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
Neurodiversity is a fast-growing category of organizational diversity and inclusion that employers and managers need to be aware of in order to embrace and maximize the talents of people who think differently. Sam Bevan, director of emerging at Snapchat, joins Stephen Frost, CEO of Included to discuss inclusion of neurodiverse employees at work.
All signs point to an uptick in “femtech,” the all-purpose term that is applied to technology dealing with women’s health. More money is being invested in the sector, more enterprises are emerging, and there is, finally, a greater awareness of women’s healthcare needs.
Existing research has shown that moving up the socioeconomic ladder is becoming more difficult, and class bias has been shown to impact lifetime earnings. Few studies have investigated the workplace experience of those from different socioeconomic backgrounds. To fill this knowledge gap, the authors conducted a study on first-generation professionals (FGPs). Here’s what they learned about FGPs and what company leaders can do to support them.