Scorecard summarizing their results.
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Does Diversity Pay?: Race, Gender, and the Business Case for Diversity
Herring, Cedric; American Sociological Review; December 2005Using data from the 1996 to 1997 National Organizations Survey, a national sample of for-profit business organizations, the article tests eight hypotheses derived from the value-in-diversity thesis that a diverse workforce, relative to a homogeneous one, is generally beneficial for business. The results support seven of these hypotheses. Racial diversity is associated with increased sales revenue, more customers, greater market share, and greater relative profits. Gender diversity is associated with increased sales revenue, more customers, and greater relative profits.
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Don't Turn Back the Clock: Investing in Women and Girls for Our Future
Ramdas, K. ; Global Fund for Women; May 13, 2009In this keynote address to the Professional Business Women's Association, Kavita Ramdas discusses how women and children have been most affected by the negative effects of the global market crisis and how it is especially important now to invest in women.
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Embedding Gender in Sustainability Reporting - A Practitioner's Guide
International Finance Corporation (IFC) & Global Reporting Initiative(GRI); Oct 26, 2009The International Finance Corporation (IFC), a member of the World Bank Group, and the Global Reporting Initiative (GRI) launched their Gender and Sustainability Reporting Publication at the 2009 CSR Asia Summit in Kuala Lumpur, Malaysia. The practitioner's guide addresses gender issues pertaining to organizational governance and values, workplace, supply chain, community, consumers, and investment. It can help organizations benefit from emerging best practices in sustainability reporting, achieve bottom-line benefits, and create new opportunities for women in the private sector by better understanding and managing gender perspectives in their businesses. Adding a gender perspective to existing nonfinancial reporting frameworks may also help private companies win recognition by workers, investors and consumers.
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Embracing Corporate and Boardroom Diversity
Heidrick & Struggles; Corporate Board Member Magazine; 2006All minority groups are underrepresented in the workforce in relation to the U.S. population. Diversity must be integrated throughout the organization from the ground-up starting with the hiring process and employee orientation to employee retention and customer and vendor relations.
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Employer Best Practices for Workers with Caregiving Responsibilities
U.S. Equal Employment Opportunity Commission (EEOC); 2007In 2007, EEOC issued guidance explaining the circumstances under which discrimination against workers with caregiving responsibilities might constitute discrimination based on sex, disability, or other characteristics protected by federal employment discrimination laws. This document supplements the 2007 guidance by providing suggestions for best practices that employers may adopt to reduce the chance of EEO violations against caregivers, and to remove barriers to equal employment opportunity. Best practices are proactive measures that go beyond federal non-discrimination requirements.
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Employer Tips for Recruiting Women
National Institute for Women in Trades, Technology & Science; 2009This organization offers advice on how employers can increase their female applicant pool by implementing women-specific recruitment strategies such as having a recruiting Web page for women or sponsoring a career orientation for women.
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Empowering Women through Corporate Responsibility and Best Practice
Kelan, Elisabeth; King's College London; March 2009This PowerPoint presentation shows why it is important to have equal numbers of males and females in corporations and suggests specific best practices that companies can employ to empower women. For example, women comprise 83% of consumer decisions, and often assumptions about women consumers prove to be false. Having an equal number of women and men on teams combats these assumptions and creates positive innovation indicators. The best practices to inspire women include counting women through measurement and reporting, implementing flexible work arrangements, creating supportive networks, and developing women as leaders.
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Equal Rights Advocates (ERA)
As part of the fight to protect and secure equal rights and economic opportunities for women and girls through litigation and advocacy, ERA produces a number of fact sheets and brochures on employment discrimination, equal opportunity, respectful and safe treatment, and work and family balance.
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Equality Impact Assessment
U.K. Equality and Human Rights CommissionThe principles and techniques for an equal pay audit are equally applicable to carrying out an equality impact assessment on proposals to change pay policies, especially new grading and pay structures. The guidance note found on this page looks at how an equality impact assessment in relation to pay can be carried out.
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Equality Pay Resources and Audit Toolkit
U.K. Equality and Human Rights CommissionThis site provides a number of resources to help British employers understand and implement equal pay. This includes an equal pay in practice checklist and a toolkit on carrying out an equal pay audit.
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Evidence of Employment Discrimination on the Basis of Sexual Orientation and Gender Identity: Complaints Filed with State Enforc
Ramos, Christopher, Badgett, Lee M. V., & Sears, Brad; The Williams Institute; November 2008This report uses a population adjusted model to compare complaint rates of race, sex, and sexual orientation to study the effectiveness of anti-discrimination laws. Findings show that per capita sexual orientation discrimination complaints are filed at similar rates as race or sex discrimination complaints.
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Factory Defies Sweatshop Label, but Can It Thrive?
Greenhouse, Steven; The New York Times; July 18, 2010This article discusses how an American-owned apparel factory in the Dominican Republic has committed to paying their employees' a living wage - three times the average for the industry there.
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Financial Services Inquiry: Sex Discrimination and Gender Pay Gap Report
Equality and Human Rights Commission; September 2009This report sheds light on some of the reasons why the financial sector has such a wide pay gap between genders in the United Kingdom.
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Foundation Diversity Policies & Practices Toolkit
Social Policy Research Associations; May 2009This toolkit, funded by the California Endowment, draws upon experience from a variety of institutions from small, progressive funders with an explicit focus on social justice to larger, mainstream foundations in the process of implementing diversity across many different facets of their operations. The toolkit is organized into five categories pertinent to philanthropy: 1) policy statement, 2) governance and workforce, 3) grantmaking, 4) contracting with vendors and consultants, and 5) investments. Many of the practices are equally applicable to private sector companies.
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Gender (In)equality in the Labor Market: An Overview of Global Trends and Developments
The International Trade Union Confederation; March 2009This report is based on a study of the global gender gap and violence against women, using 300,000 surveys from a sample of 20 different countries during 2007 and the first three quarters of 2008. It discussed that while women have advanced greatly, they are still far from reaching gender equality.
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Gender Equality and Women’s Empowerment: Moving from Promises to Progress
Sandler, Joanne; United Nations Development Fund for Women; October 12, 2009This speech, given at the 64th session of the General Assembly, discusses a UNIFEM report on progress in the areas of 1) Strengthening women’s economic security and rights 2) Ending violence against women 3) Advancing gender justice in democratic governance and 4) Halting the spread of HIV and AIDS among women and girls were reported. UNIFEM works with supporting countries in making successful strides towards achieving results in these 4areas and in implementing a commitment to gender equality and women’s empowerment that is in line with their countries’ national priorities.
