星空无限

For years it was a secret: that we had lives outside of work.

Thirty years ago, I dashed into the Massachusetts State House to interview the lieutenant governor, sat, opened a notebook鈥攁nd a Cheerio fell off my blazer. I was mortified.

In those days, 鈥渏uggling鈥� was done with guilt. As a society, we debated whether women 鈥渃ould do both,鈥� that is, be a parent and a professional. There is 鈥�,鈥� of course, an invention that codifies the failure of the American workplace.

The pandemic鈥攊ronically enough鈥攎ay finally give us the opportunity to correct historic and structural problems with how work works.

That is not to say that the last nearly two years have not been tough. Working women with children and/or caretaking roles have been hit hard.

According to the U.S. Census, were not working in April 2020. A of 5,000 women conducted from November 2020 to March 2021 found 77 percent reporting an increased pandemic workload even as two-thirds also reported bearing the greatest role in household tasks.

More than half felt less optimistic about their career, citing physical and mental health tolls. Fifty-seven percent planned to leave their current job within two years.

This data (and there鈥檚 more) underscore the burden on women that we have long known about, but ignored. Rather than address the root issue, society leaned harder on women, expecting them to tap their creativity, energy, and endurance to keep it all going. (By 鈥渨omen鈥� I refer not to biology, but to the gender role often occupied by females.)

. . . when women entered the workforce in increasing numbers in the 1960s-1980s, they did it on men鈥檚 terms, beginning a frustrating effort to 鈥渂e taken seriously.鈥� That issue has not faded . . .

Arlie Hochschild created a sensation when she published 鈥淭he Second Shift鈥� in 1989. But decades later, little has changed. This is because modern-day, post-Industrial Revolution work is structured with men in mind, from the timing of meetings to conventions of what a 鈥渓eader鈥� looks, sounds, and acts like (talking over others and peacocking your dominance).

Rather than challenge the structure, when women entered the workforce in increasing numbers in the 1960s-1980s, they did it on men鈥檚 terms, beginning a frustrating effort to 鈥渂e taken seriously.鈥� That issue has not faded, and , , and columns have repeatedly returned to the challenge鈥攁s if doing the work itself wasn鈥檛 enough.

Despite passage of laws, including Title VII of the Civil Rights Act of 1964 (prohibiting employment discrimination based on race, color, religion, sex, and national origin), the problem persisted. After all, it took a long time鈥攁nd much debate鈥攖o shake the belief that we needed sex-separate 鈥渉elp wanted鈥� ads or that, as a July 30, 1970 New York Times headline put it, 鈥溾��

When Title VII first went into effect, an official with the Equal Employment Opportunity Commission assigned to enforce the law insisted that it was not their task 鈥渢o get on our charger to overturn patterns.鈥� Yet patterns were (and are) exactly the problem. The New York Times wrote of 鈥渆xperts in sex discrimination鈥� flummoxed by 鈥渢he Bunny Problem鈥濃�攈ow would the new law manage if a man applied for a job as a bunny at a Playboy Club?鈥攗nder the August 20, 1965 headline, 鈥淔or Instance, Can She Pitch for Mets?鈥�

Such talk by officials and reportage by The New York Times now looks embarrassing. But it reveals the ingrained beliefs that we need to have sharp lines between women and men when it comes to work. Even if those lines have softened, a gender power differential remains in many fields. One has only to recall #MeToo coverage or examine the gender wage gap.

The pandemic offers us a reset button. We have been forced to work differently. We cannot un-see what we saw on Zoom.

To this last point, the Boston Women鈥檚 Workforce Council, whose analysis uses wage data from actual companies, reveals an ongoing issue. Interestingly, it tracks wage gaps by job role; the only positions in which women鈥檚 pay is comparable to men鈥檚, according to the , are 鈥淟aborers/Helpers鈥� and 鈥淎dministrative Support Workers.鈥�

The pandemic offers us a reset button. We have been forced to work differently. We cannot un-see what we saw on Zoom. People have lives that are busy and complicated. Employers have been forced to trust employees to work away from the geography of the office and the gaze of supervisors. They learned that people, on their own, are actually quite productive.

Workers have also discovered there is more to one鈥檚 identity and life than work. We are now keenly aware that we have one life鈥攁nd that things can change radically at any moment. We must use our time for stuff that matters. Work must now fit alongside other elements of life, not at the dominant center.

In November, a record . Anyone who dines out or shops understands that the customer is no longer always right. It is a privilege to be served.

