New York City has a new law (Intro. 1253) that went into effect this month, preventing employers and talent advisors from seeking salary information from prospective employees (unless voluntarily provided or subject to public disclosure by law).
New York City has become the latest in the list of cities and states that are implementing new policies directly aimed at leveling the playing field, making it illegal for companies and organizations recruiting on behalf of a company to ask for the salary history of job candidates.
The combination of overlapping social media networks with passionate and vigilant consumers means that chief marketing officers and chief communications officers are never more than one errant tweet or unflattering video away from a crisis. But while crises generate urgency and headlines, managing a brand today is a 24/7 operation of monitoring, messaging and refinement.
In a notable panel at the recent Concordia Summit in New York, female executives from Mars Chocolate, Walmart and Virgin United joined leaders from civil society to discuss gender diversity and gender parity in the C-suite.
There is now broad consensus that having a diverse board, where directors are drawn from both genders and from an array of races and ethnicities, provides the breadth of perspective that is essential in today’s global dynamic environment. But heightened awareness does not always translate to greater progress.
In many respects the global airline industry appears to be flying high. Profit margins are up, load factors are at record levels, and fuel costs are down. But those benefits are unevenly distributed, varying widely by region, type of carrier, and individual airline.
In September 2014, Egon Zehnder UK committed to a target of 25 female chief executives on FTSE 1000 companies by 2025 - a five-fold increase from today. James Martin, UK head of HR practice, reflects on recent cross-generational discussion of the challenges facing organisations in achieving this - and the role of HR.
The need for greater international experience in boardrooms, especially in the U.S., has long been talked about, but with little real progress. Even S&P 500 boards remain very insular today. Yet the rapid globalization of markets seen over the past few decades will seem modest compared to the coming boom as new countries become top world economies.
When Egon Zehnder launched the 25 by 25 initiative last September, aiming to quintuple the number of female CEOs in UK FTSE 100 companies within a decade, we committed to the same target in finance. Given that men and women now enter the profession in almost equal numbers, this should be an achievable goal but, critically, it depends on overcoming obstacles which confront many women mid-career.
The findings of the 2014 Egon Zehnder European Board Diversity Analysis reveal: Women's share of European board seats increases to more than 20 percent, but progress stagnant in executive director and board leadership positions.
Companies with global aspirations require boards with global capability. So why don’t their boards reflect this new strategic direction? The findings of the 2014 Egon Zehnder Global Board Index™ reveal a Global Capability Gap, named by Egon Zehnder to describe the disparity between a company’s global footprint and the global experience of board members.
Board diversity is much more than simply a question of fairness. Lack of diversity represents a missed opportunity to bring in new thinking, insights, experiences, and knowledge – with regard to different markets, consumers, practices, and more.
A commentary by Ângela Antonioli Pêgas on roles that seem to be increasingly essential to "the superwoman": executive roles, mothers, companions, daughters, friends, top model, athlete, childhood education expert, travel agent and nutritionist ...
In today’s broader understanding, true diversity is a diversity of perspective, and inclusion is what puts diverse perspectives to work in everything from making better decisions to tapping into diverse markets to fostering innovation.
For decades, forward-thinking companies have trumpeted their aspirations to grow more diverse and inclusive. But how far have we actually come? What are the current and prevailing attitudes toward Diversity and Inclusion? How have leaders’ concepts of diversity evolved? And to what degree do organizations’ actions match their words?
The business case for diversity and inclusion has won almost universal acceptance. Yet even the most well-intentioned companies often hit a wall when it comes to achieving diversity and inclusion in practice. Why?
When hiring or promoting top executives, CEOs should not only insist on competency in diversity, but probe for it, just as they do for functional expertise or strategic acumen. A deft interview can make all the difference.