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Gender Equality Checklist for Fund Managers
Gender at WorkThis annex to the report 'Implementing Gender Equality Policies and Practices in Private Sector Companies' is a checklist that identifies gender-related and women specific issues to be addressed by fund managers at each step in the investment cycle.
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Gender Equality Considerations in Projects/Portfolio Companies
Gender at WorkThis annex to the report 'Implementing Gender Equality Policies and Practices in Private Sector Companies' provides companies with an indicator checklist to determine if gender equality policies and practices are in place.
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Gender Inequality, Growth and Global Ageing
Daly, Kevin; Goldman Sachs Economic Research; April 2007This extensive report details how closing the gender gap between male and female salary rates would help improve the world economy.
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Gender Responsive Budgeting
United Nations Development Fund for Women (UNIFEM)The Gender Responsive Budgeting website strives to support efforts of governments, women's organizations, members of parliaments and academics to ensure that planning and budgeting effectively respond to gender equality goals. The site also provides practitioners with a variety of resources, assessments and training materials on gender responsive budgeting. Finally, it aims to promote cross-regional information-sharing on country experiences and facilitates networking and collaboration amongst countries, civil society and international organizations.
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Global Compact Self Assessment Tool
The Danish Institute for Human RightsThe Global Compact Self Assessment on Human Rights covers a broad range of human rights issues relevant to the majority of businesses such as in the areas of labor, the environment and anti-corruption. The tool seeks to allow companies to diagnose their performance across all four areas of the UN Global Compact, inspire continuous improvement, and assist in the development of a Communication on Progress (COP).
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Global Diversity and Inclusion Benchmarks
O'Mara, Julie & Richter, Alan; 2006This tool helps organizations assess and measure their progress in valuing and managing diversity and fostering inclusion. Fourteen categories were researched and compiled to create benchmarks that are derived from expert input worldwide. The fourteen categories cover a wide range of topics, including diversity vision, leadership, infrastructure, recruitment and advancement, employee benefits, performance improvement, training, communications, marketing, products and services, community relations, etc.
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Good Salary Negotiation Skills Do Not Justify Pay Disparities
Robbins, Holly M.; June 2009This article discusses the Drum v. Leeson Electric Corp. case in which a former female employee was paid less than her male replacement's starting salary and subsequently filed a lawsuit against the company. The case provides a cautionary tale to employers to look at skills, experience, and other factors not related to gender when trying to set salaries for new and existing employees.
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Green Equity Toolkit: Advancing Race, Gender and Economic Equity in the Green Economy
Yen Liu, Yvonne & Keleher, Terry; Applied Research Center; November 2009This toolkit provides practical strategies for labor and community organizations advocating for economic opportunity for women and people of color in the green economy. This report contends that with the support of federal and local lawmakers, "green-collared" jobs have the potential to offer family-supporting wages and job-training opportunities to low-income workers. The toolkit also offers examples of local campaigns that have successfully advocated for the inclusion of low-income women and people of color in the developing green economy.
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Have We Come a Long Way?
Center for American Progress; August 2008Discusses the details of the Paycheck Fairness Act (2008) which would help strengthen the existing laws which permit gender-based wage discrimination. The Act would penalize employers who discriminate based on gender, and prevent employers from retaliating against employees who reveal their salary to other employees.
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header3.jpg The Unique Value that Gender brings to Communications GEP Advisory Working Group* Amber Schmidt, Deloitte Consulting Amy Ackerman, Attorney Antoine Andrews, Gap Inc. Anu Menon, Presidio Knolls School Aysha Handley, McK
Lehman, Ann, San Francisco Department on the Status of WomenOn September 27, 2012, the San Francisco Department on the Status of Women hosted a Gender Equality Principles Initiative (GEP) panel of experts at the inaugural 3% Conference (http://3percentconf.com) held in San Francisco.
This news item summarizes the GEP panel, which laid out the business case for effectively using gender principles in marketing. The panel discussed ideas on how to capitalize on the $7 trillion female consumer market and creating diverse marketing teams.
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Highlights of the 2007 GuideStar Nonprofit Compensation Report
GuideStar; December 2007This report shows that female CEOs at nonprofits with budgets of $25 million or more received greater compensation increases than their male counterparts in 2005. Although these gains narrowed the gender wage gap, overall women’s compensation continues to lag behind men’s.
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How Your Diversity Reputation Attracts High-Potential Recruits
Cole, Y.; Diversity Inc.; 2008This article gives examples of company policies that show how recruitment and marketing that display commitment to diversity in the workforce are influential to attracting diverse applicants to the job pool. Diversity Inc. has both web and print resources on many diversity issues as well as yearly evaluations of top companies for diversity. Article begins on pg. 40.
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Human Rights Compliance Assessment
The Danish Institute for Human Rights & Human Rights and the Busienss Project; June 2006The HRCA is a comprehensive tool designed to detect human rights risks in company operations. It covers all internationally recognized human rights and their impact on all stakeholders, including employees, local communities, customers and host governments. The HRCA Quick Check is a condensed version of the full tool and is intended as a general guide to assist companies in respecting international human rights standards. It is available in English, Danish, Spanish and Ukranian.
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Implementing Gender Equality Policies and Practices in Private Sector Companies
Rao, Aruna & Frugte, Amber & Wiik, Christine; Gender at Work; December 2009Report includes guidance tools for business & investors regarding gender equality policies and practices, and refers to positive steps by firms including AngloGold Ashanti, Best Buy, Goldman Sachs, Hindustan Lever, Johnson & Johnson, Lonmin, PepsiCo, Puget Energy, and Standard Chartered.
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Implicit Gender-Science Stereotype Outperforms Math Scholastic Aptitude in Identifying Science Majors
Frederick L. Smyth & Anthony G. Greenwald & Brian A. Nosek; University of Virginia & University of WashingtonIn the United States, women are less likely than men to pursue or complete a science major in college. Gender-science stereotyping, which can operate without intention or awareness, has been identified as a possible mediator of this disparity. Two studies conducted on 110,000 college students and graduates, confirm that there is a a potent link between implicit stereotyping and scientific self-concept and identify a psychological difference between men and women at advanced levels of scientific achievement.
