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Get to know Globalization 3.0: A pop quiz
After the first and second waves of globalization, we are firmly in wave three. See it clearly in this three-question quiz. ...
by Raina Brands Published 18 March 2024 in Brain Circuits • 5 min read
Organizations and their leaders should consider a range of ideas aimed at closing the gender pay gap, including the following four:
Resist the temptation to explain the gender pay gap away by pointing to factors such as women choosing lower-paid jobs and men being more numerous in senior positions. These factors also reflect gender bias. Instead, start from the assumption that the gender pay gap has arisen because there is gender bias in your organization. This may feel like an uncomfortable admission, but it will direct organizational attention to solutions that attack the root cause of gender bias.
Many firms inadvertently exacerbate the gender pay gap by encouraging – if not contractually obliging – pay secrecy. Women rarely know they are being underpaid relative to their male peers because they don’t know who’s earning what. Without this knowledge, they are unable to renegotiate their salary effectively. Many organizations are obliged to publish salary scales (e.g., universities and government departments). However, pay transparency can also be achieved informally by encouraging employees to share salary information with each other.
Organizations with top-level accountability for DE&I tend to be fairer in all areas, including remuneration. This means allocating human, financial, and attentional capital to DE&I and tackling issues such as the gender pay gap in a holistic manner. Organizations relying on piecemeal training and initiatives that delegate DE&I down to management level rarely gain traction on equality and equity efforts.
I’m convinced that the only way to close the gender pay gap is to demand systemic change from organizations themselves. Is yours doing enough?
Professor and Consultant at University College London School of Management, Co-founder of Career Equally
Raina Brands is an award-winning professor and consultant at University College London School of Management, also serves as the Co-founder of Career Equally, a notable endeavor in her distinguished career. A core focus of her research is to understand how the informal organization shapes individuals’ careers and how organizations can directly intervene in these processes to create more meritocratic and inclusive organizations. Her work has been published in the top journals in the field of management and has also garnered international press coverage.
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Professor and Consultant at University College London School of Management, Co-founder of Career Equally
Raina Brands is an award-winning professor and consultant at University College London School of Management, also serves as the Co-founder of Career Equally, a notable endeavor in her distinguished career. A core focus of her research is to understand how the informal organization shapes individuals’ careers and how organizations can directly intervene in these processes to create more meritocratic and inclusive organizations. Her work has been published in the top journals in the field of management and has also garnered international press coverage.
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Treat your organization’s core capabilities as services in order to open up to new opportunities for innovation. ...
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Inspiration can lead to meaningful change – especially if you prepare yourself and your team along the lines of these seven questions (and their follow-up). ...
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