Category Archives: demographics

Trump Win Good for Biz Women??

Not one for post-election posting here, but this LinkedIn piece by Sallie Krawcheck caught my eye. As a woman watching and dv496065aweathering the campaign, and now the transition to a Trump presidency, I wanted to make sure as many women — and men — as possible saw it too.

Her premise that “Donald Trump as president of the United States could just be the best thing that has happened to professional women in a long time … huh? what?” is right in Krawcheck’s wheelhouse. She’s the CEO of Ellevest, a digital investment platform for women; chair of Ellevate Network, a global professional women’s network; and author of Own It: The Power of Women at Work, to be released in January. As she puts it,

“We’re awake now. That’s because it’s all out in the open: the Billy Bush conversation, the recent New York Times OpEd on “bro talk on Wall Street,” even the light sentence for Brock Turner.  And while as a mother and an aunt, I hate it, I hate it, I hate it that we haven’t made more progress for younger women, this does represent an odd form of forward motion: We can’t really deal with an issue until we fully understand the issue.”

It’s a compelling piece and worth the read, whatever your gender or persuasion, political or otherwise. This new Trump era, ushered in by stepped-up conversations about the treatment of women, comes with “some proof that we can’t rely on others to fight this battle for us, and so we must redouble our efforts,” Krawcheck says. “… I’m hearing from more and more women that we must ‘put on our big-girl pants’ and do this ourselves..”

And it’s not like women don’t have the resources, she adds. “[W]e control $5 trillion of investable assets, we direct 80 percent of consumer spending, we’re more than half of the workforce. We’ve got a lot of power.”

Krawcheck’s list of what to do to claim and use that power is impressively detailed, and long. Just some of her many suggestions — some we’ve heard and written about, some we haven’t — include mentoring and sponsoring other women, amplifying what other women say in meetings, pointing out to others when they interrupt other women or ignore them in meetings, pointing out when the words they use to compliment men (“aggressive” or “go-getter”) are used to put down women and refusing to work at the company that doesn’t “get it” on making the work environment one in which you can be successful.

She also bangs the political drum some, post-election, suggesting women start donating to female candidates whose views line up with theirs, and start running for office and encourage other women to run for office.

And the financial-independence drum:

“[D]oing all that we can to be in financial control feels more important today than it did [before the election]. It’s important that we break the old gender norms of ‘the man manages the money; I manage the household.’ That leaves us retiring with two-thirds the money of men … but living five-plus years longer than they do. …

“[P]lease get yourself a financial plan and invest.”

All politics and election furor aside, Krawcheck gave me some serious things to think about. If any of this gets you thinking about new approaches to help the women in your organization claim their power and succeed, then all the better.

Yet More to Know About Millennials

We’ve certainly seen our share of divergent reports about millennials in the workplace.

483717656-blue-collar-millennialWe’ve all seen and read the ones suggesting they’re a privileged generation with a less-than-stellar work ethic and an eagerness to jump ship on the smallest of provocations.

More recently, we’ve seen research that disputes those reports, such as one study from Project Time Off, mentioned in an HREOnline story on this demographic by Senior Editor Jack Robinson just last month. That study finds many millennials not only want to contribute and stay with their companies, but are putting in extra time — some even being referred to as work martyrs — to prove themselves as committed, loyal employees.

As Katie Denis, a senior director of the U.S. Travel Association, puts it in that story:

“People really do have this deeply ingrained assumption that it is an entitled generation, [but] if you look at the totality of their experience, you see something very different. Millennials do have a desire to grab a job, hold a job, prove themselves.”

Just late last month, an emailed release from the newly launched Levo Institute, a website run by and dedicated to millennials, introduced me to another often-overlooked faction of millennials: blue-collar millennials — more than 80 percent of whom say their employers are not providing them with the tools needed to appropriately scale their careers.

They want very much to work and stay with their companies; they just need help.

“As blue-collar workers make up 20 percent of the U.S. workforce,” the report states, “Levo’s study found that nearly 15 percent of its respondents are actively working as full-time blue-collar employees,” which is significant considering millennials will make up 75 percent of global talent over the next seven years. It goes on:

“Additionally, while nearly 60 percent of the millennial generation graduated from a four-year college, the perception is often that hiring a younger worker means lack of core professional skills, such as [energy and commitment], communicating effectively and working in teams.