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Improving Social Security Benefits for Women
Women's Institute for a Secure Retirement (WISER): June 27, 2009While many Social Security reform proposals would result in lower benefits for women, there are options that address some of the current program's structural deficits and increase women's benefits, such as eliminating the 'motherhood penalty' by granting caregiver credits for up to five years spent out of the full-time workforce to care for children.
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In Hard Times, Re-Commit to Flex Time
Hewlett, Sylvia Ann; Harvard Business Review; October 12, 2009This article discusses the importance of businesses re-committing themselves to flex time policies for their employees. In economic hard times, professionals worried about their job security are hesitating on asking for staggered workdays or telecommuting arrangements, however it is proven that flexibility in terms of remote work options, staggered schedules, and reduced-hour arrangements are powerful lures in recruiting and motivating top talent as well as in gaining greater employee productivity, appreciation and loyalty. Examples of successful flex time policies are included.
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Institute for Research on Labor and Employment (IRLE)
IRLE was founded in 1945 and is an "Organized Research Unit" of the University of California at Berkeley that conducts multidisciplinary research on labor and employment relations. IRLE sponsors research centers, community service programs, publishes an academic journal, and houses a library that collects and preserves a wide range of information about work, organizations and labor issues. IRLE's website contains a wealth of information about its programs, publications, and library, including reports on California's Living Wage.
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Integrating a Gender Perspective into the UN "Protect, Respect, Remedy" Framework
United Nations. Mandate of the Special Representative of the Secretary-General on Human Rights and Transnational Corporations and Other Business Enterprises; June 29, 2009A group of experts convened by the Ethical Globalization Initiative discuss what it means to integrate a gender perspective into the UN framework on Business and Human Rights. While traditional UN mandates focus on individual rights or specific instances of human rights abuse, this new mandate is intended to identify and operationalize broad principles for dealing with business and human rights-related challenges, focusing on the gender perspective.
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International Center for Research on Women
International Center for Research on WomenThe International Center for Research on Women (ICRW) is a global development nonprofit organization whose mission is to empower women, advance gender equality and fight poverty in the developing world. To accomplish this, ICRW works with partners to conduct empirical research, build capacity and advocate for evidence-based, practical ways to change policies and programs. For example, in its early years, ICRW quantified how women contributed to the economy through diverse occupations and showed that a growing number of poor households depended on income from women's labor. ICRW also is responsible for uncovering issues that affect the health of the world's women.
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Key International Human Rights Standards on Gender
A listing of international human rights standards on gender.
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Less Gain, More Pain
Andronici, Justine and Katz, Debra S.; Ms. Magazine; 2008This magazine issue feature an article asserting that during rough economic times, women are subjected to sex discrimination more than ever and they are more vulnerable to layoffs. Employment lawyers have seen a huge influx of complaints about discriminatory terminations from women from all different employment sectors. These women seem to be targeted by male managers holding the long outdated bias that men need their jobs more than women. Another negative effect of the recession is the increase in work women are forced to take on without the recognition of a higher title of higher pay. The Equal Employment Opportunity Commission has shown that in 2007 charges of discrimination filed by women are already up 6.8% since 2006. Article can be found under "Law Section" in the Fall 2008 issue.
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Living Wage Ordinance San Francisco
The Minimum Compensation Ordinance (MCO), which became effective October 8, 2000, generally requires City contractors pay employees: 1) no less than the MCO hourly wage in effect, 2) 12 paid days off per year (or cash equivalent), and 3) 10 days off without pay per year.
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Living Wage Policies and Wal-Mart: How a Higher Wage Standard Would Impact Wal-Mart Workers and Shoppers
Dube, A., Luce, S., Graham-Squire, D., & Jacobs, K.; UC Berkeley Labor Center; December 2007This study examined the effects of raising the minimum wage at Wal-Mart to $10 an hour. Overall, it was discovered that raising the salaries of low-wage workers between $1,020 to $4,640, significantly helped those living below 200% of the federal poverty level annually. To make up for the increased costs, the study found that if the cost burden was placed on increased product prices, the average customer price would only increase by $0.36.
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Making Change
(2002). Catalyst; 2002This publication addresses the challenges to recruiting a diverse workforce and the five steps to success that will help make your organization an employer of choice for a diverse talent pool.
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Making Flex Time a Win-Win
Hewlett, Sylvia Ann; The New York Times; December 12, 2009This article discusses how in an down economic smart companies are beginning to turn the availability of 'time' into a tool to attract, retain and engage high-performing talent of both sexes. Best practice of how some companies are benefiting from flex time options for their employees are provided.
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MAS Holdings
Companies Leading the Way: Putting Principles into Practice; UNIFEM, United Nations Global Compact; March 2010('MAS') is a major apparel manufacturer in Sri Lanka with manufacturing plants in India & joint ventures in China, Mexico, Indonesia with Design studios in the US, UK, & Hong Kong servicing brands such as Victoria's Secret, Nike and Speedo, GAP, M&S, DIM Branded Apparel and Hanes. MAS has a work force of 40,000 employees, with 75% of its total workforce and more than 80% of employees at its apparel manufacturing plants being female. MAS followed the UN Global Compact in its code of conduct and has prioritized workplace safety, limiting the length of the work day, providing air conditioned facilities, serving meals, employing only people over eighteen, and giving pregnant women different colored hairnets so they can receive special care. Further, in 2003 MAS focused specifically on women with its 'MAS Women Go Beyond' program. This program was initiated to encourage female employees to work toward higher positions within the company by equipping them with the right skills. Initiatives include Career Advancement, Work-Life Balance Skill Enhancement and Rewarding Excellence. The program is currently in operation in 24 plants in Sri Lanka and India, including at the recently launched eco-manufacturing facility. Formal programs include English and IT classes, legal training, financial management and 'managing multiple roles' training. Additional classes have included reproductive health workshops and sexual harassment awareness sessions. Each year MAS recognizes 'Empowered Women' for their personal and professional achievements at a grand awards ceremony. The program has gained international recognition and resulted in a number of new CSR partnerships with companies such as Gap Inc. and Victoria's Secret focusing on female entrepreneurship, as well as the locally based organizations such as Sarvodaya Economic Enterprise Development.
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Mentor Net
Aimed at women and minorities, this agency offers a nationwide electronic mentoring network in the computer science field as well as a one-on-one email-based mentoring program and a detailed list of mentorship resources.
