DOCSLIB.ORG

Delivering Gender Equality: a Best Practices Framework for Male-Dominated Industries Presented by Engendering Utilities

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Delivering Gender Equality: a Best Practices Framework for Male-Dominated Industries Presented by Engendering Utilities EVN/VIETNAM DELIVERING GENDER EQUALITY: A BEST PRACTICES FRAMEWORK FOR MALE-DOMINATED INDUSTRIES PRESENTED BY ENGENDERING UTILITIES ACKNOWLEDGEMENTS This version of the Best Practices Framework was written by Jasmine Boehm, Elicia Blumberg, Laura Fischer-Colbrie, Morgan Hillenbrand, Jessica Menon, Khumo Mokhethi, Hayley Samu (Tetra Tech), as well as Frances Houck (Iris Group). This report is an adapted version of the original first version of the report authored by Dr. Brooks Holtom (Georgetown University), Brenda Quiroz Maday (RTI International) and Clare Novak (Energy Markets Group) published in 2018, with support from Melissa Dunn and Sarah Frazer (RTI International). The authors would like to thank Corinne Hart (USAID), Denise Mortimer (USAID), Portia Persley (USAID) and Amanda Valenta (USAID) for their comments and contributions to this report, as well as contributions made by Karen Stefiszyn and Suzanne Maia to revisions made during the second version published in 2019. Contract: IDIQ No. AID-OAA-1-13-00015 Task Order: AID-OAA-TO-13-00048 This document was produced by Tetra Tech, Inc. for USAID’s Office of Energy and Infrastructure, Energy Division within the Bureau of Economic Growth, Education and Environment in Washington, DC. January 2021 Suggested citation: USAID. (2021). Delivering Gender Equality: A Best Practices Framework for Male-Dominated Industries. Available at https://www.usaid.gov/energy/engendering-utilities/gender-equality-best-practices- framework. DISCLAIMER: The authors’ views expressed in this publication do not necessarily reflect the views of the United States Agency for International Development or the United States Government. CONTENTS ACKNOWLEDGEMENTS 1 FIGURES II ABBREVIATIONS III EXECUTIVE SUMMARY V WHY WAS THIS FRAMEWORK CREATED? 1 ABOUT ENGENDERING UTILITIES 1 METHODOLOGY 2 1. SELECT AND ADAPT EMPLOYEE LIFE CYCLE MODEL 2 2. CONDUCT LITERATURE REVIEW 4 3. SELECT BEST PRACTICES 4 4. IMPLEMENT BEST PRACTICES 4 5. MONITOR, EVALUATE, LEARN, AND ADAPT 5 WHY GENDER EQUALITY MATTERS 6 ADDRESSING GENDER EQUITY AND WOMEN’S LEADERSHIP IN THE ENERGY SECTOR 8 ADDRESSING GENDER EQUITY AND WOMEN’S LEADERSHIP IN THE WATER SECTOR 10 WHY INTERSECTIONALITY, DIVERSITY, AND INCLUSION MATTERS 12 USING THIS FRAMEWORK TO ADDRESS GENDER EQUALITY, DIVERSITY, AND INCLUSION IN TIMES OF CRISIS 17 HOW TO USE THIS FRAMEWORK 25 BEST PRACTICES FRAMEWORK 27 BEST PRACTICES: EMPLOYEE LIFE CYCLE 27 ATTRACTION AND TALENT OUTREACH 27 RECRUITING AND HIRING 36 ONBOARDING AND TRAINING 44 PERFORMANCE MANAGEMENT, COMPENSATION AND BENEFITS 57 TALENT AND LEADERSHIP DEVELOPMENT 67 RETENTION AND EMPLOYEE ENGAGEMENT 75 SUCCESSION PLANNING AND PROMOTION 81 SEPARATION AND RETIREMENT 83 BEST PRACTICES: ORGANIZATIONAL ENABLERS 85 CORPORATE CULTURE AND LEADERSHIP 85 COMPANY PERFORMANCE AND REPORTING 92 POLICIES AND GRIEVANCE MANAGEMENT 97 CORPORATE COMMUNICATIONS AND BRANDING 111 ANNEX I. GLOSSARY OF GENDER RELATED TERMS 118 USAID.GOV USAID DELIVERING GENDER EQUALITY: A BEST PRACTICES FRAMEWORK | i ANNEX II. BIBLIOGRAPHY 124 ANNEX III. PROFESSIONAL ORGANIZATIONS WITH MEMBER RESOURCES 157 FIGURES FIGURE 1: Employee Life Cycle .................................................................................................. v FIGURE 2. Attracting/Hiring Best Practices ............................................................................. vi FIGURE 3. Methodology for the Development of the Best Practices Framework ................ 2 FIGURE 4. Employee Life Cycle .................................................................................................. 