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    Off-Ramps and On-Ramps Revisited
    Off-Ramps and On-Ramps Revisited
    Off-Ramps and On-Ramps Revisited
    Ebook168 pages1 hour

    Off-Ramps and On-Ramps Revisited

    By Sylvia Ann Hewlett, Diana Forster, Laura Sherbin and

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    The findings were announced at The New York Times auditorium with presentations by Sylvia Ann Hewlett, one of the authors of the study and Founder and President of The Center for Work Life Policy, and Lisa Belkin, the author of the New York Times Magazine cover story The Opt-Out Revolution” which caused a media firestorm about time-outs from careers (off-ramping”) in 2003 and inspired the Center’s first study of the trend in 2005.

    Since the recession, the study found, timeouts or off-ramping” from a career for childcare or other reasons have become increasingly unaffordable to women whose income has become increasingly important to family budgets. Getting back into the workforce after a timeout has become even more difficult. 73% percent of women trying to return to the workforce after a voluntary timeout for childcare or other reasons have trouble finding a job. Those who do return lose 16 percent of their earning power and over a quarter report a decrease in their management responsibilities and 22 percent had to step down to a lower job title. And many women can’t sustain the increased hours at most jobs today when saddled with an uneven share of family childcare and household responsibilities. Unless companies facilitate off-ramping and on-ramping more effectively, women’s earning power and promotion opportunities will never measure up to the linear, lock-step progression of male careers. And over the long term, companies will lose out on the valuable contributions of women, who represent 58% of the highly credentialed talent pool.

    As women experience difficulty getting back on the career track, confidence and ambition stall, and many women end up downsizing their dreams,” says Hewlett. Five years after the original study, this research continues to have profound implications: off-ramps and on-ramps are here to stay and employers should sit up and pay attentionor suffer the consequences of sidelining and side-swiping 58 percent of the highly credentialed talent pool.”
    LanguageEnglish
    PublisherRare Bird Books, A Vireo Book
    Release dateOct 8, 2013
    ISBN9780988745650
    Off-Ramps and On-Ramps Revisited
    Author

    Sylvia Ann Hewlett

    Sylvia Ann Hewlett is the founding president of the Center for Talent Innovation, a Manhattan-based think tank where she chairs a task force of eighty-two multinational companies focused on fully realizing the new streams of labor in the global marketplace. Her book Forget a Mentor: Find a Sponsor was named one of the ten best business books of 2013 and won the Axiom Book Award.

    Read more from Sylvia Ann Hewlett

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      Book preview

      Off-Ramps and On-Ramps Revisited - Sylvia Ann Hewlett

      12261.png12269.png

      This is a Genuine Vireo Book

      A Vireo Book | Rare Bird Books

      453 South Spring Street, Suite 531

      Los Angeles, CA 90013

      rarebirdbooks.com

      Copyright © 2014 by Sylvia Ann Hewlett

      All rights reserved, including the right to reproduce this book or portions thereof in any form whatsoever, including but not limited to print, audio, and electronic. For more information, address: A Vireo Book | Rare Bird Books Subsidiary Rights Department, 453 South Spring Street, Suite 531, Los Angeles, CA 90013.

      Set in Orbi

      Distributed in the U.S. by Publishers Group West

      Portions of this book have been previously published.

      Publisher’s Cataloging-in-Publication data

      Hewlett, Sylvia Ann, 1946-

      Brainpower / Sylvia Ann Hewlett and The Center for Talent Innovation.

      p. cm.

      ISBN 978-0-9887456-5-0

      Includes bibliographical references and index.

      1. Diversity in the workplace—United States. 2. Work and family—United States. 3. Women—Employment—United States. 4. Minorities—Employment—United States. 5. Homosexuality in the workplace—United States. 6. Generation X—Employment—United States. 7. Economics—Sociological aspects. 8. Cultural pluralism. I. The Center for Talent Innovation. II. Title.

      HF5549.5.M5 H49 2013

      658.3 —dc23

      To the band of heroes who spearheaded the creation of

      the Task Force for Talent Innovation:

      DeAnne Aguirre

      Deborah Elam

      Anne Erni

      Patricia Fili-Krushel

      JoAnn Heffernan Heisen

      Rosalind Hudnell

      Carolyn Buck Luce

      Horacio Rozanski

      Cornel West

      Billie Williamson

      Melinda Wolfe

      And to CTI’s senior team who have contributed

      so much to this body of work:

      Lauren Leader-Chivée

      Melinda Marshall

      Laura Sherbin

      Peggy Shiller

      Karen Sumberg

      Introduction

      The Difference Brainpower Makes

      The book you are holding in your hand or viewing on a screen is a celebration, compelling collection, and cause for optimism.

      Its publication, coinciding with the tenth anniversary of the founding of the Center for Talent Innovation, celebrates our growth—from a small New York-based nonprofit focused on issues of women’s retention and acceleration, to a global think tank that is changing how we conceive of and manage high-echelon talent worldwide.

      It collects, in one place, four of the many high-impact research projects the Center has conducted over the last decade. These studies embody our vision: that the full realization of brain power across the divides of gender, generation, geography, and culture is at the heart of both human flourishing and competitive success.

