Employers Must Act Now To Mitigate The Impacts Of The Pandemic On Women’s Careers

It may be years before we comprehend the full ramifications of COVID-19 on our society and places of work. But while we are still learning to navigate the pandemic, we each have had to adapt our daily lives to respond to it.

Working women, in particular, are being impacted in profound ways, facing tremendous challenges and commonly taking on expanded duties at home while continuing to juggle their careers.

In order to understand how and to what degree women’s day-to-day lives have changed – and how they feel these changes could impact their careers – we recently conducted a survey of nearly 400 working women around the globe at a variety of career levels and spanning various industries.

The pandemic is taking a heavy toll on the daily lives of working women

What these women shared sheds light on the extent to which the pandemic is affecting their work/life balance, mental and physical health, and confidence in their long-term career prospects.

Over 80% of the women we surveyed said their lives have been negatively disrupted since the onset of COVID-19. Additional care giving responsibilities, extra household responsibilities, and heavier workloads were cited as common impacts, causing many women to experience negative tolls on their mental or physical well-being or feel unable to balance their work/life commitments.

Alarmingly, nearly 70% of women who have experienced these disruptions are concerned about their ability to progress in their career. And 60% questioned whether they actually want to progress when considering what they perceive is currently required to move up in their organization.

We should be concerned about these results in terms of the immediate impacts on women’s daily lives, the potential long-term effects on their future careers, and the broader threat to the progress made in recent years in achieving gender equality in the workplace. But our research also reveals how leaders can take action to mitigate these impacts.

Actions taken by employers will be critical in ensuring women continue to thrive

Our survey asked women what employers could do to support them in progressing during and beyond the pandemic. Using their answers and other insights from our research around key barriers and enablers, we believe there are six important steps organizations can take to ensure women continue to progress:

1) Make flexible working the norm. Going beyond “working from home” to offer a range of options that enable everyone (not just working parents) to have a manageable work/life balance is critical for making progress on gender equality. Of the 60% of women surveyed who said they questioned whether they want to progress in their organizations, more than 40% cited lack of work/life balance as a reason. Moreover, just under half of those surveyed cited having more flexible working options as something their employer can do to help them stay longer term. But this is not just about policies – these options must also be underpinned by a workplace culture that supports employees in taking advantage of them without any fear of career penalty.

2) Lead with empathy and trust. The need for leaders and managers to have open and supportive conversations with their teams has never been stronger, and 44% of women surveyed said that having more regular team check-ins to understand how individuals are doing is a key action leaders can take. Open dialogue can help leaders understand any short-term constraints their employees face and make sure their long-term prospects within the organization are secured.

3) Promote networking, mentorship and sponsorship as ways to learn and grow. 46% of women surveyed told us that the provision of such opportunities would entice them stay with their employer longer-term.These resources can be meaningful platforms for career growth, provided they are offered in ways and at times that accommodate different schedules and needs.  

4) Create learning opportunities that fit within employees’ daily lives. With 40% of women saying they want more learning and development opportunities,introducing approaches to learning and development that provide access to expertise and skills in flexible and practical ways can be key to supporting women, many of whom remain keen to take on more responsibilities despite the constraints imposed on them by the pandemic.

5) Ensure that reward, succession, and promotion processes address unconscious bias. With over half of those surveyed citing getting a promotion and/or a pay raise as actions employers can take to make them stay longer-term, it remains critical that organizations address unconscious bias in their reward and succession processes. This includes looking at these processes in the context of remote working and addressing any negative perceptions of unavoidable commitments outside work, such as caregiving responsibilities.

6) Above all, make diversity, respect, and inclusion non-negotiable. Of those women who said they were questioning whether they wanted to progress in their organizations, around a quarter cited lack of diversity, poor or no role models, and poor culture, and 30% cited non-inclusive behaviors experienced (e.g., microaggressions, exclusion from meetings/projects) as reasons. Beyond having the right policies and processes in place to advance gender diversity, leaders must address these non-inclusive “every day” behaviors, such as microaggressions and exclusion, through clear and visible action since this is clearly still a significant factor to ensure women remain engaged.

We are at an inflection point. With no end to the pandemic currently in sight, organizations must meet the call to support the women in their workforce and ensure they can thrive both personally and professionally—or our economy and society could face long-standing repercussions.

Emma Codd

Emma Codd

Emma Codd is Global Inclusion Leader for Deloitte and leads on the development and delivery of the global inclusion strategy.