Employers everywhere are now in competition for talent. This alters the balance of power. It changes work conventions, such as how meetings run, who must be there, what the 鈥渨orkday鈥� looks like, how power operates (no bonus points for hanging out at the office).

Let us hope it means an end to the 鈥渕ommy track鈥� mentality. The very notion that women with childcare responsibilities must degrade their ambition now looks repugnant. Or, taking away the moral layer, dumb.

It is telling that a in Brooklyn includes childcare. Men in leadership have long had flexibility in their work schedules (golf, anyone?). Why shouldn鈥檛 we all build in time for relationships and renewal?

America鈥檚 economy cannot afford to require people to choose between ambition and parenthood (or other caretaking). They are both part of life. The pandemic has been painful and exhausting. It鈥檚 not over yet. The past 20 months have been about survival, but they have also been about invention. In 2022, we must finally build a better workscape.

This does not mean replacing a male-normed workplace with a female-normed workplace. Rather, it means truly un-gendering jobs and work鈥攁nd seeing one another not as employees or job functions, but as fellow human beings fully capable of both feeding a toddler Cheerios and writing a political profile.

Laura Pappano is writer-in-residence at the 星空无限. An experienced journalist who writes about education and gender equity issues in sports, she has been published in The New York Times, The Hechinger Report, USA Today, The Atlantic, The Boston Globe, The Washington Post, and Christian Science Monitor, among other publications.

In my recently released book, , I talk about the impact of confidence on one鈥檚 career, professional, and personal development, and the importance of building and strengthening one鈥檚 confidence over a lifetime. The conversation about confidence often centers around comparing women鈥檚 confidence to that of men.

A recent Boston Globe article entitled 鈥溾�� suggests that women hold back and do not step forward for promotional opportunities on the job, often feeling like they are not ready. On the other hand, whether truly ready or not, men step forward and seek that same opportunity even when their experience and skills do not verify that they are able to do the job. Columnist Shirley Leung chalks that up to men having too much confidence, even when it鈥檚 not warranted.

Where does that confidence come from? I contend that it starts when men and women are children. The boys are told that they can do it academically, even when they struggle with math; athletically, even when they never leave the bench and definitely when they do; and socially, even when they鈥檙e not so popular, or when they鈥檙e shy or introverted 鈥� which are characterized as more their choice than a failing of any kind.

In some, though not all, families, the girls are not told the same thing 鈥� that they can do it no matter what 鈥� even if they are better than their brothers in one or more of these aspects of life. Sadly, girls subliminally believe what they are not told, and believe what they hear being said to their brothers.

When girls grow into women, they come into the workplace without the internal cheerleader that men carry with them. Women must create their own cheering squad: the occasional special mentor that may be a man; other women; the encouraging father; the enlightened female CEO who understands the importance of her words and deeds to her women employees.

But most importantly, I would suggest that they create their own internal cheering squad. Women who are high-performing athletes that receive public acknowledgment for their athletic achievements are often the exception. Most women, though, must build their confidence themselves, and it is a process.

I do not want to focus here on the men or suggest that all men are overly confident and not qualified. That would be far from the truth. What I do want to focus on is, irrespective of the men, what women (and their parents, starting from when they are girls) do to develop and build their own confidence.

In my experience, confidence is the fuel of development. One develops when confidence is strong. One鈥檚 confidence grows over time from working hard, viewing failure or mistakes as valuable feedback, persisting, and experiencing continuous success.

The harder a woman works, the stronger (better) she becomes, the greater the likelihood of success, the more confident (that she can do it) she becomes 鈥� the better, smarter, stronger, more successful she is. And over time, the willingness and ability to take on more challenging assignments grows because the woman knows she can do it; she is smart, educated, knows how to tackle a problem, and has learned how to learn.

This process, in some ways, can substitute for the lack of external cheerleading that men have gotten from childhood through adulthood, but that women should avail themselves of when possible. Many women, however, are building confidence in themselves and using it as the fuel they need to go far.

When women professionals enter that upwardly mobile spiral of confidence-building, they can be unstoppable. Preparation, knowing the material, studying it and then studying it again, practice, and focus are key. They appear confident and are confident because they are prepared and sure of their ability to get it done.

The fact that confidence can be developed over a lifetime is truly encouraging, because it means that confidence is not just something one has (or that others bestow), but something that one can attain through hard work and effort. It also suggests that in families, in schools, and on the job, an environment that allows confidence to flourish should be created and offered to both men and women in equal measure.

