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The most common theory points to the fact that men are stronger than women and that they have used their greater physical power to force women into submission. A more subtle version of this claim argues that their strength allows men to monopolize tasks that demand hard manual labor, such as plowing and harvesting. This gives them control of food production, which in turn translates into political clout. There are two problems with this emphasis on muscle power. First, the statement that men are stronger is true only on average and only with regard to certain types of strength. Women are generally more resistant to hunger, disease, and fatigue than men. There are also many women who can run faster and lift heavier weights than many men. Furthermore, and most problematically for this theory, women have, throughout history, mainly been excluded from jobs that required little physical effort, such as the priesthood, law, and politics, while engaging in hard manual labor in the fields....and in the household. If social power were divided in direct relation to physical strength or stamina, women should have got far more of it. Even more importantly, there simply is no direct relation between physical strength and social power among humans. People in their sixties usually exercise power over people in their twenties, even though twenty-somethings are much stronger than their elders. ...Boxing matches were not used to select Egyptian pharaohs or Catholic popes. In forager societies, political dominance generally resides with the person possessing the best social skills rather than the most developed musculature. In fact, human history shows that there is often an inverse relation between physical prowess and social power. In most societies, it’s the lower classes who do the manual labor. Another theory explains that masculine dominance results not from strength but from aggression. Millions of years of evolution have made men far more violent than women. Women can match men as far as hatred, greed, and abuse are concern, but when push comes to shove…men are more willing to engage in raw physical violence. This is why, throughout history, warfare has been a masculine prerogative. In times of war, men’s control of the armed forces has made them the masters of civilian society too. They then use their control of civilian society to fight more and more wars. …Recent studies of the hormonal and cognitive systems of men and women strengthen the assumption that men indeed have more aggressive and violent tendencies and are…on average, better suited to serve as common soldiers. Yet, granted that the common soldiers are all men, does it follow that the ones managing the war and enjoying its fruits must also be men? That makes no sense. It’s like assuming that because all the slaves cultivating cotton fields are all Black, plantation owners will be Black as well. Just as an all-Black workforce might be controlled by an all-White management, why couldn’t an all-male soldiery be controlled by an all-female government?

It is equally important to know if we have a happy and engaged workforce as it is to have a profitable bottom line.

Black girls are likened more to adults than to children and are treated as if they are willfully engaging in behaviors typically expected of Black women—sexual involvement, parenting or primary caregiving, workforce participation, and other adult behaviors and responsibilities. This compression is both a reflection of deeply entrenched biases that have stripped Black girls of their childhood freedoms and a function of an opportunity-starved social landscape that makes Black girlhood interchangeable with Black womanhood. It gives credence to a widely held perception and a message that there is little difference between the two.

It is more important to look holistically at the root of why anyone would want to avoid work so badly that they’d game the system and leave the workforce altogether. When work is fulfilling, dignifying, respects our skills and nourishes our talents and souls, it becomes a pleasure not a burden; something we would look for not run away from. [From “On the Great Resignation” published on CounterPunch on February 24, 2023]

Yet laying the blame on a lack of personal responsibility obscures the fact that there are powerful and ever-changing structural forces at play here. Service sector employers often engage in practices that middle-class professionals would never accept. They adopt policies that, purposely or not, ensure regular turnover among their low-wage workers, thus cutting the costs that come with a more stable workforce, including guaranteed hours, benefits, raises, promotions, and the like. Whatever can be said about the characteristics of the people who work low-wage jobs, it is also true that the jobs themselves too often set workers up for failure. The

When planners fail to account for gender, public spaces become male spaces by default. The reality is that half the global population has a female body. Half the global population has to deal on a daily basis with the sexualised menace that is visited on that body. The entire global population needs the care that, currently, is mainly carried out, unpaid, by women. These are not niche concerns, and if public spaces are truly to for everyone, we have to start accounting for the lives of the other half of the world. And, as we've seen, this isn't just a matter of justice: it's also a matter of simple economics. By accounting for women's care responsibilities in urban planning, we make it easier for women to engage fully in the paid workforce - and as we will see in the next chapter, this is a significant driver of GDP. By accounting for the sexual violence women face and introducing preventative measures - like providing enough single-sex public toilets we save money in the long run by reducing the significant economic cost of violence against women. When we account for female socialisation in the design of our open spaces and public activities, we again save money in the long run by ensuring women's long-term mental and physical health. - In short, designing the female half of the world out of our public spaces is not a matter of resources. It's a matter of priorities, and, currently, whether unthinkingly or not, we just aren't prioritising women. This is manifestly unjust, and economically illiterate. Women have an equal right to public resources: we must stop excluding them by design

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You better ask somebody!

