Emploie des femmes COVID

Suite à la lecture d'un article dont vous trouvez les liens dans cette page nous avons extrait des passages pour montrer que les personnes "non sexistes battissent" une construction sociétale et des actions de genre. Le féminisme a fait quatre erreurs importantes :

- Leur égalité est basée est sur un égalitarisme sexué 

- C'est le nombre de femmes qui fait l'égalité. C'est totalement contestable le nombre de femmes ou leur pourcentage n'est pas un marqueur d'égalité c'est même le contraire.

- Le féministe c'est un égalitarisme qui fait des actions sexuées et réserve des places suivant le genre par contre ce n'est pas du sexisme c'est de la justice sociale dans les financements il ne réclame pas l'équivalent en financement. 

- De quel droit on doit mettre en place des actions et des programmes pour un sexe, imposé des objectifs de féminisation, faire des partenariats avec les écoles pour remplir les objectifs de femmes, apprendre les mesures féministes dès le plus jeune âge est ce dire être pour la liberté de choisir alors qu'on a toutes les positions idéologiques radicales.

Cette idéologie a peur de toute contestation négative critiquer une de leurs mesures c'est patriarcat, sexisme systémique, misogyne être contre les femmes parce que les femmes sont obligatoirement féministes. Il faut dire elles doivent remercier leurs représentantes pour les places réservées dans la société au nom de ma communauté.

Le féministe n'a rien contre l'action ou le fait de faire cette liste  :

- De discriminer

- La construction sociétale sexuée

- Les mesures et action spécifique et sexué

- La répartition sexué

- L'égalitarisme idéologique

- Les financements spécifiques

- Les limitations de genre

- Le discours misandre

- La censure

Ce sont les mesures et discours habituelle et nous le déplorons le féministe n'a jamais été novateur :

le National Women’s Law Center

la diversité des genres dans les postes de direction n’est pas seulement un impératif moral ; c'est un avantage stratégique.

investir dans des programmes de formation pour aider les femmes à acquérir de nouvelles compétences et à rester compétitives sur le marché du travail.

Gender-Equal Policies: Implement and enforce policies that combat gender discrimination and ensure equal pay.

Développement du leadership : créer des programmes de développement du leadership pour permettre aux femmes de progresser dans leur carrière.

Sensibilisation du public : sensibiliser à l'importance de la diversité des genres dans le leadership et à ses avantages.

Culture d'entreprise solidaire : Favoriser une culture de travail inclusive et solidaire qui valorise la diversité et l'inclusion.

Les grandes entreprises ont reconnu ce besoin et prennent activement des mesures pour soutenir et autonomiser les femmes leaders sur le marché du travail. Grâce à une combinaison d'initiatives, de programmes de mentorat et d'engagement à créer un lieu de travail inclusif, certaines grandes entreprises ouvrent la voie aux femmes pour qu'elles excellent sur le marché du travail. Voici quelques entreprises à prendre en compte.

The Alexander Group

Comment il font pour arriver  à 35 % de femmes ou pour arriver à 20 % en 2017

Ils ont mis en œuvre des initiatives clés en faveur des femmes. Le groupe Alexander met fortement l'accent sur la formation en leadership qui favorise l'inclusion et la diversité. Leurs programmes de développement du leadership sont conçus pour doter les femmes des compétences et des connaissances nécessaires pour s'épanouir dans des rôles de leadership, tout en soulignant l'importance de créer des équipes inclusives et équitables.

L'entreprise a mis en œuvre des politiques et des pratiques non sexistes, comme des mesures d'équité salariale qui uniformisent les règles du jeu pour tous les employés. Cela comprend des modalités de travail flexibles, des politiques favorables à la famille telles que des horaires flexibles pour les employés ayant des obligations familiales et le travail à distance. En veillant à ce que les femmes aient les mêmes opportunités que leurs homologues masculins, le Groupe Alexander s'emploie activement à éliminer les obstacles à l'avancement des femmes.

https://www.alexandergroup.com/careers/life-at-agi/women-at-agi/

Additionally, the Alexander Group facilitates an event for women executives each year. The Women Revenue Leaders Forum features several sessions led by women executives from Marketing, Sales and Service. Executive attendees discuss ideas to attract and promote more women to the executive revenue leadership ranks and create more awareness and support for women and minorities in the workplace.