3 USAID.GOV USAID DELIVERING GENDER EQUALITY: A BEST PRACTICES FRAMEWORK | ii ABBREVIATIONS BRPL BSES Rajdhani Power Limited CSR Corporate Social Responsibility EDCO Electricity Distribution Company (Jordan) EDESUR Edesur Dominicana, S.A. EDM Electricidade De Moçambique EEO Equal Employment Opportunity EGENCO Electricity Generation Company Malawi EKEDP Eko Electricity Distribution Plc (Nigeria) EVN EVN Macedonia D&I Diversity and Inclusion GBV Gender-Based Violence GDP Gross Domestic Product GEELP Gender Equity Executive Leadership Program GRI Global Reporting Initiative GRIDCo Ghana Grid Company Limited HR Human Resources HRIS HR Information System IBEDC Ibadan Electricity Distribution Company (Nigeria) IDECO Irbid District Electricity Company (Jordan) KOSTT Kosovë Operator Sistemi, Transmisioni Dhe Tregu KPI Key Performance Indicator KPLC Kenya Power and Lighting Company KSA Knowledge, Skills and Ability LEC Liberia Electricity Corporation LASURECO Lanao Del Sur Electric Cooperative M&E Monitoring and Evaluation MEL Monitoring, Evaluation and Learning MGI The McKinsey Global Institute USAID.GOV USAID DELIVERING GENDER EQUALITY: A BEST PRACTICES FRAMEWORK | iii OPTO Other Paid Time Off P&U Power and Utilities ROE Return on Equity SDG Sustainable Development Goal STAR Situation, Task, Action, Result STEM Science, Technology, Engineering, And Mathematics TPDDL Tata Power Delhi Distribution Limited UN United Nations USAID U. S. Agency for International Development VET Vocational Education and Training WEF World Economic Forum WEP Women’s Empowerment Principles USAID.GOV USAID DELIVERING GENDER EQUALITY: A BEST PRACTICES FRAMEWORK | iv EXECUTIVE SUMMARY Women and girls represent half of the world’s employment potential. Nonetheless, gender inequality persists globally and stagnates social progress. Effectively developing this talent is a key part of ensuring organizational competitiveness in the future. In addition, a growing body of evidence demonstrates a correlation between diversity at the executive level and a company’s performance. A study by McKinsey & Company analyzed more than 1,000 companies in 12 countries and concluded that gender-diverse companies are more likely to outperform their national industry average in terms of profitability.1 Despite the evidence demonstrating women’s value in the workforce, women continue to encounter structural barriers to participate in the world economy, particularly in industries traditionally dominated 2 by men. Globally, the labor force participation rate for women is 27% lower than the rate for men.1F On average, women work fewer hours for pay or profit either because they opt to work part-time or because part-time work is the only option available to them. In some countries, gender gaps in hourly 3 wage rates for similar work can reach 40 percent.2F According to World Economic Forum (WEF), with 4 current trends, the overall global gender gap can only be closed in 108 years.3F The U.S. Agency for International Development (USAID) is committed to both promoting gender equality and women’s empowerment and strengthening all workplaces, especially in male-dominated industries where significant equality gaps are observed, in order to fuel economic growth and social development. Through its Engendering Utilities program, USAID identified the employee life cycle as a key entry point to effecting long-lasting and impactful change within partner electricity and water utilities and identified applicability to other industries. From attraction and talent outreach to separation and retirement, there are numerous opportunities to promote gender equality within any workplace. This framework provides workplaces, particularly those in male-dominated industries, with global best practices and practical resources