{"id":5692,"date":"2015-01-16T08:04:51","date_gmt":"2015-01-16T15:04:51","guid":{"rendered":"http:\/\/corevalues.com\/?p=5692"},"modified":"2015-01-16T08:04:51","modified_gmt":"2015-01-16T15:04:51","slug":"team-problem-solving-activities-can-help-leaders-develop-an-attractive-work-culture","status":"publish","type":"post","link":"https:\/\/corevalues.com\/dev\/2015\/01\/16\/team-problem-solving-activities-can-help-leaders-develop-an-attractive-work-culture\/","title":{"rendered":"Team Problem Solving Activities Can Help Leaders Develop An Attractive Work Culture"},"content":{"rendered":"

\"\"<\/a>There are so many popular ideas circulating with regard to how to develop an attractive work culture. Many team problem solving activities offer solutions.\u00a0 For example, advocates of \u201cemotional intelligence\u201d offer good advice. Colleagues working to improve \u201ctrust\u201d globally share excellent ideas. Culture \u201cchange agents\u201d serving to improve workforce culture strive to connect values with behavior demonstrations and certainly have a dog in the fight.<\/em><\/p>\n

Now there is a first-of-its-kind new analysis that links global practices to workforce attractiveness outcomes and calls for new approaches. The problem I have with this new report is that it isn\u2019t really an eureka <\/em>moment.<\/p>\n

According to the research, women continue to be underrepresented at most levels in the workforce and are not progressing in their careers. Despite modest gains in the past two decades of organizational efforts to achieve gender diversity and equality, new global research from Mercer, When Women Thrive, Businesses Thrive <\/em>lays it out clearly. Among survey participants, if current approaches continue unchanged, only one-third of executive positions will be held by women over the next 10 years. In the mature economies of the US and Canada, however, just one-fourth of women will hold executive positions by 2024, while female representation in developing countries is expected to grow more rapidly.<\/p>\n

So does work culture attractiveness make gender sense? Can companies do better in addressing and progressing gender equality in the workplace while leveraging the capabilities of a diverse workforce?<\/p>\n

According to Pat Milligan, President of Mercer\u2019s North America Region, \u201cWhile the diversity efforts of the past several decades have resulted in some improvements in women\u2019s participation rates and career trajectories, our research shows that we\u2019re still decades away from true gender equality \u2013 if we keep doing what we\u2019re doing. It\u2019s time to act differently to realize the benefit of their full participation and address the unique needs of female employees.\u201d<\/p>\n

According to Mercer\u2019s research, the impact of organizational practices and policies on the representation and advancement of women in the workforce are still far from achieving gender equality. Despite making up 41% of the workforce globally, women\u2019s highest representation among all career levels is in support staff roles. Women make up 40% of the workforce at the professional level and 36% at the managerial level, but only 26% of senior managers and 19% of executives.<\/p>\n

One solution offered by Mercer is that employers should benefit from focusing on holistic solutions. This includes applying predictive analytics to link specific programs and talent strategies to the advancement of all employees. This is necessary if the attraction and retention of talented women is to be effective.<\/p>\n

So what are the key drivers of gender diversity?<\/p>\n

According to the report:<\/p>\n