EU survey shows remaining gender differences, challenges for work-life-balance and obstacles for older workers

Eurofound, the European Foundation for Working and Living Conditions, has recently released its sixth edition of the Working Conditions Survey, conducting almost 36.000 interviews with employees and self-employed about different areas of work-life. In in-depth look at the survey also provides valuable information on the status quo and on trends with regard to work-life balance or employment of older workers.

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Offizieller Report beschreibt „bunte Vielfalt“ bei Familien in Deutschland

Rückläufige und dauerhaft niedrige Geburtenraten bereiteten der Politik viele Jahre Sorgen. Während anfänglich noch der Glaube an traditionelle Familienstrukturen vorherrschte und zu fehlgeleiteten Herdprämien führte, öffnete sich die Politik langsam (und zaghaft) den neu entstandenen Realitäten. Und selbst die katholische Kirche begann (an)zuerkennen, dass sich die Familie im 21. Jahrhundert anders entwickelt als zu den Zeiten als christliche Ideale entstanden. Das Bundesfamilienministerium beschreibt die aktuelle Situation sogar mit dem Begriff „bunte Vielfalt von Lebensformen“.

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Diversity and Inclusion increases in working realities but gender gaps and segregation persist

While D&I work is often focusing on managers and employees with a formal professional degree, the majority of men and women work in jobs ‘on the floor’. How much do we know about their working realities and the diversity aspects that matter for them? More and more companies devise D&I programmes for individual contributors and the latest Eurofound survey provides a surprising figure: more than half of men and women share their job titles mainly with workers of their own gender.

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Weniger kritisch als der Titel: Das Symposium „Frauen auf dem Weg nach oben – Schneller mit der Quote?“

Die Frauenquote kann als Ergebnis einer ebenso langen wie unausgewogenen Auseinandersetzung gesehen werden: Die BefürworterInnen nutzten die politische Bühne und zahllose Veranstaltungen zur mantrahaften Verbreitung von Behauptungen, wie z. B. es gäbe zu wenig Entwicklung, die Quote sei das letzte Mittel und sie würde das gewünschte Ergebnis herbeiführen. Obwohl diese und andere Argumente fachlich entkräftet werden konnten, lehnten sich die Gegner nicht weit (genug) aus dem Fenster. Nun ist die Quote da und es wäre Zeit zu fragen, was damit gewonnen ist. Ein Symposium des DIW Berlin stellte sich der Frage – zumindest machte der Veranstaltungstitel den Anschein. Contine reading

What Diversity Management can learn from neuroscientific findings

Neuroscientists have been trying to reveal the functioning of our brain for several decades. The brains’ neuroplasticity, i.e. the ability of the brain to form new connections between neurons, can now be used as an element of diversity management. Because the brain has this ability to change over our lifespan, it is indeed a possible source of rethinking and reviewing our attitude towards diversity. Implementation of neuroscientific findings into diversity management can provide a change in diversity practices.

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Gen-Y hoch 4: Die Vielfalt der Generation Y – und was sie dennoch eint

Es könnte so einfach sein, Generationen über ihre spezifischen Wertvorstellungen zu beschreiben. Zum Beispiel, was der berühmt-berüchtigten Generation Y in den Bereichen Arbeit und Freizeit wichtig ist, welche Karrieremotive sie antreibt, welche Erwartungen sie an ihren Arbeitgeber etc. Eine aktuelle Studie bestätigt einmal mehr den deutlichen Wertewandel der Generationen und die damit verbundene Notwendigkeit flexibler Arbeitsstrukturen. Allerdings: Die Generation Y ist nicht homogen, sondern lässt vier Untergruppen erkennen, die sich in Werten, Zielen und Wünschen (bezogen auf Beschäftigung) teils deutlich unterscheiden.

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Survey finds success factors for cross-cultural Diversity Management targeting Third Country Nationals

A large-scale survey in some 100 companies and other organisations from 10 EU Member States investigated, among other fields, the variety of Diversity Management practices of immigrant inclusion and their direct and indirect effects. The focus was on migrants from so-called Third Countries. The research also looked at constraints and criticalities as well as mechanisms and conditions that emerge as facilitating factors so that the programmes and processes lead to the desired outcomes. The focus of the report on migrants from Third Country Nations couldn’t be more relevant today, as the EU is coping with an expected 1.5 million refugees.

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Befragung zeigt: Flexibles Arbeiten ist ein Muss – und muss sorgfältig ausgewogen werden

Die veränderten Lebensweisen in einer mobilen, individualisierten und virtualisierten Welt verlangen neue Wege der Vereinbarkeit von Beruf und Privatleben. Dass hierfür keine simple Checkliste ausreicht, sondern zahlreiche Abwägungen zu treffen sind zeigt einmal mehr eine Befragung von A. T. Kearney. Sie bietet aktuelle Zahlen zum Bedarf an Flexibilität und zum Wunsch nach Nichterreichbarkeit.