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CBS Sunday Morning 808K subscribers The pandemic has put many working moms in an impossible situation — doing their own jobs as well as those of teachers and childcare workers, on top of housework — and some women are finding their careers in jeopardy as they balance the demands from employers with their children’s needs.

Correspondent Rita Braver hears from working mothers who describe a climate of discrimination, and examines how this challenging new work dynamic may actually set back advances that have been made in bringing equality to the workplace. Subscribe to the “CBS Sunday Morning” Channel HERE: http://bit.ly/20gXwJT Get more of “CBS Sunday Morning” HERE: http://cbsn.ws/1PlMmAz Follow “CBS Sunday Morning” on Instagram HERE: http://bit.ly/23XunIh Like “CBS Sunday Morning” on Facebook HERE: https://www.facebook.com/CBSSundayMor… Follow “CBS Sunday Morning” on Twitter HERE: http://bit.ly/1RquoQb Get the latest news and best in original reporting from CBS News delivered to your inbox. Subscribe to newsletters HERE: http://cbsn.ws/1RqHw7T Get your news on the go! Download CBS News mobile apps HERE: http://cbsn.ws/1Xb1WC8 Get new episodes of shows you love across devices the next day, stream local news live, and watch full seasons of CBS fan favorites anytime, anywhere with CBS All Access. Try it free! http://bit.ly/1OQA29B

How to Build the Right Mindset to Change Careers and Learn New Skills Fast

There’s a reskilling revolution happening. The COVID-19 pandemic of 2020 has spurred the evolution of how business is done. Whether positioning a new brand or as an authority in the marketplace it’s critical to realize there is a new awareness of the skillsets required by both staff and clients.

Businesses large and small are rethinking the requirements of employees as well as the technology necessary to deliver products and services to clients. This awareness is driving entrepreneurs in the technology and training industries to position themselves to win by offering courses specific to those skills.

Related: 4 Ways ‘Fake It Till You Make It’ Can Backfire

Businesses aren’t the only ones rethinking their futures. Given the significant disruption in the workforce and high unemployment rate related to COVID-19, individuals in the workforce are considering career changes as part of their post-pandemic plans. According to the Strada Education Network, of those individuals who have an interest in pursuing additional professional development and training, 64% say they will be looking to change careers, rather than get another job in the same field. This is a process known as “reskilling.” In fact, a recent report on CNBC.com estimates that approximately 17.6 million Americans will not be able to return to their pre-pandemic jobs, which will require them to learn new skills.

If you are a thought leader looking to support your clients through this upheaval, you are most likely considering how your expertise (content) can lend itself to the mass desire for reskilling. An effective way to do that is to ensure you position your expertise as learning programs that are developed through the lens of Edge Learning. Edge Learning is the continuous process of developing the peripheral skills that have the most impact on a person’s ability to achieve a successful and fulfilled life. Edge Learning is not about memorizing facts, technical skills, or understanding how to effectively use the tools of business. Instead, it seeks to develop a person’s soft skills

Let’s use workers in the field of accounting as an example. Every well-run business needs qualified employees in their accounting department. These are people who have successfully taken courses of instruction in accounting practices. This is a very specific and important skillset. When multiple candidates are considered for hire with similar training and experience, it is their peripheral or edge skills that differentiate them.

Those peripheral skills include the candidate’s level of confidence, their personality, the type and level of etiquette they demonstrate during the interview process and their communication skills—among others. In essence, what differentiates them is how they present themselves. Beyond the question of whether the candidates have the necessary education for the role is how well they work and if they will be a good fit with the rest of the team. The same hiring considerations apply for every role from those on the manufacturing line all the way up to the CEO. It’s their Edge skills that make the difference. And educators who can deliver skilled training in those areas, in an effective manner, are in high demand. Edge Learning is an essential component of the Reskilling Revolution!

Related: 11 Practical Tips for Successful Schooling at Home

Edge Learners know that confidence will make all the difference in the type and quality of work that comes their way. The world is craving confidence after all the recent uncertainty. That same Strada Education Network study referenced above reports 64% of Americans are feeling concerned, 50% are feeling cautious, and 51% are worried. Confidence has always been key to success, but it’s more important than ever in a post-COVID-19 landscape.

Changing careers

This is not surprising given the current state of the employment market. Though the unemployment rate has since dropped slightly, the employment landscape has permanently and undeniably shifted since April, when a staggering 22 million Americans found themselves unemployed. Given the significant disruption in the workforce, it is not surprising to find that many are thinking about how a career change fits into their post-pandemic plans.

