Study finds male Ph.D. candidates submit and publish papers at significantly higher rates than their female peers, even within the same institution. The majors drivers of that gap remain unclear, but one factor is that women teach more during their Ph.D. programs and men serve more often as research assistants.
Employee voice, or speaking up with information intended to help one’s group, can improve performance, help teams come up with creative solutions, and avoid issues that might hold them back. But new research finds that speaking up only benefits men, and only when they speak up to offer ideas rather than point out problems. The author found that women were not helped by speaking up, regardless of whether it was about ideas or problems. Managers should make a specific effort to encourage women to speak up, taking care to show female employees that their contributions are valued. The author offers a number of ways to do that, including amplifying women’s ideas, making sure women get credit for their contributions, and making a point to call on female employees to hear their thoughts.
With all the post-Harvey-Weinstein wringing of hands about why it takes so long for abuse to be revealed, especially when everyone clearly knows it’s happening, I was reminded of what my department head had said to me when I asked for a member of my dissertation committee to be removed:
“Please don’t ask me to do this. He’ll make my life miserable.”
For Angela Byars-Winston, becoming the first Black tenure-track, full-professor in the UW-Madison Department of Medicine in September was just another stepping stone in her career.
As a member of the National Academy of Sciences Higher Education and Workforce Development Board, a 2011 selectee for the Obama administration’s Winning the Future initiative as Champion of Change, and a recipient of a $1.4 million grant from the National Institute of Health to research the impact of diversity awareness on mentor-mentee relationships in STEM, Byars-Winston has no shortage of accomplishments.
New research from the Center for Talent Innovation indicates that there is a high cost for employees and organizations when individuals perceive bias from their managers. Based on a survey of 3,570 college-educated professionals working full-time in white-collar professions, they discovered how individuals perceived bias in six categories typically used to judge employee potential: ability, ambition, commitment, connections, emotional intelligence, and executive presence. They also tallied those who perceived bias in more than one of these aspects. Across the board, 9.2% of respondents at large companies perceive bias in the way their superiors judge their potential on two or more elements — from all different groups and demographics. Individual findings showed that people of color are more likely to perceive bias in two or more categories than whites, and employees born abroad or those with disabilities are at high risk. Among foreign-born employees, those born in Latin America have an even higher rate of perceiving bias in two or more elements. These perceptions have a high cost. Their research also indicated that perceiving bias on at least two dimensions correlates with more frequent reports of emotional distress, higher employee disengagement, and lower employee retention.