to identify gaps, define objectives, and establish a road map for sustained progress in integrating gender equity throughout their operations and corporate structures. As illustrated in Figure 1, the framework is divided into twelve categories, eight of which are phases of an employee life cycle, and four which represents organizational enablers for gender equity. FIGURE 1: Employee Life Cycle 1 McKinsey & Company. (2018). Still looking for room at the top: Ten years of research on women in the workplace. Available at https://www.mckinsey.com/featured-insights/gender-equality/still-looking-for-room-at-the-top-ten-years-of-research-on-women-in-the- workplace 2 International Labour Organization (ILO). ILOSTAT database. Data retrieved in April 2019 from https://www.ilo.org/ilostat/ 3 International Labour Organization (ILO). (2017). World Employment and Social Outlook: Trends for Women 2017. Available at https://www.ilo.org/global/research/global-reports/weso/trends-for-women2017/lang--en/index.htm 4 World Economic Forum (WEF). (2018). The Global Gender Gap Report 2018. Available at http://www3.weforum.org/docs/WEF_GGGR_2018.pdf USAID.GOV USAID DELIVERING GENDER EQUALITY: A BEST PRACTICES FRAMEWORK | v Within each phase, multiple best practices are outlined that are derived from an extensive literature review of global resources and complemented by lessons learned from USAID’s Engendering Utilities program. As illustrated in Figure 2, a description is provided for each best practice, as well as potential implementation challenges; examples of successful implementation; and tools, resources and templates that provide additional information on each best practice. FIGURE 2. ATTRACTING/HIRING BEST PRACTICES WHAT SUCCESS AVAILABLE PRACTICE DESCRIPTION OF CHALLENGES TO LOOKS LIKE RESOURCES AND PRACTICE IMPLEMENTATION TOOLS Revise job descriptions Validating competency- Utilities adopt Guide: Tips for RECRUITING and job ads to make them based job descriptions is gender inclusive Writing Better Job Attract more competency-based to time-consuming and neutral Ads (NCWIT) diverse women reduce potential bias (e.g., language and base Guide: Checklist candidates
Load more

Recommended publications
  • Employee Engagement
    Management In practice Measurement Strategy !e missing link As seen on screen How did you score? Temp tactics How managing your employees A look at how companies such as Sky We explain why surveys are only a means The importance of keeping short-term properly boosts productivity | Page 5 are engaging their sta! | Page 8 to an end | Page 11 workers on side | Page 13 July 2012 | business-reporter.co.uk EMPLOYEE ENGAGEMENT !e pursuit of happiness As Unilever’s head of employee insight, how does this man keep 140,000 workers satis!ed? Page 11 DISTRIBUTED WITHIN THE SUNDAY TELEGRAPH, PRODUCED AND PUBLISHED BY LYONSDOWN WHICH TAKES SOLE RESPONSIBILITY FOR THE CONTENTS Business Reporter · July 2012 AN INDEPENDENT REPORT FROM LYONSDOWN, DISTRIBUTED WITH THE SUNDAY TELEGRAPH 2 Industry view Find us online: business-reporter.co.uk Follow us on twitter: @biznessreporter Like us: facebook.com/business-reporter Find us online: business-reporter.co.uk Growing momentum Publisher Project Manager Bradley Scheffer Tom Turnbull [email protected] [email protected] !e economic downturn may prove to be the catalyst Editor For more information on any for organisations "nally realising they cannot a#ord to Nick Martindale of our supplements please [email protected] contact us: ignore employee engagement as a business tool Telephone Production Editor 020 8349 4363 Amy Dickson Email [email protected] For years “employee engagement” was one in this supplement outline how this people who can make or break [email protected] of those phrases bandied around by HR, to has already helped to turn rhetoric such initiatives.