“As the economy has continued to add [blue-collar] jobs in construction, manufacturing and transportation over the years, these findings are particularly important, especially as millennials [in these jobs] are not experiencing companies taking a vested interest in their development.”

In many cases, millennials are saying no to four-year college degrees altogether to avoid the miseries of having to pay off huge student loans for a significant chunk of their working lives, according to this story in the New York Post. They’re also pulling down some of the biggest salaries and best benefits while their fellow four-year graduates take up residence in their parents’ basements.

And there are plenty of four-year graduates turning to trades too. According to the Post, there were an estimated 1,000 who got in line in July in New York City for applications as apprentice plumbers.

Answering the Cancer Call

It’s nice to see efforts continuing at a healthy pace to help employers and employees deal with one of the scariest threats to corporate 508254750-cancerhealth — the growth of cancer in our aging workforce.

The latest initiative is an impressive one, a program introduced recently by the Memorial Sloan Kettering Cancer Center in New York through which it now collaborates with employers to simplify the whole process for their working cancer patients to get the help they need. New as the program is, it already has six employers signed on for this collaboration, including CBS Corp. and the Port Authority of New York and New Jersey.

Through the program, called MSK Direct, each collaborative partnership is customized to the individual employer’s and its employees’ needs. A customized menu might include initial evaluations or second opinions, the options to immediately begin cancer treatment and support services such as counseling.

“Cancer care is extraordinarily difficult to go through, but accessing it in a time of distress shouldn’t be,” says Wendy Perchick, senior vice president of strategy and innovation at MSK. “MSK Direct is a prime example of our commitment to our mission, which includes making all aspects of our experience, care and services more accessible, seamless and beneficial to as many people as possible. In the face of a cancer diagnosis, we want patients, their family members and their employers to feel certain they are in caring and highly capable hands.”

Let’s face it, she and others say: The number of cancer diagnoses among working Americans is only going to climb as baby boomers continue to keep working out of a sense of purpose, but also out of necessity, whatever the cost to health, welfare and sanity may be.

As this story in HRE by Julie Cook Ramirez less than a year ago confirms, the number of people continuing to work with cancer diagnoses is now close to 15 million. And though there are a lot of positives around that for those employees (a sense of purpose, distraction away from their diagnosis, the list goes on), there are many challenges they bring to work as well, including diminished physical capabilities and stamina, and some mental impairments as they undergo chemotherapy.

The story also details things HR professionals can do to make such a devastating time for an employee a little more navigable, such as reworking their schedules, making a special effort to go over all benefits till they’re sure the patient understands and basically just being there to answer all the questions they may have.

As the numbers grow, so grow the costs. This post by me in 2014 put the price tag for employers at about $19,000 annually per 100 employees in lost work time and medical treatments, according to research from the Integrated Benefits Institute. (IBI President Tom Parry confirmed for me that these are still the latest figures.)

Numbers aside, let’s face it, there are a whole lot of us baby boomers in the workplace probably in a good bit of denial about what lies ahead. Many of these boomers’ employers might also be happily sharing in that denial as they continue reaping the benefits of older employees’ work ethics and knowledge.

But let’s also face the inevitability. None of us are getting any younger. And as workers age, health problems at work grow. As one friend, a seemingly ageless practicing family doctor in Seattle who likes to backpack, power walk, participate in medical missions abroad … and who’s just been diagnosed with breast cancer … put it, “No one ever told us boomers that life after 50 becomes a journey of loss — loss of our own health and loss of loved ones to the loss of their health. They should have told us this.” (And she’s a doctor!)

At least some employers are now facing this reality with their unstoppable boomers and helping them through the obstacle course that is cancer, however they want to be helped.

For some tips on how this might be done at your organization, and some immediate steps you can take to increase the value of cancer-care benefits and services you’re providing, consider this report — High Value Cancer Care: Guidance for Employers — that the Northeast Business Group on Health put out just last week. Here’s the news statement as well.

Roughly, as Dr. Jeremy Nobel, executive director of NEBGH’s Solutions Center, lays it out:

“Understanding what high-value services to look for when evaluating sites of care; making sure patients have access and coverage for seeking expert second opinions whether via health-plan-recommended specialists, a Center of Excellence or third-party second-opinion services; and encouraging employees to educate themselves about the benefits of palliative care and to request it early in the treatment process are all important steps employers can take right now.”

