Pay Inequity Is Still A Thing—And It Matters

By Maria Colacurcio

In recent years, gender pay equity has become a topical discussion amongst the global workforce. Hollywood actresses and Olympic athletes have shared their stories of unequal pay for equal work; and there has been a slew of class-action suits and corporate scandals revealing discriminatory pay practices. As a result, investors, customers, employees and the law are all calling for progress on wage equality.

Is progress being made? It’s hard to say, but it is probably nowhere near enough as is needed. Some attribute this to the “pipeline” issue. That is, men and women freely choosing entirely divergent professional paths. The theory goes that men choose careers such as investment banking and software engineering and women choose professions such as nursing and teaching whose pay rates have been set (lower) by the natural market forces of supply and demand (or perhaps because of the long history of putting less value on women’s work). But if you look at computer programmers, women used to dominate the industry, then men flowed in. The pay automatically increased and the profession was viewed as more desirable. By contrast, as women flow into historically male professions, pay actually drops.

Some companies have made attempts to address the pay equity issue, but they’re often employing outdated approaches or third-party consultants. Reliable, scalable and accessible solutions have been limited. As a result, many companies have shied away from the issue of pay equity altogether, viewing it as simply too burdensome to tackle. Such lethargy produces pay practices which only perpetuate the gender pay gap. Unfortunately, women (and other underrepresented groups) can be faced with an uphill and solitary battle on the journey to equality.

Any effort to eradicate pay disparity in the workplace must be vigorously supported by the CEO, the leadership team and the board. If a board of directors or CEO is not genuinely dedicated to such an effort, then that effort will not happen, or will eventually fail. As a CEO, why should this be top-of-mind for you and your team?

Well, at a very fundamental level, it’s the right thing to do. When companies commit to equal pay for equal work, they send a powerful message to their current employees, future hires and their customers that they stand for something that is important to all, not just women. Additionally, having a fair and transparent pay process increases satisfaction and decreases turnover. A Gartner study revealed that there is a $16 billion cost for turnover in the tech industry alone.

If your organization does not yet have a robust and ongoing strategy for achieving pay equity, here is a step-by-step guide to help you check for pay disparities and commit to resolving them:

Step 1: You can’t stick your finger in the air as a gauge of pay equity. It takes asking the right questions and conducting detailed analyses. Make sure you have enough resources and technology in place to allow you to examine your data quickly and identify unfavorable trends.

Step 2: Shift the mindset from “protect and defend” compensation data to “find and fix” any gaps. This requires you to have the courage to share the results of your analysis in Step 1, but also the discipline to resolve any anomalies.

Step 3: Companies regularly ensure they are at market, so why not make pay equity a part of ongoing compensation benchmarking? Committing to regular and frequent pay analysis is the best way for companies to ensure they stay on top of this issue.

The CEO should be the catalyst for the organization’s journey to pay equity, but other key stakeholders such as the broader leadership team, the HR function, and middle managers are also key to success. There are many ways to fully involve these groups:

• Make it personal: Research has shown that the pay gap in groups of male managers who have daughters is smaller than amongst managers without daughters. This means that when an issue is personal, behavior changes no matter the gender.

• Make it a leadership issue: If you have a gender pay gap, it is a failure of leadership. Leaders have a role and responsibility to address this. As CEO, you must communicate with HR and managers, articulate the philosophy and strategy to achieve equal pay, and make sure to constantly share metrics and progress with managers and HR, so they can share with employees and external audiences. Commit to a quantitative approach to decide how pay is determined, setting salary ranges for each role, and then make these ranges available to your employees and recruits.

• Make it inclusive: It is not solely an issue to be discussed at a women’s leadership meeting. Make it a key agenda item for your next board meeting and your executive team meetings.

A good first step to kick-start this journey is to run a pay equity analysis leveraging a trusted solution with a vetted methodology. By utilizing a data-science powered software solution, you can determine where there are unexplained pay gaps and where you may need to employ remediation tactics to preserve your company’s culture and maintain legal compliance.

Source: Chief Executive

 

Strategising Customisation and Privacy in the Digital Age

by David Dubois, INSEAD Associate Professor of Marketing, and Joanna Teoh, INSEAD

Five golden rules to effectively balance personalisation and customer protection.

From AI-enabled chatbots to ads based on individuals’ search or social media activities, digital data offer novel ways to connect with customers. These connections can develop into intimate customer relationships that boost satisfaction, engagement and ultimately loyalty. Consider Netflix’s recent personalisation strategy, which enabled viewers of its series Bandersnatch to choose the main character’s actions throughout the episode, leading to five unique endings.

But there is a point where customer intimacy and invasion of privacy blurs. For instance, as early as 2012, Target predicted a teenage customer’s pregnancy through her historical purchase pattern data and sent her baby-related coupons, to the surprise of her own parents.

Where to draw the line between customer-benefitting personalisation and intrusion? This question is increasingly at the heart of every C-level executive’s agenda. In the digital age where data has become overabundant – 90 percent of the world’s data was produced in the last two years – corporations face the urgent need for a “data chart” defining their philosophy around the collection and use of customer data as it relates to value creation. Continue reading

Vice President Media and Entertainment

The Senior BPS Sales Executive is responsible for achieving profitable sales growth by managing/closing multiple sales campaigns using deep sales process and offering or product expertise within a complex market or emerging market/white space.