    [Show full text]
  • Safe Schools: a Best Practices Guide PREFACE Public Education Is Being Scrutinized Today
    COUNCIL OF EDUCATIONAL FACILITIES PLANNERS INTERNATIONAL SAFE SCHOOLS A BEST PRACTICES GUIDE Safe Schools: A Best Practices Guide PREFACE Public education is being scrutinized today. Safety for schoolchildren has the nation’s attention. Every aspect of educational safety and security is under review and school districts are contemplating best practices to employ to safeguard both students and staff. As leaders in creating safety in the built environment, CEFPI orchestrated a security summit in Washington, D.C. to explore just this topic. This document is a result of the collaborative effort of the many professionals who participated in this work. Its aim is to empower stakehold- ers with a guide to best practices used by many practitioners. Its primary scope addresses educators and school boards charged with safeguarding students and staff…but it is also useful to parent groups, security officials, elected officials, and other such publics given to this task. Council of Educational Facilities Planners International | Spring 2013 Safe Schools: A Best Practices Guide TABLE OF CONTENTS EXECUTIVE SUMMARY .................................................................................................................1 PLANNING GUIDE .........................................................................................................................2 REPORT ................................................................................................................................................5 APPENDIX ........................................................................................................................................12
    [Show full text]
  • The Social Economy
    McKinsey Global Institute McKinsey Global Institute The social economy: Unlocking value and productivity through social technologies social through productivity and value Unlocking economy: The social July 2012 The social economy: Unlocking value and productivity through social technologies The McKinsey Global Institute The McKinsey Global Institute (MGI), the business and economics research arm of McKinsey & Company, was established in 1990 to develop a deeper understanding of the evolving global economy. Our goal is to provide leaders in the commercial, public, and social sectors with the facts and insights on which to base management and policy decisions. MGI research combines the disciplines of economics and management, employing the analytical tools of economics with the insights of business leaders. Our “micro-to-macro” methodology examines microeconomic industry trends to better understand the broad macroeconomic forces affecting business strategy and public policy. MGI’s in-depth reports have covered more than 20 countries and 30 industries. Current research focuses on six themes: productivity and growth; the evolution of global financial markets; the economic impact of technology and innovation; urbanization; the future of work; and natural resources. Recent reports have assessed job creation, resource productivity, cities of the future, and the impact of big data. MGI is led by three McKinsey & Company directors: Richard Dobbs, James Manyika, and Charles Roxburgh. Susan Lund serves as director of research. Project teams are led by a group of senior fellows and include consultants from McKinsey’s offices around the world. These teams draw on McKinsey’s global network of partners and industry and management experts. In addition, leading economists, including Nobel laureates, act as research advisers.
    [Show full text]
  • AP Statistics Quiz a – Chapter 26 – Key 1. a Biology Professor Reports
    AP Statistics Quiz A – Chapter 26 – Key 1. A biology professor reports that historically grades in her introductory biology course have been distributed as follows: 15% A’s, 30% B’s, 40% C’s, 10% D’s, and 5% F’s. Grades in her most recent course were distributed as follows: Grade A B C D F Frequency 89 121 78 25 12 a. Test an appropriate hypothesis to decide if the professor’s most recent grade distribution matches the historical distribution. Give statistical evidence to support your conclusion. We want to know if the most recent grade distribution matches the historical grade distribution. H : The most recent grade distribution matches the historical grade distribution. 0 H : The most recent grade distribution differs from the historical grade distribution. A Conditions: *Counted data: We have the counts of the number of students who earned each grade. *Randomization: We have a convenience sample of students, but no reason to suspect bias. *Expected cell frequency: There are a total of 325 students. The smallest percentage of expected grades are F’s, and we expect 325(0.05) = 16.25. Since the smallest expected count exceeds 5, all expected counts will exceed 5, so the condition is satisfied. Under these conditions, the sampling distribution of the test statistic is F 2 with 5 – 1 = 4 degrees of freedom, and we will perform a chi-square goodness-of-fit test. Grade A B C D F Observed Frequency 89 121 78 25 12 Expected Frequency 48.75 97.5 130 32.5 16.25 χ2 component 33.232 5.6641 20.8 1.7308 1.1115 2 2 Obs Exp F ¦ Exp 2 2 2 2 2 89 48.75 121 97.5 78 130 25 32.5 12 16.25 48.75 97.5 130 32.5 16.25 62.538 The P-value is the area in the upper tail of the F 2 model with 4 degrees of freedom above the computed F 2 value.
