| Assessment
center |
An assessment center consists of a standardized evaluation
of behavior based on multiple inputs. Trained observers
are used. Judgments about behavior are made from specifically
developed assessment simulations. These judgments are
pooled in a meeting among the assessors or by a statistical
integration process. The discussion results in evaluations
of the performance of the assessees on the dimensions/
competencies that the assessment center is designed
to measure. |
| Benchmarking |
A systematic process comparing the activities and
work processes of an organisation or department with
those of outstanding organisations or departments with
the aim of identifying ways to improve performance.
|
| Coaching |
A professional counsellor who works to stimulate and
encourage a group or an individual in a structured way.
This often involves focused and delimited assignments
where the goal is to change behaviour or achieve a given
result. |
| Corporate
governance |
Systems and processes for ensuring proper accountability,
probity and openness in the conduct of an organisation’s
business |
| Diversity |
The differences in the values, attitudes,
cultural perspective, beliefs, ethnic background, sexual
orientation, skills, knowledge and life experiences
of each individual in any group of people. |
| Escalator-effect |
An expectation and pressure on men to advance to higher
positions. Especially well known among men in female-dominated
occupations. |
| Excecutive
Search |
Recruitment firms who identify and select candidates
for executive or specialist positions |
| Gender |
A concept that refers to the social differences between
women and men that have been learned, are changeable
over time and have wide variations both within and between
cultures. |
| Gender
contract |
A set of implicit and explicit rules governing gender
relations which allocate different work and value, responsibilites
and obligations to men and women and is maintained on
three levels - cultural superstructure - the norms and
values of society; institutions - family welfare, education
and employment systems, etc.; and socialisation processes,
notably in the family. |
| Gender
equality |
The concept meaning that all human beings are free
to develop their personal abilities and make choices
without the limitations set by strict gender roles;
that the different behaviour, aspirations and needs
of women and men are considered, valued and favoured
equally. |
| Gender
labelling |
See Gender segregated labour market |
| Gender
mainstreaming |
The systematic integration of the respective situations,
priorities and needs of women and men in all policies
and with a view to promoting equality between women
and men and mobilising all general policies and measures
specifically for the purpose of achieving equality by
actively and openly taking into account, at the planning
stage, their effects on the respective situations of
women and men in implementation, monitoring and evaluation
(Commission Communication COM (96) 67 final of 21/02/96). |
| Gender
neutral |
Having no differential positive or negative impact
for gender relations or equality between women and men. |
| Gender
perspective |
To apply a gender perspective means an awareness of
the inbalance of power between men and women and that
gender and gender roles are social created. |
| Gender
segregated labour market |
The concentration of men and women in different types
and different levels of economic activity, where women
are confined to specific occupations (horizontal segregation)
and in lower level positions the hierarchy (vertical
segregation). |
| Gender
Structure |
The sexual division of labour. The concept is used
to describe the gender segragation in organisations |
| Glass ceiling |
The invisible ceiling that women tend to meet, when
they try to surpass a certain level in the hierarchy
of an organisation or a company. |
| Glass walls |
Invisible barriers faced by women when trying to move
laterally into strategic areas such as product development
or finance and from there upwards to key executive positions
in the pyramidal structure characteristic of large organisations.
|
| Horisontal
segregation |
The concentration of women and men into different
sectors and occupations. |
| Leadership |
The capacity to motivate, to manage and to guide people
in a team, to manage resources efficiently, to communicate
a vision and to deliver results. |
| Management |
A manager is someone who gets results through other
people |
| Management
philosophy |
A documented policy about how the organisation looks
upon leadership as well as requirements on present and
future managers |
| Mentorship |
A form of employee development whereby a trusted and
respected person – the mentor – uses their experience
to encourage and support the mentee. The aim of mentoring
is to facilitate the mentee’s learning and development
and to enable them to discover more about their capability
and potential. Mentoring can occur informally or be
set up through a more formal organisational scheme. |
| Organisational
culture |
A set of belifes, values and acquired pattern of behaviour
which have developed during the history of organisation
and which is manifested through the physical elements
of organisation as well as its members' behavior. |
| Performance
Indicators |
A key measure, designed to assess an aspect of the
qualitative, or quantitative, performance of a company.
Performance indicators can relate to operational, strategic,
specific, confidence, behavioural, and ethical aspects
of a company’s operation, and can help to pinpoint its
strengths and weaknesses. They are periodically monitored
to ensure the company’s long-term success. |
| Positive
Actions |
Measures targeted at a particular group and intended
to eliminate and prevent discrimination or to offset
disadvantages arising from existing attitudes, behaviours
and structures (sometimes referred to as positive discrimination). |
| Preferential
treatment |
The treatment of one individual or group of individuals
in a manner which is likely to lead to better benefits,
access, rights, opportunities or status than those of
another individual or group of individuals. May be used
positively when it implies a positive action intended
to eliminate previous discriminatory practice or negatively
where it is intended to maintain differentials or advantages
of one individual/group of individuals over another. |
| Quota |
A defined proportion or share of places, seats or
resources to be filled by or allocated to a specific
group, generally under certain rules or criteria, and
aimed at correcting a previous imbalance, usually in
decision making positions or in access to training opportunities
or jobs. |
| Reconciliation
of work and family |
Work-Life Balance. The balance between the amount
of time and effort a person devotes to work and that
given to other aspects of life, mainly family. |
| Recruitment
firms |
Offices selecting and/or hiring people for senior
positions on behalf of other companies. |
| Sex |
The biological characteristics which distinguish human
beings as female or male. |
| Sex discrimination |
Where a person is treated less favourably
because of his or her sex. |
| Sex/Gender
system |
A system of economic, social and political structures
which sustain and reproduce distinctive gender roles
and attributes of men and women (see Gender contract). |
| Sticky
floor |
The recurring failure of women to advance their carrier
beyond the bare minimum. |
| Top manager |
Senior executives.The highest positions in the hierarchy
of an organization comprising people responsible for
efficient operation and strategy implementation. |
| Vertical
segregation |
The concentration of women and men in different grades,
levels of responsibility or positions. |
