Le 7 mars dernier, 41 dirigeants de grands groupes français publiaient une tribune dans le JDD dans laquelle ils s’engagent sur des objectifs chiffrés de femmes dans les instances dirigeantes. 

Dans une lettre ouverte, disponible ici, Happy Men Share More leur répond "Chiche !" en les invitant à remettre en cause le statut même de cadre dirigeant pour le rendre plus inclusif.

https://www.happymensharemore.com

Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

After a unanimous vote in the French Assembly on the 12th of May, France is on the verge of adopting the principle of quotas for women in corporate management bodies.

The companies that will be really disturbed by this measure are those that will not have been able to build a sufficiently mixed talent pool to make nominations on the basis of skills and ability for the position of leader, rather than on the basis of gender. 

These companies run the risk of being confronted with the two main perverse effects of quotas, namely discrimination against men prepared for these positions and doubt about the legitimacy of the women appointed under these conditions. This is a major risk of demobilization, discouragement, anger and injustice, which can break the pact of trust established between the company's management and its employees, both men and women.

How can one deal constructively with this new constraint and make it a lever for performance and meaning at work for all employees, men and women?

We propose 3 points of analysis.

Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Le présentéisme fait partie de ces normes culturelles au travail qui expliquent les différences d’accès aux responsabilités entre hommes et femmes.

C’est une particularité bien française et il est important, si l’on veut lutter efficacement contre elle, d’en comprendre les racines culturelles et psycho-sociales.

Antoine de Gabrielli, fondateur du réseau Happy Men Share More relie le présentéisme au rapport très particulier que les Français entretiennent avec leur travail.

Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Presenteeism is one of the cultural norms at work that explain the differences in access to responsibilities between men and women.

It is a very French peculiarity, although you may find it elsewhere and it is important to understand its cultural and psycho-social roots if we are to combat it effectively.

Antoine de Gabrielli, founder of the Happy Men Share More network, links presenteeism to the very special relationship that the French have with their work.

How could we define presenteeism exactly?

Presenteeism covers all the attitudes and behaviours that lead to people staying at their desks, at their place of work, when their work is finished and when it is not necessary.

It can be excessive time in the evening, it can be arriving very early in the morning; it can often be not taking one's leave, not taking one's birth leave, one's paternity leave for example. So it's all this excessive time, not directly useful for work, that we call presenteeism.

Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Le 6 janvier 2021 l'Allemagne inaugure un quota de femmes dans les comités exécutifs des grandes entreprises.

Faut-il s'en réjouir? Est-ce la meilleure solution? 

À la lumière de l'histoire allemande de l'égalité, particulièrement interpellante pour nous Français, le 1er podcast Happy Men Share More de l'année 2021 éclaire les enjeux et les limites des quotas. 

Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Pour faire progresser la mixité femmes-hommes, on a beaucoup cherché à aider les femmes à s’adapter à l’entreprise sans forcément chercher à adapter l’entreprise aux femmes. Cela pourrait bien expliquer la lenteur des progrès. En éclairant les notions de diversité et d’inclusion, Antoine de Gabrielli, fondateur du réseau Happy Men Share More va nous montrer l’importance d’une approche systémique et universelle, qui cherche authentiquement à faciliter l’accès à l’emploi et aux responsabilités de tous. 

Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

When we talk about women in the workplace, gender equality or professional equality, the words used can sometimes be confusing: diversity, community, inclusion, integration... In order to fully understand the issues at stake, it is very important to understand the concepts behind each of these words. We’d better have a look at a dictionary.

In order to advance gender equality, much attention has been paid to helping women adapt to the company without necessarily trying to adapt the company to women. This may well explain the slow progress. 

By shedding light on the notions of diversity and inclusion, Antoine de Gabrielli, founder of the Happy Men Share More network, shows us the importance of a systemic and universal approach, which genuinely seeks to facilitate access to employment and responsibilities for all. But an unadjusted logic of inclusion can have perverse effects of discrimination against women: hence the interest in mastering the subtlety of all these notions! 

Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Dans ce premier podcast, Antoine de Gabrielli, Fondateur du réseau Happy Men Share More, explique comment les normes de performance actuelles éloignent ceux qui exercent des responsabilités d’un accès équilibré à leur sphère familiale et privée: c’est  le plancher de verre. Le progrès de la mixité hommes-femmes dans les entreprises passe par la lutte contre le plancher de verre. 

www.happymensharemore.com

Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Founder of the Happy Men Share More network, Antoine de Gabrielli has always seen the issue of professional equality as one of meaning at work for men and women. It is in this context that he has defined the notion of the glass floor, which mirrors the glass ceiling. It is in this context he therefore invites a gentle revolution in the workplace. 

We all aspire to work in a committed way while meeting our essential private life challenges. 

Yet, how many people, mostly women, give up trying to progress in their careers, as so many obstacles, at one point, seem insurmountable?

And how many people, mostly men, sacrifice too much to their work, without even really being aware of it?

The first question refers to the glass ceiling for women, which is well known and well documented. 

Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.