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postsCareer or Kindergarten?
A recent NY Times audio article talks about kindergarten programs which only host children for half a day. The programs set up the expectation that mothers will be there to pick up children for lunch.
How do you see this situation? Does this put women in an “either/or” dilemma – choosing career or family – but making both impossible?
“Katrin Bennhold looks at the lives of four working mothers in Germany and the difficulties they face managing careers and child care…”, get the full story here.
The related article can be found here. Also, be sure to watch Jennifer’s appearance speaking about parents returning to work on Fox & Friends earlier this year!
Jennifer Brown on Fox & Friends from Jennifer Brown on Vimeo.
Workforce Generational Diversity Today
We have all read the statistics about the changing nature of the workforce. Currently there are five generations that now share the workplace.
By 2015, Millennials will comprise the majority of the workforce, surpassing Generation X, and virtually taking the reigns from Baby Boomers. Is your organization prepared for this?
Please join JBC on the “Generational Diversity at Work Grows Up” webinar hosted by Diversity Best Practices tomorrow, February 18, 2010, at 11:00am-12:30pm ET. To register, follow this link … http://www.diversitybestpractices.com/node/497
We know that generational demographics are shifting, but has your company taken the time to plan? How does your workplace need to adapt in order to be inclusive of these diverse generations? What would your next generation workplace look like?
Jennifer Brown moderated this panel on generational workplaces at 4 GENZ 4 BIZ.
The diversity in generations manifests itself in the way different generations: approach work, relate to authority, view work/life balance, display different work styles, seek feedback, etc. Companies need to prepare themselves to manage this level of diversity in order to recruit, develop, promote and retain the best talent. This will require a new way of thinking about diversity in the workplace. It will also necessitate creating new platforms and processes in order to provide the customized work “experience” employees will demand.
Embracing generational diversity is as much about diversity as it is about the war for talent. Due to the tough economic times over the last several years, many employees have remained in positions and with companies that might not offer the entire package that suits their working needs. Therefore, once the economy improves there, there is a shift projected in the talent market because Millennials, most likely, will be the first to look for new jobs. Can your company afford to lose this talent?
If you would like to gain winning strategies and new insights into:
- Organizations like American Express, Toyota, and Boehringer-Ingelheim and how they have created innovative programs to engage all generations of workers
- Learn about generational workplace trends
- Learn best practices to capitalize on generational diversity in the workplace
Cross-posted in our Webinars section.
The Silence of Mammon
The recent Economist article, titled “The Silence of Mammon,” is a must-read for anyone interested in reshaping the business world. It presents several thought provoking points on the current nature of business and its impact on the global community.
In response to the widespread resentment over the last year and a half toward corporations, specifically investment banks, for their role in creating and exacerbating the disastrous economic conditions, the article sets forth a few good reasons to value businesses.
First, businesses are one of the primary impetus’ behind globalization. Over the past decades, companies have grown exponentially in their positive and negative impact to societies, cultures and the environment. Yet we need to point out the culture shifts that are, in fact and in part, helping the world develop; differing cultures are forced to work collectively for a common goal within a globalized market place. This level of cooperation differs from recent history when rapid cross-border communication and commerce did not always occur or was heavily influenced by each country’s political relations and political agendas. Economies are opened to new ways of developing; and students now have new ways of learning. For that, large businesses need to be recognized for their positive impact in this area.
Second, companies are, generally, trying to evolve beyond a “greed is good” mentality and create a multi-dimensional approach to value-add. Financial performance is sometimes the result of creating products that help people across the world. One result is the rise of standard of living in the global economy through cheaper medical and service products.
Third, corporations are some of the largest economies in the world and act as counterbalances to government power. Governments have been marred with corruption for quite some time. And although corporations have not been lily-white, there are different sets of accountability mechanisms that can help regulate behavior. One feedback mechanism for corporations is identifiable – consumers can refuse to buy products and services. It’s not perfect, but it’s a start.
In essence, the Economist article provides reasons to value corporations. Of course, as recent events show, these massive organizations can inflict great damage through poor choices on the well-being of a community. Yet, at the same time, corporations increase cultural cooperation, create better products, and act as checks against governments.
JBC works with large corporations to better accomplish these goals through increased diversity within the workplace, leading to innovation and skilled leadership.
-David Megathlin
Senior Director, Research, JBC
-Scott Nason
Associate, Research, JBC
Recent Team Photos
As JBC continues to grow, we engage with organizations in increasingly diverse locations to discuss our learning regarding best practices in building more highly effective organizations. This allows us expanded opportunities to explore the value and inclusion of all the differences that exist in our workplace, marketplace and communities at large. Please take a look over at our Team Page to read more about our expanding team. 2010 is going to continue to be a year of positive change for us, and we hope to pass this on to our friends and clients. Join our mailing list to stay in step with where we’re headed!
…A recent meeting in Manhattan with most of the team.
Swedish Diversity Consortium
Last week, I attended a roundtable meeting in Stockholm, comprised of diversity leaders from major companies across Sweden. I led a discussion on the link between Diversity, Leadership and Innovation and what companies can do to create forward-thinking diversity initiatives.
We had a very rich discussion around these issues. Here are just a few key learnings:
In a Swedish context, “Gender Equality” and “Diversity” can be two very different discussions, and, in turn, two different movements within an organization.
Gender Equality looks to diminish the power difference between men and women – and create a more equitable society and business culture for all. Typically, in the Nordic region, a “diversity initiative” (as an American might reference) would start with a focus on Gender.
Diversity, on the other hand, often refers to race, ethnicity and nationality differences. These would often be addressed as a second step in Swedish corporate “diversity” initiatives.
Additional diversity dimensions, such as age, sexual orientation, etc. have been more widely addressed in the public sector (with many inclusive laws both nationally in Sweden and across the EU), but they have not been explored as deeply in the Swedish private sector.
Secondly, the concept of public recognition is often culturally bound. In a US context, calling out differences is often a celebrated act, and instrumental in career development as differentiating yourself from competitors is key to success. On the other hand, in a Swedish context, calling oneself out as different is not as culturally appropriate. Swedish culture encourages people to remain similar to others, and not “hog the spotlight” (so to speak). This is closely linked to the Swedish word “Lagom” – meaning “Just Enough” or “Just the Right Amount.” This sentiment is seen in concrete ways, such as decoration (think about the last time you were in IKEA; rooms are decorated well and with “just the right amount” of accessories); a dinner (it would traditionally be inappropriate to have an excessive amount of food – you should have just the right amount); or even the amount you work and the recognition you receive from your work (work just enough – not 24/7; and receive an appropriate amount of recognition). Excess in each of these contexts would create imbalance.
Therefore, when rolling out diversity initiatives and praising work, external rankings for diversity initiatives, internal recognition and awards can often have a US flavor. It is true that people like to be praised for a job well done, but be careful as to how public this praise might be because cultural context can affect this.
Stay tuned for more insights into European Diversity from JBC!
David Megathlin, Senior Director of Research for JBC