Employment Blog

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Data for Dollars: How Analytics Can Help Determine the Value of Your Workforce

by on Oct.03, 2012, under GHRO

HROToday.com has published an insightful article on the importance of data analytics in the recruitment industry.  The Global Human Resources Outsourcing (GHRO) team thought we’d share the article by author Michael Housman titled “Data for Dollars: Analytics can help determine the value of your workforce.”

Recruiting is big business. U.S. employers collectively spend nearly $124 billion a year on recruiting, and almost $6 trillion on payroll. With that level of spending, small improvements in outcomes can easily be worth billions or tens of billions of dollars.

Yet recruiting has largely been an unmeasured process, wherein recruiters screen candidates by their own criteria, including work experience and academic achievement—historically poor predictors of candidate quality. Once hired, systems are seldom in place to measure or track quality of hire in order to continuously improve the recruiting process.

With quality of workforce becoming increasingly critical as a differentiator and a source of competitive advantage, HR professionals must ensure they deliver the best candidates for the money. The most sure-fire way to do this is by using a data-driven approach that leverages quantitative metrics to measure, analyze, create, and sustain a more productive workforce.

New technologies and rapidly advancing analytics are changing the nature of the contribution that HR can make to an organization. These advances enable companies to predict employee performance, engagement, and retention as a function of various inputs. By doing so, HR is able to quantify the quality of the hourly workforce, then deliver insight and drive action to improve the recruiting process and overall workforce performance. With quantitative metrics and a focus on the strategic impact of a more productive workforce, the recruiting function is sure to become one of the key drivers of organizational success.

HRO Today’s article offers these (and more) insights:

  • Data Analysis Matters – The amount of money that can be saved for an organization through the use of data analytics is immense. Small changes on the margin that result in sales or productivity increases of just a few percentage points can be worth significant amounts of money.
  • Becoming Data-Driven – Once companies grasp how to use data and analytics to better understand their workforces, they can take a deeper dive into analytics to gain insight into all aspects of their recruiting process, and to drive further changes and improvements.

Taking the Analytics Plunge – Use data to optimize sourcing decisions and budgets, evaluate the effectiveness of recruiters, and understand your applicant shelf life.

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‘A Practical Guide to Human Resources Management’ – Chapter 8 – How to Stay Out of Court

by on Aug.01, 2012, under GHRO

The Global Human Resources Outsourcing (GHRO) team is sharing some hard-won business insights directly from the source.

 ”A Practical Guide to Human Resources Management” is a 266-page guidebook to the intricacies of the world of employment from Jeff Stinson, founder and president of Global Human Resources Outsourcing (GHRO).

Chapter 8 – How to Stay Out of Court

There was a time we could resolve employment problems internally, and utilizing the court system was rarely an option.  This began to change 20 or so years ago, and today just about any employee issue should be viewed as a potential lawsuit.

What would you do if one of your employees lied on his application for promotion and told you he had a degree when he didn’t?  Some of you might fire him, some might not.  What if he did it again and again, and finally a fourth time?  No kidding, this really happened.  At some point he lost his job and sued.  Did my customer “win” the case?  Of course he did – at the cost of $100,000.

It is not always unavoidable and sometimes even preferable to allow a case to go to court.  There have been times when a certain plaintiff’s attorney had decided to send his kids to college by representing my client’s ex-employees.  The case I shared earlier was the first of three this attorney would file.  The first case needed to go to court to show them that my customer would not roll over and settle.

An employee’s perception of a claim is his or her reality, and there is no shortage of plaintiff attorneys to take these cases.  If there was a legal area in this country that I would consider legalized extortion, this would be it.  Many of these cases are filed hoping and knowing that a company will quickly settle to avoid the cost.

I am not an attorney and would never offer legal advice.  What I do know, though, is that life at work is complicated and if you don’t believe me, consider the many federal laws with which employers must comply.

I believe the key to all of these laws is understanding the basic concept that you cannot treat one group of people differently from others for reasons like:

  • Age
  • Physical or mental disability
  • Medical condition
  • Height/weight
  • Marital status
  • Sex
  • Sexual orientation
  • Pregnancy
  • Religion
  • Race/color
  • National origin
  • Veteran status
  • Language

Please remember that this list is constantly evolving, and your state may have additional protected groups.

