The Invisible Carer: Employers need to do more to help their caring workforce

New research from My Family Care and the Employers Network for Equality & Inclusion (enei) has found that UK businesses are not doing enough to support their caring workforce – therefore running the risk of a talent retention crisis.  In a survey of 1,000 consumers and 100 employers, the study found that 40% of carers don’t get the support they need from friends, family and their employer and only 38% of employers monitor the caring responsibilities of their workforce.

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Employers claim they care about working mothers but don’t deliver on retention

How do pregnant women and young mothers feel during important their most important phases? New studies show that one of three women don’t see their needs supported when they are pregnant or as a mother of a young baby. However, employers view the support of pregnant women and those in maternity leave for their own good. Two studies, one British and one German, have identified a range of issues related to managing pregnancy, maternity leave and mothers returning to work that include signs for disadvantage and even discrimination. 

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Benefits from flexibility – agile working environments

Do you want your employees to be satisfied and productive at the same time? Research shows that agile working holds substantial benefits for employers – if they are able to provide several preconditions and to face the obstacles of managing a mostly absent staff. German academics especially see career opportunities for women deriving from flexible work arrangements, and a new example of agile working is now being implemented by a British law firm.

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“Oh, your German is really good!“ – How the experience of discrimination affects jobseekers

An Austrian study recently investigated how jobseekers are disadvantaged based on their ethnicity. While many studies already found that discrimination based on race is widespread in the Austrian labour market, the recent research adds new and profound insights. It shows that people belonging to ethnic minorities not only have lower rates of invitations for job interviews but – after having experienced discriminatory practices – also show less motivation and worse strategies for job seeking as well as a more negative perception of their own position and possibilities for finding a job.

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Timely study for Pride Season: LGBT research review offers insight for D&I practitioners

A systematic literature review on careers and workplace experiences of LGBT employees has recently been published in the Human Resource Development Review. It contains a discussion of empirical findings from 263 manually selected studies dating from 1985 until today. The content emerges from within business, management and broader social sciences disciplines. We have exclusively summarised the most important results on LGBT Diversity as a contribution to this year’s Pride season.

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Inclusiveness beyond traditional Diversity Dimensions: Levi’s engagement for people with HIV

The famous U.S. apparel company Levi Strauss & Co. is very committed to a topic, which is usually not associated with D&I programmes – at least not in public. HIV or AIDS. The firm goes beyond the traditional D&I portfolio and shows that Inclusiveness is also about being open and inclusive for people in specific situations. A few measures show how Levi’s has become a positive example in this respect.

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Sudden progress on two LGBTI taboo issues in Europe and in the Catholic Church in Germany

With networks for gay and lesbian employees having become a standard practice, the absence of LGBTI integration in many aspects of work life is often overlooked: transgender persons, gay employees in organisations belonging to the Catholic church, gays or lesbians in top management, homosexual images in advertisement. In two areas, we have seen surprisingly strong progress within a space of a few days: The Council of Europe adopted a comprehensive report on the discrimination of transgender people and a resolution based on this report passed its Parliamentary Assembly. Five days later, the German Bishops’ Conference adopted an amendment to its ecclesial labour law, which is likely to result in a huge improvement for LGBTI employees.

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Employer Branding: Jobmagazin KarriereFührer mit Schwerpunkt Diversity

Unter dem Titel „Vielfalt – viel Erfolg“ widmet sich die aktuelle Ausgabe des KarriereFührer, einem führenden Jobmagazin für Hochschulabsolventen, dem Thema Diversity. Auf zwanzig der insgesamt 36 Seiten stellt das Spezialmedium die Bedeutung des Ansatzes für AbsolventInnen dar und ruft dazu auf, dass sich Nachwuchskräfte ihrer Individualität bewusst werden und den Umgang mit anderen reflektieren.