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Millennials and Technology Shake Up Workplaces
Tatti, Kristen; Northern Colorado Business Report; November 20, 2009With the advent of millennials joining the workforce, new request and expectations that are testing the boundaries of the traditional office are being brought with them. This article discusses the importance of blending the various generations (Millennial, Baby Boomer, Generation X, and Traditionalist) together in the workforce and how the dynamics and diversity between generations can actually be an asset.
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National Committee on Pay Equity (NCPE)
Founded in 1979, NCPE is a coalition of women's and civil rights organizations; labor unions; religious, professional, legal, and educational associations, commissions on women, state and local pay equity coalitions and individuals working to eliminate sex- and race-based wage discrimination and to achieve pay equity between women, as well as people of color, and men. NCPE's website offers many resources including research studies, articles, and charts related to the wage gap.
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National Institute for Women in Trades, Technology & Science (IWITTS)
IWITTS is a national organization that provides tools to educational institutions, police departments, employers, and women and girls themselves to help successfully integrate women into non-traditional and male-dominated careers -- such as technology and law enforcement -- via trainings, publications, products, e-strategies, and research projects. Careers can range from automotive technician to pilot, computer networking technician, telecommunications engineer, electrician and police officer.
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Nearly Half of U.S. Employers Fail to Implement Formal Diversity Recruitment Programs, and Diverse Job Seekers Are Taking Notice
Business Wire; November 2005This article details the findings of a study called “Bridging the Gap: Diverse Job Seekers, Employers and the Internet.” The report details the reasons why formal diversity recruitment is more appealing to candidates from diverse backgrounds.
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Newfoundland Initiative Supports Women in Skilled Trades
Blake, Laurie; Workplace; January 6, 2009This article discusses how Newfoundland and the Labrador's Minister of Education created an initiative to increase the number of women registering for skilled trades programs and successfully completing their apprenticeship training.
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Olympic Group (OG)
Companies Leading the Way: Putting Principles into Practice; UNIFEM, United Nations Global Compact; March 2010Is a leading Egyptian company in the manufacturing of household electronic appliances. Over the past years it has become a regional player and global market leader in this field. Recognizing the importance of the gender dimension to the success of the company, OG further committed itself to Gender Equality (GE). Its senior management is very supportive of the implementation of the Gender Equity Model in Egypt (GEME) within the company. The concept of 'diversity,' whether in terms of gender, religion, or race, is widely accepted and supported by senior management. To foster an empowering environment for those values, the company organizes a number of social events and programs on a yearly basis. Examples are: a mother's day event, a childhood day, and celebration of special religious feasts like the Holy Muslim month of Ramadan, among others. In 2008, the company also established a new department for 'Employee Relations' outside the existing Human Resources Department. Information about the Gender Equity Committee and GE training has been widely disseminated among employees via e-mail and other means of communication within the company (including posters and flyers). Additionally, a presentation on the steps followed to implement the GEME was circulated via e-mail. Lastly, OG has institutionalized the GEME and has developed a training module on GE to be used in a monthly training session organized by the company to different groups of employees.
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Paychecks Aren't Fair, That's Why We Need a Law
Feiner, Susan; WeNews; December 12, 2010After U.S. senators declined to debate the Paycheck Fairness Act in November 2010, Ann Michaud commended them for doing so in a Newsday opinion piece. Susan Feiner tackles Michaud's arguments, starting with her analysis of the wage-gap figure. She discusses how the wage gap actually widens when all women (including those working part time) are included in the figure and she identifies that women's work is under valued across the entire occupational structure.
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Poor Measurement: Building Economic Security and Reducing Poverty
Case, Annette; Spotlight on Poverty and Opportunity; November 16, 2009This article proposes a new poverty measure that calculates not only the number of people living in poverty, but how many Americans are able to make ends meet and whether or not they fall below the poverty line. The author contends that neither the current official measure, nor the most commonly cited alternative based on the recommendations of the National Academies of Sciences, offer an accurate assessment of how many Americans are making ends meet. This approach would highlight the gap between income poverty and economic security. The author recommends that lawmakers adopt a make-ends-meet measure alongside a revised income poverty measure to develop more effective policies that reduce poverty and increase economic mobility.
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Prime Group
Companies Leading the Way: Putting Principles into Practice; UNIFEM, United Nations Global Compact; March 2010Prime Group is regarded as one of the most competent, profitable, and first class investment banks in the Middle East region. In its annual corporate meeting, Prime Group adopted a new tradition of recognizing exceptional female employees who have proved distinguished performance and have applied managerial and leadership skills, or have supported fellow colleagues. In demonstrating Prime Group's high commitment to gender equality in the workplace, employees are asked to sign a form that explicitly states that they comply with the company's code of ethics and standard of professional conduct. The conduct includes, among other articles, forbidding harassment and discrimination, whether based on gender, race, religion, or age. Upon completion of the implementation of the Gender Equity Model in Egypt (GEME) initiative for the first time in the company, employees were surveyed to learn about their opinions on its effectiveness. Female respondents noticed additional benefits. Internal memoranda and e-mails were also circulated informing employees of the establishment of the Gender Equity Committee and its functions.
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PwC South Africa
Companies Leading the Way: Putting Principles into Practice; UNIFEM, United Nations Global Compact; March 2010Has made the retention and career development of its high-performing women a key goal with the launch of the A.W.A.R.E. program. Launched in May 2007, the program, which stands for Attract. Women. Advance. Retain. Empower., is aimed at helping to retain the firm's female talent at all levels and breaking the glass ceiling by strengthening the pipeline and pathway to leadership. Gender Advisory Council member and PwC South Africa Assurance Partner Anita Stemmet, who leads the program, says, 'We are focusing on core priority areas which we believe will contribute towards the retention of our talent, especially our females. These areas include: flexibility and work-life balance; reasons why women leave and do not return; dealing with prejudice; and networking, coaching and mentoring.' As part of the program, a dedicated team provides advice, guidance, and support to women in the firm on a variety of programs designed to support them in the workplace. Women also have access to a database which contains useful information and toolkits, such as forms to help them make a business case for flexible working, information on upcoming women's events and much more.