Unfortunately, you may be discriminating without even knowing you are doing it.  There are two concepts in this area with which you should be familiar.

Disparate Impact

Disparate impact is the result of policies that appear neutral on their face but have an adverse impact on a protected group.

Disparate Treatment

Disparate Treatment involves treating similarly situated employees differently because of some prohibited factor.  Ever seen Tootsie?

Another thought is to not rely on the concept of “at-will” employment.  Under this theory, employees can be terminated at will.  There are so many exceptions to this concept that it will rarely keep you out of court.

And then there’s arbitration, the advantages of which are many.  This chapter has a detailed section on this topic.

Next: Chapter 9 – How to Train Them 

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‘A Practical Guide to Human Resources Management’ – Chapter 7 – How to Deal with Their Issues

by on Jul.25, 2012, under GHRO

The Global Human Resources Outsourcing (GHRO) team is sharing some hard-won business insights directly from the source.

 ”A Practical Guide to Human Resources Management” is a 266-page guidebook to the intricacies of the world of employment from Jeff Stinson, founder and president of Global Human Resources Outsourcing (GHRO).

Chapter 7 – How to Deal with Their Issues

Let’s face it — everyone has issues.  Rarely a day goes by that I don’t spend some time on a problem between an employee and his or her boss, subordinate or peer.  The real trick is understanding which of these is just normal griping and complaining and which is real and requires action.  Unfortunately, there is no real way to know until you investigate further.  As a result, treat every complaint seriously.  While John may be one of those “complainers,” at some point he may actually have a real issue, and if you didn’t take it seriously… well, see Chapter 8 (How to Stay Out of Court).

I would also set up a procedure that allows employees to keep their grievances internal rather than take them to an outside source, such as the Equal Employment Opportunity Commission or equivalent state agency.  I would suggest a dispute-resolution process similar to the one included in this chapter of the book.

“Dispute Resolution and Arbitration Policy” includes sections on Application, Purpose, Policy, Definitions, Procedure, Forms and Counsel.

Other Things to Consider

Promote diversity in the workplace and treat everyone equally and with respect.  Will this resolve all of your employee issues?  Of course not, but it will go a long way toward making your employees believe you are fair and that you encourage them to share their issues with you.

So what are the latest and greatest things you should watch out for?


Have you ever played the game of Whack-a-Mole?  Plaintiff attorneys are a bit like this in that as soon as you “whack” them with a defense to one issue, they find another one and up they pop.  Today, that issue is retaliation.  Fighting accusations of retaliation against an employee for sanctions of certain behaviors is difficult because it will often survive a summary judgment motion, which means you will have a jury trial unless you implement an arbitration policy (see Chapter 8).

Sexual Harassment

Today, with proper training and policies, you see much less of this type of case.  Take complaints seriously, as they can proceed to court very quickly and be very expensive.

Wage and Hour

This (along with retaliation) is the latest Whack-a-Mole issue.  While wage and hour laws have been with us since the 1930s, it is only recently that plaintiff attorneys have figured out that these can be great class-action cases.  For example, ever see hourly employees eating lunch at their desks?  If so, you may have a problem.  In some states, they can go back as far as three years for willful violations.


Can you decide against hiring someone because of what you see written by or about them on Facebook?  Can you fire someone for what you see?  What if they call you a jerk on Twitter?  Here is the answer: I don’t know…yet.  Here comes another round of Whack-a-Mole.


This is one of the protected areas of law that require you to accommodate the employee’s needs.  What is a religion?  What about a Wiccan?  Stay tuned.


The American with Disabilities Act (ADA) requires accommodations for disabilities as long as they don’t cause undue hardship for the organization.

The list of potential issues is endless and will continue to develop over time.  My advice is that, if you are unsure, call your HR consultant or an employment attorney.

Next: Chapter 8 – How to Stay Out of Court 

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‘A Practical Guide to Human Resources Management’ – Chapter 6 — How to Keep Them Safe

by on Jul.18, 2012, under GHRO

The Global Human Resources Outsourcing (GHRO) team is sharing some hard-won business insights directly from the source.

 ”A Practical Guide to Human Resources Management” is a 266-page guidebook to the intricacies of the world of employment from Jeff Stinson, founder and president of Global Human Resources Outsourcing (GHRO).

