TC BOD Chairperson MONICA L. SALIDO is elected as the President while TC BOD Vice-Chairperson FE J. ADLAWAN is elected as the Vice-President of the Sisters Society (Tagum Cooperative Chapter).
Recently in Malawi we had our sister society meeting whereby our theme was career Woman Of Impact. I enjoyed a presentation from our Guest Speaker Maureen Masamba, who said, "Women we should not give ourselves limits, we should always focus on our future, identify our strengths and core competencies, build and nurturing our self-esteem; brain storm. If we fail to achieve something we should always search our souls, know what we are, have confidence, change strategy and try something different"
It is a fact that women nowadays are already internationally known as an 'all around homebody'. She may be a wife, a mother or a popular public servant.
In my country, nobody can question the legacy that every woman can give: be it to her family or the society. A woman who can do the job well-done is somehow a 'super woman' but it is happening around us. It is because, women are becoming career oriented while being a doting mother and as a submissive wife. Though submissive, because ours is a paternal society, yet, her decision-making can be firm and referred-oriented.
She can be a public servant in many ways. Many health workers in local Health Centers are married women. Politics is not behind, it can be her advocacy to join the wagon of women in politics joining the world that used to be for men only.
Women follow this link, so educative and inspiring.
27 January 2015
Senior leaders throughout the UK have expressed mounting concerns about how they will develop the skills and talents of their line managers. According to a study published this week by business consultancy the Involvement and Participation Association (IPA), 70% of HR officers, directors and chief executives have put “upskilling line managers” in their Top Three of major challenges currently facing their firms.
“Implementing organisational change” came a close second – with 65% naming it in their Top Three – while “strengthening the leadership team” trailed a distant third at 30%. Significantly, IPA’s data showed that there was scant difference between the priorities and challenges of the private and public sectors. The only notable change was that “improving working relationships” came out with a slightly higher score of 35% in the private sector, narrowly beating the “leadership team” issue that came in third place overall.
The findings have presented bosses across the country with serious matters to consider in the realm of workplace wellbeing. Indeed, IPA’s figures have arrived hot on the heels of comments from business psychologist Professor Cary Cooper, who told the recent Why Mental Health Matters conference in London that most employee-engagement schemes have failed – and that key areas of workplace happiness have deteriorated as a result. As quoted in HR magazine, that malaise has led Cooper to conclude: “Our line managers today are unfit for purpose. It’s rather sad in a way, but they simply don’t have the interpersonal skills [they need].”
Other experts have highlighted the crucial role that skills play in shaping company culture – a clear set of values that line managers are often tasked with conveying to their staff. In a column this week for the Huffington Post, Chartered Management Institute (CMI) chief executive Ann Francke argued that the UK needs a “Culture Club”: a collective agreement among senior leaders that they will regularly measure, and report on, their human capital. In Francke’s view, that process is vital for ensuring that people development drives and shapes company culture for the benefit of all. “By championing greater development of skills and greater transparency in people reporting,” Francke stressed, “we could foster much-needed long-termism.”
However, despite the shortcomings that those experts have identified, IPA director Nita Clarke provided a positive angle on the findings, saying: “it is encouraging that organisations are recognising the importance of enhancing the skills of both their line and senior managers. Engaging for Success, my review of employee engagement with David MacLeod, clearly showed that engaging managers are one of the four key enablers of employee engagement – alongside a strong and empowering leadership team. For organisations undergoing change – which let’s face it, in current times is all organisations – investment in both is likely to pay dividends in delivering transformation.”
CMI director of strategy and external affairs Petra Wilton, said: “These results echo our own annual Future Forecast report – which found that people development is one of the Top Three priorities for employers in 2015 as they look to grow. Any organisation that is serious about hitting the objectives ahead of it should be looking at how it can develop its line managers. Whether through management courses, management qualifications or the Chartered Manager award, employers have huge flexibility to tailor development to meet their needs. Without a renewed focus on developing managers, employee engagement, productivity and bottom-line results will suffer.”
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See more at: http://www.managers.org.uk/insights/news/2015/january/challenges-of-upskilling-line-managers-face-every-type-of-firm
World Council of Credit Unions conducted a survey on Women's Participation in Credit Unions in 2014. The data was provided by 36 out of 46 respondents (78%) who were women from national CU associations.
Further details can be found in the Member Services folder of the Resource Library.
I've just had an opportunity to review the proposals that were submitted by the 6 scholarship applicants. I have to say I am so proud of each and every one of these ladies. The hard work and dedication that is required to not only prepare the proposal but the effort that will be necessary to implement them is a measure of their commitment.
I just wanted to congratulate these women on a job well done. I wish you all the best of luck!
Kudos to the credit union community is more gender diverse than many industries. Filene Research Institute released a study, Women in Leadership: Obstacles and Opportunities, earlier this year, which states that two-thirds of CEOs at credit union with less than $50 million in assets are women. However, in the $100 million to $500 million range, the figure is only 20%, and at more than $500 million, the stat is just one in eight credit union CEOs are women. Globally, male CEOs dominate credit unions of all sizes. Then there’s this directly from the April report: Women comprised only 41% of credit union senior staff in 2012 despite making up 70% of the credit union workforce in the U.S.
The reasons for this vary. Certainly many women make legitimate decisions on the home front that they feel they can’t or don’t want to balance with a career. Filene’s April 2014 study noted that fewer women aspire to senior management. But it also found that employers nudge men and women in stereotypical directions that lead women to areas of the business that are not considered senior management track departments. For example, the head of HR is typically considered an “appropriate” role for women. Or marketing (which should be considered much more important than it generally is, but that’s another discussion).
What perpetuates the stereotyping? Society? Some basic evolutionary instinct? Whatever the cause, it needs to end. The statistics don’t need to move closer to 50-50 out of a sense of fairness. Diversification is not an equal rights issue. It’s a business continuity issue. Continuity in the sense of prosperity and the fact that there will not be enough qualified Gen X men to fill the spots vacated by those who will be retiring over the next decade. According to a University of California-Davis report, among the 400 public companies in California, the top 34 firms with the greatest gender diversity at the senior management level earned three times more revenue and 50% higher profit than the average company in the study.
In order to move toward greater equality and prosperity, we must acknowledge and educate. Part 2 of Filene’s research series is coming out next month, Credit Union Women in Leadership International Research Series Part 2: Attributes and Challenges. Filene is hosting a colloquium to discuss the results of the next survey on June 19. As of this writing the event had 68 registered attendees, only four of who are men and one is a professor at the University of Southern California where the event will be held. Go West!
Women’s issues are not just women’s issues. They are your business issues, your daughters’ and your wives’ life and career issues. It can be uncomfortable for men to address the issue of gender. I applaud the men at Filene like Mark Meyer and Ben Rogers for tackling this issue. Some male executives might be afraid of saying the wrong thing so they bury their heads in the sand, but Filene and the handful of men attending their colloquium are lassoing this issue that is bucking just under the surface to obtain a better grip on the future of the workplace, leadership and how it can improve credit unions.
“If you’re not aware of what the data says, then it’s easy to put it aside,” Rogers explained of Filene’s research. If it’s not in your life experience, it’s easier to turn a blind eye. True leaders read the landscape, saddle up and ride that pony—not off into the sunset but into the sunlight. Do you have the spurs?
By Sarah Snell Cooke, publisher/editor-in-chief of CU Times