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In 2021, the gender gap in U.S. workforce participation hit an all-time low. But of course, substantial gender disparities persist in pay, leadership representation, access to resources, and...
New research examines gender bias within four industries with more female than male workers — law, higher education, faith-based nonprofits, and health care. Having balanced or even greater...
Declining practices include gender diversity (88% in 2017 to 78% in 2024), racial diversity (76% to 69%), managers encourage respectful and inclusive behavior on your team (97% to 95%), flexible work hours (85% to 77%), career development programs tailored to women (55% to 54%), formal sponsorship programs tailored to women (31% to 16%), and ...
The World Economic Forum’s Global Gender Gap Report 2024 shows progress for women has slowed overall, but employment rates are up. The Economic Participation and Opportunity gap has closed by 17 years since the last edition – here's what that means for women and work.
Roughly half (48%) of working Democratic women and Democratic-leaning independents say they have experienced at least one form of gender discrimination at work, compared with a third of Republican and Republican-leaning women.
Gender differences in the workplace arise from inequitable treatment and outcomes. Gender inequities accumulate across the employee lifespan and at multiple levels. Intersectionality effects are reviewed, revealing inconsistent patterns. Directions for future research are provided.
Workplace sexism creates barriers to women’s success through unequal pay, gender stereotypes, and fewer promotions. To create parity for women in business, we first have to understand the factors contributing to gender inequality in the workplace, then find ways to combat it. Read on to learn how.
Gender inequality in the workplace takes many forms — unequal pay, disparity in promotions, incidents of sexual harassment, and racism. Often, it presents itself in more nuanced ways, like fewer opportunities for women who are mothers and a higher incidence of burnout in women.
Most women and men point to better work–life balance as a primary beneļ¬t of hybrid and remote work, and a majority cite less fatigue and burnout (Exhibit 5). And research shows that good work–life balance and low burnout are key to organizational success.
Between 2019 and 2020, the global women’s labour-force participation rate declined by 3.4%, as compared to 2.4% for men. 5 Women have been (re-)entering the workforce at a slightly higher rate than men since then, resulting in a modest recovery in gender parity.