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Recruiting Women and Minority Attorneys
Warner Norcross & Judd LLP Attorneys at Law; 2009Law firm Warner Norcross & Judd aggressively works to recruit and retain women and minorities to their firm as attorneys and staff members. Their website offers descriptions of their practices and commitment to diversity.
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Recruiting Women Technoblog: Helping Educators Close the Gender Gap for Women and Girls in Technology
The Recruiting Women Technoblog is focused on ways to close the gender gap in science, technology, engineering and math education. It includes many photographs and recruitment strategies for women in new traditional fields and discusses ways to recruit and retain women and girls into STEM education programs.
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Renfe
Companies Leading the Way: Putting Principles into Practice; UNIFEM, United Nations Global Compact; March 2010Is a Spanish government-owned company that operates freight and passenger trains throughout the country. Renfe has implemented various provisions to ensure equality in professional promotion. Preferential criteria in favor of women are used to encourage women to choose 'male-dominated occupations.' Currently, Renfe is in the process of implementing a diagnostic study to enable the development of an Equal Opportunities Plan which will establish gender equality targets and a means of achieving them. As part of the diagnostic study, Renfe is utilizing various means to conduct its self-evaluation, including: analyzing its human resources processes, opening a communication space for employees and the company to engage in constructive dialogue, and establishing focus groups as a form of qualitative information research. Renfe is striving to keep its employees abreast of its progress toward an Equal Opportunities Plan through its company magazine and the intranet.
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Repsol YPF
Companies Leading the Way: Putting Principles into Practice; UNIFEM, United Nations Global Compact; March 2010Is a Spanish oil and gas company operating in over 30 countries around the world. The company is considered a leader in its industry throughout Latin America, and strives to be a leader in the realm of gender equality and the promotion of women within its business. Repsol YPF has specifically targeted diversity in management by establishing programs to increase the percentage of women in managerial positions. These programs include a system of comprehensive reviews of female employees to identify 'high potential employees,' and the creation of sixteen development centers (seven of which are exclusively for women) designed to examine the potential of the company's employees and to offer an insight into their interests and aspirations. Additionally, Repsol YPF places an emphasis on work-life balance and has established a Diversity and Work/Live Balance Committee which has taken various measures to improve the balance. Such measures include the implementation of flexible working hours, restricting the duration of meetings, providing an employee support service, and allowing for remote working.
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Rumors of Our Progress Have Been Greatly Exaggerated
Maloney, Carolyn B.; 2008This book describes Congresswoman Carolyn Maloney’s 2008 work in Congress on gender discrimination. Maloney’s work confirmed that the wage gap had only grown from 1995 to 2000 and discrimination could account for at least part of the discrepancy. Maloney urges women to proactively take action to raise women’s salaries and reduce the wage gap by understanding their qualifications and the corresponding pay, negotiating for a proper salary, and writing to Congress about the issue.
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San Francisco Nurtures Female Execs, Study Finds
Said, Carolyn; San Francisco Chronicle; November 19, 2009This article discusses the UC Davis Study of California Women Business Leaders and how though a glass ceiling still looms over California companies, it is less prevalent in San Francisco. In San Francisco companies, women accounted for 17.3 percent of top executives and 15.7 percent of directors. The article goes on to discuss the financial importance of including women in Corporate America.
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Shattering the Retirement Glass Ceiling: Women Need a Three-Legged Stool
Boivie, Ilana; National Institute on Retirement Security; May 2009This report examines the specific challenges facing women in retirement and assesses the policies that may help increase retirement security for women.
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State Anti-Discrimination Laws
The Wage Project (Women Are Getting Even)This database provides information on state by state anti-discrimination laws.
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Still A Man's Labor Market: The Long-Term Earnings Gap
Institute for Women's Policy Research; February 2008The report uses data from a 15-year longitudinal study and shows that women earned 62 percent less than men or only 38 cents for every dollar men earned. This is less than half of the more conventional measure of the pay gap based on year-round earnings of full-time workers for a single year, which stands at 23 percent, or 77 cents for every male dollar earned.
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Study Ties Wage Disparities to Outlook on Gender Roles
Vedantam, Shankar; The Washington Post; September 2009This article analyzes the Labor Department's National Longitudinal Survey of Youth which collected federal government surveys on the wage gap over the last 25 years published in the Journal of Applied Psychology. The study shows that men with egalitarian attitudes about the role of women in society earn significantly less on average than men who hold more traditional views about women's place in the world and that the gap in income between men and women who do the same work is actually a gap between men with a traditional outlook and everyone else.
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Symantec Corp.
Companies Leading the Way: Putting Principles into Practice; UNIFEM, United Nations Global Compact; March 2010In October 2007 Symantec adopted the Calvert Women's Principles, the first global code of corporate conduct focused exclusively on women's issues. In 2007, Symantec launched Symantec Women's Action Networks (SWAN) across the globe with the immediate goal of creating a work environment that supports and encourages women in achieving their career aspirations and the long term goal of increasing the number of women in the field of science and technology. SWAN chapters are designed to support and encourage women to further their careers at Symantec. Through SWAN, women have a forum for personal and professional networking throughout all levels of the company, providing them with opportunities for mentoring, building relationships and sharing information. For the last three years, Symantec has been a partner of the Anita Borg Institute for Women in Technology, and Symantec underwrote a study conducted by Stanford University and the Anita Borg Institute called "Climbing the Technical Ladder: Obstacles and Solutions for Mid-Level Women In Technology". Symantec sponsored the Women of Vision Awards and the Grace Hopper Celebration of Women in Computing conference for three consecutive years and invites technical women employees from around the globe to attend these conferences. Symantec is a member of the Society of Women in Engineering (SWE) and a sponsor of the annual conference for technical women. Through SWE, Symantec has awarded scholarships to technical women and has hosted events such as "Wow! That's Engineering" at which young girls are exposed to science and technology. In addition, SWAN chapters are engaged with local schools and other youth organizations to serve as role models for young girls and to increase interest and awareness of careers in science and technology. In EMEA, Symantec sponsors Women International Networking (W.I.N.) and Symantec has partnered with the London Business School and the Lehman Brothers Centre for Women in Business in its research on "Innovative Potential: Men and Women in Teams." In India, Symantec recently began working with Working Mother Media to help women develop relationships with other women from around the world in an international setting and support mutual advancement. For nontechnical women, Symantec partners with Catalyst and the Forum for Women Executives and Entrepreneurs offering opportunities to attend conferences as well as other membership benefits.