Chapter 6 — How to Keep Them Safe

Employee safety is one of the most important items that you will have to deal with on a day-to-day basis.  Not only can this be a huge cost item in the form of workers’ compensation, but the morale and health of the workforce is key as well.  In this chapter, we will examine the following items:

Commitment from the top – No safety program will be effective without a commitment from the top of the organization.  Safety is an integral core value, requiring leadership’s full participation, cooperation, and support in making a company safe and secure place to work, visit and live.

What a safety manual should look like – A safety manual is intended to provide everyone in the organization with the information and procedures needed to drive an accident-prevention program.

How to administer the plan with both management and employee responsibilities – Everyone in the company has a role to play in successfully implementing an accident-prevention plan.  If you have any cleaning supplies, chemicals, spray cans or other materials that qualify as hazardous, you must maintain a copy of the Material Safety Data Sheet (MSDS) on file for reference in an emergency and for safety training.

Motivation and counseling – A successful safety program needs two elements with respect to employees.  I refer to these as the carrot and stick.  In reality, safety can be fun.  But the stick has to go along with the carrot because, unfortunately, employees can do very stupid, unsafe acts, and there needs to be consequences for this behavior.

Communication – One of the keys to implementing a safety program is communication.  A method should be in place to communicate both up and down the organization structure. The communication system needs to be readily understandable by all employees.

Hazard identification – Naturally, in order to prevent injuries, you need to identify hazards in the workplace.  This generally involves inspections, which should be done on a regular basis.  Read the Self-Inspection Checklist in this chapter.

Hazard correction and follow up – Identifying hazards is one thing, fixing the problems that exist is another.  Normally, hazards are prioritized by the severity of the issue.  And there should always be a procedure in place to ensure that hazards are eliminated.

Accident investigation – The purpose of accident investigations is to identify the root cause of the accident to prevent recurrence.  Read the recommended Accident Investigation Report in this chapter.

Training – Training is perhaps the most important element of a safety program.  Each employee must receive training relevant to his or her particular job, and records of this training should be kept and distributed for employees to read and sign off on.  Read the recommended Employee Safety Training Record in this chapter.

Employee Safe-Work Practices – Regardless of your industry, there are basic safe work practices that need to be shared with your employees.  Read the recommended General Safety Guidelines in this chapter.

Return-to-Work Programs – Research has shown that employees who are able to return to work even with modified duty are quicker to heal than those who sit at home watching attorney ads on the TV.  Implement the early return-to-work program consistently.  Procedures and time limits should be followed in every lost-time case.

Alcohol and drug policies – Drug testing has proven to be effective in reducing injuries and lowering workers’ compensation claims.  This is particularly true of post-accident drug testing in which you test employees after an accident or incident.  Read an example of a recommended Alcohol and Drug Policy in this chapter.

Keeping your employees safe is not only the right thing to do for the business, it is simply the right thing to do, period.  The area of safety can be very technical and I would always advise getting further advice from your HR or safety professionals.

Next: Chapter 7 – How to Deal with Their Issues

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‘A Practical Guide to Human Resources Management’ – Chapter 5: How to Select the Proper Benefits Program

by on Jul.11, 2012, under GHRO

The Global Human Resources Outsourcing (GHRO) team is sharing some hard-won business insights directly from the source.

 ”A Practical Guide to Human Resources Management” is a 266-page guidebook to the intricacies of the world of employment from Jeff Stinson, founder and president of Global Human Resources Outsourcing (GHRO).

Chapter 5: How to Select the Proper Benefits Program

When I sat down to write this chapter, I felt a cold wave of nausea rush over me.  I have been designing benefit plans for companies since 1994, and never have I felt so utterly helpless.  As I started to tear up, I realized that Obamacare is and will continue to be a game-changer.

Regardless of your political point of view, there is no denying that the next five to ten years will be a pivotal time in the design and administration of employee benefit programs, particularly health insurance.

So, rather than assigning blame and living in denial, I decided to approach this subject as objectively as I could.  I hope I have succeeded.

How did we get to this point?

A look at medical inflation over the last ten years says a lot about the current health care crisis.

I am not an accountant nor am I an economist, but common sense tells me that clearly the inflation in this area is unsustainable.  Let’s take a look at the reasons why:

  • High consumer utilization – 50 percent of healthcare costs are behavior based.
  • Aging population – As we age, we require more and costlier health care.
  • High-cost technology – New and better diagnostic, treatment, pharmaceutical, therapeutic, etc. products.
  • Unnecessary care – Some authorities contend that insurance fraud alone constitutes a $100 billion-a-year- problem.

