#LizElting

[de-employment-solutions]

How To Find The Right Mentor For You As I thought about which relationships were the most successful and fulfilling, I realized they had one thing in common: the more work put into them, the more successful they were. https://www.forbes.com/sites/lizelting/2023/01/14/how-to-find-the-right-mentor-for-you/ https://www.instagram.com/p/CnhYp30OXIz/?igshid=NGJjMDIxMWI=

[humanengineers]

Five Traits Every Woman Leader Needs To Embrace Source | www.forbes.com | Liz Elting It’s no secret that women get penalized for the kinds of behaviors that earn men respect. This phenomenon has many knock-on effects, making it harder for women to advance in corporate or other organizational settings, normalizing bad behavior because it’s coded as masculine (and thus powerful), and perpetuating the idea that women are best suited for specific service roles. But perhaps the most frustrating is the way it makes women disregard their leadership potential. There’s a reason for that; the very behaviors and traits – ambition, assertiveness, an uncompromising vision – that women get picked apart over are the very behaviors we look for in our leaders. But there’s good news; you don’t have to give into that. And the best way to break through your own glass ceiling is to take possession of your bossy, ambitious, wonderful self. “Bossy” = Leader When a man takes charge, he’s a leader. When a woman does it, she’s being bossy. Even t... https://humanengineers.com/wp-content/uploads/2021/01/HR-L1.png https://humanengineers.com/five-traits-every-woman-leader-needs-to-embrace/?feed_id=2894&_unique_id=607aa296d09b6 https://humanengineers.com/five-traits-every-woman-leader-needs-to-embrace/?feed_id=2894&_unique_id=607aa296d09b6

[zenlesszonezero]

Join Zenless Zone Zero with Tsukishiro Yanagi, the deputy leader of Hollow Special Operations Section 6! Beneath her ordinary office lady exterior lies a meticulous, emotionally intelligent big sister to the team.

[obld-erau]

ICT and sports

After reviewing the article “The evolving group” and research on the success of the US Women’s National Soccer Team, I have taken away several key points. The discovery #1 involving group development through ICT is the initial glaring point the USWNT presents. The “emergence of shared ideal, vision, or dream” is exactly what the Women’s Team did to gain positive notoriety. The “…1999 squad went into that summer’s world cup with a grassroots campaign-doing its own marketing, staying late after every game to greet fans, and signing every autograph-to drum up excitement and get fans to attend games, it ended in a sold-out Rose Bowl as champions and living legends” (Elting, 2022).

In essence, they took ownership of their destiny. They understood collectively that if they were to achieve the level of stardom they desired, it would take more than simply winning games. They had to do the intangibles. Their bet paid dividends. The 1999 squad played in one of the largest stadiums in the USA at the time, in Giants Stadium in New Jersey; in front of a sell-out crowd. The “resonant relationship” discovery “…focus on establishing and subsequently maintaining of trusting, supportive relationships” (Boyzatis, et. al., 2006.).

As the struggle went on for better pay, benefits and “tv time” for the women’s team, they have bonded like no other. Despite many obstacles put in place to derail them, as they were some of the most vocal about women’s equality and combating unequal treatment of female athletes. These discoveries have combined to create a cohesion and culture that is iron-clad, versus the unbalanced USA Men’s basketball team of 2004. While the roster on paper were filled with all-stars such as Allen Iverson and Tim Duncan, many of the players from the previous USA Men’s Basketball Teams opted-out for the Olympics and hurt the chances of the team repeating winning a gold medal.

The team faced discovery #2 of ICT “…serves as a reality check in the group and creates the tension, experienced as the gaps or threats to the accomplishment of the shared ideal” (Boyzatis, et. al., 2006.). I can recall watching the 2004 squad. They had no cohesion, and players simply did not want to be there, as many of the second-tier players were called up due to the original choices opting out. It was a poor showing of the United States and a missed opportunity by many players to have the gift of representing their country for the game they love. In conclusion, I believe having some “skin in the game” makes all the difference for empowering the ICT theory into action. People must sense ownership of their actions, to believe in themselves and the process.