, Ph.D., retired as president and chief executive officer of in 2018 after 15 years of service. She currently runs an executive coaching practice and serves as chair of 星空无限鈥檚 Council of Advisors.

Hospitals and universities are facing challenges that many have never seen before as they respond to COVID-19. Universities are and transitioning to remote learning in order to protect the health of their faculty and students. Hospitals are working around the clock to and acquire the gear needed to protect their staff. These educational and healthcare organizations ("eds" and "meds") need to identify creative solutions to solve these problems in ways that take into account the needs of their diverse stakeholders. Boardroom diversity is particularly important to achieving this.

Almost 14 years ago, the 星空无限 published Critical Mass on Corporate Boards: Why Three or More Women Enhance Governance. I wrote this report along with my coauthors Alison M. Konrad, Ph.D., and Sumru Erkut, Ph.D. At the time, we didn鈥檛 know how much of an influence it would have on corporate boards. Since then, the biggest for-profit corporations have faced increasing pressure to diversify their boards from major shareholders, advocacy groups, some government entities, and the media.

The largest nonprofits鈥攅ds and meds鈥攈ave not faced comparable scrutiny or pressure. But recent studies in and , two major centers for eds and meds, have begun to shine a light on the low percentages of women on the boards of many of these institutions.

As a member of the (WNLI)鈥攚hich was founded by my 星空无限 classmate, Happy Fernandez 鈥�61, and is a co-publisher of the Philadelphia report鈥擨 learned of the need for research to understand the reasons behind the numbers and what remedies work. So WNLI colleague Carolyn Adams and I conducted in-depth, confidential interviews with 59 female ed and med board members and male and female board chairs and chief executives in 14 states and the District of Columbia, representing every region of the United States. We wanted to know what it鈥檚 like to be in 鈥渢he room where it happens.鈥�

In our new report, Increasing , we document that women face substantial barriers to gaining board seats and to serving effectively once elected. Though our study focused on gender diversity, we found parallel barriers to racial diversity and note the impact of the combined barriers of gender and race for women of color.

Removing obstacles for all women matters, not only because equity in organizations must start at the top, but also because our interviewees reported that female directors have positive impacts on the boards and their significant decisions. Women make contributions related to their expertise, as do men, but they also bring different experiences and perspectives to the table, particularly on issues involving consumers (students and patients), culture change, improved governance, and the way decisions are made. An overwhelming number of interviewees believe board diversity can increase effectiveness in serving consumers.

Though these nonprofit boards present some of the same barriers to gender diversity as for-profits, women face additional barriers in nonprofits related to differences between the sectors:

• FINANCIAL REQUIREMENTS: Unlike for-profit boards, where members are paid a stipend, nonprofits generally expect board members to make financial contributions, sometimes sizeable. That can work to exclude or reduce the numbers of women who are considered.
• WHO-YOU-KNOW RECRUITMENT: Unlike for-profits, which regularly use search firms, nonprofits rely primarily on board members to recruit new members and are therefore limited by the largely white male social and business circles of the current white male trustees.
• BOARD SIZE: Nonprofit boards are usually larger than corporate boards, which average 9 to 11 members. In our study, excluding one board with over 85 members, the average board size was 29, and some had over 60 members. Though our 2006 星空无限 study led the way in pointing to a critical mass of three or more women in order to have an impact on for-profit boards, our nonprofit respondents cited 30% as the relevant minimum on their boards, because of their greater size. Even a critical mass does not necessarily lead to inclusion on large boards, where committees do the real work and executive committees often make most decisions. Exclusion from such power positions, or appointments only in small numbers, can mute women鈥檚 voices and limit their opportunity to be of influence and value.

The differences we identified call for change strategies tailored to the nonprofit sector. The strategies we recommend include:

• Placing less emphasis on a candidate鈥檚 financial capacity to contribute.
• Changing recruiting practices.
• Shrinking board size.
• Creating separate fundraising boards.

Embracing change, we found, requires leadership, intentionality, and a full board discussion of diversity.

In the United States, pressure on for-profits has largely come from shareholders. Nonprofit eds and meds do not have shareholders but they do have stakeholders: students and patients and their families, alumni/ae, employees (particularly faculty in the eds), members of communities affected by major board decisions, and donors. Since we are all members of some of these groups, if we, as stakeholders, paid greater attention to the lack of diversity on these boards and organized to exert our influence, we could propel change鈥攑utting eds and meds in a better position to face future challenges.

