Suite101.com writes about Equal Pay legislation and the continuing struggle for women to be paid equally with men for the same work:

“Equal pay for equal work” carries with it significant cultural meaning. For people who support the idea of equal pay rights, the phrase means paying women the same as men for completing the same job. For people who believe the Equal Pay Act amounts to a “handout,” the phrase tends to mean that business owners determine what work is equal.”

Read article

But look behind the numbers…

A study of 1800 working adults conducted by University of Toronto indicates that women whoh report to other women develop up to 20% more mental and physical health problems. Men showed no difference reporting to a male or female. Interestingly, women working for other women did not report any higher levels of conflict. This most likely means that the cause of the stress lies in expectations. Women expect other women to be more caring and supportive. When that doesn’t happen, stress results.

Read article from ReportonBusiness.com

Joyce Rosenberg, AP, writes in SFGate for the San Francisco Chronicle that tele-commuting has its pros and cons and requires a different management style. As I read the posting, it seems to me that most of the adjustment needs to come from the employee, to stay in touch and connected. The manager interviewed freely admits most of his on-site employees communicate primarily by email anyway, so why he feels phone calls are more necessary with his tele-commuting staff is not understood. Possibly a trust issue? He also says his tele-commuting still does the same good work. That, readers, is the bottom line.

Read article

Pamela Weinsaft, for The Glass Hammer, writes about a new program developed for Merrill Lynch to help off-ramped women transition back into the workplace. ML realized they were recruiting many women, but losing them as they advanced up the ladder. Weinsaft writes:

” Greater Returns is billed as a “new suite of programs for women seeking to transition back to work as well as women professionals looking to accelerate their career growth and professional development.”  Participants will spend a rigorous 2 ½ days in courses designed to familiarize them with the newest industry practices and technology.  They will also learn how to tell their “off-ramp” story in a compelling and productive way.  “The key is getting [the women] to think differently about their capabilities and prepare them for their new roles, even if they are in other parts of the industry,” said Subha Barry, managing director and head of Global Diversity and Inclusion at Merrill Lynch.

Full posting

Jessica Marquex writes ofr Workforce Management: “Despite laws supporting gender equity, Japan still is a male-dominated culture, Combopiano says.

To address this, companies need to approach diversity initiatives as they would any type of change management program, Ito says.

This means the company’s top management has to be clear with its messages on the importance of diversity, he says.”

Several US industries have a similar male-dominated culture and need to take like action. (that’s my comment)

Read the article