 Elting, L. (2022). The U.S. Women’s National Soccer Team—A Case Study In The Collective Power Of Women And Doing The Impossible. Forbes. Retrieved November 21, 2022, from https://www.forbes.com/sites/lizelting/2022/03/04/the-us-womens-national-soccer-team-a-case-study-in-the-collective-power-of-women-and-doing-the-impossible/?sh=30793076a5f2

‌Akrivou, K., Boyatzis, R. E., & McLeod, P. L. (2006). The evolving group: towards a prescriptive theory of intentional group development. The Journal of Management Development, 25(7), 689–706. https://doi.org/10.1108/02621710610678490

[feministfocus]

Paid Parental Leave: Working Women Call for Working Policies

photo by INTHEBLACK

by Divya Ganesan

Once upon a time in the 1970s lived a single version of a nuclear American family complete with a working dad and a stay-at-home mom who cared for the kids. The structure of an American family has changed but policies toward families have not. Today, the United States is the only developed country in the world that does not mandate paid maternity or paternity leave for working parents (Ingraham, 2018).

United States policies have not changed to address the increase of female participation in the workforce. Since the 20th century, the participation of women in the labor force has dramatically increased. From 1970 to 1990, participation increased by 25%. However, a lack of federally mandated maternity leave has meant that 40% of medium and large companies do not offer paid maternity leave to working mothers (Ingraham, 2018). As a result, there has been a trend in women working later into their pregnancies and returning soon after birth.  Laws like the Pregnancy Discrimination Act of 1978 aim to prevent discrimination against women in the workforce. Despite this act, discrimination still ensues. The number of pregnancy discrimination charges increased by 50% between 1997 and 2011 (Elting, 2018). An estimated 250,000 additional women are not given proper accommodations at their workplace. Although the Family and Medical Leave Act passed in 1993, which mandated 12 weeks of unpaid leave, moved the United States in a more progressive direction, the policy failed to mandate paid leave.

While other countries have adapted systems like paid maternity and paternity leave to equalize the workforce, the United States lags behind in 17th place. United State economic growth has the potential for further improvement through paid maternity and paternity leave. A study in 2013 showed that pregnant women still face discrimination in the job search process (Morgan, Walker, Hebl, & King, 2013). Women are more likely to sacrifice their careers to take care of their families than male partners. A Pew Research study found that 27% of women have had to quit their jobs to care for a child in comparison to only 10% of men (Graf, Brown, & Patien, 2019). 

But how does the United States compare to other countries on paid maternity and paternity leave? What are the benefits of having paid paternity in addition to paid maternity leave? Pew Research conducted an analysis of the paid maternity leave policies of 41 different countries. The smallest amount of leave given among countries, besides the United States, was 2 months. In 19 of the 41 countries, paid leave was primarily allocated for mothers. However, the most effective leave systems mandate paid maternity and paternity leave. Studies have shown that fathers who take at least two weeks of paternity leave built a stronger bond with their children and participated more in other responsibilities like changing diapers and getting up in the night (Labor, n.d.). Furthermore, studies highlight that fathers who take childcare leave are more likely to participate in child related chores 9 months later (Nepomnyaschy & Waldfogel, 2007, p. 1)

For example, Iceland’s model gives parents a combined paid leave of 9 months where parents are given 80% of their normal salary, a stark comparison to America’s policies, or rather lack thereof (Act on Maternity/Paternity, 2000). A Gallup Survey shows that since the Icelandic policy has been instated, women have developed more positive attitudes towards promotions and management positions (Act on Maternity/Paternity, 2000).  

At the federal level, the Senate and the House have multiple bills on the table that could address paid maternity and paternity leave. One such bill is the Strong Families Act  proposed by Senators Angus King and Marco Rubio that gives a 25% tax credit to firms and small businesses that offer gender-neutral parental leave. The strategy of taxation and awareness gives employers and employees positive attitudes on the policy as they are not losing money, increases consistency between states and reinforces gender equity. 

Ultimately, a system of paid parental leave will demonstrate the merited role of women in American society: to drive the world forward.

