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Is it more profitable for workers and their employers to be "out" in the workplace? What's holding back the "model minority"? A compendium of groundbreaking research studies conducted by bestselling author and notable economist Sylvia Ann Hewlett and her team at The Center for Talent Innovation, Brainpower provides hard data to back up claims, including: The Power of "OUT", Off-Ramps and On-Ramps Revisited, Asians in America, and The X Factor.
The "off-ramping" or downshifting of many women in the workplace has serious ramifications not only for personal careers, but for businesses as well. This chapter outlines the demographic shifts and global competitive pressures facing today's organizations, making a case for gender diversity as part of the solution.
This chapter addresses the challenge of accelerating and expanding the scope of alternative work arrangements to reach the critical mass needed to transform corporate culture.
According to the author, there are six essential elements that need to gain real traction if a company is to fully realize female talent over the long haul. This chapter features case studies of Johnson & Johnson, Time Warner, and General Electric as it examines one of these essential elements: how to help women claim and sustain ambition throughout their careers.
According to the author, there are six essential elements that need to gain real traction if a company is to fully realize female talent over the long haul. This chapter addresses one of these essential elements, showing how companies are beginning to battle head-on the stigma and stereotypes associated with flexible work arrangements and other work-life policies and programs.
According to the author, there are six essential elements that need to gain real traction if a company is to fully realize female talent over the long haul. This chapter addresses one of these essential elements: policies that provide flexibility over the arc of a career and allow women to ramp up after taking time out of the paid workforce.
According to the author, there are six essential elements that need to gain real traction if a company is to fully realize female talent over the long haul. This chapter examines some emerging models of best practices as it outlines one of these essential elements: establishing a rich menu of flexible work arrangements.
Do you exude confidence and credibility? Can you command a room? Sylvia Ann Hewlett, one of the world's most influential business thinkers, cracks the code of Executive Presence (EP) for men and women intent on winning the next plum assignment and doing something extraordinary with their lives.You might have the qualifications to be considered for your dream job, but you won't get far unless you can signal that you're "leadership material" and that you "have what it takes." Professionals are judged on presence as well as on performance. Using a wealth of hard data--including a new nationwide survey and dozens of focus groups--Hewlett reveals EP to be a dynamic mix of three things: how you act (gravitas), how you speak (communication), and how you look (appearance). She also draws on in-depth interviews with a wide selection of admired leaders to reveal how they embody and deploy key elements of EP. This book is immensely practical. Hewlett teases out tactics that can help you raise your game and close the gap between merit and success. She offers the unvarnished advice you won't get from supportive friends and tackles head-on such touchy subjects as too-tight clothing and too-shrill voices. She shows how the standards for EP vary for men, women, multicultural, and LGBT employees, and she shares how to get meaningful feedback from politically correct bosses intent on avoiding the real issues. The good news is that EP is eminently teachable. You can learn how to "show teeth" while remaining likable, and you can teach yourself how to dress appropriately while staying true to yourself. You don't have to be born with the voice of James Earl Jones or the looks of Angelina Jolie to hurdle the EP bar. With hard facts and vivid examples, Hewlett shows you how to ace EP and fully realize your unique potential--no matter who you are, no matter where you work.
This chapter describes how high-level jobs are becoming more intense and more burdensome and are leaving women behind in new ways, providing yet another important reason for reexamining career paths and career drivers.
Who's pulling for you? Who's got your back? Who's putting your hat in the ring? Odds are this person is not a mentor but a sponsor. Mentors can build your self-esteem and provide a sounding board-but they're not your ticket to the top.If you're interested in fast-tracking your career, what you need is a sponsor-a senior-level champion who believes in your potential and is willing to advocate for you as you pursue that next raise or promotion.In this powerful yet practical book, economist and thought leader Sylvia Ann Hewlett-author of ten critically acclaimed books, including the groundbreaking Off-Ramps and On-Ramps-shows why sponsors are your proven link to success. Mixing solid data with vivid real-life narratives, Hewlett reveals the "two-way street" that makes sponsorship such a strong and mutually beneficial alliance. The seven-step map at the heart of this book allows you to chart your course toward your greatest goals.Whether you're looking to lead a company or drive a community campaign, Forget a Mentor, Find a Sponsor will help you forge the relationships that truly have the power to deliver you to your destination.
With talent shortages looming over the next decade, what can companies do to attract and retain the large number of professional women who are forced off the career highway?By documenting the successful efforts of a group of cutting-edge global companies to retain talented women and reintegrate them if they've already left, Off-Ramps and On-Ramps answers this critical question. Working closely with companies such as Ernst & Young, Goldman Sachs, Time Warner, General Electric and others, author Sylvia Ann Hewlett identifies what works and why. Based on firsthand experience with these companies, along with extensive data that provides the most comprehensive and nuanced portrait of women's career paths, this book documents the actions forward-thinking companies must take to reverse the female brain drain and ensure their access to talent over the long term.