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ARAG’s Corporate Journal features Cultural diversity

How does cultural diversity look like in everyday business life inside a company? This is what the cover story of the latest ARAG company journal is about. Under the heading ‘Living Diversity’, the main article provides insights into practical D&I experiences at ARAG, a leading German insurance group with subsidiaries in 13 European countries. In addition, the Journal interviewed Diversity expert Michael Stuber about the business potential of cultural diversity. Another story shows the International future of the company.

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Report on women in the telecommunication sector: Status quo and good practices

GSMA, the International association of mobile operators, has released a snapshot report on women in the ITC industry. The document, ‘Accelerating the Digital Economy: Gender Diversity in the Telecommunications Sector’, aims at providing a baseline for workforce evolution, sharing best practices and supporting the industry in shaping workplaces that take full advantage of gender diversity. It succeeds on the first objective as it focuses on female representation and (numeric) gap analysis. Beyond this, the report provides anecdotal practices that are widespread in various sectors and little impetus for going beyond.

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Study confirms that Millennials are misunderstood

Millennials value personal development and work-life balance over money and status. However, they are still ambitious and believe in their own ability to steer their career. This is one of many new insights from a large survey conducted by the INSEAD Emerging Markets Institute (EMI), the HEAD Foundation and Universum. The project was undertaken to challenge stereotypes about Millennials, those born 1984-1996, and soon to be the bulk of the future workforce.

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Vielfalt im Quadrat: Die Generation Y ist nicht nur anders, sondern in sich vielfältig

Im konkreten Kontakt mit abweichlerischen Anderen zeigt sich, wie weitgehend Diversity als Geisteshaltung verinnerlicht und Inclusion als Verhalten automatisiertworden ist. Die Generation Y bildet mehr und mehr einen knallharten Testfall für Diversity, denn sie bringt nicht nur – wie jede Generation – ein neues Wertegerüst mit (sich), sondern sie ist in sich vielschichtiger als gedacht. Daher muss der Mainstream nun üben: Mit den eigenwilligen Leistungsträgern der Zukunft klarkommen und sie nicht – wie andere Gruppen – in eine Schublade stecken. Aber Moment mal: Das hatten wir uns doch für alle Diversity-Themen vorgenommen, oder etwa nicht?

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Sind wir nicht alle ein bisschen Y?

Die von der Generation Y verkörperten neuen Werte, die ganz wesentlich durch das Internet ausgelöst wurden, erfassen nach und nach ältere Manager-Generationen. Nicht nur jüngeren, sondern auch älteren Führungskräften wird Selbstverwirklichung bei der Arbeit wichtiger als Führung und Status. Zudem ist über alle Generationen hinweg ein höheres Bewusstsein für eine ausgewogene Work-Life-Balance sowie eine zunehmende Akzeptanz von Rückschritten hinsichtlich Hierarchie und Gehalt zu beobachten. Dies sind Ergebnisse des 4. Manager-Barometers von Odgers Berndtson, an dem mehr als 2.000 Führungskräfte teilnahmen.

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AXA Flexwork website showcases the variety of effective work arrangements

The business world is coping with major challenges resulting from changing values, gender roles and lifestyle preferences. While men want to be more involved with their families, women do not want to be forced to choose between their career and other parts of life. Also employees without a traditional family are seeking their personal work/life integration. AXA Winterthur has launched an innovative type of website that highlights a broad spectrum of different flexible work solutions along with personal examples from employees.

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Orange and L’Oréal: Some French giants are becoming more female in their management

The French multinational telecommunications corporation Orange is making progress towards its goal to have at least 35% of women on all levels of the organisation by 2015. Also L’Oréal reported at an International conference in Paris in October 2014 that they have almost reached their goal to have 50% of women in management (across all levels). Orange posted a 5% increase in female leaders between 2011 and 2013 alone.

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New study: Men seeking work-life balance are seen more favorably than women

Christin Munsch, professor of sociology at Furman University in San Francisco, has recently conducted a study on flexible work arrangements. Her spectacular results suggest that it is men rather than women who can take advantage out of such arrangements, while women might experience disadvantages. How is that possible and what does it mean for work/life-balance programmes and Gender Diversity in the workplace? A closer look provides some of the answers.

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