How Companies are Rebranding Diversity Initiatives Amid Changing Landscape

How Companies are Rebranding Diversity Initiatives Amid Changing Landscape

As American businesses navigate evolving social, legal, and political dynamics, many are rebranding their diversity and inclusion efforts. Companies like Starbucks, Eli Lilly, and Molson Coors are replacing explicit terms like “Diversity, Equity, and Inclusion (DEI)” with broader concepts such as “talent” and “inclusive culture.”

Key Changes:

  • Eli Lilly: Removed “DEI” from its annual proxy statement while emphasizing workforce diversity.
  • Starbucks: Shifted representation goals to “talent” metrics for executive bonuses, while maintaining diversity targets.
  • Molson Coors: Rebranded its “People & Planet” metrics to focus on fostering an “inclusive culture.”

Legal considerations, like the Supreme Court’s ruling on affirmative action, have led many companies to revise their diversity strategies. Despite the changes, a majority of surveyed executives remain committed to enhancing inclusion programs.

Consultant Perspectives:

  • Johnny C. Taylor Jr. (SHRM): Advocates prioritizing inclusion by rebranding DEI to “IED” (Inclusion, Equity, and Diversity).
  • Eric Ellis (Integrity Development): Notes that rebranding diversity programs has occurred periodically since the civil rights movement.
  • Rhonda Moret (Elevated Diversity): Highlights a shift towards “Leadership and Inclusion” while balancing terminology changes with core values.

While the terminology is evolving, the goal remains consistent: fostering diverse, inclusive workplaces that reflect company values and comply with the changing legal landscape.

Read the full article:
https://css.washingtonpost.com./business/2024/05/05/dei-affirmative-action-rebrand-evolution/

Insights from Deloitte’s “Women @ Work: A Global Outlook 2024”

Insights from Deloitte’s “Women @ Work: A Global Outlook 2024”

In its fourth iteration, Deloitte’s “Women @ Work: A Global Outlook” continues to explore the complex landscape of challenges and barriers that women encounter in the workplace. This year’s report, drawing on responses from 5,000 women across 10 countries, offers a stark reflection on the state of gender equality and workplace inclusivity.

Persistent Challenges and Mental Health Stigma

The 2024 report underscores a persistent theme: the significant mental and physical health challenges faced by women, which are exacerbated by high stress levels and extensive working hours. Despite some improvements in workplace flexibility and hybrid work models, many women still report feeling excluded and undervalued, which contributes to ongoing mental health concerns.

The Impact of Domestic Responsibilities

One of the more pronounced findings is the impact of domestic responsibilities on women’s careers. The report highlights that women continue to bear the brunt of household and caregiving duties, even when they are the primary earners. This unequal distribution of domestic labor not only affects their mental health but also limits their career advancement opportunities.

Health Challenges and Workplace Support

Health issues related to menstruation, menopause, and fertility were reported as significant concerns that affect women’s work attendance and performance. The stigma surrounding these issues often prevents women from seeking support or taking necessary time off, impacting their productivity and well-being.

Safety and Inclusivity in the Workplace

Nearly half of the respondents expressed concerns about their safety at work, citing experiences of harassment and microaggressions. This indicates a critical need for workplaces to enforce stronger policies that protect women and promote a culture of respect and safety.

Gender Equality and Organizational Change

Interestingly, the report identifies a small segment of workplaces known as “Gender Equality Leaders,” where women feel supported, safe, and valued. These organizations are characterized by their proactive approaches to fostering gender equality and supporting women’s career advancement.

Looking Forward

The findings from Deloitte’s report serve as a call to action for organizations worldwide to reevaluate their policies and practices concerning gender equality. Creating supportive, inclusive, and equitable workplaces where women can thrive is not just a moral imperative but also a business one, as diverse leadership has been shown to correlate with better overall performance.

Deloitte’s “Women @ Work: A Global Outlook 2024” is a crucial resource for understanding the barriers that women face in professional environments and offers valuable insights into how these challenges can be addressed. For a deeper dive into the report and to explore detailed findings, read the whole report: https://www.deloitte.com/global/en/issues/work/content/women-at-work-global-outlook.html

New Study Highlights Overwork Disadvantages for Women

New Study Highlights Overwork Disadvantages for Women

Americans are known for logging more hours at work than most other developed nations, often linked to higher raises and faster promotions. However, a recent study published in Social Psychology Quarterly reveals how this overwork culture significantly disadvantages women in two key ways, whether they choose to overwork or not.

The study involved 230 U.S. employees who reviewed two hypothetical worker profiles with identical performance reviews but different working hours—one at 40 hours a week, and another at 60. Despite similar performance levels, the worker logging 60 hours was favored nearly 89% of the time for promotions and management training, indicating a strong overwork premium.

This bias puts women at a disadvantage for several reasons:

  • Women and Unpaid Labor: Women often engage in more unpaid household and childcare labor, which can limit their availability for extended work hours.
  • Efficiency Overlooked: Even if women complete the same workload more efficiently in fewer hours, their efficiency is undervalued compared to longer working hours.
  • Gender Bias in Overwork: When women do work longer hours, the study found they are less likely to receive the same rewards as men, who are often seen as more committed.

The findings suggest a critical need for organizations to move away from hours-based performance evaluations to more objective and results-oriented metrics. This shift could enable fairer assessments and help close the gender gap in workplace rewards. Moreover, promoting more balanced work hours and reducing the emphasis on overwork could benefit all employees’ health and overall workplace productivity.

For more detailed insights, read the full article: https://www.forbes.com./sites/michelletravis/2024/04/09/why-women-cant-overwork-themselves-out-of-workplace-inequality/?sh=2fe893e5485b

Women Earn Less than Men Whether They Work in the Same or Different Occupations

Women Earn Less than Men Whether They Work in the Same or Different Occupations

Whether women work full-time year-round, full-time per week, or whether all women with earnings are included, they face a substantial wage gap. Women who worked full-time year- round in 2022 made just 84.0 cents on the dollar paid to men. In 2023, the weekly earnings of women full-time workers were just 83.6 cents on the dollar paid to full-time working men and just 78.1 cents on the dollar when including both full-time and part-time workers with earnings.

https://iwpr.org/equal-pay-day-2024/#:~:text=or%20Different%20Occupations-,Women%20Earn%20Less%20than%20Men%20Whether%20They%20Work%20in%20the,the%20dollar%20paid%20to%20men.