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Talent Management Evaluation Toolkit: Assessing Systems for Gender Biases
Warren, Anika K.; Catalyst; February 2009This toolkit provides human resources departments and diversity and inclusion practitioners with strategies for assessing talent management systems for vulnerabilities to gender biases and stereotypes, increasing awareness of the effects of gender biases within systems, and developing solutions for leveraging all talent by minimizing biases and stereotypes. It includes an overview of how the parts of the system are related, assessment steps, risk factors, and recommendations for customizing solutions.
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Terminated: Why the Women of Wall Street Are Disappearing
Raghaven, Anita; Forbes Magazine; March 2009This article discusses the effect of the financial crisis on women employed in the financial sector. Generally the recession affects men worse than women because men take on more cyclical jobs. The financial sector, however, functions differently. Before the crash, women constituted 64% of employment, yet 72% of the workers laid off have been women.
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The Business Case for Gender Diversity
Simard, C.; Anita Borg Institute for Women and Technology; 2007This article offers statistical reasoning for why gender diversity in technological fields clearly strengthens business outcomes. Research shows reaching out to technical women is crucial to a company's ability to attract and retain the human capital it needs to succeed.
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The Business of Empowering Women
Mckinsey & Company; January 2010This report presents a case for why and how the private sector can intensify its engagement in the economic empowerment of women in developing countries and emerging markets. The report draws on insights from interviews with more than 50 leaders and experts in the private and social sectors who focus on women's empowerment, as well as findings from a global survey of nearly 2,300 senior private sector executives, among others.
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The Caste System and CSR in India
Bal, Sharan; Corporate Social Responsibility in Asia; May 19, 2010For any company, national or multinational with a presence in India, the caste system represents both a social and human rights risk to the management of that company. It also represents an opportunity to institute change through its CSR policies and practice. Because of the caste system's intrinsic association with trade and employment, it makes it a critical CSR issue and differentiates it from other commonly understood aspects of diversity such as ethnicity. Corporations in India need to become caste conscious rather than caste blind if anything is to change. This article discusses some ways in which companies can become caste conscious.
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The Corporate Gender Gap Report 2010
Zahidi, Saadia & Ibarra, Herminia; World Economic Forum & INSEAD; 2010Leading companies are failing to capitalize on the talents of women in the workforce, according to the World Economic Forum's Corporate Gender Gap Report 2010. It is the first study to cover the world's largest employers in 20 countries and benchmark them against the gender equality policies that most companies should have in place but are, in fact, widely missing. The survey dimensions can be utilized as a tool for business to assess performance and implement gender equality policies.
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The Double-Bind Dilemma for Women in Leadership: Dammed if You Do, Doomed if You Don’t
Sabattini, Laura, Ph.D.; Catalyst; July 2007This extensive Catalyst study found that gender-based stereotypes inhibit women from advancing in corporate leadership. Both men and women senior-level executives in the U.S. and Europe state that women perform better in stereotypically feminine “caretaking skills,” while men surpass women in stereotypically masculine “taking charge” skills, deemed essential to effective leadership.
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The End of Men
http://www.theatlantic.com/magazine/archive/2010/07/the-end-of-men/8135/Earlier this year, women became the majority of the workforce for the first time in U.S. history. Most managers are now women too. And for every two men who get a college degree this year, three women will do the same. For years, women's progress has been cast as a struggle for equality. But what if equality isn't the end point? What if modern, postindustrial society is simply better suited to women? This is a report on the unprecedented role reversal now under way- and its vast cultural consequences.
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The European Code of Best Practices for Women and ICT
European Commission; March 2009The Code provides practices that not only attract women in Information and Communication Technology (ICT) but also keep them in the sector and help them reach their full potential, thereby contributing to the realization of equal opportunities goals.
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The Gender Agenda: Why Sex Matters
CNBC; February 8, 2010In a special televised debate from the World Economic Forum in Davos, Switzerland, CNBC's Ross Westgate challenged two teams of global business leaders to convince the audience to move beyond good intentions and toward effective action on gender equality.
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The Gender Dividend: Making the Business Case for Investing in Women
Greg Pellegrino, Sally D'Amato, and Anne Weisberg; DeloitteThis paper discusses how by acknowledging and investing in women, businesses can yield a significant return-a return known as the gender dividend. To fully capitalize on the gender dividend, however, countries and organizations must go beyond policies that focus on discrimination and develop solid strategies aimed at integrating women at every level. This report lays out the rationale behind why governments and organizations must look to women as key to their economic growth.
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The Gender Wage Gap by Occupation
Institute for Women's Policy Research; April 2009This analysis released by the Institute for Women's Policy Research (IWPR) shows that men out-earn women in nearly every occupation for which data are available. Of the more than 500 occupational categories for which sufficient data are provided by the Bureau of Labor Statistics, in only 5 occupations do women earn the same or more than men. Men earn more than women even in jobs that are most common among women, such as administrative assistants: women earn only 83.4 cents for a man's dollar; elementary and middle school teachers: women earn 87.6 cents for a man's dollar; registered nurses: women earn 87.4 cents for a man's dollar. The analysis uses 2008 data from the Bureau of Labor statistics.
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The Gender Wage Ratio: Women's and Men's Earnings
The Institute for Women's Policy Research; February 2008This short fact sheet gives statistics on median annual earnings for men and women, looking from 1955 through 2007.
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The Glass Ceiling Remains in Place
Olivarez-Giles, Nathan; Los Angeles Times; November 19, 2009This article summarizes the finding of a 2009 UC Davis Study on the presence of women in California corporations. The study found that there was still a glass ceiling at California's top publicly traded companies.
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The Glass Hammer
Glass Hammer is an award-winning blog and online community created for women executives in finance, law, technology and big business.
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The Legal Aid Society - Employment Law Center (Legal Information Fact Sheets and Other Self-Help tools)
These easy-to-read fact sheets cover a wide variety of employment law topics to help people understand their rights in the workplace.
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The Motherhood Penalty: Working Moms Face Pay Gap vs. Childless Peers
Young, Lauren; BusinessWeek; June 18, 2005This study showed that a woman who included PTA membership on her resume received 100% less call backs than a woman with the exact same resume, but without being on the PTA. In addition, mothers are offered an average of $11,000 less for a starting salary than their childless counterparts. The wage gap between mothers and childless women is larger than the gap between women’s and men’s salaries.