So what to do?

At the end of the day, there are still a number of areas you can address to contain costs:

  • Employee contribution to the premium cost.
  • Raising deductibles.
  • Changing the percentage that the company covers.
  • Changing co-pays.
  • Considering tiering drug plans.
  • Moving to a consumerism model.

Decisions about which benefits to include should take into account:

  • Your organization’s goals.
  • Your organization’s budget.
  • The expectations of your organization’s current employees and those it wishes to recruit in the future.

A logical place to begin selecting employee benefits is to establish objectives for the benefits package.

Whatever package you eventually choose needs to include a well thought out communication plan.  Communication is essential so that the benefits can achieve their objective of attracting, motivating and retaining employees.

Next: Chapter 6 – How to Keep Them Safe

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‘A Practical Guide to Human Resources Management’ – Chapter 2: How to Make Them Feel at Home

by on Jun.20, 2012, under GHRO

The Global Human Resources Outsourcing (GHRO) team is sharing some hard-won business insights directly from the source.

 ”A Practical Guide to Human Resources Management” is a 266-page guidebook to the intricacies of the world of employment from Jeff Stinson, founder and president of Global Human Resources Outsourcing (GHRO).

Chapter 2: How to Make Them Feel at Home

In this video – A Practical Guide To Human Resources Management – Chapter 2 – Jeff Stinson, author of “A Practical Guide To Human Resources Management,” discusses new-employee orientation.

Now that we have found the right person, we are entering perhaps the most delicate phase of the employment relationship.  I am sure we can all remember those first few days/weeks of the new job.  We are not sure about a lot of things.  For example, who is really our boss, and what about our co-workers, and what really goes on around here?  For that matter, we may not even know where the bathroom is.   During this critical first ninety days, new employees will either feel at home or start to question their decision.

This chapter lays out a roadmap for these first ninety days and provides some suggestions for solidifying this new relationship.

The First 10 Days

The first 10 days is what I would call the “get to know you” phase.  The new employee gets to know the organization, its rules, culture, and key players, and the organization starts to make judgments about this new person’s real ability.

I believe most leaders are too busy to really bring a new hire through this process correctly.

I recommend a detailed schedule to be put together during the first 10 days and then adhered to strictly.

Use this time to meet vendors, customers or whoever else is appropriate for the employee’s situation.

A good new-hire orientation should include a discussion of the important matters like insurance, 401(k) pension, personal time off, review of the company handbook and much more.  There are also a number of forms and confidential/proprietary information agreements that need to be signed and kept on file.

The Next 10 Days

The new employee has had two weeks to become acclimated to the company culture and key staff, so it is now time for constructive activity.  In the Position Profile section of Chapter 1, there is a section for anticipated accomplishments for the first three to 12 months.  These projects should be meaningful and contribute to the overall organizational goals.

Next: Chapter 3 – How to Measure a New Employee’s Performance

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‘A Practical Guide to Human Resources Management’ – Introduction & Chapter 1

by on Jun.13, 2012, under GHRO

The Global Human Resources Outsourcing (GHRO) team is sharing some hard-won business insights directly from the source.

 ”A Practical Guide to Human Resources Management” is a 266-page guidebook to the intricacies of the world of employment from Jeff Stinson, founder and president of Global Human Resources Outsourcing (GHRO).


In this video – A Practical Guide To Human Resources Management – Introduction – Jeff Stinson, author of “A Practical Guide To Human Resources Management,” discuss his experience as an HR expert and what you can expect from his book.  Are you trying to attain human resources management skills?  his could be the perfect book for you.

There are a number of good “self help” management books on the market which explore one area of human resources or another. Books helping you hire, fire, etc. are all great and very useful and I hope you will find this one equally so when you have finished.  I have organized the book more or less in the same sequence as the employment experience.

Chapter 1 “How to Hire Them

In this video – A Practical Guide To Human Resources Management – Chapter 1 – HR expert Jeff Stinson discusses how to hire the perfect employee. He covers the opening of the meeting, candidate discussion, determining what skills are needed, and creating a position profile.