Vicki W. Kramer, Ph.D., is a consultant to nonprofits and former academic. She has co-authored articles in the Harvard Business Review and numerous other journals, as well as chapters in and . She was the founding president of the Thirty Percent Coalition, a national collaboration of for-profit companies, institutional investors, and nonprofits promoting gender diversity on corporate boards.

A woman graduates from college and starts her first job, earning about the same as the male colleague who sits next to her. She gets promoted a few times, her salary increases, and in her late 20s, she gets married. Her husband gets a job offer in a new city, they move, and she takes a slightly lower-paying job. In her early 30s, she has a baby, and then another baby in her mid-30s. She decides to cut back her hours (and thus her pay) in order to spend more time with her children. My research shows that this is the point in women鈥檚 lives at which the gender pay gap widens.

Fast-forward 15 years: the woman鈥檚 children are growing up and will soon be headed off to college, and she is eager to ramp her career back up. What happens to the gender pay gap now?

Today is Equal Pay Day, a day that symbolizes how far into the year the average woman in the U.S. must work in order to earn what the average man in the U.S. earned the previous year. Equal Pay Day for black women is August 13, for Native American women it鈥檚 October 1, and for Latina women it鈥檚 October 29. Women on average earn $0.82 for each dollar earned by a man; black women earn $0.62, Native American women earn $0.57, and Latina women earn $0.54. The gender pay gap has slowly narrowed over time, but over the past 15 years. Globally, the gap isn鈥檛 expected to close .

But we are learning that the story of the gender pay gap is a complex one. We now know that male and female college grads start their careers earning nearly the same salaries, but . By the time college grads reach their peak earnings, . Less than a third of this gap is caused by differences between the jobs in which men and women work, though women are certainly such as teaching, nursing, and social work 鈥� the usual 鈥減ink-collar鈥� jobs. Much of the widening of the gap comes from married women: their earnings grow much more slowly with age and they see little benefit from job-hopping compared with men and unmarried women. And when women become mothers, they are more likely to than men, even in full-time work.

This paints a bit of a dire picture. Things begin to turn around for women, though, once they reach their late 40s and 50s: the pay gap begins to narrow again. For example, among more recent generations of college-educated women, the they reach their late 50s. This happens as women increase their work effort relative to men once their children leave home.

There are still more questions to be answered before we can fully understand the causes of the gender pay gap, and how policies might help close it. For example, how much of the gap is contributed by dual-career considerations, where a family has to optimize around the primary breadwinner? Can public policies help to better share the burden among working spouses? An improved understanding might help us determine whether policies such as father quotas in parental leave might be part of a solution.

We are slowly gaining a clearer picture of how the gender pay gap evolves over the course of our lives. As our research continues, this picture continues to come into focus.

Sari Pekkala Kerr, Ph.D., is a senior research scientist and economist at the 星空无限. Her studies and teaching focus on the economics of labor markets, education, and families.

As we enter 2018 with eager anticipation, it is a natural part of the transition into the new year to establish personal and career resolutions. Many business leaders consider ways to refresh the strategy for their organizations seeking to answer questions such as 鈥淗ow can my team help our organization achieve its goals with a greater impact?鈥�

For Capgemini鈥檚 North America Corporate Responsibility Team, the answer is easy鈥� We understand that to realize sustained change for greater gender equality we must facilitate courageous conversations, identify opportunities for improvements as they arise, and maintain accountability for our progress through measurable goals.

Some context on our current state:

In 2016 and 2017, Capgemini in the U.S. and Canada, respectively, . EDGE is the leading global assessment methodology and business certification standard for gender equality. Capgemini was awarded the recognition after a third-party review of its inclusion practices across five dimensions: equal pay for equivalent work, recruitment and promotion, leadership development training and mentoring, flexible working, and company culture. This recognition confirms our commitment to gender balance through impactful actions across North America, which include new benefits such as our backup care program. We will continue to be an innovative environment where our talent helps our clients transform business through solutions fueled by inclusion, diversity, and team development.

Capgemini鈥檚 EDGE Certification set the stage for our thought leadership on diversity measurement in the workplace enabling best practices sharing with other companies and community partners. In 2017, Capgemini sponsored two external events with the Anti-Defamation League鈥檚 Women鈥檚 Initiative, which had cumulative audience totals of over 600 attendees. Capgemini representatives joined other business leaders in addressing global gender balance challenges and the related topic of unconscious bias.

In July and December of 2017, Capgemini North America hosted its first sessions in San Francisco, CA, and New York, NY. Capgemini鈥檚 Global Group created this strategic program to explore how women are driving change as executives, navigating organizations through digital disruption to innovation.