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The Nonprofit Workforce Coalition: Diversity and Inclusion Compact
The Nonprofit Workforce Coalition has drafted a Compact for the nonprofit sector. The goal of the Compact is to help nonprofit organizations prioritize and provide resources for ensuring the diversity and inclusion of Compact signing organizations.
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The path to equal opportunity: An investigation of best practices in employment and contracting
Sumner, Silverman; Thelton E. Henderson Department for Social Justice, University of California, Berkeley, School of Law (Boalt Hall); 2011.A survey of equal opportunity experts on the relative importance and perceived effectiveness of several commonly understood equal opportunity practices. The survey considered the role of leaders and outside partners, advertising, the selection of employees and contractors, the use of data analyses and goal setting, and the helpfulness of common practices such as diversity trainings, mentoring, skills development, and performance assessments.
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The Unenforced Promise of Equal Pay Acts: A National Problem and Possible Solution from Maine
Wyman, Elizabeth J.; Maine Law Review; 2003A useful resource that provides historical information on how the concept of equal pay for women and comparable worth came about within the United States. The article also discusses the pitfalls of the Equal Pay Act and state statues in solving the still existent wage disparity and gives a possible solution based on a model from Maine. (Subscription to LexisNexis required in order to obtain full article).
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The Wage Project
The WAGE Project is a nonprofit established to end discrimination against women particular to decrease in the gender pay gap. The website contains a wealth of information to that end, including steps individual woman can take. The site contains various databases that can be used to teach and write about sex discrimination in the workplace. Databases include information the latest news on sex discrimination, sex discrimination cases and consent decrees, federal and state anti-discrimination laws, women’s personal stories of sex discrimination, efforts by women faculty at MIT to eliminate sex discrimination, women’s advocacy, research, and legal organization dedicated to ending sex discrimination, and the status of women at Fortune 100 companies.
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The Way We Live Now: The New Gender Gap
Belkin, Lisa; The New York Times; September 30, 2009The author explains that history shows the successes of women in the workplace have all been in reaction to the position of men in the workplace. Even though women are on track to hold more than 50% of jobs in the workplace, this success does not necessarily mean equality as women still earn less than men.
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Titan Industries, Ltd.
Companies Leading the Way: Putting Principles into Practice; UNIFEM, United Nations Global Compact; March 2010('Titan') is an Indian company that is part of the Tata Group and that manufactures watches, jewelry, and eyewear. Titan has created opportunities for poor women from rural Indian communities and encouraged women's entrepreneurship through its program, Management of Enterprise and Development of Women ('MEADOW'). MEADOW originally provided women with jobs cleaning uniforms, but later evolved, through Titan's work with the NGO MYRADA, into a successful watch and jewelry movements and parts assembly company privately owned and run by women. Through MEADOW, women are given the opportunity not only to become wage earners but also to serve on the board of their company, receive business education, and to play significant roles in the company, including negotiating with Titan Industries. All of these initiatives have helped women to achieve status and respect in regions where they previously had little chance for professional advancement.
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Transgender Issues in the Workplace: A Tool for Managers
Human Rights Campaign Foundation; 2008This publication addresses many ways in which managers can implement workplace strategies that address discrimination against transgender employees. Benefits to these policies include enhanced corporate reputation, increased job satisfaction, boosted employee morale and productivity, reduced turnover, and decreased vulnerability to legal challenges.
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UC Berkeley Labor Center
Founded in 1964, the Center for Labor Research and Education (Labor Center) conducts research and education on issues related to labor and employment. The Labor Center carries out research on topics such as job quality and workforce development issues, and works with unions, government, and employers to develop innovative policy perspectives and programs. Studies include information on the public cost of low wage worker, living wage, labor law, immigrant worker, working women, job quality trends, and young workers.
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UC Davis Study Of California Women Business Leaders; A Census of Women Directors and Executive Officers
UC Davis Graduate School of Management & Forum For Women Entreprenuers and Executives ; 2009This fifth-annual study details the presence of women at the very top of the 400 largest publicly held corporations headquartered in California. The findings paint a disappointing picture of female representation on the boards and in the executive suites of these high-profile companies — and it's clear that women continue to be an untapped resource. The same innovative thinking that drives the world's eighth largest economy is not propelling women into top leadership positions at the largest public companies in the Golden State.
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Unions and Upward Mobility for Women Workers
Schmitt, John; Center for Economic and Policy Research; December 2008This paper uses the most recent data available to examine the impact of unionization on the pay and benefits of women in the paid workforce. The data suggest that even after controlling for systematic differences between union and non-union workers, union representation substantially improves the pay and benefits that women receive.
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Unlocking the full potential of women in the U.S. economy
Barsh, Joanna & Yee, Lareina; McKinsey&Company; 2011.This report addresses how women contribute to the U.S. economy, how their work benefits individual corporations, what prevents women from making greater contributions to their companies, and what approaches can help companies unlock the full potential of women.
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Video: Yes, Virginia, There Is Still a Wage Gap
The Gloss; March 26, 2010Catalyst commissioned this video from Oscar-nominated short film director Bill Plympton. Though the graphics are cute, the reminder that even women with advanced degrees are still outearned by their equally skilled male counterparts is pretty sobering.
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Wages: Working for a living
Ethical Corporation; June 30, 2009This article details the complexities surrounding the concept and implementation of a living wage, one that is adequate for someone to support themselves and their family.
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Warning to Businesses: Keeping Female Talent Means 'Doing the Right Thing,' Survey
Justmeans; Simmons College; May 5, 2010There is no doubt that the ability to attract, motivate, and retain a talented pool of employees is crucial to any company's success. Representing about 50% of the total U.S. labor force, female employees are an important force driving not only firm performance, but also our national economy. This article discusses a survey in which 384 professional women responded to questions about their career needs, knowledge, and perceptions of Corporate Social Responsibility in their organizations, and their attitudes and behaviors toward their organizations. Findings indicate that women place more importance on the role business needs to play in society when selecting their employers, and that women seek power and leadership in the workplace not so much for personal gains, but to make a difference and make the world a better place.
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What CEOs Can Do To Close The Wage Gap
Women Are Getting Even (The WAGE Project); June 11, 2009Suggests simple strategies to discover inequalities, suggests resources for pay equity initiatives, lists professionals experienced in analyzing sex-based disparities, and gives examples of existing policies created to eliminate the gap.