I guess I might only add that leaving them in the driver’s seat on directions to go and care to pursue, honoring their journey with the dignity they deserve, is a must.

Women’s Disparity, Dearth in STEM

When I was 10 years old, my father put a microscope/chemistry set under our Christmas tree — not for either of my studious siblings, 538088903-women-in-sciencebut for me, the nutty little gymnastic tumbler who rarely stopped long enough to observe much of anything, let alone how the world worked.

Years later, when I asked him about it, he told me he put that there because he sensed in me the inquisitiveness and intuition of a future scientist, like he had become and his father before him.

I never lived up to his hunch, though I did love math, and I certainly chose an inquisitive career. But I’ve often wondered what stopped me. Was there something in me or my environment that never allowed that chemistry set to become more of a beacon than a toy?

A new study from the University of Washington, Why Are Some STEM Fields More Gender Balanced Than Others? suggests there well may have been, a force that persists to this day, and one that could account for the varied representation — as well as the under-representation — of women in science, technology, engineering and mathematics careers.

According to the study’s report, the most powerful factor driving this disparity and dearth is a “masculine culture” that makes many women feel like they don’t belong.

Granted, the masculine force in my case was completely encouraging, but was it the rest of my world around me — the lack of female role models in scientific jobs, the other stuff I was given to play with, the general expectations of what drives women onward and our perceptions of the fields that seem so out of reach?

Lead researcher and author Sapna Cheryan, a UW associate professor of psychology, says maybe so — maybe all that and more:

“Students are basing their educational decisions in large part on their perceptions of a field. And not having early experience with what a field is really like makes it more likely that they will rely on their stereotypes about that field and who is good at it.”

She and her fellow researchers analyzed more than 1,200 papers about women’s under-representation in STEM fields and, from those, identified 10 factors that impact gender differences in students’ interest and participation in STEM. Then they winnowed the list down to the three factors most likely to explain gendered patterns in the STEM fields — a lack of pre-college experience, gender gaps in belief about one’s abilities and that most powerful one, that masculine culture that discourages women from participating.

Cheryan isn’t the only one taking the declining, diverging number of women in STEM careers seriously. On Thursday, Accenture and Girls Who Code released their joint research finding that the share of U.S. women in technology jobs will decline from 24 percent to 22 percent by 2025 — “a new low over the next 10 years, despite so much focus recently on closing the gender gap in tech,” says Accenture’s report. In the same token, it states:

“[I]nterventions to encourage girls to pursue a computer-science education could triple the number of women in computing to 3.9 million, growing their share of technology jobs from 24 percent today to 39 percent in the same time frame.”

I’ll never forget my interview a few years back with Colleen Blake, one of our 2013 HR’s Rising Stars.  At the time, she was the senior director of global people operations for San Jose, Calif.-based Brocade Communication Systems Inc.

A busy mom, but with a rich past in information technology and science, she was also passionate about encouraging women in STEM careers. Her company, in fact, realizing its own deficits in that area, asked her to be its liaison and mentor for women pursuing those fields.

As she recalls, Brocade leaders “had approached me when I returned to work [after her daughter’s birth] and said, ‘Colleen, we have this problem encouraging women in this field.’ To be tapped on the shoulder like that felt like a real sign for me, that I was meant to do this — not just for me, but for my daughter as well.”

It does kind of baffle the mind that, with so much attention to the problem and with crusaders like Blake, we’re getting worse, not better. What this means for you, I can’t pretend to know, though creating better support systems for women in tech does come to mind. Perhaps it’s best to leave you with two cogent quotes from the Accenture release. The first, from Reshma Saujani, founder and CEO of Girls Who Code:

“Despite unprecedented attention and momentum behind the push for universal computer-science education, the gender gap in computing is getting worse. The message is clear: A one-size-fits-all model won’t work. This report is a rallying cry to invest in programs and curricula designed specifically for girls. We need a new mind-set and willingness to prioritize and focus on our nation’s girls, and we need it now.”

And this, from Julie Sweet, Accenture’s group chief executive for North America:

“Dramatically increasing the number of women in computing is critical to closing the computer-science skills gap facing every business in today’s digital economy. Without action, we risk leaving a large portion of our country’s talent on the sidelines of the high-value computing jobs that are key to U.S. innovation and competitiveness.”

Couldn’t agree more.

Millennials: Not So Entrepreneurial

Earlier this month I wrote about some surprising research that suggests many millennial workers defy the slacker stereotypes and are apt to be workaholics.

