By Melissa J. Anderson (New York City)

At PricewaterhouseCoopers, diversity means openness – about oneself and about accepting others’ differences. The company explains that “open working relationships are stronger and more productive.” Openness about difference allows colleagues greater opportunities to learn about one another, and find common ground.

Jennifer Allyn, Managing Director, Office of Diversity, explained that GLBT inclusiveness is often overlooked within diversity programs, because “the gay dimension of diversity is invisible.” That is, people can’t usually tell if someone fits into this group simply by their appearance.

“Five to six years ago, PwC convened a board of GLBT partners to advise our diversity team, to make sure GLBT staff feel included and welcome at our firm,” Allyn explained. “The advisory board is made up of very visible role models” – role models for both GLBT individuals, as well as PwC employees at large.

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By Gigi DeVault (Munich)

On day 4 of this year’s World Economic Forum‘s Davos Conference, members of a panel heading a discussion entitled The Gender Agenda asserted that gender parity is “not just a worthy goal — but also an excellent business proposition.” The panelists, three male chief executives and three professional women, said all the right things. They said what we would expect them to say. And they probably said what we all have been thinking.

Last month, the New York Times published an article on The Gender Agenda; readers posted comments that were manifestly concordant with contemporary thinking about gender-based dynamics in the workforce. To summarize: If you work hard enough—and deliver—you’ll move up the corporate ladder. But expect the “mommy track” to impact your career trajectory. Gender issues don’t really warrant all the attention they garner; if women come into the workforce prepared, companies will hire and promote them.

There’s not much here that would take the Davos debate to a new level, or even rekindle argument. Or is there? In fact, if a report by Catalyst, Pipeline’s Broken Promise, had been released in time for the Davos panelists to prepare for their debate, the discussion may well have taken a different tack.

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By Elizabeth Harrin (London)

Norway is considered one of the most progressive countries with regards to increasing the number of women on boards – thanks to it being an early adopter of legislation to force companies to recruit women to the boardroom. It sounded like a great idea to improve diversity and shareholder returns, and since then many other countries have adopted or considered similar laws. It’s been seven years since the law took affect. Has it made any difference?

Amy Dittmar, associate professor of finance at the University of Michigan’s Ross School of Business has recently analysed the impact of the Norwegian decision, and she doesn’t think so. Dittmar and her colleague Kenneth Ahern studied what happened after Norway required public-limited firms to have at least 40% of board seats filled by women in 2003. Voluntary compliance in the country failed, so the law made it compulsory in 2006, with a two year transition period. “Boards are chosen in order to increase shareholder wealth,” says Dittmar. “Placing restrictions on the composition of a board will reduce value.”

Dittmar and Ahern’s study found that when a board had a 10% increase in the number of women, the value of the company dropped. The bigger the change to the structure of the board, the bigger the fall in returns.

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By Elisabeth Grant (Washington, D.C.)

Everyone has been hit by the current state of the economy, but are women in senior leadership positions being hit harder?

A new Catalyst report says yes, three times harder.

The report, titled “Opportunity or Setback? High Potential Women and Men During Economic Crisis,” showed a striking difference for women executives when compared to men in the same positions. From those surveyed for the study, three times more women at the executive level, at 19%, had lost their jobs when their companies downsized or closed, as compared to executive men, of which only 6% had lost their jobs. Interestingly, for both women and men beneath the executive level job loss was exactly the same, at 11%. 

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Contributed by Heather Balke

In March 2009, I boarded a plane destined for Port-au-Prince, Haiti. I wasn’t sure what was ahead, but I knew it was going to be a learning opportunity and an adventure. A month earlier I signed up to go to Haiti on a microfinance delegation with Fonkoze USA, to see first-hand the programs and activities of Fonkoze, Haiti’s largest rural microfinance institution.

My experience began with peering out a jeep window as we left the Port-au-Prince airport. I saw the most glaring urban poverty, ramshackle buildings half erected and children chasing pigs in the street. As we meandered up the hill towards Fonkoze headquarters, I viewed what I considered to be a garbage dump next to homes on the main road. I did a double take when I saw a woman defecating in that dump in broad daylight, and in plain view.

That evening at the historic Hotel Olaffson, Anne Hastings, the Director of Fonkoze, told the story on how she built Fonkoze from a vision of Father Joseph Philippe, Fonkoze’s founder. In the early 1990’s, when a hard-fought democratic system was taking hold in Haiti, Father Joseph knew in his heart that political democracy would mean little without what he called, “economic democracy.”

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