"Many of today's compensation models still parallel outdated models of career progression," Shubert says. "Those compensation models were designed to support men as the sole breadwinners in families, and that's not the reality anymore." Shubert thinks that forward-thinking companies must consider part-time and interrupted employment, and then adjust compensation and benefits accordingly.
4. Women offer a unique and valuable business perspective.
By promoting women to top-ranking, highly visible positions, corporations can send a message to female employees throughout the organization that women's voices matter. "Companies should create an environment of curiosity about women's business insights," Shubert says. "Women's opinions can be a complex and valuable asset to the business package."
But the responsibility of amplifying women's voices should not rest entirely in the hands of upper management. Women must work proactively to promote themselves as well. "Women should communicate clearly the assets they bring to the organization -- their talents, skills, perspectives, insights -- the whole package," Shubert says.
5. Women leaders attract new female talent and invigorate the women working below them.
When women standing on the top rungs help make crucial decisions, they also demonstrate a power that is attractive to female recruits and that encourages women throughout the company to consider ways in which they might excel. "Examples of strong female leadership send a message to the women in the organization that there's hope for them," Snee says. "Women are more likely to be promoted when other women sit at that decision-making table."
Contact Jan Shubert (janelle_shubert@harvard.edu) and Ellen Snee (finelinees@aol.com) by email.
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