References

Act on Maternity/Paternity Leave and Parental Leave. (2000). Retrieved May 14, 2019, from Government of Iceland website:  https://www.government.is/media/velferdarraduneyti-media/media/acrobat-enskar_sidur/Act-on-maternity-paternity-leave-95-2000-with-subsequent-amendments.pdf

Addati, L., Cassirer, N., & Gilchrist, K. (2014, May). Maternity and paternity at work: Law and practice across the world. Retrieved from International Labour Organization website: https://www.ilo.org/global/publications/ilo-bookstore/order-online/books/WCMS_242615/lang--en/index.htm

Blau, F. D., & Kahn, L. M. (2013, January). Female Labor Supply: Why is the US Falling Behind? Retrieved from http://ftp.iza.org/dp7140.pdf

Browne, J. (2013). The default model: Gender equality, fatherhood, and structural constraint. Politics & Gender, 9(2), 152-173. doi:http://dx.doi.org/10.1017/S1743923X13000020

Devlin, D. (2015, February 5). What would it cost to have mandatory, paid parental leave? Retrieved May 19, 2019, from Forbes website: http://fortune.com/2015/02/05/paid-parental-leave-costs/

Elting, L. (2018, October 30). Why Pregnancy Discrimination Still Matters. Retrieved May 19, 2019, from Forbes website: https://www.forbes.com/sites/lizelting/2018/10/30/why-pregnancy-discrimination-still-matters/#3ea1bd5f63c1

Gíslason, I. V. (2007). Parental Leave in Iceland Bringing the Fathers In. Retrieved from Center for Gender Equality website: https://www.researchgate.net/publication/315056296_Parental_Leave_Bringing_the_Fathers_in

Graf, N., Brown, A., & Patien, E. (2019, March 22). The narrowing, but persistent, gender gap in pay. Retrieved May 21, 2019, from Pew Research Center website: https://www.pewresearch.org/fact-tank/2019/03/22/gender-pay-gap-facts/

Ingraham, C. (2018, February 5). The world's richest countries guarantee mothers more than a year of paid maternity leave. The U.S. guarantees them nothing. The Washington Post. Retrieved from https://www.washingtonpost.com/news/wonk/wp/2018/02/05/the-worlds-richest-countries-guarantee-mothers-more-than-a-year-of-paid-maternity-leave-the-u-s-guarantees-them-nothing/?utm_term=.98d9ae930a0d

Johnson, E.-A. (n.d.). The effect of own and spousal parental leave on earnings. Retrieved from IFAU website: https://www.econstor.eu/bitstream/10419/45782/1/623752174.pdf

Labor, DOL Policy Brief: Paternity Leave, Doc. (). Retrieved from https://www.dol.gov/asp/policy-development/PaternityBrief.pdf

Livingston, G. (2016, September 26). Among 41 nations, U.S. is the outlier when it comes to paid parental leave. Retrieved May 19, 2019, from Pew Research Center website: https://www.pewresearch.org/fact-tank/2016/09/26/u-s-lacks-mandated-paid-parental-leave/

Marinósdóttir, M., & Erlingsdóttir, R. (2017, November 1). This is why Iceland ranks first for gender equality. Retrieved May 14, 2019, from World Economic Forum: https://www.weforum.org/agenda/2017/11/why-iceland-ranks-first-gender-equality/

Morgan, W. B., Walker, S. S., Hebl, M. R., & King, E. B. (2013). A field experiment: Reducing interpersonal discrimination toward pregnant job applicants. APA PsycNet. http://dx.doi.org/10.1037/a0034040

Nepomnyaschy, L., & Waldfogel, J. (2007). Paternity Leave and Fathers' Involvement with their Young Children. Community, Work, and Family, 10(4). https://doi.org/10.1080/13668800701575077

Paid Family and Medical Leave. (2017, May). Retrieved from Brookings Working Group on Paid Family Leave website: https://www.brookings.edu/wp-content/uploads/2017/06/es_20170606_paidfamilyleave.pdf

Reykjavik. (2008, October 22). The Parental Leave System in Iceland. Retrieved May 19, 2019, from Focus Consultancy website: file:///Users/divyaganesan/Downloads/Parental%20Leave%20in%20Iceland-compilation%20of%20reports-FINAL.pdf

Sigmarsdóttir, S. (2018, January 5). Once more, Iceland has shown it is the best place in the world to be female. The Guardian. Retrieved from https://www.theguardian.com/commentisfree/2018/jan/05/iceland-female-women-equal-pay-gender-equality

Van Glezen, R. W. (2013, August). Paid leave in private industry over the past 20 years. Retrieved May 19, 2019, from Bureau of Labor Statistics website: https://www.bls.gov/opub/btn/volume-2/paid-leave-in-private-industry-over-the-past-20-years.htm