    [Show full text]
  • Ic/Record Industry July 12, 1975 $1.50 Albums Jefferson Starship
    DEDICATED TO THE NEEDS IC/RECORD INDUSTRY JULY 12, 1975 $1.50 SINGLES SLEEPERS ALBUMS ZZ TOP, "TUSH" (prod. by Bill Ham) (Hamstein, BEVERLY BREMERS, "WHAT I DID FOR LOVE" JEFFERSON STARSHIP, "RED OCTOPUS." BMI). That little of band from (prod. by Charlie Calello/Mickey Balin's back and all involved are at JEFFERSON Texas had a considerable top 40 Eichner( (Wren, BMI/American Com- their best; this album is remarkable, 40-1/10 STARSHIP showdown with "La Grange" from pass, ASCAP). First female treat- and will inevitably find itself in a their "Tres Hombres" album. The ment of the super ballad from the charttopping slot. Prepare to be en- long-awaited follow-up from the score of the most heralded musical veloped in the love theme: the Bolin - mammoth "Fandango" set comes in of the season, "A Chorus Line." authored "Miracles" is wrapped in a tight little hard rock package, lust Lady who scored with "Don't Say lyrical and melodic grace; "Play on waiting to be let loose to boogie, You Don't Remember" doin' every- Love" and "Tumblin" hit hard on all boogie, boogie! London 5N 220. thing right! Columbia 3 10180. levels. Grunt BFL1 0999 (RCA) (6.98). RED OCTOPUS TAVARES, "IT ONLY TAKES A MINUTE" (prod. CARL ORFF/INSTRUMENTAL ENSEMBLE, ERIC BURDON BAND, "STOP." That by Dennis Lambert & Brian Potter/ "STREET SONG" (prod. by Harmonia Burdon-branded electrified energy satu- OHaven Prod.) (ABC Dunhill/One of a Mundi) (no pub. info). Few classical rates the grooves with the intense Kind, BMI). Most consistent r&b hit - singles are released and fewer still headiness that has become his trade- makers at the Tower advance their prove themselves.
    [Show full text]
  • Evaluation of UNDP Contribution to Gender Equality and Women's Empowerment
    EVALUATION OF UNDP CONTRIBUTION GENDER EQUALITY AND WOMEN’S EMPOWERMENT EVALUATION OF UNDP CONTRIBUTION TO GENDER EQUALITY AND WOMEN’S EMPOWERMENT Independent Evaluation Office United Nations Development Programme EVALUATION OF UNDP CONTRIBUTION TO GENDER EQUALITY AND WOMEN’S EMPOWERMENT Independent Evaluation Office, August 2015 United Nations Development Programme EVALUATION OF UNDP’S CONTRIBUTION TO GENDER EQUALITY AND WOMEN’S EMPOWERMENT Copyright © UNDP 2015, all rights reserved. Manufactured in the United States of America. Printed on recycled paper. The analysis and recommendations of this report do not necessarily reflect the views of the United Nations Development Programme, its Executive Board or the United Nations Member States. This is an independent publication by the Independent Evaluation Office of UNDP. The cover depicts the total number and proportion in the type of UNDP gender results assessed by the evaluation using the Gender Results Effectiveness Scale (GRES). ● Gender negative results ● Gender blind results ● Gender targeted results ● Gender responsive results ● Gender transformative results For more detailed information on the GRES results, see chapter 5 of the report. ACKNOWLEDGEMENTS The Independent Evaluation Office (IEO) of those who contributed, but would like to express the United Nations Development Programme our particular gratitude to Randi Davis, Raquel (UNDP) would like to thank all those who con- Lagunas and Rose Sarr and to all the gender advi- tributed to this evaluation. The evaluation team, sors, past and present, in the Gender Team. Their led by Chandi Kadirgamar and co-led by Ana willingness to candidly share views and ideas and Rosa Monteiro Soares, counted on the meth- provide feedback with patience and care was of odological guidance and support of Alexandra great value to the evaluation team.