ThinkstockPhotos-485914233Here’s another surprise: It turns out that millennials are shaping up to be less entrepreneurial than previous generations, too. That defies not only the general preconception about this generation, but the millennial self-image as well.

Add these findings together and we may be getting a glimpse of the future: Millennial workers, if treated right, may turn out to be more industrious and loyal to their employers than anyone imagined.

The entrepreneurship data came early this year in a study by the Small Business Administration that didn’t get as much attention as it deserved. Credit goes to the Economic Innovation Group and EY for highlighting the data in September along with results of their own survey of millennial workers. (Hat tip also to the Washington Post’s Wonkblog for reporting this first.)

millennial-entrepreneursSBA economist Daniel Wilmoth’s study, published in February, used Census data to look at self-employment rates by age for three generations: millennials (born after 1981), Gen-Xers (1963-1981) and baby boomers (1944-1962). In short, he found that self-employment rates declined for each succeeding generation (see graphic above) .

“At age 30, less than 4 percent of millennials reported self-employment in their primary job in the previous year, compared with 5.4 percent for Generation X and 6.7 percent for baby boomers,” Wilmoth writes.

Of course, self-employment isn’t quite the same as entrepreneurship. And each generation grew up in different economies, with different technology. And we don’t know what may happen as that generation ages. But I think this research provides persuasive — and surprising — insight into millennial workers.

Those of us who  — ahem — happen to be in an older generation may not be the only ones surprised. Millennials might be as well. The Economic Innovation Group survey found that 55 percent of millennials surveyed believe their generation is more entrepreneurial than those that came before.

And 62 percent said they’ve considered starting their own business. But 42 percent said they can’t afford to take that step.

Little wonder: It’s well known that millennials have higher student-debt loads that previous generations did at comparable ages, and that their entry into the job market often was hampered by the Great Recession.

So it’s not unreasonable for employers to be optimistic about millennial workers. They may not turn out to be the job-hopping, disengaged, self-centered population some have imagined. If nothing else, this number from the Economic Innovation Group survey should be encouraging: 88 percent of millennials agreed that “hard work is an important factor to get ahead in life.”

 

 

 

 

 

Being a Black Professional Woman

I’m probably wrong going into this: posting something about what it’s like to be a black woman in corporate America when I’m white.

523400310-black-professional-womanI probably don’t get extra points for being a member of a mixed-race family
either. In today’s
hypersensitive, hyper-volatile,
racially divisive
environment, I tend to shy away from my biracial nephew’s political Facebook posts and stick to our shared summer-vacation pictures, and our beautifully diverse family updates. What right have I to even “Like” something I can’t possibly know?

But I decided to post this release anyway, about a documentary airing this coming Wednesday in Oakland, Calif., Head Not The Tail Productions’ Invisible Women: Being a Black Woman in Corporate America. Not because I’m vying for any points, but because what happens to black women in or pursuing corporate careers should be something we all take seriously. And dealing with it should be all our jobs as well.

The disappointment, discrimination and rejection described by the many women in the documentary (the link above includes another link to a short teaser trailer worth watching) is often subtle, say diversity experts, as is corporate unconscious bias, which we’ve reported on on our website and here on HRE Daily.

“In conducting the research, we found the corporate practice of discrimination to be a common harsh reality faced by countless women of color,” says Melody Shere’a, HNTT Productions’ founder and CEO, and director of the film. As her release states,

“The playing field isn’t level and well-qualified black women are too frequently denied the opportunity to explore similar career-growth opportunities as their white and other female counterparts. The facts and details you will learn from this documentary will surprise you.”

Granted, most of you are nowhere near Oakland, Calif., but I imagine a call to Shere’a at the number provided in her release would prove fruitful in getting your hands on the film. It’s worth a try. You can’t improve diversity in your corporate culture if you don’t fully understand all forms of discrimination and how they’re being perceived by those on the receiving end.

For that reason, I encourage you to give this a read as well, a professional black woman’s response to a white friend of hers asking for a better understanding of white privilege. Like the documentary, this piece by Lori Lakin Hutcherson, founder and editor-in-chief of Good Black News, centers on the subtleties she has had to contend with throughout her career — including her education at Harvard University. As she details for her friend:

“When I got accepted to Harvard — as a fellow AP student, you were witness to what an academic beast I was in high school, yes? — three separate times I encountered white strangers as I prepped for my maiden trip to Cambridge that rankle to this day.

