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Talent Management

Topic Overview

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Talent Management

Unconscious biases often prevent employers from hiring and retaining women and other underrepresented groups. Explore the interventions that both help women navigate these innate barriers in workplace and find out how institutions can "debias" their organizational processes.  

When Trying Hard Isn’t Natural: Women’s Belonging with and Motivation for Male-Dominated STEM Fields as a Function of Effort Expenditure Concerns

Recognizing that effort is normal and necessary for success, rather than emphasizing the importance of  “natural talent”, can increase women’s sense of belonging and motivation to continue in male-dominated STEM fields.
Jessi L. Smith, Karyn L. Lewis, Lauren Hawthorne, Sara D. Hodges
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Compared to men, women view professional advancement as equally attainable, but less desirable

Women have a higher number of life goals than men, though a smaller proportion of these goals involves achieving power at work. Women also find high-level positions just as attainable but much less desirable than men, anticipating more negative outcomes and greater conflict with other life goals.
Francesca Gino, Caroline Ashley Wilmuth, Alison Wood Brooks
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The Difficult Case of Persuading Women: Experimental Evidence from Childcare

When exposed to information about the positive effects of formal childcare, women with more education were more likely to stay in the labor force and use daycare, while women with less education actually decreased their willingness to stay in the labor force.
Vincenzo Galasso, Paola Profeta, Chiara Pronzato, Francesco Billari
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Can Mentoring Help Female Assistant Professors in Economics? An Evaluation by Randomized Trial

Mentoring young female professors in economics, an academic field in which women are historically underrepresented, can lead to an increase in their likelihood of staying in academia and of receiving tenure at a top 30 or 50 economics program in the world,  relative to their peers without mentors.
Francine D. Blau, Janet M. Currie, Rachel T. A. Croson, Donna K. Ginther
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Topic Overview

Talent Management Icon
Talent Management

Unconscious biases often prevent employers from hiring and retaining women and other underrepresented groups. Explore the interventions that both help women navigate these innate barriers in workplace and find out how institutions can "debias" their organizational processes.  

When Trying Hard Isn’t Natural: Women’s Belonging with and Motivation for Male-Dominated STEM Fields as a Function of Effort Expenditure Concerns

Recognizing that effort is normal and necessary for success, rather than emphasizing the importance of  “natural talent”, can increase women’s sense of belonging and motivation to continue in male-dominated STEM fields.
Jessi L. Smith, Karyn L. Lewis, Lauren Hawthorne, Sara D. Hodges
Read More

Can Mentoring Help Female Assistant Professors in Economics? An Evaluation by Randomized Trial

Mentoring young female professors in economics, an academic field in which women are historically underrepresented, can lead to an increase in their likelihood of staying in academia and of receiving tenure at a top 30 or 50 economics program in the world,  relative to their peers without mentors.
Francine D. Blau, Janet M. Currie, Rachel T. A. Croson, Donna K. Ginther
Read More

Compared to men, women view professional advancement as equally attainable, but less desirable

Women have a higher number of life goals than men, though a smaller proportion of these goals involves achieving power at work. Women also find high-level positions just as attainable but much less desirable than men, anticipating more negative outcomes and greater conflict with other life goals.
Francesca Gino, Caroline Ashley Wilmuth, Alison Wood Brooks
Read More

The Difficult Case of Persuading Women: Experimental Evidence from Childcare

When exposed to information about the positive effects of formal childcare, women with more education were more likely to stay in the labor force and use daycare, while women with less education actually decreased their willingness to stay in the labor force.
Vincenzo Galasso, Paola Profeta, Chiara Pronzato, Francesco Billari
Read More
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