Culture at Manifold
How Gender Neutral Job Descriptions, Remote Opportunities, and Empathy Help Manifold Thrive
Ever read a job description and felt discouraged from applying? Or received a salary offer that just felt unfair? There are a lot of companies that show gender bias in job descriptions and offer non-competitive salaries... without even realizing they're doing it.
That's why remote-reliant cloud-computing company Manifold goes to such great lengths to ensure that they eliminate implicit bias from each step of their hiring process and offer fair salaries on par with industry standards (which is hugely important in tackling the gender pay gap, given that women are much more likely to accept low or unfair salaries than men).
A Candid Conversation on Gender with Tim Ryan, US Chairman PwC
By watching the video above, you can learn more about PwC's impressive commitment to diversity, inclusion, and gender equality.
If you're interested in joining their team, click here to see all available opportunities at PwC and don't forget to press 'Follow' to receive custom job matches, event invitations and more!
S&P Global Believes #ChangePays
Below is an article originally written by PowerToFly Partner S&P Global. Go to S&P Global's page on PowerToFly to see their open positions and learn more.
We believe #ChangePays
At S&P Global, we believe an investment in women is an investment in us all. Some think that we've already invested enough. Some say equality doesn't pay.
The numbers tell a different story.
Change pays.
At S&P Global, we've been compiling the latest data and producing research on women's economic participation and impact. It's vital that we learn where we've made progress and where there's still a long way to go.
Visit spglobal.com/changepays for more information.
American Express Statement on Gender Pay Equity
Below is an article originally written by PowerToFly Partner American Express, and published on March 7, 2018. Go to American Express' page on PowerToFly to see their open positions and learn more.
NEW YORK
The following message from Kevin Cox, Chief Human Resources Officer at American Express, was issued earlier today to all American Express employees in the United States.
As you know, gender pay equity has become an issue of interest globally, reflecting the ongoing conversation about women's equality in the workplace. In fact, over the last few years, companies across industries have been urged by shareholder groups and regulators in certain countries to provide more transparency in reporting gender pay statistics. In the U.S. for example, Arjuna Capital, an investment firm headquartered in Boston, has submitted shareholder proposals to a number of large financial institutions in which they hold shares, including American Express, asking for disclosures about the status of pay equity at their companies.
Here's where we stand: At American Express, we are committed to ensuring that our pay and reward structure is equitable and free of any bias. This is a key component of our overall commitment to creating a diverse and an inclusive workplace, which has been a consistent and critical focus for us for nearly three decades. To help meet these commitments, we regularly review our compensation practices to ensure they support pay equality and transparency, and we are proud of our record.
Based on the most recent comprehensive pay analysis we conducted with a third-party consulting firm, we are confident that our colleagues are compensated equitably, regardless of gender. The review found no evidence of bias in our compensation processes and indicated we were effectively at parity. Going forward, we will continue our reviews in partnership with an independent external consultant. If and when we discover gaps, we will take appropriate actions to correct them, and we will continue to disclose our overall results. We have shared this with Arjuna, and they have withdrawn their shareholder proposal.
In other countries, regulators have begun to mandate gender pay disclosures using different criteria regarding the companies they are including, as well as the methodology they are requiring for the analysis. As a result, we expect to make additional disclosures, where required.
As we work to implement all the elements of our Framework for Winning, diversity and inclusion remains a critical focus, and it is one of our greatest strengths. It is vital to our company's success that we recruit and retain the best talent and that our workforce is representative of the customers and communities we serve. We believe that, to deliver for our shareholders, we need to deliver for our customers. And to deliver for our customers, we need to deliver best-in-class support to our colleagues who serve them. As we move forward, we will continue to evolve and enhance our diversity and inclusion programs, and we will continue to hold our senior leaders accountable for ensuring the diversity of our workforce by including diversity goals in our business scorecards.
Making American Express a welcoming, purposeful and rewarding place to work is what being an inclusive culture is all about, and that is what we want for all our colleagues.
HeForShe Turns Three: What Leaders Must Do to Accelerate Progress towards Gender Parity
Below is an article originally written by Robert E. Moritz, Global Chairman at PowerToFly Partner PwC, and published on September 20, 2017. Go to PwC's page on PowerToFly to see their open positions and learn more.