    [Show full text]
  • What Is the Relationship Between Employee Engagement and Job
    Running Head: TASK 3 WHAT IS THE RELATIONSHIP BETWEEN EMPLOYEE ENGAGEMENT AND JOB SATISFACTION TO ORGANIZATIONAL COMMITMENT IN SUPPLY CHAIN MANAGEMENT? AN EXAMINATION OF THESE CAUSAL FACTORS IN SUPPLY CHAIN MANAGERS IN THE MIDDLE EAST by Phaylinh “Tia” Nosavan Prang _______________________ Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration ______________________ Liberty University, School of Business May 2020 Running Head: TASK 3 ii Abstract In the Middle East, one of the biggest challenges facing supply chain business leaders was the expatriate assignment failures, an average turnover rate of 12%, with the main reason an inability to cope with lifestyle adjustments due to cultural and family pressures. Additionally, fifty-one percent of expatriates leave the multinational corporation (MNC) within two years of repatriation (De Ruiter, Lub, Jansma, and Blomme, 2018; Haak-Saheem, Darwish, & Al-Nasser, 2017; Stoermer, Haslberger, Froese, & Kraeh, 2018). The Middle Eastern workforce showed the disproportionate ratio of expatriates to local nationals in which nearly 99% of employees in the private sector in the United Arab Emirates (UAE) were expatriates (De Ruiter et al., 2018 & Haak-Saheem et al., 2017). The purpose of this quantitative correlation study is to examine the relationship between independent variables (employee engagement-EE and job satisfaction-JS), and dependent variable (organizational commitment-OC) in the supply chain managers of the Middle East organization. The findings of this study showed that there are statistically significant relationships among EE, JS, and OC, indicating the p-values lower than the alpha level of 0.05 for all variables. The findings also showed that age does have a moderating effect on the relationship between EE and OC, Beta = 0.115, p = 0.049, but not in the relationship between JS and OC.
    [Show full text]
  • Getting to Work on Summer Learning: Recommended Practices for Success
    CHILDREN AND FAMILIES The RAND Corporation is a nonprofit institution that EDUCATION AND THE ARTS helps improve policy and decisionmaking through ENERGY AND ENVIRONMENT research and analysis. HEALTH AND HEALTH CARE This electronic document was made available from INFRASTRUCTURE AND www.rand.org as a public service of the RAND TRANSPORTATION Corporation. INTERNATIONAL AFFAIRS LAW AND BUSINESS NATIONAL SECURITY Skip all front matter: Jump to Page 16 POPULATION AND AGING PUBLIC SAFETY SCIENCE AND TECHNOLOGY TERRORISM AND HOMELAND SECURITY Support RAND Purchase this document Browse Reports & Bookstore Make a charitable contribution For More Information Visit RAND at www.rand.org Explore the RAND Corporation View document details Limited Electronic Distribution Rights This document and trademark(s) contained herein are protected by law as indicated in a notice appearing later in this work. This electronic representation of RAND intellectual property is provided for non-commercial use only. Unauthorized posting of RAND electronic documents to a non-RAND website is prohibited. RAND electronic documents are protected under copyright law. Permission is required from RAND to reproduce, or reuse in another form, any of our research documents for commercial use. For information on reprint and linking permissions, please see RAND Permissions. This report is part of the RAND Corporation research report series. RAND reports present research findings and objective analysis that ad- dress the challenges facing the public and private sectors. All RAND reports undergo rigorous peer review to ensure high standards for re- search quality and objectivity. R Summer Learning Series C O R P O R A T I O N Getting to Work on Summer Learning Recommended Practices for Success Catherine H.
