"My mantra is 'it's not personal'"
Rebecca Salt



Blog

Archive

Taking gender out of the gender pay debate

Organisations that fail to ensure that all contributions – not just those with the loudest voices - are heard, valued and respected are undermining their own performance. They will promote and progress those that they hear and see. Others get left behind. The gender pay gap measures this effect. Gender bias is so ubiquitous that it can be easily measured. But what of the other groups of talent who don’t get heard? How damaging to people and profit is it to allow a culture to persist which measurably fails to recognise and apply its talent?

The board says take action on gender diversity

The board want to take action on gender diversity and now you have to respond. Read this before you do, as there are critical questions you need answers to before you develop a plan of action if you are to succeed.

How to deliver positive gender ratio changes in a year

McKinsey’s analysis of the organisations pursuing gender diversity strategies shows that most are failing to achieve the progress they wantedAnchor. This means that they are either doing the wrong things or that they are being poorly implemented. We now have over 10 years of widespread experience of businesses trying to deliver gender balance and learning the lessons about what does and does not work. So if you haven’t embarked on your gender diversity journey, the good news is that your opportunity is to get it right first time.

This article will introduce you to the critical components which enable organisations who strategically and financially commit to accessing the benefits of delivering gender balance to start reaping the rewards within a year

Do I have to be like them?

It’s not something that anyone gets to see or sample during the interview process for a job. Nor is it something you can read about on an organisations website. And yet it can prove to be such a significant factor that it can determine how long you stay with the organisation and whether you look back on your experience as the best years or the worst years in your career. We’re talking about the behaviours which are accepted and expected as part of the character and culture of the organisation. In some organisations, or parts of an organisation (specific functions or teams), while there may not be overt pressure to conform to the signature set of behaviours (language style, content and phrases, interaction style) non-conformity can keep you on the outside as they act as your passport to being visible, legitimate and credible.

Why should I consider company ‘politics’?

Last night I was reading John Le Carré’s novel ‘The Perfect Spy’, and came across these few lines:

"In every operation there is a ‘above the line’ and a ‘below the line’. Above the line is what you do by the book. Below the line is how you do the job."

Page 1 of 5 Next

Filter archive

Categories

Archive by Date