Resources
The GEP Initiative has collected a robust set of resources to assist companies in learning about and implementing best practices in the 7 GEP issue areas. These resources include academic articles, policy suggestions, examples of corporate best practices, organizational websites, and tools to help streamline change within corporations.
The resources and assessment tools on this website were gathered and developed with direct help from many companies, non-governmental organizations, and individual experts in gender, human rights, labor, employment, and legal issues.
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Cascading Gender Biases, Compounding Effects: An Assessment of Talent Management Systems
This 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 (More...)
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. (Hide)
Article.
Unwritten Rules: Why Doing a Good Job Might Not Be Enough
This second report on the unwritten rules of career advancement asks whether the strategies to career success identified in the first report apply equally to a (More...)
larger sample of respondents and for women and men of different backgrounds. It finds that, regardless of gender and ethnicity, unwritten rules play a major role in career advancement. In addition, when it comes to learning about advancement strategies in the workplace, observation, seeking out mentors, and soliciting feedback are the most effective ways to learn about unwritten rules for advancement. (Hide)
Article.
Unwritten Rules: What You Don't Know Can Hurt Your Career
In this report, sixty-five women and men from a variety of industries and roles described many behaviors and individual skills that are helpful to advance or (More...)
valued when it comes to promotional opportunities. Respondents said that they wished they had known that 'just' working hard is not enough to succeed or that they had been more aware of organizational politics and about the advantages of self-promotion. (Hide)
Article.
Decoding Generational Differences: Fact, fiction...or should we just get back to work?
As Millennials become a larger part of the workforce, many have debated how they differ from older generations. This book is designed to deepen understanding (More...)
of millennials and describe how they differ from baby boomers; discuss solutions Deloitte has developed to address the business issues arising from generational differences and the changing workforce; encourage a change in mindset that is necessary for leaders to become more effective in attracting, retaining, and developing millennials as well as others in the workplace; and generate more by-in and active support for the solutions in place and those still to come. (Hide)
Article.
Tailoring the Workplace to Boomer Women
Boomer women are now participating in the workforce in larger numbers. Trends indicate that many women will be working well into their late 60s, challenging (More...)
the concept of a traditional retirement at age 65. This article details what Boomer women in the workforce want and how employers can retain these talented and mature workers. (Hide)
Article.