The first was the white doctor giving me a physical … .:

Me: ‘I need to send an immunization report to my college so I can matriculate.’

Doctor: ‘Where are you going?’

Me: ‘Harvard.’

Doctor: ‘You mean the one in Massachusetts?’

The second was in a store, looking for supplies I needed from Harvard’s suggested ‘what to bring with you’ list:

Store employee: ‘Where are you going?’

Me: ‘Harvard.’

Store employee: ‘You mean the one in Massachusetts?’

The third was at UPS, shipping off boxes of said ‘what to bring’ to Harvard. I was in line behind a white boy mailing boxes to Princeton and in front of a white woman sending her child’s boxes to wherever:

Woman, to the boy: ‘What college are you going to?’

Boy: ‘Princeton.’

Woman: ‘Congratulations!’

Woman, to me: ‘Where are you sending your boxes?’

Me: ‘Harvard.’

Woman: ‘You mean the one in Massachusetts?’

I think: ‘No … the one downtown next to the liquor store.’ …

The point here is, if no one has ever questioned your intellectual capabilities or attendance at an elite institution based solely on your skin color, this is white privilege [or bias, as some might say].”

A later example comes from Hutcherson’s work as a film and television writer/producer:

“While writing on a television show in my 30s, my new white male boss — who had only known me for a few days — had, unbeknownst to me, told another writer on staff he thought I was conceited, didn’t know as much as I thought I did, and didn’t have the talent I thought I had.  And what exactly had happened in those few days?  I disagreed with a pitch where he suggested our lead female character carelessly leave a pot holder on the stove and burn down her apartment. This character being a professional caterer.

“When what he said about me was revealed months later — by then he’d come to respect and rely on me — he apologized for prejudging me because I was black and female. I told him — not unkindly, but with a head shake and a smile — that he was ignorant for doing so and clearly had a lot to learn. It was a good talk because he was remorseful and open. [The subhead of her piece, by the way, is “Nobody is mad at you for being white.”]

“But the point here is, if you’ve never been on the receiving end of a boss’ prejudiced, uninformed ‘how dare she question my ideas’ badmouthing based solely on his ego and your race, you have white privilege.”

If ever there was a compelling treatise on what goes on between the races inside our buildings of business as opposed to the far-more-combustible streets below, especially over the past year, this is it.

Hutcherson’s last example, especially, should give us all pause: Perhaps the only way to shore up the divides, even at their most subtle, is to start — whether we’re the CEO, the head of HR or a direct supervisor — by admitting that certain behaviors or patterns of communication that are allowed to exist in business today are just wrong. Then start the conversation.

And then the training, if necessary.

3M Displaces Google Among Millennials

220px-3M_wordmark.svgThe maker of the Post-it Note has displaced the world’s best-known technology company atop the list of organizations that millennials most want to work for. 3M, which in addition to the aforementioned product makes Scotch tape, packaging products, laminating systems and a whole host of other things you can actually touch or hold in your hand, has displaced Google for the No. 1 place in this year’s 2016 Millennial Career Survey, conducted by the National Society of High School Scholars. Google was the top choice in the 2015 survey.

3M CEO Inge Thulin was so delighted when he heard the news that he walked over to CHRO Marlene McGrath’s office and gave her a hug, he told the Minneapolis Star Tribune. “This is a big, big statement,” Thulin told the paper. “This is incredible. It’s fantastic. When you look at Google and Apple and the others, we left them in the dust.”

Google didn’t do so shabbily, actually: It ranks No. 2 on this year’s list, followed by St. Jude Children’s Research Hospital at No. 3, Walt Disney Co. at No. 4 and “local hospitals” at fifth place. The FBI, Buzzfeed, Apple, Amazon and the Central Intelligence Agency also made the top 10.

The NSHSS defines “millennial” rather generously as people ages 15 to 32; other definitions of millennials identify them as people who were ages 18 to 34 in 2015 while those born after are called Generation Z.

3M appeals to young people because of its sustainability projects and its three-to-12-month leadership development program, Thulin told the Star Tribune. Its commitment to diversity is another big attractor for millennials, he said. Indeed, research has confirmed that young people are very interested in leadership development, as well as diversity, and that they’ll look for the exit signs if they find the development opportunities at their current employer lacking.