[vincenzabartl]

How Boards Can Challenge Predators in the Office

Liz Elting speaks with Sukhinder Singh Cassidy, Founder of theBoardlist who has served on multiple boards, about what responsibility a board of directors has toward a company’s employees in dealing with sexual harassment and predation, and how women serving in that capacity can and must contribute. from Forbes Real Time https://www.forbes.com/sites/lizelting/2017/11/16/how-boards-can-challenge-predators-in-the-office/ via IFTTT

[zenlesszonezero]

Join Zenless Zone Zero with Tsukishiro Yanagi, the deputy leader of Hollow Special Operations Section 6! Beneath her ordinary office lady exterior lies a meticulous, emotionally intelligent big sister to the team.

[transperfectlawsuit]

Transperfect Lawsuit Has A Lot at Stake. However it seems they care more about themselves than their employees

How hard must it be for Transperfect's employees to endure the in-fighting and manage to keep the company profitable? With much at stake including the continued services of various Fortune 500 companies, employee morale is the very backbone

The real travesty is the fact that this matter has been swept under the rug and placed on the backburner to the deadlocked legal struggle between the two CEOs.

According to Translations Ethics, a website dedicated to outing bad practices by Translation companies, "SWEATSHOP alert.... There was so much to say about the translation agency Transperfect that I decided to create a special entry for them. The complaints from translators seem endless. As a matter of fact, this company has very unethical methods and its business model seems to revolve solely on the systematic exploitation of its translators, who get paid under 4 cents per word. Their greediness knows no bounds and they have made a huge fortune finding ingenuous new ways to pay their contractors less. Even ProZ Blue Board cannot manage to salvage TP's reputation as the "likelihood of working again" earned by TransPerfect from its translators between January 2009 and the present is barely 24%. They even sometimes go as far as banning them. It appears that in fact, they sometimes have trouble paying their translators. And above all, who still hires this company but unaware clients who have been told translation is a cheap, quick, and automated process? But even if they end up collapsing under the weight of their shame, Liz Elting and Phil Shawe wont die of starvation like their cheap labour, since their gross profits amounted to $221 millions just for 2009, and $300 millions in 2011. TP is actually the 4th biggest language services company in the world, see this report on the profits made in 2011."

It's bad when your Human Resources Resigns -AND- your Public Relations firm, Metis, leaves your company over your Co-CEO drama. But what is being done to ensure a more positive experience for the employees? It sure isn't coming from the top.

[humanengineers]

How do I keep my team engaged when the world is on fire?

[obld-erau]

RB 5-Core Workplace Values

After taking the Core Workplace Values assessment exercise designed by Dr. Randall S. Hansen, I have identified the five values most important to me as an employee. They are opportunities for leadership, making decisions/having power to decide course of action, respect, autonomy, and cutting-edge technology. These values are most important to me due to my life and previous career experiences, unfulfilled career goals, and my genuine thirst for greater knowledge. I have been working since I was 14 years old. While I have had quite a few different careers in various fields, I can say that there have been two jobs I have felt career satisfaction and an acknowledgement of the unwritten social contract we as employees make with our employers.

This social contract is one of trust, commitment, and development as most of our lives we spend at work. We develop friendships, and social groups through our jobs a lot of the time. Gap Inc. and Spirit Airlines both embody the Genuine Ethical Values perspective Denning explains. Denning uses Southwest Airlines as an example, stating: “Its values are embedded in the organization-part of its fabric, its very strategy. The values are employee-centric and focus on providing value to customers while also having fun” (Denning, 2011). Working in an environment where fun is highly encouraged and part of the culture in my opinion, creates brand loyalty and increases productivity. When employees feel as if they own their work product, there is pride attached to that, thus making it personal and more involved.

Just this week, the director of security, who is approximately three levels above my position and answers directly to the CEO of the company wrote me a personalized email. The email titled “checking the pulse” had encouraging phrases such as: “I hope that you are finding our company a place where you would like to establish a long-term career”. Simple things such as this and having coffee get-togethers/working lunches; make our hard work seem like nothing but a labor of love. We work as a team, are rewarded for our successes, and follow one of my leadership staples of: “praise in public, discipline in private”.  

