Most clients come to Borderless with a genuine desire to build diverse and diversity-capable leadership teams. That is, after all, our expertise. And at the top of their concern? Women in leadership.
Despite often well-intentioned initiatives on women and their careers, many companies still fall short of their goals. Rosalie Harrison explores some of the more common issues that we see plaguing the advancement of talented women.
By Rosalie Harrison
Source: Borderless.net
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?”
