A good board of directors should know where it has blind spots. Companies lacking the right mix of talent, experience and perspectives may miss opportunities, ignore threats and fail to hold management accountable.
Many US corporate boards today lack gender diversity. Among companies in the Russell 3000 index, just 18.5 per cent of directors are women. Even worse, one-sixth of companies have no female board members. Just 41 have reached gender parity. Incremental gains have been made, but change remains slow. This is why the Teachers Insurance and Annuity Association of America is making a concerted effort to push boards to be more gender inclusive.
> Read the full article on the Financial Times website
By Roger Ferguson
Source: Financial Times
An estimated one in seven people in the UK are neurodivergent, yet many struggle to get into jobs or progress in employment. For example, just three in ten of autistic people are in employment, with many of these jobs unstable or below their skill level. In the engineering sector, the call to recognise and harness the unique capabilities of neurodivergent talent has never been more pressing.
A desire from younger workers to earn high salaries early in their careers is a desire based on needs and not wants, data suggests. When asked about the main reasons for compensation increases, 31% said to pay for all their bills and expenses and 25% said to save money for the future.
At a recent training I was facilitating, I invited people to ask me anything anonymously using polling technology. While the questions always give me great insight into where people are struggling with issues of diversity, equity and inclusion (DEI), this question seemed more universal: “What do I do if my manager is not inclusive?”