The NHSS survey results are based on responses from a big and diverse group: 13,000 high schoolers, college students and young professionals ages 15 to 32, 48 percent of whom are African-American, Hispanic or Asian, 23 percent first-generation college students and 39 percent multilingual.

“Currently, the top career interests of this group are STEM, business and arts, and entertainment and media,” says NHSS president James W. Lewis. “Millennials hope to find in the workplace fair treatment, corporate social responsibility and strong company benefits, which include flexible work schedules.”

Helping Older Workers Find the Work they Want

OK, this baby boomer officially feels old now. I was just informed by Paul Magnus — vice president of workforce development for Akron, 474168522 -- older workerOhio-based Mature Services — that “mature” actually refers to 40 and older.

I was asking him to elaborate on his organization’s 26th Annual Mature Workers’ Job & Career Fair, coming up on Tuesday, April 12, at the Akron Fairlawn Hilton, designed “to help the 40-and-older population find employment,” as its release states.

Shocked as I was by that clause, Magnus pointed out that the oldest of the “Gen Xers [those born from the early 1960s to the early 1980s] started turning 52 in February 2016.” (Stop the world, I want to get off!)

But whether they’re 40 or 52 or on up into baby-boomer territory, he says, “we advocate for all older workers” and the extensive experience, skills and work ethic they bring to the workplace.

If you consider baby boomers alone, he adds, they possess the “highest level of intelligence and institutional knowledge, highest motivation factor and highest skill set of any demographic that has come through the workforce to date.”

Though many are staying in the full-time workforce out of necessity, a growing share are just heading into retirement age and are trying to “reinvent their lives,” be it through a mentor or tutor role or a part-time consultant’s role, says Magnus, whose agency helps those people achieve their desired situations as well.

In all work situations, says Don Zirkle, Mature Services’ training and placement supervisor, “[o]lder workers bring to the job commitment, experience and the ability to work as part of a team.” Older workers, he adds, have “adapted to technology as well.”

“These are traits that all employers are looking for in a new hire,” Zirkle says.

Unfortunately, far too many employers are still disregarding senior job candidates, especially those who have been long-term unemployed — a problem we’ve certainly written about on this site and on HREOnline.com.

“Many older workers have gotten trapped in that long-term-unemployment racket,” Magnus says. “We’re seeing that individuals who are not working aren’t getting the calls back. The longer they’re unemployed, the longer they’ll remain unemployed.”

Also on the unfortunate side, many baby boomers, when they started working, “didn’t necessarily need a degree for all the positions that were open to them,” he says. “Now, students are coming out of college with certificates and degrees for those same jobs,” and older workers trying to compete find themselves way behind the eight ball.

Through numerous programs run by his organization, including the U.S. Department of Labor-funded Senior Community Service Employment Program, which most other states also run, seniors are getting pointers and guidance in educational opportunities, job-hunting and skills training, and even tips on best ways to use social media, which many — surprisingly — aren’t that well-versed in, he says.

Times have changed, he adds, and seniors need to change with them.

I asked Magnus to describe the challenges and changes he’s seen in his 31 years with Mature Services.

The biggest difference he’s noticed over time, he said, is that everyone now has a different idea about what retirement means, from semi-corporate retirement to at-home part-time consultancies, and his agency is there to adjust to the changes, and guide and advocate for all older workers in his corner of the world — i.e., the Akron and surrounding areas.

“I remember starting this job when I was 28 years old,” Magnus says. “I remember walking up to a senior group of men and asking them if they would be interested in the recruiting help my agency had to offer, and they just laughed at me and said, ‘Why would I want to work when I’m retired?’ ” So at least that’s changed.

Second to that, he says, is that a growing number of employers are starting to see the value older workers, in any capacity, can bring to the workforce.

Though many still “do get bogged down in the older-worker perceptions that aren’t based on reality [like they can’t perform or produce like they once could, or they simply don’t want to be there], many others aren’t getting that hung up on age anymore.”

So there’s some progress at least.

Why Young Women Really Leave Their Jobs

If you’re thinking that the talented young women departing your organization are going home to start families, you might want to think again.

In compiling its special report, What Executives Need to Know About Millennial Women, the International Consortium for Executive Development Research recently interviewed executives and “rising female stars” between the ages of 22 and 35 at a group of seven organizations including BlackRock, eBay and HubSpot, according to ICEDR, which supplemented these interviews with surveys of talent leaders and millennials from a handful of other companies.