Jeff Stinson writes:

Chapter 1 looks at the subject of how to hire the right person.  From defining the job to recruiting to interviewing to making the final offer, I believe this is the cornerstone of what any leader does in their organization.  In President George W. Bush’s latest autobiography, Chapter Three is entitled simply “Personnel.”

The first section of that chapter dealt with the various hiring decisions he was faced with and how he made those decisions.  While none of us is likely to hire the next Secretary of State, all hiring decisions are important and provide for your organization’s future success or failure and in many ways reflects on your decision-making ability.

Most of us who have experience with hiring people understand that there is more to finding the right person than placing a newspaper ad (well, Internet these days), conducting an interview, making an offer, and hoping for the best.  To hire successfully, you need to follow a process like this one:

  1. Decide what skills the employee will need to be successful.
  2. Write those skills down so you can refer to them later.
  3. Recruit for the position in places where the right people hang out.
  4. Test and/or interview candidates for the skills you need.
  5. Make them an offer they can’t refuse.

Next: Chapter 2 – “How to Make them Feel at Home”

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Workplace Wellness Programs Help Fight Insurance Costs

by on May.24, 2012, under GHRO

The concept of “Workplace Wellness” covers any program that aims to improve the health of a company’s employees and their families while reducing employer health-related costs.  The Global Human Resources Outsourcing (GHRO) team wants to share some very useful information on this subject.

Healthcare costs keep spiking. Every year, businesses and their employees get hit with higher premiums and other healthcare-related expenses. Costs are expected to increase in 2012 by 8.5 percent, though changes in plan designs may help keep cost increases to only seven percent, according to PwC research.

And according to research from Hewitt Associates, in the first decade of the 21st century healthcare costs including employer costs, employee payroll contributions, and out-of-pocket expenses rose from $4,793 to $11,058 per employee.

This unfortunate reality has forced companies throughout the country to make difficult choices: absorb the costs and make cuts elsewhere, pass some of the costs on to employees, or eliminate medical insurance coverage altogether.

As a result, many companies implement comprehensive wellness programs that focus on preventive health and lifestyle modification. This means encouraging employees to focus on key health behaviors such as increasing physical activity, improving eating habits, reducing stress and ceasing tobacco use.

In “8 Ways to Promote Wellness in the Workplace,“ Inc. magazine’s Lauren Lastowka pointed out some important things to do to bring a company closer to wellness:

1.  Promote preventive care.

2.  Encourage exercise.

3.  Emphasize education.

4.  Bring the doctor in.

5.  Invest in incentives.

6.  Hone hunger options.

7.  Be mindful of mental health.

8.  Recommend behavioral resources.

In a recent article titled “Moving Toward Wellness,” HRO Today discussed key issues regarding implementing workplace wellness programs.

A wellness program can help a company create a positive and healthy culture at work. For example, the “Be Good to Yourself” program helps create workplace cultures that encourage exercise, smoking cessation and healthy eating habits and behaviors.

 Getting Employees on Board

Companies are not simply offering wellness programs, they are increasingly incentivizing—and even penalizing—employees to encourage participation. Between 2009 and 2011, the use of financial rewards to incentivize employees for taking part in health management programs increased by 50 percent, according to the article. This number is expected to go up this year, with approximately 80 percent of employers offering financial incentives. Examples of incentives include:

•  Subsidized gym and fitness center memberships.

•  Tiered insurance plans that allow the healthiest employees to pay the lowest premiums.

•  Financial rewards for weight loss, smoking cessation, or annual checkups.

•  More company-paid life insurance.

•  Discounts on weight loss and smoking cessation programs.

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Mission: Aligning Employer & Corporate/Product Brands

by on May.16, 2012, under GHRO

Great branding is a key element in achieving success in the business world, and this includes the role of the organization plays as Employer.   The Global Human Resources Outsourcing (GHRO) wanted to share an insightful article on the subject.

An “employer brand” denotes an organization’s reputation as an employer – the image of an organization as “a great place to work.”  Employer branding is the process of creating this image.

In an article titled “Mission: Brand Alignment,” HRO Today explores how employer branding aligned with a company’s corporate or product brand can produce great business results.

Linking salient corporate/product brand elements with your employer branding strategy gives an organization the ability to communicate the employer brand to various talent segments – candidate prospects, and current and former employees – across the business.

Many HR groups within organizations are realizing that an effective brand strategy can enhance their talent acquisition efforts.  Signaling your company message on several levels can resonate with job candidates.