This morning, I joined heads of state, university presidents, global CEOs, and hundreds of advocates from across the world to celebrate the third anniversary of HeForShe. I'm honored to be a HeForShe IMPACT 10x10x10 Champion, a role I share with 10 heads of state, 9 other global business leaders, and 10 university presidents committed to achieving global gender equality.
It is exciting to be part of an initiative that has such a broad and deep reach: the 10 HeForShe heads of state lead more than 550 million citizens around the globe; the 10 global CEOs lead companies that employ more than a million people in 190 different countries; and the 10 University Presidents come from 8 countries on 5 continents, and lead institutions with a total of more than 700,000 students and over 40,000 faculty members.
Even more exciting is the opportunity to drive real change through this initiative. Consider that this year the President of the Republic of Malawi has successfully championed ground-breaking amendments to Malawi's constitution to outlaw child marriage. This change led to the annulment of over 3,500 child marriages and the return of over 1,500 girls to school. In Iceland, the Prime Minister has committed to eradicating the gender pay gap by 2022 by requiring all companies with 25 or more staff to obtain a mandatory certification of pay equity. The 10 University Presidents have collectively committed to eliminating gender-based violence on their campuses, with over 30 solutions generated thus far to help reach that goal.
Here at PwC, we're moving forward or have delivered on our three HeForShe commitments. We have moved the needle on leadership diversity with a gender-balanced Global Leadership Team. And while this is progress, we also recognize it is not enough. We will continue to strive for that same degree of gender diversity across all levels and business areas of the PwC network., and look to help others outside of PwC do the same.
To be clear, a diversified leadership team is important, but gender parity cannot be boiled down to a leadership statistic. Parity requires a culture change, and that, in turn, requires that minds change. Based on PwC's experience working toward that goal, I want to share four leadership lessons I've learned that each of us — regardless of where you are in an organization — can apply to create meaningful change:
Check your day-to-day behaviour
A little effort can go a long way when it comes to daily routines and habits. For example, think of the daily meetings you lead or attend. As a leader, are you inviting the right balance of views and backgrounds to the table? Are you creating a space where all attendees feel empowered to speak up? Are dissenting viewpoints — including calling leadership to task — encouraged?
Get out of your personal bubble
In the busyness that is modern work life it can be too easy to get trapped in our own workplace bubble. We've all got to prioritize more learning, reading, and engagement to increase our awareness of different points of view, understand experiences that our not our own, and be conscious of our blind spots. For example, did you know that globally an astounding 31 million primary school age girls do not attend school, and of those, almost 55% are never expected to attend? That two thirds of the 781 million adults who are illiterate worldwide are women? Or that in almost every country in the world women are underrepresented at every level of the corporate pipeline? The PwC and HeForShe global online learning module (one of PwC's commitment to the HeForShe initiative) — Building Gender IQ — is a great place to start learning about why this matters and how gender equality benefits everyone. And I encourage you to link what you learn back to your everyday reality so that you can influence change at work, home, or in society.
Leverage data
At PwC, we are using data to transform our diversity and inclusion strategy and approach. Data allow us to focus our interventions on critical areas that will move the dial. As a leader, I've seen the impact this has had, and I strongly encourage leaders to accelerate progress by leveraging data in their organisations to mitigate behavioural and process barriers. You can learn more about the specifics of our PwC approach in the HeForShe IMPACT Parity report.
Be an inclusive sponsor of talent
PwC research shows that women today have greater career expectations than any previous generation. But talent and ambition are often insufficient, because advocacy remains critical to career progression. Inclusive talent management means having the skills to recognize the best talent for any given opportunity and moving away from sponsoring and promoting people who look/think/act/sound like you. I encourage all of us to think about the critical touch points that will support female talent progress. Have feedback and career discussions with talent more than once a year. And don't make assumptions like "Lisa won't want to travel because she's a new mother" or "I won't put Petra on this priority project because she has never expressed an interest in this client directly to me." Don't assume, ask! Leaders have a vital role to play by creating the right tone at the top, inspiring women, and helping them to reach their full potential.
The lack of workplace diversity can seem insurmountable at times, and it's easy to question whether we'll ever achieve equality. Well, I think we can, and I think HeForShe is going to be one of the critical tipping points for gender parity in the coming years. Why? Because the responsibility for and the benefits of gender equality belong to us all — not just women. We can and must all play our part in making change happen.
Find out more about PwC's role as a HeForShe Corporate Impact Champion and make your commitment here.