The findings were announced at The New York Times auditorium with presentations by Sylvia Ann Hewlett, one of the authors of the study and Founder and President of The Center for Work Life Policy, and Lisa Belkin, the author of the New York Times Magazine cover story "The Opt-Out Revolution" which caused a media firestorm about time-outs from careers ("off-ramping") in 2003 and inspired the Center's first study of the trend in 2005.Since the recession, the study found, timeouts or "off-ramping" from a career for childcare or other reasons have become increasingly unaffordable to women whose income has become increasingly important to family budgets. Getting back into the workforce after a timeout has become even more difficult. 73% percent of women trying to return to the workforce after a voluntary timeout for childcare or other reasons have trouble finding a job. Those who do return lose 16 percent of their earning power and over a quarter report a decrease in their management responsibilities and 22 percent had to step down to a lower job title. And many women can't sustain the increased hours at most jobs today when saddled with an uneven share of family childcare and household responsibilities. Unless companies facilitate off-ramping and on-ramping more effectively, women's earning power and promotion opportunities will never measure up to the linear, lock-step progression of male careers. And over the long term, companies will lose out on the valuable contributions of women, who represent 58% of the highly credentialed talent pool."As women experience difficulty getting back on the career track, confidence and ambition stall, and many women end up downsizing their dreams," says Hewlett. "Five years after the original study, this research continues to have profound implications: off-ramps and on-ramps are here to stay and employers should sit up and pay attention-or suffer the consequences of sidelining and side-swiping 58 percent of the highly credentialed talent pool."
Until now, the line has not been clearly drawn between the corporate closet and the revolving door. New research from the Center for Work-Life Policy quantifies the loss to U.S. companies that fail to create a workplace hospitable to their lesbian, gay, bisexual, and transgender employees. Our data show the consequences of LGBT employees forced to keep their lives and loved ones a secret from colleagues. Also included in the report are cutting-edge initiatives employed by a range of companies to break down barriers for their LGBT employees.
According to the author, there are six essential elements that need to gain real traction if a company is to fully realize female talent over the long haul. This chapter focuses on one of these elements, illustrating ways in which companies are beginning to honor and support work-life challenges that go beyond biological children and the nuclear family.
According to the author, there are six essential elements that need to gain real traction if a company is to fully realize female talent over the long haul. This chapter looks at some common career drivers for women, addressing one of these essential elements: recognizing and rewarding altruism.
An era of vibrant diversity is rewriting our culture, schools, workplaces and history. But more than a decade into the twenty-first century, talent of color are not breaking into the top executive ranks in numbers proportionate to their achievements and demographic mass. To move past lingering bias and subtle exclusion, people of color need the powerful advocacy of sponsorship. This robust relationship capital drives engagement and retention, fostering workplaces of inclusion, authenticity and innovation. Sponsorship levers talent of color and syncs progressive organizations with a rapidly diversifying world.
Sylvia Ann Hewlett and Cornel West, a white woman and a black man, join to address the burning social issue of our time: the virtual abandonment of parents-poor and middle class-by America's business, political, and cultural elites. In what is both a visionary and intimate book, Hewlett and West present a blueprint for parent empowerment, which they call the Parents' Bill of Rights for the 21st century, which gives new value and dignity to the parental role and restores America's commitment to the well-being of children. With candor and hope for the future, the authors seek to unite America's 62 million parents behind an agenda that spans the divides of race, gender, and class.
Despite the fact that women these days are highly credentialed, they are not being promoted or advanced at a rate commensurate with their weight in the talent pool. This chapter examines the male competitive career model that excludes or marginalizes so many women and highlights the importance of overturning this model to create alternative pathways to power.
The war for talent is heating up in emerging markets. Without enough "brain power," multinationals can't succeed in these markets. Yet they're approaching the war in the wrong way-bringing in expats and engaging in bidding wars for hotshot local "male" managers.The solution is hiding in plain sight: the millions of highly educated women surging into the labor markets of Brazil, Russia, India, China, and the United Arab Emirates. Increasingly, these women boast better credentials, higher ambitions, and greater loyalty than their male peers.But there's a catch: Attracting and retaining talented women in emerging economies requires different strategies than those used in mature markets. Complex cultural forces - family-related "pulls," such as daughterly duties to parents and in-laws, and work-related "pushes," such as extreme hours and dangerous commutes - force women to settle for dead-end jobs, switch to the public sector, or leave the workforce entirely.In Winning the War for Talent in Emerging Markets, Sylvia Ann Hewlett and Ripa Rashid analyze these forces and present strategies for countering them, including: Sustaining ambition through stretch opportunities and international assignments Combating cultural bias by building an infrastructure for female leadership (networks, mentors, sponsors) Introducing flexible work arrangements to accommodate family obligations Providing safe transportation, such as employer-subsidized taxi servicesDrawing on groundbreaking research, amplified with on-the-ground examples from companies as diverse as Google, Infosys, Goldman Sachs, and Siemens, this book is required reading for all companies seeking to strengthen their talent pipeline in these rich and expanding markets.
This chapter provides a wealth of data and information on why women leave the workforce and the difficulties they encounter trying to reenter, proving the inadequacy of the conventional male career model that continues to dominate corporate culture.
Gen Xers should be stepping into crucial leadership roles and starting families. However, this book reveals that Gen Xers are taking a different life path. Their extreme work schedules, strong career ambition, and changing mores contribute to their high level of childlessness. Gen X was hit by an economic triple whammy: college-related debt, multiple boom and bust cycles, and the housing slump. As a result, Gen X is the first generation not to match their parents' living standards. These economic woes have hit Gen X the hardest. Boomers are not retiring, instead working an average of nine years longer than anticipated. This delays Gen X's career progression, resulting in the feeling of stalled careers. Yet the turmoil and instability that have been an integral part of Xers' lives have yielded unexpected benefits. Having been front and center for every major economic crisis of the past 30 years, Xers possess exactly the sort of resilience that organizations need as they face an uncertain future.
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