from the world's big
Women and girls must be front and centre of coronavirus response and recovery.
Evidence shows that disease outbreak affects women and men differently, that pandemics exacerbate inequalities for girls and women, who are also often the hardest hit, and that women play an outsize role responding to crises, including as frontline healthcare and social workers, caregivers at home, and as mobilizers in their communities.
Here's how corporations can bring women out from the "leadership pipeline" and into actual leadership.
- Women in high-stakes positions are scrutinized far more than men, says Tina Brown, to the point that they feel they have to be "gold in a silver job" and be absolute perfectionists to merely keep their position.
- For women, being a parent necessitates parental leave and companies must develop ways to keep females engaged so that they are able to integrate back into work smoothly. Women, too, must lobby for this change.
- Six to eight months of sequential parental leave may not be the best approach for keeping women engaged and on their career paths, says Brown, who thinks it might be more productive to take trenches of time throughout your career as a parent, as opposed to one huge chunk.
When everyone knows and plays their role, it helps the team operate at a higher level.
- Building off of the "three archetypes of people" idea established by Malcolm Gladwell, Cotential CEO and co-author of the bestselling book "Get Big Things Done" Erica Dhawan argues that we are all now some form of "connector." The next step is to find ways to connect intelligently.
- Dhawan says that there are three kinds of connectors: thinkers, enablers, and connection executors. Each brings a unique skillset to a team, and all are necessary for growth and success.
- The key is to create a work environment where the three groups are not functioning as separate departments, but are working together and leveraging those skills to strengthen the team.
How can you give and receive more productive feedback? Form a psychological contract with a trusted partner.
- Feedback is a gift, says business psychologist Dr Melanie Katzman. Giving or receiving feedback can be a formal part of our jobs, but in Dr Katzman's assessment, we often don't go far enough with feedback.
- Katzman suggests creating a psychological contract with a partner who you respect and trust. In that contract, you agree to exchange extremely honest feedback by mutual consent in a safe and trusting way.
- In this video, she lays out the rules for such a contract and how you can embark on one. This kind of feedback is not advised without a clear contract as people can feel you are going out of bounds. So be clear, be mutual, and then be extremely candid.
What factors explain the gender pay gap?
- The report was conducted by the investment firm Arjuna Capital, which has been publishing the Gender Pay Scorecard for the past three years.
- Only three companies — Starbucks, Mastercard and Citigroup — received an "A", as defined by the report's methodology.
- It's likely that discrimination explains part of the gender pay gap, but it's a complex issue that often gets oversimplified.
Arjuna Capital<p>Of the 50 companies, only three received an "A" score: Starbucks, Mastercard and Citigroup. Meanwhile, 25 companies received an "F", though it's worth noting that 11 of those 25 companies didn't disclose any data at all.</p><p>Arjuna says shareholders can help close the gender pay gap by pressuring companies to disclose gender pay data.</p><p style="margin-left: 20px;">"Investors have effectively used shareholder dialogues and proposals to move this process forward," the report states. "The continued growth of the gender and racial pay gap shareholder campaign, combined with an annual scorecard identifying industry leaders and laggards, will help improve corporate disclosure and practices, advancing the goal of pay equity."</p><p>Arjuna and other parity advocates especially want companies to disclose a specific measure of the gender pay gap: the unadjusted median pay gap, which is the raw difference between the median earnings of men and women. In contrast, the adjusted pay gap controls for factors like age, educational attainment, geography, hours worked and seniority. The adjusted pay gap is almost always narrower than the unadjusted version, so companies tend to prefer reporting this measure.</p>