We are also proud to partner with Forte Foundation in their mission to launch women into fulfilling, significant careers through access to business education, professional development, and a community of successful women.

De plus, le groupe Alexander organise chaque année un événement pour les femmes cadres. Le Women Revenue Leaders Forum propose plusieurs sessions animées par des femmes cadres du marketing, des ventes et du service. Les participants exécutifs discutent d'idées pour attirer et promouvoir davantage de femmes aux postes de direction des revenus et créer davantage de sensibilisation et de soutien aux femmes et aux minorités sur le lieu de travail. Nous sommes également fiers de nous associer à la Fondation Forte dans sa mission visant à lancer les femmes vers des carrières épanouissantes et significatives grâce à l'accès à une formation commerciale, au développement professionnel et à une communauté de femmes qui réussissent.

https://www.fortefoundation.org/site/SPageServer?pagename=women_boards

https://5050wob.com/wp-content/uploads/2021/02/2020-Gender-Diversity-Index-Report-FINAL.pdf

In celebration of our tenth anniversary, we are pleased to present this year’s Gender Diversity Index, an annual review of the status of women on the boards of Russell 3000 companies. Women now hold a historic 22.6% of the board seats of companies in the Russell 3000, consistent with the steady progress women have made gaining board seats over the past decade.
In our first decade we achieved a lot of firsts: We were the first organization to lead an education and advocacy campaign that encouraged a national dialog about the issue of boardroom diversity. we were first to define gender diversity as a minimum of 20% women on public company boards. We introduced the first online directory of 3000 companies showing the gender diversity of their boards and made it freely available to the general public.
Some people said our goal was too ambitious, that companies should not be forced to add women but should diversify organically, when the time was right. Others said we were not aggressive enough. What we all agreed on was that the status quo was no longer acceptable and things had to change.
Ten years later, our assumptions proved correct. It took about a decade to get there; 20% was never meant to be the endgame, but rather, the first milestone. Our work is far from done. We look forward to a time when there is gender balance on boards, and when companies fully value women’s input.

3 | 2020 WOMEN ON BOARDS | GENDER DIVERSITY INDEX | 2020
Big Companies Continue to Lead Smaller Ones in Diversity
Women now hold 22.6% of the board seats of Russell 3000 (R3000) companies, up from 20.4% in 2019, and 16.0% in 2017—
a 6.6 percentage point increase over four years. The percentage of women in the 100 largest companies is 29.9%, up from 27.7%
in 2019. In the 1,000 smallest companies on the R3000, women hold 18.2% of the board seats, up from 15.7% in 2019.

Breakdown by Company Size
Larger companies continue to outpace smaller ones in adding women to their boards, with the largest companies well above 20%. The top 100 companies on the R3000 have nearly 30% women on their boards, and in the top 1,000 companies the percentage of women is 26.1%. But even the smaller companies are showing progress. In the R2001-3000 women now account for 18.2% of the board seats compared with 15.7% last year. We expect smaller companies to continue their progress and exceed 20% by next year.

Board Turnover
Since 2012 we have observed that boards have been adding seats to accommodate women rather than waiting for male directors to step down. This year, 469 companies added 523 board seats to accommodate women. Overall, women gained 902 seats. While men had a net loss of 470 board seats, men are still chosen to join boards more frequently than women. In 2019, 42% of the board seats went to women and 36% of the board seats went to women in the first half of 2020.

