International Women’s Day for March 5, 2016 Posted March 5, 2016 by admin@interfaith


International Women’s Day

Campaign Theme:
   Worldwide, women continue to contribute to social, economic, cultural and political achievement. And we have much to celebrate today. But progress towards gender parity has slowed in many places.
   The World Economic Forum predicted in 2014 that it would take until 2095 to achieve global gender parity. Then one year later in 2015, they estimated that a slowdown in the already glacial pace of progress meant the gender gap wouldn’t close entirely until 2133. 
   So how do we want to celebrate International Women’s Day 2016? By Pledging for Parity!


Help women and girls achieve their ambitions
   The most important determinant of a country’s competitiveness is its human talent via the skills and productivity of its workforce.
   Organizations must illuminate the path to leadership, showing women the career and advancement opportunities that match their skills and professional objectives and provide the experiences necessary to fulfill their potential.
   Individuals can commit to advocating for themselves, and when appropriate, becoming effective role models and sponsors of women to help them achieve their goals.
Challenge conscious and unconscious bias
     Studies show that gender-balanced organizations and teams deliver stronger results and that inclusive societies are more progressive, but ingrained bias slows the progress of equality.
     Organizations must build cultures where all people feel valued and included and can contribute fully according to their capabilities.
     Individuals can commit to learning about their own biases, adjusting their behaviour as needed and welcoming different experiences and points of view.
 Call for gender-balanced leadership
   Companies with women board members outperform in return on equity, net income growth and price-to-book value as well as a host of non-financial measures.
   Organizations must ensure women are exposed to strategic operations and functions to gain the experience needed for senior positions and set measurable targets for appointing women to leadership.
   Individuals can show potential or current employers that they value and expect gender-balanced leadership. They should seek out leadership, sponsorship and mentoring programs, exposure to strategic and financial roles and integrated networks designed to help women advance.
   Raising the female labour force participation rate to match that of men will have a positive impact on GDP in both developed and developing economies.
   Organizations must ensure all their talent processes
are equitable, fair and that they further their gender parity and diversity objectives.
   Individuals can seek out perspectives different from their own, prioritize building diverse teams and engage in mixed networks that build trusted relationships.
   After competitive pay and benefits, workers in eight countries rank working flexibly and still being on track for promotion as what they value most in a potential job.
   Organizations should recognize that lines between career and personal lives are becoming more fluid. They should create progressive policies like flexible working that allow everyone – regardless of age, gender, rank or geography – to manage their personal and professional lives and realize their ambitions.
   Individuals can create trusting, team-oriented work environments by encouraging flexible working supporting choice about the times, places and ways work gets done.
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