By Catherine Fox
Being a lady, elevating young children, succeeding in a management position and dwelling an entire lifestyles is still a tall order in glossy Australia should you do not take place to be outstanding. Being a girl on a board, working an ASX best –listed corporation, or operating a central authority division is still an exception instead of the norm. regardless of the growth made in the direction of a fairer office, within the dialogue in regards to the loss of girls on forums or the dimensions of the space among males and women's pay, drained excuses are recycled. Catherine Fox labels those the seven myths approximately girls and paintings.
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Additional resources for 7 Myths about Women and Work
Ensuring that nearly half the workforce is genuinely taken into account for training and development, career planning and promotions ensures the creation of a real meritocracy. There is nothing inherently contradictory about a true meritocracy and quotas or targets, despite the negative commentary they often evoke. They can assist in redressing this imbalance and are not designed to last forever, but to act as a catalyst that can be discarded once the dynamics and composition of boards or senior ranks is changed.
I figured it was important to make those connections clear, to accentuate the harm from letting one set of misconceptions fuel another. Many of these themes have been tackled in ‘Corporate Woman’ and in the pages of the Financial Review, so I have incorporated a number of my columns and articles throughout the book, also using some of the case studies that caught my eye at the time or pertinent interviews. Debunking the myths has also involved taking a closer critical look at some of the current business efforts to address ‘diversity’ – an unfortunate corporate euphemism that avoids mentioning women or gender (see myth 1).
Several of the members of the Male Champions of Change group, a lobby group made up of some of Australia’s top CEOs, acknowledge that a meritocracy is an aim rather than necessarily a reality throughout their organisations. As I already mentioned, the impact of this belated awareness, along with the need to comply with the self-regulatory regimes introduced, has seen a rash of ‘diversity’ initiatives launched since 2010 in the business world, including mentoring programs, targets for women in senior jobs, diversity policies and corporate governance reporting changes.