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DEN ERFOLG VON D&I MESSEN: Wirkung – Fortschritt – Mehrwert Konzepte und Methoden im Überblick

In einem wirtschaftlichen Umfeld erscheint es naheliegend, den Erfolg von Maßnahmen zu messen – schließlich fließen Ressourcen in die jeweiligen Aktivitäten. Worin sich Erfolg zeigen sollte ist derweil umstritten. Im Kontext der Frauenquote gilt die Erfüllung derselben manchen schon als Zielerreichung und damit als Erfolg. Andere pochen darauf, Diversity & Inclusion müsse – wie andere Initiativen auch – messbare Mehrwerte, also einen ROI, liefern. Programmleiter und Projektmanager sehen sich als erfolgreich an, wenn ihre Maßnahmen die gewünschte Wirkung entfaltet haben. Es scheint, als prallten unvereinbar verschiedene Sichtweisen aufeinander – dabei bilden sie lediglich unterschiedliche Perspektiven und Elemente einer umfassenden Messung des Erfolges von Diversity Management ab.

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The Invisible Carer: Employers need to do more to help their caring workforce

New research from My Family Care and the Employers Network for Equality & Inclusion (enei) has found that UK businesses are not doing enough to support their caring workforce – therefore running the risk of a talent retention crisis.  In a survey of 1,000 consumers and 100 employers, the study found that 40% of carers don’t get the support they need from friends, family and their employer and only 38% of employers monitor the caring responsibilities of their workforce.

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Employers claim they care about working mothers but don’t deliver on retention

How do pregnant women and young mothers feel during important their most important phases? New studies show that one of three women don’t see their needs supported when they are pregnant or as a mother of a young baby. However, employers view the support of pregnant women and those in maternity leave for their own good. Two studies, one British and one German, have identified a range of issues related to managing pregnancy, maternity leave and mothers returning to work that include signs for disadvantage and even discrimination. 

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Benefits from flexibility – agile working environments

Do you want your employees to be satisfied and productive at the same time? Research shows that agile working holds substantial benefits for employers – if they are able to provide several preconditions and to face the obstacles of managing a mostly absent staff. German academics especially see career opportunities for women deriving from flexible work arrangements, and a new example of agile working is now being implemented by a British law firm.

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“Oh, your German is really good!“ – How the experience of discrimination affects jobseekers

An Austrian study recently investigated how jobseekers are disadvantaged based on their ethnicity. While many studies already found that discrimination based on race is widespread in the Austrian labour market, the recent research adds new and profound insights. It shows that people belonging to ethnic minorities not only have lower rates of invitations for job interviews but – after having experienced discriminatory practices – also show less motivation and worse strategies for job seeking as well as a more negative perception of their own position and possibilities for finding a job.

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Timely study for Pride Season: LGBT research review offers insight for D&I practitioners

A systematic literature review on careers and workplace experiences of LGBT employees has recently been published in the Human Resource Development Review. It contains a discussion of empirical findings from 263 manually selected studies dating from 1985 until today. The content emerges from within business, management and broader social sciences disciplines. We have exclusively summarised the most important results on LGBT Diversity as a contribution to this year’s Pride season.

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Inclusiveness beyond traditional Diversity Dimensions: Levi’s engagement for people with HIV

The famous U.S. apparel company Levi Strauss & Co. is very committed to a topic, which is usually not associated with D&I programmes – at least not in public. HIV or AIDS. The firm goes beyond the traditional D&I portfolio and shows that Inclusiveness is also about being open and inclusive for people in specific situations. A few measures show how Levi’s has become a positive example in this respect.

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Sudden progress on two LGBTI taboo issues in Europe and in the Catholic Church in Germany

With networks for gay and lesbian employees having become a standard practice, the absence of LGBTI integration in many aspects of work life is often overlooked: transgender persons, gay employees in organisations belonging to the Catholic church, gays or lesbians in top management, homosexual images in advertisement. In two areas, we have seen surprisingly strong progress within a space of a few days: The Council of Europe adopted a comprehensive report on the discrimination of transgender people and a resolution based on this report passed its Parliamentary Assembly. Five days later, the German Bishops’ Conference adopted an amendment to its ecclesial labour law, which is likely to result in a huge improvement for LGBTI employees.

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Employer Branding: Jobmagazin KarriereFührer mit Schwerpunkt Diversity

Unter dem Titel „Vielfalt – viel Erfolg“ widmet sich die aktuelle Ausgabe des KarriereFührer, einem führenden Jobmagazin für Hochschulabsolventen, dem Thema Diversity. Auf zwanzig der insgesamt 36 Seiten stellt das Spezialmedium die Bedeutung des Ansatzes für AbsolventInnen dar und ruft dazu auf, dass sich Nachwuchskräfte ihrer Individualität bewusst werden und den Umgang mit anderen reflektieren.

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ARAG’s Corporate Journal features Cultural diversity

How does cultural diversity look like in everyday business life inside a company? This is what the cover story of the latest ARAG company journal is about. Under the heading ‘Living Diversity’, the main article provides insights into practical D&I experiences at ARAG, a leading German insurance group with subsidiaries in 13 European countries. In addition, the Journal interviewed Diversity expert Michael Stuber about the business potential of cultural diversity. Another story shows the International future of the company.

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