Only 15 percent of the world’s workforce are actively engaged in their jobs.

Companies must adapt to the demands of today’s workforce and radically change their management style.

To constrain the behavior of objects in the world, sequences rely on a work-force of third-party mechanisms. They engage the services of physical agents, of interactors, to function on their behalf. The duties of an interactor, says Kim Sterelny, are “to link the registration of a salient feature of the world to an appropriate response,” in other words to couple perception to behavior.3 Sequences can describe alternatives, but they need real-world interactors to perform the classification and execute the decision.

depletion and climate change. For the older generation it’s easy to misunderstand the word ‘student’ or ‘graduate’: to my contemporaries, at college in the 1980s, it meant somebody engaged in a liberal, academic education, often with hours of free time to dream, protest, play in a rock band or do research. Today’s undergraduates have been tested every month of their lives, from kindergarten to high school. They are the measured inputs and outputs of a commercialized global higher education market worth $1.2 trillion a year—excluding the USA. Their free time is minimal: precarious part-time jobs are essential to their existence, so that they are a key part of the modern workforce. Plus they have become a vital asset for the financial system. In 2006, Citigroup alone made $220 million clear profit from its student loan book.2

It costs about two thousand dollars just to hire someone, so our preference always is to use our internal employees. It is more cost-effective and will generate more employee engagement and productivity, which means employees will go the extra mile so customers will be served better and shareholder value will increase. The companies with the most highly engaged workforces earn three times those with less. But

Employee Engagement “Employee Engagement” has become a very hot topic in recent years. The escalating statistics for disengagement are alarming. In 2015, the Gallup Polls’ “The State of the American Workforce” survey found that only 32.5 percent of the U.S. Workforce is engaged and committed where they work, and 54 percent say they would consider leaving their companies if they could receive a 20 percent raise elsewhere. Disengagement not only lowers performance, morale, and productivity, but it’s costing employers billions of dollars a year. It's a growing problem, which has many companies baffled.

An organization with a staff that’s fully engaged is far more likely to succeed than one with a large portion of its workforce detached, cynical and uninspired.

Such tensions might partly explain why the Gallup organization repeatedly finds just 13 percent of the world’s workforce likes going to work, despite the rise of popular books and research on employee engagement, organizational culture, and motivation.

30% more of the workforce is satisfied when there’s even an informal recognition program in place. 75% of employees receiving at least monthly recognition (even if informal) are satisfied with their job. 79% of employees who quit their jobs cite a lack of appreciation as a key reason for leaving.

Are you ready to take the first steps toward leader-leader? Are you ready to take the first steps toward an empowered and engaged workforce? Are you ready to embrace the changes that will unleash the intellectual and creative power of the people you work with? Do you have the stamina for long-term thinking?

HR can and should serve as advisors to organizational leadership to develop strategic workforce plans that link to the organization’s strategic plan to ensure that the right people are on board so that the firm can meet its objectives and fulfill its mission. HR partners with line management to provide development opportunities to maximize the potential of each and every employee. HR advises management on total rewards programs (compensation and benefits) and rewards and recognition programs designed to minimize costly employee turnover and to maximize employee engagement and retention.

Used carefully, and with intent, the WAM-Pro can find ways to engage this technology to influence the amount of money the organization spends on labor.

The more satisfied a person is with her position, the less likely she is to leave.3 So the irony—and, to me, the tragedy—is that women wind up leaving the workforce precisely because of things they did to stay in the workforce. With the best of intentions, they end up in a job that is less fulfilling and less engaging. When they finally have a child, the choice—for those who have one—is between becoming a stay-at-home mother or returning to a less-than-appealing professional situation. Joanna

As the panel elaborated on their 12 principles of Management 2.0, I realized that this new management model was powerfully grounded in social and collaborative principles that unleash the collective brainpower of an organization to drive innovation and success in an agile manner. This can be viewed as the new incarnation of the participatory style of management. Andrew Carusone's presentation, "Beyond the Water Cooler: Using Collaborative Technology to Drive Business" shared an implementation of this model at Lowe's. Carusone pointed out that workforce development today was all about developing awareness, creating engagement, and promoting commitment. In his model, management continues to have decision and approval authority, but all employees have the power to recommend, provide input, and perform their duties to the best of their abilities.