Capgemini was also proud to support the National Diversity Council鈥檚 Women in Leadership Symposiums (WILS). The program鈥檚 mission is to bring together a diverse mix of successful women leaders who, through the discussion of topics relevant to today鈥檚 issues, educate, inspire, and encourage women to reflect on their own goals and status as they strive to move higher in their organizations.

Finally, Capgemini enhanced our Women鈥檚 Leadership Development Program (WLDP) to ensure a positive impact on the development of our women leaders. As a three-month program designed to provide training, mentoring, career objective-setting, and coaching for women in North America, WLDP is a signature program of the company鈥檚 talent development initiatives.

Our resolution for 2018:

We recognize that we need existing and future leaders contributing to the conversation on gender balance and equality in the workplace. This year we will empower our North America Employee Resource Group Leaders to build on last year鈥檚 16,000+ hours of engagement through a focus on deeper partnerships with our leaders and clients to drive accountability across organizations, not only on gender balance but on all aspects of diversity and inclusion. In 2018, we will partner with our clients on everything from unconscious bias training to volunteering. We will continue to make progress by holding ourselves accountable to be the change we want to see through our behaviors anchored by our and leadership commitments. We鈥檝e found past success where our grassroots efforts met our leadership goals and expect this year鈥檚 results to take us even further.

Janet Pope is a member of the 星空无限 Council of Advisors. Additionally, she and her colleague Yvonne Harris work to grow the reach of Diversity & Inclusion initiatives at Capgemini North America.

I have been a fan of for decades, not simply because it is a Fair Trade organization but also because I love their clothing. I am the happy owner of many of their shirts (long and short sleeved), dresses (winter and summer), jackets, and wraps. Some of my clothes are bordering on 30 years old, faded and sadly, no longer available -- not even on the clearance site.

Generally, I make my purchases from the catalog, not from their . I would wait until the catalog arrived to make my choices and over time, I began to notice that the catalog held more than just items to purchase. Indeed, it had stories and photographs of the women -- their lives at work, at their homes, their children, their recipes, their excursions, their wishes, their struggles, and accomplishments. I was intrigued and wanted to know more. This was not your usual catalog.

Since my Wellesley colleague Emmy Howe and I were traveling to Delhi for the Sex/Ed Conference in November 2017, we decided to schedule some visits in the Mumbai area. Among those we wanted to visit was the office of MarketPlace, located in the suburbs of Mumbai. After some negotiations with the CEO Pushpika Freitas and with input from the local director/supervisor, Linda Machado, we arranged to visit their office in the Santacruz East area of Mumbai.

With our cell phones actively participating in locating the office, along with the skills of our car service driver, we arrived after lunch on November 14, 2017. About 12 women artisans were gathered together along with some staff -- they greeted us with a special handmade mandala on the floor, and after a candle lighting ceremony, they sang us a song that they had written.

Our conversation got off to a lively start as we shared with them a song, albeit on YouTube, 鈥淏read and Roses鈥� sung by Joan Baez, and told them about the history and lives of

With translation provided by some of the social workers from the NGO part of MarketPlace, called , which is responsible for the social development and empowerment of the women, along with our host Linda Machado and with some of the artisans who spoke English, we discussed the MarketPlace clothing that I wore and how I had spread the word among my colleagues. In addition, and more substantively, we discussed some of the unique features that MarketPlace offered them -- help with the education of their children, literacy programs, health improvements, the kids programs (148 kids between ages 4-25 years old); and how some of them had been promoted from within from artisan to supervisor. As they were promoted within the organization, they were provided with additional training in accounting and bookkeeping. Throughout our time together, we detected their obvious pride in their work and in their organization. One of the women said, 鈥淚f not given this opportunity, we鈥檇 be washing dishes or doing housework in someone else鈥檚 house.鈥�

Another special experience awaited us after some of the women artisans left with their bags of garments, which needed their embroidery; we climbed the stairs to the workshop. There we met additional artisans who worked on sewing machines, creating some of the prototypes for new clothing. Best of all, we watched a weekly discussion group -- an article of interest from the newspaper was selected and a group of women, ranging in age from 20-70 years old, sat in a circle expressing their opinions. This week鈥檚 topic was on dowry, which provided for a heated conversation. Even though we could not follow the conversation in Hindi, we noticed the animation that it produced. I asked Linda privately if all of the women were literate and she told me that some were not but the articles were read aloud so all participants were able to be involved.