Consequently, just as marketing executives leverage a wide variety of tactics and initiatives to drive awareness for product portfolios, many successful HR leaders are taking advantage of various branding elements traditionally found in a marketer’s toolbox.

Where to Start? Compare & Understand

One of the first steps toward aligning your employer brand with your product or corporate brand is to have an open and honest assessment of what your brand really stands for and means. One method that marketers use — in order to achieve a deeper understanding of essence — is to perform a brand alignment analysis.

Source and Attract

As you source and attract candidates in the early stages, one of the goals is to make sure that the different vehicles you utilize, such as job postings, employment advertisements, career portals, recruitment videos, social media, word-of-mouth and other tactics, reinforce your employer brand positioning and messaging.

Employer Branding Alignment Tips

  • Collaboration between HR and Marketing is critical.  Learn what aspects of your corporate or product brand will translate well to your employer brand strategy. Many organizations are tasking marketing professionals to head their employer branding efforts and bridge the gap between the two functional areas.
  • Focus more on brand engagement over brand communications. This is especially true when designing an employer branding program during your onboarding and employment stages. Think about the influencing and net promoter type brand attributes you can harness from an engaged group of employees. Dialogue and engagement are more powerful and relevant during this stage compared to monologue messaging.
  • Assess all candidate touch points. Your employer brand reaches prospective candidates at many intersections. Make sure you’ve identified all of them and that your employer brand messaging is clear and relevant at each juncture.

And a word of caution: don’t assume that just because candidates easily identify with a great product brand that they will assume it’s also a great organization to be employed with.  The burden of proof is on the employer.

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Women Commanding Executive Leadership Positions, Outscoring Men

by on May.11, 2012, under GHRO

The Global Human Resources Outsourcing (GHRO) team knows a bit about women-led businesses, so we thought we’d share some articles on the subject.

“Female leadership systematically underestimated” is from Human Capital Magazine, Australia’s first magazine targeted at senior human resource professionals and top corporate decision-makers.

According to the article, contrary to popular belief and even previous studies, researchers have discovered women may actually outperform in areas traditionally considered to be the domain of men.

The findings were arrived at by Utah-based leadership consultancy firm Zenger Folkman after surveying more than 7,000 business leaders. It was found that across 16 core competencies, the leaders who were consistently found to come out on top were all women. Their skills included:

  • Inspirational leadership
  • Motivating and developing others
  • Building relationships
  • Collaboration and teamwork

The researchers found that while stereotypes have assumed that men are stronger in driving for results, championing change, taking initiative, and problem solving, women actually received higher scores on all those points than did their male counterparts.

Women vs. Men

“Study Finds Few Differences Between Men and Women Business Leaders” is from Roxanne Joffe, president of CAP Brand Marketing of Sarasota, Fla.

According to Joffe, despite a long-held myth to the contrary, women business leaders are as successful as men in starting new high tech companies.  Here’s why:

The stereotypical entrepreneur – particularly the Silicon Valley version – is a 20-something, single white male who dropped out of college to work 24/7 and take enormous risks for a shot at becoming the next Mark Zuckerberg.

Women entrepreneurs, on the other hand, are thought to be overrepresented in “lifestyle” industries and more focused on raising families than founding the next Facebook.

A study of more than 600 start-up founders and 500+ fast-growth companies published in TechCrunch deflates these myths. Entrepreneur-turned-academic Vivek Wadhwa and his team studied both men and women business leaders and their companies and found the following:

  • Men and women start-up founders are motivated by the same goals – both men and women business leaders are driven by a desire to build wealth, chart their own destinies and capitalize on their business ideas.
  • Men and women business leaders largely share life circumstances.  Wadhwa found that most entrepreneurs are closer to 40 than 20 when founding their companies and that most are married with children. Men were slightly more likely than women to be married.

However, Wadhwa’s team did discover some interesting differences about the business climate in which male and female entrepreneurs operate:

  • Women business leaders receive more encouragement from co-founders.  According to the research, women entrepreneurs were significantly more likely than men to report that their co-founders urged them to enter into a partnership to launch a new business.
  • Women start-up founders are more likely to cite a role model.  Women entrepreneurs more often reported being inspired by an entrepreneurial friend or family member than their male counterparts.

Let us know what you think by commenting below.

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