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First Step: Women in the World

March 3, 2014

Now more than ever before, women around the world are poised to make significant progress. Large-scale changes in every region could lead to advances for women -- as well as progress for countries and entire regions -- if well leveraged by societies, governments, and businesses.This report explores women's status through the lens of shifting demographics, improving education, and stalled progress toward equality for women.

Feeling Different: Being the 'Other' in US Workplaces

January 16, 2014

What does it mean to be an "other" in the workplace?Everyone has complex and multiple identities that define both how they see themselves and how others perceive them. These include personal attributes such as gender, race, ethnicity, or nationality and are lenses through which people view the world. The more different someone is and feels from their workgroup or workplace as a whole, the more they may feel like the "other" at the table.This report examines the experience of otherness in the US workplace and focuses on how people with multiple sources of otherness in a workplace are impacted in terms of their opportunities, advancement, and aspirations.

High Potentials Under High Pressure in India's Technology Sector

January 15, 2014

In 2012, the Indian technology industry had $100 billion in revenues and contributed 7.5% to India's GDP. The technology sector in India is uniquely positioned to change India's economic outlook, and women in the technology sector can play an important role in this transformation.Unlike in many other countries and industries, the high-potential women in India's technology organizations start their careers in similar positions, have similar levels of responsibility, and earn comparable salaries as men.Despite this promising start, a gender gap emerges over time. In this report, Catalyst found that:Women reported earning Rs. 3,79,570 (approximately US $6,000) less than men in their current jobs.Women and men received similar amounts of development through formal programs, but women received fewer of the on-the-job experiences, or "hot jobs," that really matter, such as international assignments and mission-critical roles, than men.Women in dual-career marriages (19%) were four times more likely than men (5%) to report that they had assumed the role of "stay-at-home-partner" at some point in their career.All these factors coalesce to contribute to a lack of female talent in critical senior-level positions in India's technology sector.Organizations in India can't afford a leaky pipeline of talented women. Focusing on ensuring pay equity, equal access to developmental opportunities, and flexible and inclusive environments for women is critical for retaining this important talent.

2013 Catalyst Census: Fortune 500 Women Board Directors

December 10, 2013

This census looks at the number of women who serve on the board of directors at Fortune 500 companies and compares the results to previous years.

2013 Catalyst Census: Fortune 500 Women Executive Officers and Top Earners

December 10, 2013

This census shows the number of women in top earner and executive positions in Fortune 500 companies and compares the results to previous years.

High-Potential Employees in the Pipeline: Maximizing the Talent Pool in Canadian Organizations

November 26, 2013

This report is based on data from 1,574 high-potential employees in Canada. Research suggests that although Canada has seen progress in the experiences of women in the workforce, there is still much room for improvement -- and this improvement is a business imperative. The "Consider This" sidebars present findings as well as questions that are intended to deepen the conversation about the advancement of high-potential employeesThe questions posed throughout this report incorporate insights gained from a panel of thought leaders from the academic, public, and private spheres in Canada and convened by Catalyst to get reactions to the report's findings. The goal in including these thought leaders' perspectives is to further stimulate discussion about how organizations can strategically manage high-potential talent.