The visit with the artisans in Santacruz East was so meaningful and vivid, and I know that I speak for both Emmy and myself when I say that we treasured our time there and the photos that we have of it. I will buy their clothing with new meaning attached to each and every item. And a big thank you.

Nan Stein, Ed.D., is a senior research scientist at the 星空无限. She has conducted research on sexual harassment/gender violence in K-12 schools and teen dating violence for more than 30 years and co-led the Shifting Boundaries, school-based dating violence prevention program.

We all have heard it, women earn about 20 percent less than men. But when, how, and why does the gap emerge? Everyone has an opinion on it, and these opinions range widely 鈥� which leads to many . Are we eternally stuck in a rut arguing about what the relevant facts are? Or could administrative 鈥渂ig data鈥� shed some new light here and help move us forward? We think so鈥�

Two new studies find that college grads start their career with a tiny gender earnings gap, but . What are women doing wrong, or men doing right, for this to happen? This seems to be a story about 鈥渃areer acrobatics鈥�, one with chutes and ladders. First, it turns out that the gap widens both in existing jobs as men climb the career ladders faster and higher within firms, and through job changes since men disproportionately move across firms to higher paying ones as they age. By the time college grads reach their peak earnings, .

What could possibly account for such enormous earnings gaps during the first 20 years of working life? Not surprisingly for anyone, a chunk of the initial gap and its subsequent growth comes from differences between men and women in terms of the sectors and occupations in which they work. . The best-known examples include teachers, nurses, occupational therapists, and social workers. Many commentators argue that women themselves are responsible for pay gaps as they choose careers where starting salary is low and salary growth modest with work experience and seniority. In reality, the reasons why women congregate in these occupations are complex, and addressing occupational gender differences requires societal changes. More importantly for the debate though, women are not 鈥渃ausing鈥� the earnings gap with their 鈥渂ad choices鈥� 鈥� occupational segregation accounts for no more than a third of the overall earning gap. Something else is at work.

Another expensive 鈥渃hoice鈥� women make is motherhood. Women are more likely to than men 鈥� even in full-time work. How much of that 55 percent gap does motherhood explain? Unfortunately our data does not give a direct answer to that, but arguably all of these factors contribute to the growing earnings gap between ages 25 and 45. What we can say though is that much of the widening of the earnings gap comes from married women: their earnings grow much more slowly with age and they see little benefit from job hopping compared with men and unmarried women. Why are they not able to capitalize on their college degree like others even by switching jobs? This may be related to a phenomenon called 鈥渢ied migration.鈥� Family makes their location decision based on the 鈥減rimary career鈥�, which usually is that of the husband. This is why job moves tend to only benefit that primary career and could even hurt the secondary career. Ironically, the primary career is typically chosen to be the one with greater earnings potential 鈥� bringing us right back to the gender pay gap conundrum. This begins to look like a self-reinforcing cycle.

Career choices that look 鈥渓ess than optimal鈥� in terms of long-run earnings growth may also be explained by college educated women consciously moving to lower-paying firms (within a given industry) in anticipation of needing more time flexibility when children enter the picture. Similarly, the gender earnings gap is largest in sectors, such as financial, insurance, and real estate (FIRE), that are more unforgiving of career interruptions and shorter or more flexible work hours. At age 25-27, female college grads working in FIRE earn almost exactly as much as male college grads. However, already . In this sector men are able to obtain greater career advancements within a given firm, but a sizeable chunk of the earnings gap is due to women鈥檚 disproportionate shift into lower-paying firms by age 34.

We promised that these data could help shed some new light, but there are still many questions in making sense of the patterns. For one, what happens to the career and earnings dynamics within households as the family composition changes? Time-use studies say that the arrival of children makes spouses specialize more: one parent focuses on work while the other takes more responsibility at home, often balancing a job in the mix. It is easy to guess how this specialization usually goes, but might the dynamics look different if it was the father rather than the mother who takes a career break? Answers to those questions can clarify policy recommendations. For example, would a Swedish-style shared parental leave policy reduce gender earnings gaps or do we need a more wholesale approach to workplace organization? The latter approach would include reducing the earnings and career cost of temporal flexibility, making a work-family balance easier for both moms and dads, and reduce the need to designate a 鈥渄efault parent鈥� who takes over the majority of household and child-related responsibilities.

Sari Pekkala Kerr, Ph.D., is a senior research scientist/economist at the 星空无限 at 星空无限. Her work described above is based on the research she conducted with Erling Barth, Claudia Goldin, and Claudia Olivetti.