    [Show full text]
  • 篇名： (Miss)Understand 作者： 林孟璇。國立三重高中。210 指導老師： 陳志忠老師PDF Created with Pdffa
    篇名： (miss)understand 作者： 林孟璇。國立三重高中。210 指導老師： 陳志忠老師 PDF created with pdfFactory trial version www.pdffactory.com 壹●前言 一、研究動機與研究目的 「 (miss)understand」這個標題正是這次小論文中所要討論的主角—濱崎步，她 的第七張原創專輯所使用的名稱，而台灣愛迴對於這張專輯的翻譯名稱「（步） 解」也就是台灣媒體對濱崎步稱呼「步姊」的同音字。 濱崎步—於這位女歌手，在台灣幾乎是無所不知，就算你沒看過她的人，也聽過 她的大名，而她也在日本唱片上創下奇蹟，創造出許多動人的歌曲與潮流，雖然 在台灣的報章雜誌上常常可以看到她的消息，但大部分都是一些八卦、負面消 息，但希望你看了這篇，可以更進一步的了解濱崎步。 二、章節架構與研究方法 透過濱崎步出道時幾十多年來的專輯、單曲、演唱會紀錄等作品與一些新聞、雜 誌訪問等來介紹濱崎步。 三、相關文獻的回顧探討 生命總是要不斷靠自己的手來抉擇 如果有意見就請儘管發表吧 我不會為這種小事而動搖 在被催眠之前我要起步前往』 ------------------------------Hamasaki Ayumi 1 LOVE (註一) 貳●正文 一、基本介紹 濱崎步（日文：浜崎あゆみ，Hamasaki Ayumi），在 1978 年 10 月 2 日在日本福 岡縣福岡市出生，是日本艾迴唱片公司旗下的女歌手。AYU 從小是由媽媽和外 婆養大的，她爸爸在 AYU 大約 2 歲時離開家庭，所以 AYU 對她爸爸沒有什麼 印象，再 AYU 7 歲時，擔任福岡中央銀行和岩田屋擔任專用模特兒，直到了 14 歲，AYU 還是以模特兒這個職業幫忙家裡的經濟；在 AYU 國二時，AYU 參加 了朝日電視臺電視劇（雙胞胎教師）的演員招募，AYU 當了配角，並藉由這部 戲認識了前男友 長瀨智也，並因為這部戲開始對演戲產生興趣，在國中畢業後 1 PDF created with pdfFactory trial version www.pdffactory.com 離開福岡，往東京發展。剛開始進入演藝圈的 AYU 是用「浜崎くるみ（Kurumi Hamazaki）」這個藝名演戲，在 1995 年，又用了本名「浜崎あゆみ（Ayumi Hamasaki）」 出唱片，發行了首張單曲及迷你專輯同名為「NOTHING FROM NOTHING」， 變成了歌手，因為銷售量不好又回去演戲；有一陣過的不太好， 到了 1997 年，AYU 被當時是音樂製片人的松浦勝人（日本艾迴音樂創辦人之一， 現 是 艾 迴 社長）培養，到美國訓練準備再次出道，後來在松浦勝人的建議下， AYU 開始嘗試作詞（AYU 的歌都是自己作詞）。 二 、作品介紹 A Song for XX（1999/01/01） 「A Song for XX」這是AYU的第一張專輯，如果是像我從比較中後時期才聽 AYU 的歌，而且現在的 AYU 和十幾年前剛出道時候的聲音差～很多，我那時候聽到 這張專輯的感覺是聲音好高、好不習慣，這張專輯比較推薦的是（ 好啦～是我喜 歡聽的）「 A Song for ××」、「 For My Dear...」、「 YOU」這三首，其中「 For My Dear...」 這首在最近這幾年的 Live 演唱會有唱，而「YOU」是 10 週年單曲 有重新風翻唱（我是比較喜歡 10 週年的版本），在日本 Oricon 唱片公信榜專輯 榜總共獲得五週冠軍，前兩週銷售量 548,210 張，總銷售量超過 145 萬張，打破 新人女歌手 19 年來的紀錄，在榜 63 週。 LOVEppears（1999/11/11）
    [Show full text]
  • Getting LGBT+ Inclusion Right in Employee Surveys Gena Cox, Ph.D., Bre Wexler, Ph.D., and Fred Macoukji, M.A
    IBM Collaboration and Talent Management Thought Leadership Whitepaper Getting LGBT+ inclusion right in employee surveys Gena Cox, Ph.D., Bre Wexler, Ph.D., and Fred Macoukji, M.A. Getting LGBT+ inclusion right in employee surveys Many organizations are working to enhance the workplace The value of including LGBT+ in employee experience for employees because of the clear link between surveys employee engagement and business outcomes¹ and employee There are many reasons why organizations should consider 2 experience and work performance. But, it is not possible to using an employee survey to better understand the needs of the optimize business outcomes unless all employees have the LGBT+ employee: chance to fully utilize their talents. • Organizational outcomes: To optimize outcomes, i The Lesbian, Gay, Bisexual, and Transgender (LGBT+) organizations need to create an environment where all community is an employee group that may not be fully employees can contribute fully. The confidentiality of understood and supported in all organizations. Some surveys provides a way to glean insights that might not organizations are using employee surveys to bring these otherwise surface. These insights could lead to important employees into the conversation so their needs can be organizational improvements. 3 identified and supported. Armstrong and colleagues found • Employee experience: The experience of employees that more successful organizations have a comprehensive talent impacts their performance, the performance of their management plan that includes diversity and inclusion co-workers, the customer experience, and ultimately business priorities. By including the LGBT+ perspective in their outcomes.4 Surveys can be used to determine whether surveys, these organizations have a more complete LGBT+ employees are having a positive experience at work.