Arjuna Capital<p style="margin-left: 20px;">"Many of the companies in the GPS report both adjusted and unadjusted gaps, but only for U.K. operations," the report states. "In fact, the only companies to report both adjusted and unadjusted median global pay gap numbers are Citigroup, Starbucks and Mastercard."</p><p>For example, Citigroup reported that its adjusted pay gap was only 1 percent, but its global unadjusted median pay gap was much bigger at 27 percent. Starbucks had the lowest median pay gap, paying women 98.3 cents on the dollar versus men, while reporting an adjusted pay gap of zero.</p><p>Arjuna concluded its third annual Gender Pay Scorecard by emphasizing the importance of disclosing gender pay data:</p><p style="margin-left: 20px;">"The first step is for companies to analyze their current pay structures and disclose any gaps. Transparently addressing gender and racial pay gaps is essential to achieve pay equity and create more diverse companies."</p>
Does discrimination explain the gender pay gap?<p>It depends on whom you ask. Some say that the bulk of the disparity stems from gender discrimination. Skeptics of the gender pay gap say it's a total myth. Who's closer to the truth?<br></p><p>Obviously, it's complicated. There are many factors you could examine to find causes for the gap. For example, <a href="https://www.theatlantic.com/sexes/archive/2013/07/for-female-scientists-theres-no-good-time-to-have-children/278165/" target="_blank">pregnant women have to take time off work</a>, and mothers — for complex reasons, some of which are cultural — tend to spend more time caring for children. Both help to lower women's overall earnings. Another potential cause lies in the <a href="https://www.shrm.org/hr-today/news/hr-news/pages/more-professionals-are-negotiating-salaries-than-in-the-past.aspx" target="_blank">body of research</a> showing that men are more likely than women to negotiate salaries.</p><p>But one of the most compelling explanations for the gender pay gap is the fact that men and women make different career choices. On the whole, research on earnings between the genders shows that men tend to choose jobs in higher-pay industries, work more hours, work more dangerous jobs, and prioritize earnings over work-life balance.</p><p>Researchers at Harvard University recently conducted a <a href="https://scholar.harvard.edu/bolotnyy/publications/why-do-women-earn-less-men-evidence-bus-and-train-operators-job-market-paper" target="_blank">study</a> on gender pay disparity that focused on train and bus operators. The researchers wrote:</p><p style="margin-left: 20px;">"Women value time away from work and flexibility more than men, taking more unpaid time off using the Family Medical Leave Act (FMLA) and working fewer overtime hours than men. When overtime hours are scheduled three months in advance, men and women work a similar number of hours; but when those hours are offered at the last minute, men work nearly twice as many. When selecting work schedules, women try to avoid weekend, holiday, and split shifts more than men. To avoid unfavorable work times, women prioritize their schedules over route safety and select routes with a higher probability of accidents. Women are less likely than men to game the scheduling system by trading off work hours at regular wages for overtime hours at premium wages."</p><p>The findings align with a major <a href="https://www.shrm.org/hr-today/public-policy/hr-public-policy-issues/Documents/Gender%20Wage%20Gap%20Final%20Report.pdf" target="_blank">2009 study</a> conducted by the U.S. Department of Labor, which examined more than 50 peer-reviewed papers on the nation's gender pay gap. It found that the gender pay gap disparity "may be almost entirely the result of individual choices being made by both male and female workers."</p>
U.S. Department of Labor<p>But that doesn't prove that gender discrimination is nonexistent in the workplace. After all, even statistically adjusted data shows a gender pay gap. Additionally, biased cultural forces may partly explain why women make certain career choices; for example, some <a href="https://money.cnn.com/2017/02/28/technology/girls-math-science-engineering/index.html" target="_blank">research</a> suggests that women are encouraged not to pursue careers in science and engineering at a young age.</p><p>So, how much does discrimination factor into the gender pay gap? It's hard to say. Some research has found discrimination to be responsible for <a href="https://www.theguardian.com/world/2019/aug/22/gender-pay-gap-discrimination-found-to-be-most-significant-contributor-to-inequality" target="_blank">39 percent</a> of the gender pay gap, while others say discrimination accounts for just a few cents of the disparity. Gender discrimination is simply hard to quantify.</p><p>But what the research does conclusively show is that anyone who says the gender pay gap is completely a myth or completely a societal injustice is oversimplifying the issue. </p>