General Motors shareholders last week elected a slate of directors that includes more women than men. The automaker is just one of four members of the S&P 500 with a majority-female board, evidence that the shift towards gender parity remains disturbingly slow.
But there is no agreement on how to accelerate the process. Much effort focuses on disclosure. The US Securities and Exchange Commission in February required companies to disclose whether particular board candidates were selected by taking into account self-reported diversity characteristics, and Democrats in Congress are pushing a bill to force companies to reveal diversity data about boards and executives.
> Read the full article on the Financial Times website
By Teresa Johnson
Source: Financial Times
It’s a persistent myth: if a company recruits enough employees from underrepresented racial and ethnic groups, a sufficient number will, over time, rise through the organization to create a diverse culture at all levels. But that is not happening.
The script at BIO this year could not have been more clear: Progress on diversity is being made, but more work needs to be done. Yet still, an undercurrent of biotech’s all-boys brand-of-old tugged at the heels of efforts to bolster those long-excluded from positions of authority.
Another vital antidote to the labor shortage is fixing the care economy, made up of people who provide paid and unpaid care. (See “Overview of the Care Economy.”) Within the care economy, two related and somewhat hidden issues are crucial to the long-term health of the US labor market.
