RESOURCES

2006

Mission Statement of the Hidden Brain Drain Taskforce: This project centers on the creation of a Task Force comprised of leaders and experts from the private sector and academe. The focus: how to create the conditions that allow employers to better retain and more fully tap into the productive energies of women and persons of color over the lifespan. The Task Force will meet over a three-year period and will both examine key policy challenges and develop a second generation of policy and practice with enough heft and traction to drive change.

2009

A new research study says investors appear to respond more favorably to certain financial moves by companies whose CFOs are women. The unpublished study, co-written by a Boston College assistant professor and a Ph.D. candidate at the school, purports to show that the stock market reacts more favorably to both acquisition announcements and secondary equity offerings made by companies whose finance function is run by women.

2008

To investigate the connection between women senior managers and firm performance, Ross and Dezsö examined such performance metrics as the market-to-book ratio, return on assets, return on equity and annual sales growth from 1992 to 2006 for the largest 1,500 U.S. firms .Findings showed that having a higher percentage of women in senior management positions up to the CEO level — in most cases, just having a single female — is positively associated with better firm performance. For companies with a female CEO, however, the association with firm performance is neutral or negative. This suggests that female senior managers do add value to their firms but that whatever special qualities female managers may have are neutralized by the unique attributes of the CEO position.

2008

Working paper discussed in the article above, available for download with the link to that article.

Women's Initiative blog moderated by Barbara Adachi, National Managing Principal of the Initiative for the Retention and Advancement of Women. WIN is about challenging conventional wisdom, leading innovation and simply making the workplace a better place for all of us to be. So it's only fitting that WIN fire up the first blog to help define the next generation workplace and workforce—out there in the world, as well as here at Deloitte.

2007

In 2007 Deloitte focused on a number of innovative programs to improve talent and growth strategies. After a successful pilot, Mass Career Customization was made available to 20 percent of their U.S.-based professionals. In 2008 it will be extended to the rest of the organization as par of the Corporate LatticeTM, which gives all employees greater career flexibility. They also continued to pilot their “Women as Buyers” workshops and will offer them more broadly this year. Report also includes statistics on performance and retention as well.

2010

In 1993, Deloitte had fewer than 100 women partners, principals, and directors (P/P/D). Now they have more than 1,000. Their gender turnover gap has virtually disappeared. The Shriver Report: A Woman’s Nation Changes Everything recently named them a model employer, and they received their second Catalyst Award. This report summarizes the programs, initiatives, and numbers for the WIN Initiative.

2010

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