Responsibilities: Grow the Business:  Drives sales opportunities to closure – increasingly selling a mix of defined solutions/extensions and new offerings or products into white space; wide range of service group offerings and deal structures

Develop Key Relationships:  Develops strong relationships with key client buyers: the Divisional head/C-Suite level; client decision making spanning multiple layers of organization.

Services offered: Our client offers strategic Business Process as a Service (BPaaS) solutions that are tailored to help our customers across industries to run, change, and grow their businesses, while enhancing the end-user experience across channels.

Experience:

  • 10- 15 years’ experience in BPS business development in Media and Entertainment
  • Proven ability to develop new BPS business and meet quotas ($2-$5 million)
  • Excellent communication skills and high level of maturity
  • Superior relationship management and networking skills for both internal and external customer/s
  • Excellent client handling skills, with ability to present and articulate various points of view
  • Ability to forge relationships across and throughout the internal organization

Personal Characteristics:

  • The ideal candidate is able to operate successfully in a fast-paced, ever-changing environment.  Energy, drive and an entrepreneurial spirit are necessary characteristics for success.
  • Strong and capable leader, able to win the confidence and trust of his/her team, shape the culture, and exert influence both internally and externally
  • Ability to establish immediate credibility among his/her peers, a professional who is respected for his/her leadership, intelligence and expertise
  • Superb negotiator and communicator

Location:

West coast

If this could be of interest , please let me know

Larry Janis

Managing Partner I Integrated Search Solutions Group

P-516-767-3030 I C-516-445-2377

ISSG I Twitter I LinkedIn

 

WHAT IS TOP TALENT AND HOW IS THAT IDENTIFIED?

As a part of our talent acquisition engagements, we ask our clients how they define “top talent” and how they would assess those traits in the interview process. Reflecting on the insightful comments we hear every day, we thought there would be great value in a new blog in which senior executives/thought leaders share their “Take on Talent.”

This is the twenty-second in a series of blogs/interviews with senior executives who are thought leaders in the areas of Talent Acquisition, Career Development and Leadership who will share their perspectives on this ever present question.

 

Kevin Campbell, Chief Executive Officer, Syniti

As CEO, Kevin drives the growth agenda of Syniti with poise and at ease. With a solid track record in driving growth at scale, Kevin joined Syniti, formerly BackOffice Associates, as president, global consulting and services April 2018, and was named as CEO in February 2019.

During his 20+ year, 2-term tenure at Accenture, he was Group Chief Executive for Outsourcing and Group Chief Executive Technology where he drove double-digit growth. Kevin was also CO-COO for Bridgewater Associates and COO for Oscar Health based out of New York.

As CEO, Kevin’s leadership remit here is simple: Inspire and empower those around him to deliver on the business’ vision and purpose. He oversees all aspects of our operation while also taking every opportunity to engage with customers, partners, and employees on the ground around the world.

At home and in relaxed mode, Kevin devotes himself to family life and the resulting bike rides and activities that come with such a commitment. He also coaches his children’s sports teams and can often be found at various sports fields hurling encouragement. This has even been turned in to a group activity when they attend Atlanta United FC as season ticket holders. Go five stripes! Continue reading

VP BPO Sales-Property & Casualty Insurance

Vice President of Sales will be responsible for cultivating our clients presence in the market and creating business opportunities with new clients. It is expected that the successful candidate will bring significant experience and has established relationships in the SP&C) North American markets.  The successful candidate should be motivated by winning financial incentives as well as career growth.

The AVP/Vice President, Sales will:

  • Be responsible for the sales cycle; from deal origination to closure (signed contract) to successfully transitioning it to the Account Manager team
  • Bring an understanding of the marketplace and competitor offerings to drive growth strategy and investments
  • Be responsible for New logo sales and account acquisition
  • Be responsible for significantly growing the presence and revenues in the P&C North America BPO market
  • Work closely with Industry Business Heads to target named accounts, new business strategies, and high value / high clients
  • Build a predictable pipeline of new business to generate repeatable and profitable revenues across the various Business Units
  • Develop and execute a Go-to-Market Strategy to hit revenue targets.
  • Execute go-to market plans via targeted campaigns and other sales channels including advisors, influencers, conference attendance, industry events, etc.
  • Collaborate and develop 3rd party and advisor relations to build credibility in the geography
  • Propose, submit, and handle proposals with full ownership and accountability. Work closely with the sales support teams to ensure high quality of all proposals.
  • Bring substantial experience in working with C-Suite executives within the P&C North America domain markets. Typical sales processes include discussions with, Chief Operating Officers, Chief Marketing Officers and Chief Financial Officers.
  • Big-deal experience – proven experience in closing deals with ACV > $5M and TCV > $20M.
  • Play a leadership role in “hunting”, signing and developing luminary/marquee client relationships. These contracts are typically large, complex multi-year deals that require a savvy sales executive accustom to longer sales cycles.
  • Balance multiple, concurrent deals to achieve challenging growth targets.
  • Effectively identify and translate client needs into services. Develop an understanding of customers’ business needs, matching them with capabilities, and developing winning proposals
  • Be a key intermediary between the service delivery team and the customer.

Continue reading