In doing so, ICEDR study authors Lauren Noël and Christie Hunter Arscott found the majority of business leaders they interviewed were laboring under the impression that most millennial women leave their companies around age 30 in an effort to better balance work lives with family demands, or because they are about to start a family.

The millennial women taking part in the study, however, told a different story.

Indeed, 65 percent of young female respondents said that finding another job with better pay was the top reason why they quit their last job. A lack of learning and development opportunities was cited by 62 percent of millennial-age women, while 56 percent pointed to a dearth of “interesting and meaningful” work, and another 56 percent walked away because of what they saw as an imbalance between the effort they expended and the compensation they received.

This isn’t to say that twenty- and thirty-something women don’t value work/life balance, though, as 54 percent of women polled indicated they would soon be starting a family and would like to spend more time with them.

If the execs taking part in this study were taken aback to find their responses didn’t quite jibe with those of their young female stars, they weren’t the only ones.

“When considering the main reasons why women around age 30 leave organizations, one might expect the primary influences to be motherhood or difficulty integrating work and life,” the authors write in the report.

“Surprisingly, young women identified finding a higher paying job, a lack of learning and development, and a shortage of interesting and meaningful work as the primary reasons why they may leave.”

Unexpectedly, the authors also found female participants in their 20s offering similar responses.

“There is a popular perception that millennials’ desires will change over time. Interestingly, our survey revealed that women in their 20s largely do not leave organizations for different reasons than women in their 30s,” the authors write, noting that four of the five top reasons for leaving were identical across the two age groups.

Noël and Hunter Arscott—both millennials—offer some “key actions” employers can take to help attract, engage and retain female employees in this age group.

For example, they urge leaders to provide extra support to women during key transitional phases in their professional lives, “including university to first job and changing roles. Start early and pursue targeted interventions at critical career and life junctions.”

Employers must also understand that millennial womens’ input has “broader talent implications” throughout the organization, say Noël and Hunter Arscott.

“By implementing strategies and programs informed by the needs of millennial women, leaders will simultaneously be addressing what matters most to broader talent pools.”

Ultimately, “motherhood is not the primary reason women around 30 are leaving organizations,” they write. “Focus on what matters most: pay women fairly, challenge them with learning and development opportunities, and provide them with meaningful work.”

What Happens When Robots Get All the Jobs?

Fans of the show South Park know the episode where the angry townspeople chant “Dem robots took our jobs! Took err jerbs!” But regardless of whether you call it a job or a jerb, the anxiety over losing one’s livelihood someday to automation of one sort or another is very real. Nearly half of today’s U.S. workers are at risk of losing their jobs to a robot or software within the next 20 years, according to a 2013 study by researchers at the University of Oxford. It’s not just truck drivers and factory workers who are at risk: About one-third of 1,700 managers fear being replaced by “intelligent machines,” finds an Accenture  study titled Managers and Machines, Unite!

Robot typing on keyboard
Journalists could certainly be replaced by robots …

Pundits say, not to fear: The rise of the robots will lead to other jobs opening up in areas we haven’t even thought of today. But what if they’re wrong? Automation could well lead to massive numbers of people with no employment opportunities, with societal upheaval sure to follow. Avoiding scenarios like that may require “universal basic income,” writes New York Times technology columnist Farhad Manjoo.

With UBI, people would receive a check from the government each month to cover their basic living expenses. The theory is that “machine intelligence will produce so much economic surplus that we could collectively afford to liberate much of humanity from both labor and suffering,” writes Manjoo.

It’s not just Bernie Sanders supporters who may find this appealing: The idea has support among some conservative economists as well, he notes.  Y Combinator, a Silicon Valley tech incubator, plans to spend “tens of millions” of dollars on research examining what life might be like under U.B.I. What would people do — would they become more entrepreneurial, would they goof off, pursue meaningful activities? How would it affect people if their ability to sustain themselves was no longer tied to having a job?

Albert Wenger, a venture capitalist and a proponent of U.B.I., told Manjoo that U.B.I. could usher in the possibility of people accomplishing even greater things than we can currently imagine today.:

I think it’s a bad use of a human to spend 20 years of their life driving a truck back and forth across the United States. That’s not what we aspire to do as humans — it’s a bad use of a human brain — and automation and basic income is a development that will free us to do lots of incredible things that are more aligned with what it means to be human.