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Competitiveness Talks: Walmart plans to give raises to 40% of its workers

Competitiveness Talks:  Walmart plans to give raises to 40% of its workers | Change Leadership Watch | Scoop.it
Walmart is planning to give 40% of its employees pay raises.

 

As part of its biggest investment in worker training and pay ever, Walmart told The Associated Press that within the next six months it will give raises to about 500,000 workers, or nearly 40% of its 1.3 million U.S. employees.

Walmart follows other retailers that have boosted hourly pay recently, but because it's the nation's largest private employer, the impact of its move will be more closely watched.
 

...At the same time, competition for retail workers is becoming increasingly stiff. As shoppers get more mobile savvy, retailers are seeking sales staff that's more skilled at customer service. But in the improving economy, the most desirable retail workers feel more confident in hopping from job to job.

   

Wal-Mart's plans [include]:
    

  • [Raise] entry level wages to at least $9 an hour in April and to at least $10 an hour by February of next year. ...Sam's Club locations will offer a starting hourly wage of at least $9.50 or higher in all markets, and at least $10.50 by next year.
         

  • Raise the floor and ceiling of its pay range for each position in most stores. For example, the pay range for cashiers is $7.65 to $16. The new range will be $9.00 to $17.55.
          

  • Raise the starting wage for some department managers to at least $13 an hour by this summer and at least $15 an hour by early next year. 

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Deb Nystrom, REVELN's insight:

From the article, it sounds like Walmart, the organization that is so huge, it impacts the entire US economy, is open to advice from their advisers.  Those include Ed Lazear, a Stanford University economics professor, who said, "It's positioning itself to be competitive."  "This is a step in the right direction."
  
So they help their poor image and become more competitive, as the labor market rebounds.   ~  Deb

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Tyranny of the Queen Bee

Tyranny of the Queen Bee | Change Leadership Watch | Scoop.it

"Is something is amiss in the professional sisterhood?"

The term "queen bee syndrome" was coined in the 1970s, following a study led by researchers at the University of Michigan...who examined promotion rates and the impact of the women's movement on the workplace.


_____________________

...the patriarchal culture of work encouraged the few women who rose to the top to become obsessed with maintaining their authority.

_____________________

...They found that women who achieved success in male-dominated environments were at times likely to oppose the rise of other women.



Four decades later, the syndrome still thrives... The very women who have complained for decades about unequal treatment now perpetuate many of the same problems by turning on their own.


_____________________

...female bullies directed their hostilities toward other women 80% of the time—up 9% since 2007.

_____________________


In 2010, the Workplace Bullying Institute, a national education and advocacy group, reported that female bullies directed their hostilities toward other women 80% of the time—up 9% since 2007.


Male bullies, by contrast, were generally equal-opportunity tormentors.



Deb Nystrom, REVELN's insight:

There was syncronicity here:  that the term "Queen Bee" originated at my alma mater, University of Michigan, where I ALSO experienced the term in use, as a young-un in my 20s in my first professional position.


It's the stories and commentary here that move this post to Change Leader Watch.


In the comments Susan Nierenberg writes:  “Leaders Pay It Forward,” debunks the Queen Bee myth. The findings show that women do indeed help other women get ahead.   In fact, the study found that women leaders are more likely to develop new female talent than men are!


65% percent of women who received career development support are now developing new talent, compared to 56% percent of men—and 73% of the women developing new talent are developing other women, compared to 30 percent of men!   


I still see the syndrome and bullying as a problem today from other sources.   However, Susan's references are worth a look.


~  Deb 

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Women CEOs and the Glass Precipice: New Research on Why

Women CEOs and the Glass Precipice:  New Research on Why | Change Leadership Watch | Scoop.it

Carly Fiorina, forced out. A MERE 5% of the chief executives of the world’s biggest companies are women. And they are more likely to be sacked than their more numerous male colleagues: 38% of the female CEOs who left their jobs over the past ten years were forced to go, compared with 27% of the men. 
     
In the Strategy& study, the clumsy new name for Booz & Company, 35% of female CEOs are hired from outside the company, compared with just 22% of male ones.

  • Outsiders generally have a higher chance of being kicked out, 
  • Generate lower returns to shareholders
  • Outsiders are less likely to have a support network of friends who can rally around when times get tough. 
         

Carly Fiorina, dropped as HP’s boss in 2005, made things worse by inviting such publicity. But the same is not true of, say, Ginni Rometty, the lower-profile boss of IBM (promoted from within the company in 2012), who is under fire over the firm’s performance.


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Deb Nystrom, REVELN's insight:

The change leader implication, as described in the article, is the call to action on 1) developing the leadership pipeline for female future CEOs,  2) helping diminish raiding due to scarce supply, which tends to be counterproductive for women's careers anyway, and 3) increasing success by having more women available to promote from within.  ~ Deb


Also posted to Careers and Self-Aware Strength.

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Deb Nystrom, REVELN's curator insight, May 6, 2014 9:11 AM

This is a useful gender perspective on leadership development and, as the article concludes, a call to action on 1) developing the leadership pipeline for female future CEOs,  2) helping to prevent raiding because of scarce supply, (and it's counterproductive anyway, the research suggests) and 3) increasing success by having more women to promote from within.  ~  Deb

Tamkin Amin's curator insight, May 15, 2014 5:03 PM

hmmm... I find this interesting.

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This Is Generation Flux: Meet The Pioneers Of The New (And Chaotic) Frontier Of Business | Fast Company

This Is Generation Flux: Meet The Pioneers Of The New (And Chaotic) Frontier Of Business | Fast Company | Change Leadership Watch | Scoop.it

That Fast Company identifies GenFlux seems a is a renegade idea way disrupting traditional HR staffing / people concepts for organizations.  Think "churn" as a way of being.


"The future of business is pure chaos. ...So it seems...today.  GenFlux is a mind-set that embraces instability...even enjoys--recalibrating careers, business models, and assumptions."


A variety of careers & ages are profiled in Fast Co's piece.  I remember back when "white water change" and "pinch-points of change," were 90's terms tossed out while working on the latest reorganization, staffing change or technology installation, followed by the brand, is "you" in so many words.  


Excerpts:  


"There's a difference between the broadcast and networked worlds," danah boyd (lower case by intention) and Senior Researcher at Microsoft, says. "Command and control and hierarchical structures are being disintegrated. Big companies are trying to make that slow down. They have massive internal structural issues."


...From classrooms arranged in rows of seats to tenured professors, from the assembly line to the way we promote executives, we have been trained to expect an orderly life.


Thrivers are the members of Generation Flux, who are less a demographic designation than a psychographic one.  


GenFlux is a mind-set that embraces instability, that tolerates--and even enjoys--recalibrating careers, business models, and assumptions.  ...To be successful, businesses and individuals will have to work at it.


This is no simple task. The vast bulk of our institutions--educational, corporate, political--are not built for flux. Few traditional career tactics train us for an era where the most important skill is the ability to acquire new skills.


"I don't have any personal challenges about throwing away the past. If you're not changing, you're giving others a chance to catch up." ~  Pete Cashmore, founder of the widely popular, Mashable, with more than 2 million twitter followers

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