Since 2007, McKinsey has analysed the state of gender diversity in top management through its Women Matter series. In its 2013 report ‘Gender diversity in top management’, McKinsey have looked at what women want, why change has been slow, and how corporate culture can be modified.
The study’s findings provide an interesting insight into what is holding women back, and how corporations can, and must, change. It’s another essential read ahead of the Women in Leadership Forum on 5 October as part of the CPhI Congress in Barcelona. The Forum will feature a thought-provoking session led by Borderless Consultants Rosalie Harrison and June Nilsson.
Read: Gender diversity in top management
This is also a good time to remind you of the bonus reading list which we suggested at the start of our essential reads on Women & Leadership and Diversity series:
If you’d like to share your thoughts on any of the topics or readings we have covered, you can reach us on Twitter @borderlessexec #WomeninLeadership or LinkedIn http://bit.ly/2aAevd8
Trust and emotional connection play a key role in attracting and retaining workers, particularly as the nature of work continues to change, according to a Sept. 20 report based on HP’s first Work Relationship Index. The report showed that employees want to work for an employer with empathetic and emotionally intelligent leaders, and they’d even be willing to take a pay cut for such a job.
To drive greater internal employee mobility, companies may need to address talent “hoarding,” according to the report, if managers attempt to retain their best people. Leaders may need to consider incentives to encourage internal hiring and cooperation across the organization.
AESC is currently collecting responses to their Global Research: “Leadership, Opportunities and Transformation”. We encourage you to share your views on issues related to uncertainty, Artificial Intelligence, DEI and more by completing the survey.
