We’ll be hearing a whole lot of buzz about wage parity this year — in part because groundbreaking research conducted by New York University, University of Pennsylvania and the University of Haifa in Israel identifies flat-out gender bias as the elephant in the room affecting wage parity. This new study, titled “Occupational Feminization and Pay,” is the single most comprehensive study on wage parity in the U.S. to date.
Northern California’s temperate climate, fertile soil and advanced water-supply system make the region a prime spot for commercial beekeeping, and even more so nowadays. Why’s that? Almonds, which need bees — lots and lots of bees.
For me, and all the mothers I know, the experience of being a parent has influenced every aspect of our lives, including our careers. I have found that women who make great leaders also make great mothers, and great mothers also have the skills to be great leaders. But employers don’t always see that connection.
I have an hourly employee who I cannot get to stop working off the clock. I’ve asked him to only work while on the clock, but the problem persists. I think he’s trying to be helpful, but I’m worried about our liability on the matter and am unsure how to address it with my employee.
I’ll admit, my best mentors have been men, and I am grateful for their unwavering support and guidance. I’ve also experienced the confusion and frustration when a female collaborator turned competitive, when a hand that could have opened a door instead shut it in my face.
It’s inevitable. You’re just getting into a groove with your business and team when someone announces she’s retiring, moving on, starting a family or going back to school. Or maybe you’re about to take a long-awaited vacation when you find out an employee has given notice.
Here’s an idea I share with my clients: We don’t actually get to decide what kind of leaders or communicators we are. Instead, the people in our lives decide the degree to which they value our impact. Whether you lead or manage people, look now through your employees’ eyes and ask, “Would I want to work for me?”
We are hiring for a new senior marketing position, and I decided to go with CMO for the title to help recruit a rock star from within our industry to potentially serve as my No 2. My director of fundraising, who I personally recruited four years ago, wants her title changed to Chief Advancement Officer for parity. She does good work but in my mind is not C-level material.
When Chris Treiber left the Navy in 2011, he set sail on uncharted waters. His 10 years of service offered no natural path into a good job. He’d spent his last five of those guarding prisoners and had no civilian job experience. He had a GED, having dropped out of high school in 10th grade. And at age 32, he had a wife and five kids to provide for.
It’s important for transplants to realize that our greatest strength can also be our greatest liability. What we bring to the table is a disregard for what, allegedly, cannot be done. But it’s important to understand the context in which our ideas are being received. We need to be just as willing to learn as we are to create.
Working hard to achieve something new should not be fodder for punitive action; it’s the maintenance of a poorly functioning status quo that should be looked at with a sideways glance. Perfection lives on the same continuum as failure. In life, as in work, we learn painfully but fully from our failures — that is when we grow.
At first everything’s great. You talk all the time, set life goals together, exchange notes. One day you notice the conversations have gotten shorter, the notes less frequent. Calls go unanswered. Maybe you two aren’t such a great fit after all. The problem is, this person manages your life savings.
After working the male-dominated world of technology and venture investment for more than a decade, Saville decided to take matters into her own hands.
This year’s list features innovators, disruptors and creators who are invigorating our cities and challenging the status quo. The impact they’ll make in our local communities and beyond will help define our future.
The best mentees need projects over which they can take ownership. They need space to try new ideas and provide feedback that is valued by leadership. If you’ve selected a brilliant team full of potential, you needn’t be afraid of doling out projects that require a more complex execution.
Today’s jobs report confirms much of what we already know: Workers are finding employment at a steady but unspectacular rate, private-sector job creation is good but not great, hours worked are ever so slowly ticking up and wage increases are pretty much nonexistent.
On March 18, I will send more than 50 SAFE Credit Union employees to the Metro EDGE Emerge Summit. This collaborative effort of Sacramento’s young professional leaders will create an amazing forum to consider new ways of contributing to the growth and transformation of the Sacramento region. Each year, this event draws hundreds of young professionals. The summit promotes innovation and broadens one’s network, all while offering professional development resources.
There’s a lot of credit given to those who are fearless. And it’s a worthy attribute, but it’s important that we acknowledge exactly what we mean when we laud fearlessness.
In last March’s young professional issue, we featured 10 of the top players leading the charge of change in our region (“The Next Wave,” Laurie Lauletta-Boshart). Take a look at what some of them have been up to over the last year:
Long gone are the days of employees spending 40 years in service to the same company. Some experts now say that you should plan to change employment every three to five years to continue to advance and grow. Whenever it comes time to leave your job, you’ll want to make a graceful exit both as a professional courtesy and in consideration of your reputation.