      And because this book showcases concrete action, it provides grounds for confidence in the future. The flagship project of the Center is the Task Force for Talent Innovation. Back in 2004 this group was composed of seven companies. Today it is composed of eighty companies and organizations and is a force to be reckoned with. Task Force members include leaders from American Express, Bank of America, Bloomberg, Booz Allen Hamilton, Bristol-Myers Squibb, Cisco, Deloitte, Deutsche Bank, EMD Serono, EY, GE, Goldman Sachs, Intel, Johnson & Johnson, NBCUniversal, Time Warner, and the International Monetary Fund, among others, and they have driven transformational change. Members have worked with great energy and commitment to turn the Center’s groundbreaking research into action on the ground. Together, we’ve seeded and developed hundreds of best practices. We’ve initiated programs and policies that meet head-on some of the most intractable problems in talent management. For example, how do employers get highly qualified women back on track after they have taken a career break? (our Off-Ramps and On-Ramps work), and how do we finally crack that last glass ceiling for multicultural professionals? (our Vaulting the Color Bar and Sponsor Effect work). We’ve expanded our research to probe other mature economies (the U.K., Germany, and Japan) as well as the growth hubs of the emerging world (Brazil, Russia, China, and India). And by seeking to showcase our work in high-profile publications such as the Harvard Business Review, we’ve ensured that our research and action benefit not only Task Force members, but all organizations that want to get the talent equation right. Perhaps most significantly, our brand new research—Innovation, Diversity and Market Growth, which demonstrates precisely how the full utilization of brain power across the talent pool, unlocks innovation and drives competitive success—is creating a new case for action and strengthens our conviction that the next ten years will bring an even greater measure of progress and success.

      Our Journey Over the Last Decade

      When I founded the Center back in 2004 it was clear that progress had stalled for women and other minorities. Leadership continued to be remarkably homogeneous, comprising a wall of white, straight men. Earlier waves of activism, rooted in the civil rights struggle and the women’s movements, had created access and opportunity for women and other previously excluded groups, to education and jobs—but diverse individuals remained clustered in the middle and lower reaches of most companies. This failure to find a seat at decision-making tables was the challenge I sought to address. In late 2003, calling on all the connections and goodwill I had accumulated in my career, I brought together a group of remarkable leaders who shared my frustration about the lack of diversity at the top: ten business leaders from Fortune 500 companies, four nonprofit directors, two distinguished scholars, two journalists, and a vice chair of the Equal Employment Opportunity Commission.

      We convened at the venerable Century Club in midtown Manhattan for a lunch that stretched into five hours of impassioned discussion. With critical contributions from Cornel West and EY Senior Executive Carolyn Buck Luce, we agreed that a new wave of activism was required to get a significant number of women and people of color on track to positions of leadership. We also agreed that it was up to the private sector to provide the push as government seemed to be steadily retreating from policies that might further accelerate the progression of these groups. And we knew that no country could continue to waste so much highly qualified labor—so much brain power—and expect to prosper over the long term. By the end of the day we had conceived of a task force comprising senior executives from the world’s leading companies and organizations, allied with a newly formed think tank. The idea was that together, these newly formed entities would turn inquiry into programs, policies, and results. Shortly thereafter, in February 2004, we launched the Center for Work-Life Policy (CWLP) and its flagship project the Hidden Brain Drain Task Force, to spearhead the Center’s groundbreaking research.

      In 2012, the think tank was renamed the Center for Talent Innovation and the original task force became the Task Force for Talent Innovation. Those name changes were inspired by a need to align our brands, but also by a desire to signal the vastly increased scope, span, and impact of the Center and its Task Force. Our initial discussion about women in the U.S. has grown into a global conversation about how to accelerate the progress of all the underleveraged streams of talent in the global workforce: women, yes, but also people of color, LGBTs, and local talent in emerging markets—employees who have largely been left out of talent conversations and not sufficiently included in progression models.

      Today, our work impacts six million employees in 192 countries. Our influence has been felt from Bangalore to Beijing, from Tokyo to Rio de Janeiro, from Frankfurt to London, and many points in between. Our findings, insights, and agendas for action have been featured in the mainstream press as well as blue-chip business publications around the world—The New York Times, The Wall Street Journal, The Sunday Times of London, The Guardian, Veja, The Times of India, South China Morning Post, The Economist, BusinessWeek and Forbes. We’ve appeared on Today, ABC World News, NBC Nightly News, and National Public Radio. Our online presence ranges from a featured blog with Harvard Business Online to regular posts on The Daily Beast and The Huffington Post. And our research resonates not just among talent managers and human resources specialists but with a wider audience. Articles have appeared in glossy magazines such as Marie Claire, Cosmopolitan, MORE, and Grazia and in online media outlets such as Quartz and Slate.

      Our Commitment to Data-Driven, Actionable Research

      We have always valued rigorous research and put a premium on constructive action. We learned our lesson early on. Just four days before that pivotal meeting at the Century Club ten years ago, The New York Times Magazine published a cover story called The Opt-Out Revolution. To the dismay of many thousands of working women, this widely read article made the case that the workplace was not rejecting qualified women; rather, qualified women were rejecting the workplace—and leaving in droves. Despite the fact that this piece was based on interviews with just eight female Princeton graduates it garnered traction and did damage to prospects for female progress. In particular, it provided ready justification for employers reluctant to develop and promote women to positions of leadership. At the Century that day, my lunch companions and I were in fervent agreement on the need to introduce robust and rigorous research into the national conversation.

      We therefore kicked off our work at the Center with a large-scale, data-rich study of the career paths of well-qualified women employed in a range of sectors across the economy. Our findings were derived not from a handful of anecdotes but from a nationally representative sample. We were able to demonstrate conclusively that women weren’t throwing in the towel. Those that off-ramped took short career breaks (less than three years) and the vast majority were eager to get back on track. They both needed and wanted a second shot at paid employment. Our commitment to constructive action meant we were careful to showcase solutions to the on-ramping challenge and worked with Task Force companies to develop programs that helped women get back to work.

      Our research since has

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