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What is Pay Equity/Comparable Worth?
Haignere, Inc. & Pay Equity Research; June 11, 2009 Jobs traditionally held by women are paid less, even when the skills and responsibilities are comparable to higher paying jobs held by men. The discrimination against women’s work can be discovered and eliminated by using a gender neutral job evaluation system.
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When Steve Becomes Stephanie
Gary, Loren & Elliot, Brian; Harvard Business Review; December 2008This article details the case study of an individual who decided to change his gender identity and discusses the topic of transgenderization in the work place. Experienced company leaders suggest having policies in place ahead of time, so that when an employee is going through transgenderization, there is less confusion and fewer problems surrounding the transition.
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Why Gender Matters: A Resource Guide for Integrating Gender Considerations into Communities Work at Rio Tinto
University of Queensland's Centre for Social Responsibility in Mining & Rio Tinto; 2009Rio Tinto is a leading international mining group headquartered in the UK. Traditionally, the involvement of women in mining has been slight. Rio Tinto recognizes the importance of gender as a factor in social dynamics, community development, and stability. Thus, Rio Tinto tries to include women in every aspect of work in the field of mining. As a result of this initiative, Rio Tinto published a resource guide entitled 'Why Gender Matters' to explain key considerations regarding gender during the planning and implementation of gender-related policies and initiatives. The main notion behind this guide is the concept of inclusiveness and equality. Rio Tinto takes a 4-step approach to achieve this goal. Firstly, one has to know and understand the underlying gender situation. Cultural and religious differences differentiate the gender balance in each region or country and, thus, there cannot be one uniform gender policy. Second, plan and implement the community strategy with respect to the underlying gender issues into achievable long-term milestones. Also, align gender milestones with operational milestones to signal the importance and significance of gender-related goals. Third, monitor, evaluate and, if necessary, improve the current policy or strategy. There is the need to set-up a monitoring infrastructure which includes gender-sensitive indicators. Fourth, plants and business units must report and communicate which actions have been taken to address gender issues and the results of those actions. Additionally, gender-related performance needs to be reported just like regular operational reports.
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Why So Few Women: Women in Science, Technology, Engineering, and Mathematics
Hill, Catherine; Corbett, Christianne; Rose, Andresse St.; AAUW; 2010This report examines the reasons why there are relatively few women in the science, technology, engineering, and math (STEM) professions. The findings point to 8 environmental and social factors - including stereotypes, gender bias, and the culture of science and engineering departments in colleges and universities - that serve as barriers to women's participation and progress in STEM professions. The report also contains statistics on girls' and women's achievement and participation in STEM areas as well as suggestions for how to make the fields more open to all individuals.
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Why Social Workers Earn Less than Accountants: Pay Equity
PBS.ORGThis paper examines the wage gap between men and women and dispels some common myths associated with why women are paid less than men in all occupations, across all levels, no matter the amount of education or experience a woman has. Also discussed are methods to rectify the inequality created by the wage gap and the importance of comparable worth in determining employee salary.
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Women and the Economy Summit in San Francisco
KQED; 2011.An audio clip of an interview with Ann Lehman of the San Francisco Department on the Status of Women about the Gender Equality Principles Initiative.
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Women in Finance Paid Less for Comparable Work; More Are Reporting Pay Disparities
Workforce Management; March 2008This article discusses the findings of a survey on gender pay disparities conducted by the New York-based Financial Women's Association. The findings, based on responses from 259 members, indicate that women in finance are no better off than in 2002 and, in some areas, women might actually be worse off.
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Women in the Labor Force: A Databook-Table 26
U.S. Bureau of Labor Statistics; June 18, 2009This data is on wage and salary workers that are paid hourly rates with earnings at or below the Federal minimum wage. Data shows in every race and age range studied there are more women than men in the "below prevailing federal minimum wage" category.
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Women of Color in U.S. Law Firms
Batati, Deepali; Catalyst Women of Color in Professional Services Series; July 2009According to Catalyst's Women of Color in U.S. Law Firms, women of color face complex barriers compared to other groups that may significantly decrease job satisfaction and increase the intent to leave their current firm-factors that affect a firm's bottom line. The study has found that more than 75% of female minority attorneys at U.S. law firms will leave their jobs within five years due to continuing barriers to advancement.
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Women, Business and the Law
The World Bank Group; 2010The Gender Law Library is a collection of national legal provisions impacting women's economic status in 183 economies. The database facilitates comparative analysis of legislation, serves as a resource for research, and contributes to reforms that can enhance women's full economic participation.
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Women's Empowerment Principles - Equality Means Business
United Nations Global Compact & United Nations Development Fund for WomenA set principles for businesses developed by the UN Global Compact and UNIFEM offering guidance on how to empower women in the workplace, marketplace and community. The WEP emphasize the business case for corporate action to promote gender equality and women's empowerment and seek to point the way to best practice by elaborating the gender dimension of good corporate citizenship, the Global Compact, and the role of business in sustainable development.
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Women's Increasing Wage Penalties from Being Overweight and Obese
Lempert, David; Working paper no. 414; Boston/New York Regional Office; U.S. Bureau of Labor Statistics; 2007Discusses surveys taken between 1981 and 2000, and discovers that overweight white women are increasingly suffering from a wage gap even though the percentage of overweight adults is increasing.
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Women's Leadership Fund
The Women's Leadership Fund is an example of the growing interest of gender diversity within companies and is based on several studies suggesting that businesses with a higher proportion of women in senior positions perform better. The fund was developed in order to invest in companies which understand the need for greater female representation, and to take an activist stance against those companies with few or no women in executive or board roles.
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Women's Lower Wages Worsen their Circumstances In a Difficult Economy
National Women's Law Center; April 2010Lower earnings for women have a significant impact on the lives of women and the families that rely exclusively on their wages, especially in a difficult economy. This resource explains the difficulties caused by lower wages on women and their families.
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Working for the Woman? Female Managers and the Gender Wage Gap
Cohen, Philip N.; Huffman, Matt L.; American Sociological Review-Vol 72; October 2007This study found that having greater representation of women in management narrows the wage gap and that inroads made by women into upper-status managerial positions will "lift all boats" by also boosting the wages of women employed in non-managerial occupations. All women may benefit from the desegregation of managerial occupations, even those who do not themselves attain such positions.
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