When you involve hearts, spirits, minds, and hands, your organization is both feeling and acting. You have an engaged workforce that produces its own bottom-line improvements in retention, quality, customer service, and profitability. You don’t have to design those outcomes into engagement; they are inevitable.

An engaged workforce is a powerful force that can overcome any challenge.

Granted, employees are a very different type of customer, one that falls outside of the traditional definition. After all, instead of them paying you, you’re paying them. Yet regardless of the direction the money flows, one thing is clear: employees, just like other types of customers, want to derive value from their relationship with the organization. Not just monetary value, but experiential value, too: skill augmentation, career development, camaraderie, meaningful work, a sense of purpose, and so on. If a company or an individual leader fails to deliver the requisite value to an employee, then—just like a customer, they’ll defect. They’ll quit, driving up turnover, inflating recruiting/training expenses, undermining product/service quality, and creating a whole lot of unnecessary stress on the organization. So even though a company pays its employees, it should still provide them with a value-rich employment experience that cultivates loyalty. And that’s why it’s prudent to view both current and prospective employees as a type of customer. The argument goes beyond employee engagement, though. There’s a whole other reason why organizational leaders have a lot to gain by viewing their staff as a type of customer. That’s because, by doing so, they can personally model the customer-oriented behaviors that they seek to encourage among their workforce. How better to demonstrate what a great customer experience looks like than to deliver it to your own team? After all, how a leader serves their staff influences how the staff serves their customers. Want your team to be super-responsive to the people they serve? Show them what that looks like by being super-responsive to your team. Want them to communicate clearly with customers? Show them what that looks like by being crystal clear in your own written and verbal communications. There are innumerable ways for organizational leaders to model the customer experience behaviors they seek to promote among their staff. It has to start, however, by viewing those in your charge as a type of customer you’re trying to serve. Of course, viewing staff as customers doesn’t mean that leaders should cater to every employee whim or that they should consent to do whatever employees want. Leaders sometimes have to make tough decisions for the greater good. In those situations, effectively serving employees means showing respect for their concerns and interests, and thoughtfully explaining the rationale behind what might be an unpopular decision. The key point is simply this: with every interaction in the workplace, leaders have an opportunity to show their staff what a great customer experience looks like. Whether you’re a C-suite executive or a frontline supervisor, that opportunity must not be squandered.

Hire diverse but like-minded people. An inclusive workforce engaged in a shared mission fosters better, more creative solutions to problems, leading to sustainable growth.

Act Decisively. Make good and timely decisions, and ensure that they are executed. Communicate Persuasively. Communicate in ways that people will not forget; simplicity and clarity of expression help. Motivate the Workforce. Appreciate the distinctive intentions that people bring, and then build on those diverse motives to draw the best from each. Embrace the Front Lines. Delegate authority except for strategic decisions, and stay close to those most directly engaged with the work of the enterprise.

The most successful senior leaders understand the ROI of engagement and recognize that it will be next to impossible to achieve their goals without a fully committed and engaged workforce. Employee engagement is a top business priority for them, particularly in today’s tough business climate. They know that having a high-performing workforce is essential for growth and survival. They treat employees as valuable people with skills rather than people with valuable skills.

Businesses today need less than a paradigm shift in their thinking about the fundamentals of how organizations work to build an authentic culture and an engaging workforce.

Engagement and Organizational Efficiency Engagement of individuals without relevant collective alignment is bound to fail. Engagement has to be directed towards a common vision and direction. In the Global Workforce Study, Towers Watson (2012) showed that highly engaged employees have: Lower “presenteeism” or lost productivity at work: 7.6 days lost each year, against 14.1 days for disengaged employees Less absenteeism: 3.2 days each year, against 4.2 days for disengaged employees Less likelihood to leave than their disengaged colleagues: only 18% of highly engaged are ready to leave their employer in the next two years compared

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