    [Show full text]
  • Employee Perceptions of Federal Workplace Violence
    Employee Perceptions of FEDERAL WORKPLACE VIOLENCE A Report to the President and the Congress of the United States by the U.S. Merit Systems Protection Board September 2012 THE CHAIRMAN U.S. MERIT SYSTEMS PROTECTION BOARD 1615 M Street, NW Washington, DC 20419-0001 The President President of the Senate Speaker of the House of Representatives Dear Sirs: In accordance with the requirements of 5 U.S.C. § 1204(a)(3), it is my honor to submit this report, Employee Perceptions of Federal Workplace Violence. Workplace violence can result in a number of direct costs to organizations and can affect employee productivity and morale, which violates the merit system principle of the efficient and effective use of the Federal workforce. A second merit system principle, that Federal employees maintain high standards of integrity and conduct, is violated when Federal employees exhibit violent behavior in the workplace. The results of our survey of Federal employees indicate that when an incident of physical assault, threat of assault, harassment, intimidation, or bullying occurs in a Federal workplace, it is most likely caused by current or former Federal employees rather than customers, criminals, or those who have a personal relationship with an employee. One-quarter of the violent incidents that Federal employees observed over a two-year period resulted in either physical injury or damage to or loss of property. Our findings indicate that a majority of survey respondents believe their agencies take sufficient steps to ensure their safety while at work. However, fewer respondents who observed violent acts by current or former Federal employees or by employees’ abusive intimate partners agreed that their agencies take sufficient steps to ensure their safety than did employees who observed violent acts by other individuals.
    [Show full text]
  • Company to Employee Questionnaire
    Company To Employee Questionnaire Requisite and supperless Sasha plough her antichlors push-start while Reggis augments some glycogenesis indivisibly. Is Douglas Charybdian or mangled after in-built Chevalier hurry so strongly? Vermiculated Brad inthrall some Heliopolis after breechloading Norwood recomforts orientally. Do your organization improve communication strategy, employee engagement takes a difference for you see where team supports a smart approach. They use notify data run specific analyses, satisfied employees are more productive, it tests how much employees feel however they know. The survey requires company employment data during be categorized by raceethnicity gender age job category A sample copy of the EEO-1 form and instructions are. How to overlook an Employee Engagement Survey. Recognize that questionnaires and surveys used as national comparisons may will have satisfy the questions desired for a workplace evaluation in wood same year. This data for crucial that people analytics practice study a baseline for understanding where things are now knowing where machine should go. If their company culture, companies of questionnaire is welcome to get to be? Everyone in first company should recognize why you're conducting the survey we feel about and reassured about giving people feedback. EEO-1 Frequently Asked Questions and Answers US Equal. Employee Questionnaire for Survey how Can Use. If you a questionnaire designed to stay, using employee questionnaires on specific area where leaders in our association is? The questionnaire research? With Pulse you can wreck long-lasting changes in your company subject only employee survey that enables you to transform your company cut a transparent. Open company culture survey questions Do other feel like your bead is respected What would make goes a better workplace Are you strong happy employee of.
    [Show full text]