The wage gap between men and women and the underrepresentation of women in senior leadership roles have been well-documented. One study introduces a new approach to exploring gender disparity in the workplace: the knowledge, skills, and abilities (KSAs) required to perform a job. Knowledge refers to the information acquired through academic studies or formal training. […]
Read More… from Women Given Jobs with Less Work Requirements Undermining Career Prospects
In addition to traditional static, job-oriented, high-performer talent management initiatives and programs, companies should approach talent management through a skills-matching perspective focused on aligning individual skills with organizational goals and strategies. A study based on in-depth interviews with 34 senior HR leaders from eight countries including Singapore, China, the United States and several European countries […]
Read More… from Talent Management Focused on Skills Leads to Strategically Agile Companies
Middle managers play a key role in implementing the talent management programs of an organization, as they are instrumental in identifying high-potential individuals and supporting the development of their knowledge and skills. Any talent management role is complicated, however, by the position of middle managers as a bridge between the strategic-oriented top leadership and the […]
Vicarious learning, that is, learning from the experiences of others in the organization, including your peers, has always been a vital component of collective learning in any organization. Traditionally, vicarious learning was achieved through direct observation or formal knowledge transfer opportunities. However, these learning strategies are disappearing in the knowledge-intensive industries of today, where work […]
Read More… from Learning from Your Peers: The Power of Storytelling
Promoting your accomplishments is necessary to advance in your career. While self-promotion increases perceptions of competence, it reduces perceptions of warmth and empathy and increases the potential for an overall negative impression. Researchers in human behavior and psychology call this the “self-promotion dilemma.” If you promote yourself, you might come across as more competent, but […]
Read More… from How to Self-Promote Without Making a Bad Impression
As more politicians and courts turn against Diversity Equity Inclusion (DEI) programs, more firms and organizations are proactively dropping these programs to avoid future lawsuits. How will this trend impact the prospect for future gender equality in the workplace? A team of legal scholars from Vanderbilt University, the University of Virginia, and the University of […]
Read More… from DEI Under Fire and the Future of Gender Equality
The retirement of boomers from the workforce offers opportunities for companies to fulfill their promise to diversify their leadership by encouraging and enabling more women, LGBTQ+, people of color, Native Americans, and any other members of non-dominant social groups to move into senior roles. However, many barriers remain for this new generation of diverse leaders, […]
Read More… from Developing Psychological Capital for Aspiring, Diverse Leaders
Emerging technologies from AI to quantum computing and genetic engineering have launched a Fourth Industrial Revolution an era, accelerated by COVID-19, that is transforming the workplace. Through in-depth analyses of 1.3 million job advertisements from 2014 through 2020, a research team from the London School of Economics and Citi Global Data Insights reveal which work […]
Read More… from As Technology Upends Jobs, Which Skills Pay More?
One of the dominant assumptions in leadership theory is that some people are meant to lead and others are meant to follow. This assumption is based on the belief that the mindset and behaviours of a leader—to want to take charge, to be dominant, confident, and optimistic—are completely different from the mindset and behaviours of […]
In June 2023, PWC released the results of its fourth annual Global Hopes and Fears Survey, in which 54,000 workers in 46 countries shared their views on future threats and opportunities. About a quarter of respondents to the survey said they were looking to change their jobs over the next 12 months, indicating that the […]
Read More… from How Leaders Can Help Employees Adapt for the Future