Edge skills that are readily transferable are most desirable by workers considering a change of careers. In volatile markets, it is feasible that workers can expect to work through multiple opportunities before landing positions that best suit them. On the employer side, it has become painfully obvious that HR departments are expected to hire for multiple iterations of teams over the years. It is rare that workers and employers form long-term partnerships in today’s ever-evolving business landscape.https://tpc.googlesyndication.com/safeframe/1-0-37/html/container.html

Training content developers need to be aware of not only the latest formats for delivering training but the multitude of avenues for distribution. With the increased development of technological resources, various users of content have their own specifications or requirements for delivery styles and formats. On top of that is the importance of keeping content relevant by analyzing it against the current marketplace needs and having a system for updating it.

It is important to carefully evaluate your thought leadership and the creation of your professional development programs to ensure they meet the needs of the current climate. Edge Learners know that the quality of expertise they receive will make a difference in how quickly they are able to create new opportunities. Learning experiences must be engaging and providing amazing outcomes. They must be delivered in multiple formats to meet the various learning styles of those who will take the courses.

Content created for Edge Learners must meet specific criteria to gain traction and succeed in the coming years. Those deeply involved in the reskilling revolution are bound to be cautious in their evaluations of various training programs. They want solid results as quickly as possible and will denounce any content or training programs that simply don’t deliver.

There are four red flags to avoid when attracting Edge Learners:

  1. The course does not promise a specific result. Instead, it makes vague promises about what the course might do for learners. Be very specific in the goal for each course and design it accordingly. Explore your industry vertical to see if your course qualifies for continuing education credits or some other industry-specific certification.
  2. The course is too broad. Content developers fall into the trap of trying to be everything to everyone. The result is that the course offers very little, to very few. Consider where consultation fits into your course development process. How much research has been done into the specific needs of your ideal clients? Were you already committed to a topic without first listening to what people wanted and said they need? If you already have an audience, that audience knows, likes and trusts you for a reason. Allow them to guide your course development to ensure it meets the specific needs of future prospective learners through surveys and focus groups. When you ask the right questions, your clients will tell you exactly what they want to own.
  3. The course is not implementable. If the course doesn’t provide tactics, strategies or a process for learners to apply, then there is no opportunity for them to put into practice the skills they’ve acquired—and generate tangible results.
  4. The course does not offer follow-up by the thought leader. Thought leaders need to be accountable for the content they create. Think about the overall plumbing of your thought leadership business. How are you best optimizing your connection to your audience and leveraging the technology at your disposal to make connecting with that audience easier? Your course is not a stand-alone – your website, your sales page, your newsletter, your social media, your learning site platforms, all need to work collectively to provide your clients with a holistic product they can trust. 

Jonathan Robb, Associate Vice President of Customer Experience & Engagement at NorQuest College is responsible to evaluate content specific to post-secondary institutions. He indicated that his considerations include not only the above red flags but that the skillsets being offered are in high demand both currently and into the future by industry and businesses. 

Related: Your Next Career Move Should Be Learning a Language with This ‘Apple App of the Year’

The reskilling revolution is at hand. The enhancement of soft skills is what occurs through real-world experiences and mentoring from leading experts and entrepreneurs. When new skill development is required, learners first turn to those who have been where they want to go. They value the experience and expertise of others.

The time to evaluate your content and training programs as to their delivery of Edge Learning skills in demand on both sides of the equation of business: business owners desirous of enhancing the skills of employees and workers wanting or needing to differentiate themselves in the marketplace. Use these strategies to imbue your thought leadership programs with Edge Learning skills and strengthen your impact on this everchanging market.

By: Lisa Patrick Entrepreneur Leadership Network Writer

CAPRICORN | The Gold Zodiac Necklace

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CAPRICORN, The Gold Zodiac Necklace features a textured medallion, individually hand carved and set with emerald connecting Capricorn with its ruling element, EARTH. 

ELEMENT – EARTH | Capricorn is a cardinal Earth sign. The Earth Element is pragmatic, resourceful and patient. Your cardinal quality makes you a born leader. A high-achiever, encouraging, loyal and a great listener, your mission is to master everything you set your mind to and make the world a better place.EMERALD | The stone of inspiration, wisdom and patience. Emerald keeps friendships and relationships in balance. It opens the heart chakra to love, compassion, forgiveness and trust. It develops courage and attracts prosperity

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