Archive for the ‘Catalyst’ Category

2014 Catalyst Census: Women Board Directors

January 16, 2015 Comments off

2014 Catalyst Census: Women Board Directors
Source: Catalyst
From press release:

For the first time, Catalyst takes its 2014 Catalyst Census: Women Board Directors global, as the call for gender equality on boards grows worldwide. Created in partnership with The Data Morphosis Group, the new and expanded Census focuses on women’s share of board seats at stock market index companies across three regions and 20 countries, including the United States, Canada, Europe (14 countries), and Asia-Pacific (Australia, Hong Kong, India, and Japan).

Among the findings:

  • North America: Women hold 19.2% of S&P 500 board seats in the United States; and 20.8% of S&P/TSX 60 board seats in Canada.
  • Europe: Women’s share of board seats ranges from 7.9% in Portugal (PSI-20 index) to 18.5% in Germany (DAX index) to 22.8% in the United Kingdom (FTSE 100 index) to 35.5% in Norway (OBX index).
  • Asia-Pacific: Women’s share of board seats ranges from 3.1% in Japan (TOPIX Core 30 index) to 9.5% in India (BSE 200 index) to 19.2% in Australia (S&P/ASX 200 index).

High Potentials in Tech- Intensive Industries: The Gender Divide in Business Roles

December 2, 2014 Comments off

High Potentials in Tech- Intensive Industries: The Gender Divide in Business Roles
Source: Catalyst

Technology-intensive industries including high tech, oil and gas, and energy have grown rapidly in the 21st century, far outstripping other industries. Companies in these industries need employees with both the technical and managerial leadership skills to ensure their success—but the pipeline is leaky.

Women make up a significant proportion of the talent pool, particularly in business roles, which are often a pathway to the top. How can tech-intensive companies attract and retain high-potential talent from day one and hold on to them over time?

This report:

  • Identifies the gender gap women experience working in business roles in tech-intensive industries from day one.
  • Uncovers the barriers holding women back and provides insight into why women leave.
  • Provides recommendations on how companies can reverse these trends by attracting and retaining top female talent in business roles and becoming employers of choice for women.

Paying It Forward Pays Back for Business Leaders

June 14, 2012 Comments off

Paying It Forward Pays Back for Business Leaders
Source: Catalyst

What makes a leader effective? Sound decision-making, knowing how to manage people, taking charge, and inspiring others to achieve goals are a few of the qualities. But helping others develop their full potential is also an integral part of successful leadership. According to a new Catalyst report, it pays off not only for emerging talent but for those who invest time in cultivating them. And more women than men, it turns out, are helping others move up the ladder. High-potential talent who were themselves mentored, coached, or sponsored to advance in their careers are more likely to “pay it forward” by developing the next generation of leaders, according to Leaders Pay It Forward, the latest report in Catalyst’s series that examines the career advancement of high-potentials throughout the world.

And, paying it forward pays back: It benefits not only protégés but leads to career advancement and compensation growth for those providing the assistance—$25,075 in additional compensation between 2008 and 2010, according to the report. Why? It may be that developing other talent creates more visibility and a following within the organization for the high-potentials who are doing the developing, which leads to greater reward and recognition for the extra effort.

Women, the report finds, are even more likely than men to develop other talent. Sixty-five percent of women who received career development support are now developing new talent, compared to 56 percent of men, and 73 percent of the women developing new talent are developing women, compared to only 30 percent of men. This finding helps bust the oft-cited “Queen Bee” myth that women are reluctant to provide career support to other women and may even actively undermine each other.


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