After a few decades of asking women to adapt to organizations, companies are starting to adapt their organizations to women. They are asking managers to learn new skills to manage a new more gender-balanced workforce and customer base. « We have spent decades thinking that the lack of balance in business was caused by women doing the wrong thing or saying the wrong thing or even wearing the wrong thing. This led to an elaborate panoply of “fix-the-women” “empowerment” programs. But now that women represent 60% of the educated talent on the planet, and half the incoming recruits of many companies, this argument is wearing thin. Half the population can’t be “wrong”, says Avivah Wittenberg-Cox, CEO of 20-first, one of the world’s leading gender consulting firms. 

In one of the first major studies on the role of the CEO in driving change on diversity and inclusion, London King’s College with the support of KPMG UK did research analyses on how CEOs of global organisations explain the need for action on gender to themselves and to others, and the kinds of leadership behaviours they use to help make change happen.

The report outlines what CEOs see as the challenges for achieving gender parity in their organisations, and explores the reasons why CEOs believe that gender parity is a goal worth pursuing. It highlights six critical leadership behaviours through which CEOs can support gender parity and shows how talking about gender parity in more personal and emotional terms can help ensure leaders leave a legacy of gender parity in their organisations.

Read the full report « Winning Hearts and Minds – How CEOs talk about gender parity »

A l’heure où apparaissent les premiers signes de la reprise économique et où les entreprises reprennent peu à peu confiance, ces dernières comptent sur leurs meilleurs employés et des recrues stratégiques pour stimuler et maintenir la croissance. Si elles doivent en ce sens offrir des perspectives intéressantes en termes de carrière, elles doivent en outre veiller au bien-être de leurs collaborateurs, comme le souligne la dernière étude Regus. Menée auprès de 20 000 cadres supérieurs dans 95 pays, cette étude délivre un constat sans appel : le travail flexible, défini comme offrant la possibilité de choisir quand et où travailler, constitue une mesure essentielle pour retenir et recruter les profils les plus doués.

Lire l’article « Le travail flexible limite la rotation du personnel » et l’infographie « Work any Where »

Every recruiter has had, or will have, the experience of a candidate declining a job offer, contrary to everything the candidate has said. This is a very expensive failure because at the time of the offer you have completed around 95% of the necessary work. If your second best candidate is not to your client’s liking, or if the second best candidate is not your candidate, then you either have to start the whole sourcing process again or lose the placement to a competitor. Why do candidates do this?

Read Ross Clennet’s analysis in the article « Why Candidates Decline Job Offers (And What To Do About It) »