The core workplace values should be a telltale sign for employers to see if the employee fits with their workplace culture. Right now, employers are in disarray as there are more positions available than employees willing to work. The “great resignation” taking place is shaping how important core values of employees must be considered when putting together compensation and benefits packages. The pandemic and subsequent fallout:

“…changed everything; suddenly the same employee would look around and see their peers getting hired for more money than they’ve ever made before; they see their bosses on TV complaining they can’t get butts in seats without offering more money, effectively shouting ‘you could get paid more, and I’m not gonna do it!’ They see a market that should value them instead of just treating labor as a fixed cost of doing business. Why wouldn’t they quit?” (Elting, 2021).

This is a very interesting time in our history, as the employee is now the focus and some of the power the employer has wielded for so long, essentially holding employee’s hostage with the threat of unemployment has now been alleviated and reset. The cultural change of the “baby boomers” leaving the workforce and millennials being the lion’s share of employees, different rules and customs are taking place. According to Nai Kanell, Director of Marketing for SpaceIQ, trends such as remote work, work-life balance, flexible hours, and tech-driven workplaces are just some of the hard lines this generation have taken. The workplace ideals millennials have taken up closely match the Core Workplace Values I have identified in myself.

Resources

 Elting, L. (2021, November 11). The Incredibly Simple Reason Behind The Great Resignation. Forbes. Retrieved November 13, 2021, from https://www.forbes.com/sites/lizelting/2021/11/11/the-incredibly-simple-reason-behind-the-great-resignation/?sh=6662cadb5c4b

Kanell, N. (2020, December 17). 8 Millennial Workplace Trends Driving Change This Year. SpaceIQ. Retrieved November 14, 2021, from https://spaceiq.com/blog/millennial-workplace-trends/

Denning, S. (2021). The Leader’s Guide to Storytelling: Mastering the Art and Discipline of Business Narrative by Stephen Denning (2011–03-08). Jossey-Bass.

[obld-erau]

Week 5-Core Workplace Values

After taking the Core Workplace Values assessment exercise designed by Dr. Randall S. Hansen, I have identified the five values most important to me as an employee. They are opportunities for leadership, making decisions/having power to decide course of action, respect, autonomy, and cutting-edge technology. These values are most important to me due to my life and previous career experiences, unfulfilled career goals, and my genuine thirst for greater knowledge. I have been working since I was 14 years old. While I have had quite a few different careers in various fields, I can say that there have been two jobs I have felt career satisfaction and an acknowledgement of the unwritten social contract we as employees make with our employers.

This social contract is one of trust, commitment, and development as most of our lives we spend at work. We develop friendships, and social groups through our jobs a lot of the time. Gap Inc. and Spirit Airlines both embody the Genuine Ethical Values perspective Denning explains. Denning uses Southwest Airlines as an example, stating: “Its values are embedded in the organization-part of its fabric, its very strategy. The values are employee-centric and focus on providing value to customers while also having fun” (Denning, 2011). Working in an environment where fun is highly encouraged and part of the culture in my opinion, creates brand loyalty and increases productivity. When employees feel as if they own their work product, there is pride attached to that, thus making it personal and more involved.

Just this week, the director of security, who is approximately three levels above my position and answers directly to the CEO of the company wrote me a personalized email. The email titled “checking the pulse” had encouraging phrases such as: “I hope that you are finding our company a place where you would like to establish a long-term career”. Simple things such as this and having coffee get-togethers/working lunches; make our hard work seem like nothing but a labor of love. We work as a team, are rewarded for our successes, and follow one of my leadership staples of: “praise in public, discipline in private”.  

The core workplace values should be a telltale sign for employers to see if the employee fits with their workplace culture. Right now, employers are in disarray as there are more positions available than employees willing to work. The “great resignation” taking place is shaping how important core values of employees must be considered when putting together compensation and benefits packages. The pandemic and subsequent fallout:

“…changed everything; suddenly the same employee would look around and see their peers getting hired for more money than they’ve ever made before; they see their bosses on TV complaining they can’t get butts in seats without offering more money, effectively shouting ‘you could get paid more, and I’m not gonna do it!’ They see a market that should value them instead of just treating labor as a fixed cost of doing business. Why wouldn’t they quit?” (Elting, 2021).