Industry Sector
Financial Services, Healthcare, Industrials and Technology join the list of industry sectors exceeding the 20% gender diversity goal this year. They are the largest sectors and represent nearly two thirds of all companies on the R3000.
Companies in 10 of 11 sectors now exceed the 20% goal, nearly double the number from last year. Every sector showed gains; only the Energy sector
is below 20% at 19.3%.

https://www.fortefoundation.org/site/SPageServer/?pagename=fortescholarships

Un témoignage qu'on adore

"To me, it feels empowering to be a woman that is not only getting an education but also majoring in a male-dominated industry, cyber security.”

https://30percentclub.org/

At least 30% representation of all women on all boards and C-suites globally.

How will we achieve it? These are our three strategic pillars…

Activate

Activate Chairs & CEOs as members

Influence

Influence those with power to drive change

Enable

Enable future women leaders

https://www.psychologytoday.com/us/blog/putting-america-to-work/202310/empowering-women-leaders

According to the National Women’s Law Center, it is estimated that 5.3 million women in the United States alone lost their jobs during the pandemic. While men have returned to their pre-pandemic labor force size, more than 1.1 million fewer women are in the labor force today than in February of 2020. Getting more women back into the workforce after COVID-19 is crucial for economic and societal progress, but women are still struggling to get there.

In today's dynamic business landscape, gender diversity in leadership roles is not just a moral imperative; it is a strategic advantage. Here are some strategies businesses should implement in visualizing the pathway to help more women recover from the impact of the pandemic and return to the workforce.

Flexible Work Arrangements: Encourage flexible schedules and remote work options to accommodate the balance of caregiving responsibilities. Consider this for all employees so a culture isn’t cultivated where only mothers or caregivers are exercising flexible schedules, but everyone is for a more balanced approach to their personal and professional spheres.

Reskilling and Upskilling: Invest in training programs to help women acquire new skills and remain competitive in the job market.

Mentorship and Networking: Promote mentorship programs and networks that connect women with experienced leaders.

Gender-Equal Policies: Implement and enforce policies that combat gender discrimination and ensure equal pay.

Waitlists can be long and extend beyond parental leave policies, which becomes a barrier.

Leadership Development: Create leadership development programs to empower women to advance in their careers.

Public Awareness: Raise awareness about the importance of gender diversity in leadership and its benefits.

Supportive Company Culture: Foster an inclusive and supportive workplace culture that values diversity and inclusion.

Leading businesses have recognized the need and are actively taking steps to support and empower women leaders in the workforce. Through a combination of initiatives, mentorship programs, and a commitment to creating an inclusive workplace, some major firms are paving the way for women to excel in the workforce. Here are some companies to take note of.

Government Initiatives: Advocate for government policies that promote gender equality in the workforce.

Research and Data: Continuously collect data on gender disparities and use research to inform decision-making.

The Alexander Group is committed to creating an inclusive workplace. They’ve implemented key initiatives in support of women. The Alexander Group places a strong emphasis on leadership training that promotes inclusivity and diversity. Their leadership development programs are designed to equip women with the skills and knowledge needed to thrive in leadership roles, while also emphasizing the importance of creating inclusive and equitable teams. Mentorship Programs is one of the cornerstones of The Alexander Group's approach to fostering women leaders. They pair experienced female executives with up-and-coming women within the organization, providing guidance, support, and invaluable insights into the complexities of leadership roles. These mentorship relationships help women build their confidence, expand their networks, and navigate the unique challenges they may encounter in their careers.

Accenture implemented the “Career Reboot Program," an exclusive program helping women return to the workforce after a career break. It is a part of the Vaahini network dedicated to women's empowerment.

Deloitte has a Women’s Initiative (WIN) that focuses on advancing women in leadership roles and advocates for inclusion on all fronts in the hopes of closing the gender gap.

Mercer's "When Women Thrive" initiative is a global research and consulting program focused on advancing gender diversity and equality in the workplace. Mercer is a well-known human resources and financial services consulting firm. The initiative aims to help organizations create more inclusive and equitable workplaces by providing data-driven insights, tools, and strategies to promote gender diversity, close gender pays gaps, and support women's career progression. It addresses various aspects of gender diversity, including leadership development, pay equity, and work-life balance, with the goal of helping companies foster a more diverse and inclusive workforce.

 

Manufacture USA  Economie / Entreprises