Women return to pre-pandemic workforce levels | Share of workers on hybrid schedule moves higher | On managing conflict: Focus on solutions, not winning
The percentage of women ages 25 to 54 in the workforce has rebounded to 76.9%, almost hitting the 77% pre-pandemic level, according to government data. In addition, data from The Center for American Progress reveals 993,000 more mothers were in the workforce in December, compared with the same month in 2021, although there are fewer female workers today without college degrees than in February 2020.
Support employees like never before Your CEO and your people want growth and success. As a manager, are you doing enough to support that? Engaged workers are productive workers — and learning has a big role to play. That's why we've created a new shareable guide, 4 Ways Every Manager Can Create a Positive Learning Culture.
The percentage of US workers who are mostly on-site has started to decline again, accompanied by a corresponding increase of those on hybrid schedules, LinkedIn data shows. George Anders of LinkedIn notes that workers might be seeking to avoid commuting costs, and recent winter weather is another factor.
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Ahva Sadeghi, CEO of Symba, outlines five ways leaders can ensure diversity, equity and inclusion is embedded in culture. Full buy-in from a C-suite that is itself diverse, inclusive recruitment processes and salary transparency are among such ways.
Policies that support working parents when their kids get sick give employers a hiring advantage amid historic levels of absenteeism attributed to child care problems, journalist and entrepreneur Christopher Wink writes. Employees' long-term contributions make it worthwhile to provide such tools as remote work and flexible hours to help parents balance responsibilities, Wink notes.
Caposey (AASA, The School Superintendents Association)
PJ Caposey, superintendent of a rural school district in Illinois and a finalist for the National Superintendent of the Year award, says the "secret sauce" of his success is knowing what tasks and activities warrant his energy and focusing on doing those well. Minutiae bogs people down and is a "thief of joy in the job," Caposey says.
PJ Caposey is superintendent for a small rural school district in Illinois. He’s a finalist for the National Superintendent of the Year award, which will be announced Thursday. I had the privilege of interviewing him for a profile piece, running today in our HR Leader section.
Caposey is a one-man district office. He does not have the resources or personnel that most other districts have. “I am the district office. I don’t have HR. I don’t have finance. I don’t have a communications department. I am all of those things,” he told me.
I marveled at this. The job of a school superintendent is heavy and complex. Many of them are supported by multiple assistant superintendents, plus departments for operations such as HR and finance. Caposey was not only doing all of this on his own, he was succeeding. The district was on the verge of collapse when he arrived -- low funding, high staff turnover, outdated curriculum and limited technology -- but in just a few years, it was stable and achievement was growing. How in the world did he do it?
“If I’m talented at anything, it’s figuring out what actually matters and then doing that really well and not concerning myself with the minutiae that bogs people down,” he said. “That stuff is a thief of joy in the job.”
Those words -- “[W]hat actually matters and then doing that really well” -- have been in my head since that interview. Caposey’s success is not luck. It’s not magic. It’s the outcome of intentional action -- focusing only on what is important.
I need to do this better. I waste mental energy on tasks that don’t need it and then I’m sapped when I need to apply that gray matter to activities of importance. And it’s not about doing more. It’s about doing things “really well.”
That is what I want. What about you? Let me know! And if you enjoy this brief, tell others so they can benefit also.
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