This is a very interesting time in our history, as the employee is now the focus and some of the power the employer has wielded for so long, essentially holding employee’s hostage with the threat of unemployment has now been alleviated and reset. The cultural change of the “baby boomers” leaving the workforce and millennials being the lion’s share of employees, different rules and customs are taking place. According to Nai Kanell, Director of Marketing for SpaceIQ, trends such as remote work, work-life balance, flexible hours, and tech-driven workplaces are just some of the hard lines this generation have taken. The workplace ideals millennials have taken up closely match the Core Workplace Values I have identified in myself.

Resources

 Elting, L. (2021, November 11). The Incredibly Simple Reason Behind The Great Resignation. Forbes. Retrieved November 13, 2021, from https://www.forbes.com/sites/lizelting/2021/11/11/the-incredibly-simple-reason-behind-the-great-resignation/?sh=6662cadb5c4b

Kanell, N. (2020, December 17). 8 Millennial Workplace Trends Driving Change This Year. SpaceIQ. Retrieved November 14, 2021, from https://spaceiq.com/blog/millennial-workplace-trends/

Denning, S. (2021). The Leader’s Guide to Storytelling: Mastering the Art and Discipline of Business Narrative by Stephen Denning (2011–03-08). Jossey-Bass.

[zenlesszonezero]

Join Zenless Zone Zero with Tsukishiro Yanagi, the deputy leader of Hollow Special Operations Section 6! Beneath her ordinary office lady exterior lies a meticulous, emotionally intelligent big sister to the team.

[vincenzabartl]

A CEO & Self-Made Woman's Guide To Being The Boss

I’ve been running a company for a long time; we started TransPerfect out of a dorm room half my life ago. I didn’t have years of promotions behind me where I could learn the ropes or career mentors to shepherd me along. No, I dove brazenly into deep waters and forced myself to swim. I had to learn. from Forbes Real Time https://www.forbes.com/sites/lizelting/2017/10/30/a-ceo-self-made-womans-guide-to-being-the-boss/ via IFTTT

[vincenzabartl]

Us Too: How Companies Must Deal With Serial Predators

We can't prevent serial predation. But we can work to make the process of reporting it as safe, just, and helpful as possible, and we start with assuming that women probably aren’t lying; if Weinstein has taught us anything, it’s that this is the most believable thing in the world. from Forbes Real Time https://www.forbes.com/sites/lizelting/2017/10/24/us-too-how-companies-must-deal-with-serial-predators/ via IFTTT

[vincenzabartl]

Why Businesses Must Prioritize Women's Healthcare

If gender parity is something we’re going to be serious about, we have to be aware of systemic, institutional barriers against it. And there are few more pervasive, more insidious, and more difficult to combat than healthcare access. from Forbes Real Time https://www.forbes.com/sites/lizelting/2017/09/27/why-businesses-must-prioritize-womens-healthcare/ via IFTTT

[vincenzabartl]

What Ending DACA Means for Tech and the American Dream

Shutting down DACA undercuts a massive component of what has made the United States an economic powerhouse: confidence that the country will not turn on you. from Forbes Real Time https://www.forbes.com/sites/lizelting/2017/09/11/what-ending-daca-means-for-tech-and-the-american-dream/ via IFTTT

[zenlesszonezero]

Join Zenless Zone Zero with Tsukishiro Yanagi, the deputy leader of Hollow Special Operations Section 6! Beneath her ordinary office lady exterior lies a meticulous, emotionally intelligent big sister to the team.

[vincenzabartl]

How Silicon Valley Can Cut The Cord Of White Supremacy

In the face of the rising tide of white supremacism, many are looking to and calling for Silicon Valley to use its power to stand against bigotry. But what responsibility do tech companies have in stopping the spread of hate movements on their platforms? from Forbes Real Time //www.forbes.com/sites/lizelting/2017/08/28/how-silicon-valley-can-cut-the-cord-of-white-supremacy/ via IFTTT

[vincenzabartl]

The Google Manifesto Is Part of a Much Bigger Problem

In the last few years, we've witnessed a massive populist revolt against inclusion and diversity. And it’s playing out across every sector of our society -- including our tech companies. The Google Manifesto is just the latest volley in the culture war. from Forbes Real Time http://www.forbes.com/sites/lizelting/2017/08/14/the-google-manifesto-is-part-of-a-much-bigger-problem/ via IFTTT