The first IFOP barometer on female employees’ mental loads was published at the end of 2024. It reveals that 71% of employed women carry a high personal mental load…
Endometriosis: a workplace issue, with Valérie Desplanches, President and Co-Founder of the Fondation pour la Recherche sur l’Endométriose
One in ten women in France is affected by endometriosis, yet the condition is still too often overlooked in the workplace….
Leading inclusive diverse meetings: advice from Patrick Scharnitzky, an expert on Diversity and Inclusion
Majority bias, stereotypes and hierarchical conformism are all obstacles to equal expression in a diverse environment. So how can we overcome them to ensure our meetings are truly inclusive?
What does diversity really mean?
Gender mix, equal opportunities, parity or equality ?
Gender performance: a solution to the glass ceiling?
While diversity in business is often presented as a lever for performance, inequalities do persist. According to a study by BCG, startups founded by women are 30% less likely to receive support from investors…
Why collective intelligence needs diversity
It is difficult to talk about intelligence without mentioning the collective. And for good reason, Professor Émile Servan-Schreiber stresses that intelligence is inherently collective: “We know now that no form of intelligence functions in isolation…
« 7 Ways Women Over 50 Can Overcome Ageism in the Workplace »
According to recent research by Catalyst, ageism is the most common form of discrimination in Europe. In fact, more than 44% of respondents interviewed in Europe and 64% of those in the United Kingdom reported their concerns about age discrimination. In the United States, 61% of workers at or over 45 have reported witnessing or experiencing ageism in the workplace…
Promoting leadership diversity: a new corporate imperative
Leaders typically come from a narrow set of backgrounds, i.e. able bodied, cis-gender, heterosexual men from dominant ethnic, religious, social and economic backgrounds with traditional forms of talent. With the international democratisation of education, talented people now come from widely diverse backgrounds. While we have seen a gradual increase in proportions of women in leadership positions and the emergence of leaders from other atypical backgrounds, leadership emergence has not caught up with the stellar demographic changes and diversity in the talent pool. I outline below what organisations could do to release this untapped potential and support the emergence of leaders from atypical and diverse backgrounds…