The public relations industry is dominated by women. In 1970, according to Ragan’s PR Daily, women comprised only 27 per cent of the US public relations workforce. Today, close to three-quarters of the members of the Public Relations Society of America are female; in the UK, about 64 per cent of those employed in PR are female.
Also, women in the US with bachelor’s degrees in journalism or mass communication disproportionately specialise in advertising and PR, which have more opportunities for full-time employment than other parts of the industry.
But unlike many fields where women dominate at entry level and in the junior ranks but are noticeably absent at the managerial and principal levels, in PR they are increasingly seen in managerial roles.
In the past 30 years, US women have become more educated, outperforming men in university graduation rates. During that time, the disparity between the percentages of women and men working full-time has shrunk considerably too – and yet the pay gap persists, a topic this blog has tackled in the past.
According to a new study by sociologists from Indiana University and Cornell University, one of the biggest contributing factors to the wage gap is the phenomenon of “overworking” – which means working 50 hours a week or more.
A decade ago, the University of Michigan published a landmark study that examined why fewer women attended schools of business than schools of medicine or law.
The research became a veritable call to arms in the business school community and helped launch the Forté Foundation, a US consortium of companies and business schools that aims to address this imbalance and its effect on the corporate world.
For women who have put their careers on hold to have a baby, spend more time with their children or care for ageing parents, returning to the workforce presents serious challenges.
Anna Protopapas is a rarity in the corporate world. Not only is she one of a small number of top-ranking women in the biopharmaceutical industry, but as executive vice-president of global business development at Takeda Pharmaceuticals, she is also one of only a few women at the top of a Japanese company.
After I had my first baby, I was a wreck about returning to work. I was so tired from the middle-of-the-night feedings and the tormented crying jags that I could not imagine how on earth I would function again as a professional. But I was also so infatuated with my daughter that I could not imagine being away from her for nine hours a day.
Workplace flexibility – also known as flexitime – is seen as key to helping companies recruit and retain working mothers. But flexitime is also often code for the “mummy track”, a professional path that offers mothers certain benefits, yet provides fewer opportunities for advancement.
Since April 3 this year, men in the UK can take a greater share in child-rearing. New fathers can now take up to 26 weeks’ leave to care for a child – on top of two weeks’ regular paternity leave. The additional leave is potentially a step towards allowing women to return to work more easily, leaving a new baby in the care of her partner.
There is a van I see round the lanes of Somerset proudly emblazoned “Plumbers and Heating Engineers – M. Head and Daughters”. The sign is testament to the fact that the family firm is no longer a beacon of primogeniture, and there is a growing trend for family businesses to be led and managed by women.
Too few women are taking on international assignments, according to a new report into global mobility among professionals.